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  • Configure server on network to analyze traffic

    - by Strajan Sebastian
    I have the following network: http://i.stack.imgur.com/rapkH.jpg I want to send all the traffic from the devices that connect to the 192.168.0.1 router to the 192.168.10.1 router(and eventually to the Internet), by passing through the server and an additional router. Almost 2 days have passed and I can't figure what is wrong. While searching on the Internet for some similar configuration I found some articles that are somehow related to my needs, but the proposed solutions don't seem to work for me. This is a similar article: iptables forwarding between two interface I done the following steps for the configuration process: Set static IP address 192.168.1.90 for the eth0 on the server from the 192.168.1.1 router Set static IP address 192.168.0.90 for the eth1 on the server from the 192.168.0.1 router Forwarded all the traffic from 192.168.0.1 router to the server on eth1 interface witch seems to be working. The router firmware has some option to redirect all the traffic from all the ports to a specified address. Added the following rules on the server(Only the following, there aren't any additional rules): iptables -t nat -A POSTROUTING -o eth1 -j MASQUERADE iptables -A FORWARD -i eth1 -o eth0 -m state -–state RELATED,ESTABLISHED -j ACCEPT iptables -A FORWARD -i eth0 -o eth1 -j ACCEPT I also tried changing iptables -A FORWARD -i eth1 -o eth0 -m state -–state RELATED,ESTABLISHED -j ACCEPT into iptables -A FORWARD -i eth1 -o eth0 -j ACCEPT but still is not working. After adding the following to enable the packet forwarding for the server that is running CentOS: echo 1 /proc/sys/net/ipv4/ip_forward sysctl -w net.ipv4.ip_forward = 1 After a server restart and extra an extra check to see that all the configuration from above are still available I tried to see again if I can ping from a computer connected to 192.168.0.1/24 LAN the router from 192.168.1.1 but it didn't worked. The server has tshark(console wireshark) installed and I found that while sending a ping from a computer connected to 192.168.0.1 router to 192.168.1.1 the 192.168.0.90(eth1) receives the ping but it doesn't forward it to the eth0 interface as the rule tells: iptables -A FORWARD -i eth1 -o eth0 -j ACCEPT and don't now why this is happening. Questions: The iptables seem that don't work as I am expecting. Is there a need to add in the NAT table from iptables rules to redirect the traffic to the proper location, or is something else wrong with what I've done? I want to use tshark to view the traffic on the server because I think that is the best at doing this. Do you know something better that tshark to capture the traffic and maybe analyze it?

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  • How to troubleshoot port forwarding on Windows 7 (64 Bit) with ICS enabled?

    - by LearnCocos2D
    I want to forward some ports (1666 for perforce, 8081 for Hudson) on my Internet Gateway machine. This machine is running Windows 7 (64 Bit, legal, user-account) and connected to the Internet via cable modem (it's not a router). The Windows machine is sharing its Internet Connection via ICS and that works fine on all connected computers. I can access the services via the gateway's public IP (95.x.x.x) on the given ports if they are running on the gateway machine itself. I've added the ports and destination IP address (192.168.0.18) in the Internet network adapter's Advanced Settings dialog (Sharing tab). That's the same dialog where you have a list of preconfigured services like HTTP, FTP and other incoming services. When I do that I can't connect to the services anymore. For some reason port forwarding isn't working. I have uninstalled Bitdefender because I wanted to check if the Firewall interferes. I've also disabled the Windows Firewall and Defender to no avail. I tried a freeware tool that helps to setup port forwarding but that didn't work either. The target machine is a Mac OS X computer whose Firewall is disabled. The IP is static. I can successfully connect to the services using the local IP address (192.168.0.18) from two different machines, including the gateway computer. So internally and externally it seems to me that the ports are open and not blocked, and the issue is with port forwarding itself. From what I understand it should be enough to add an entry to the Advanced Settings dialog to enable port forwarding when there are no firewalls interfering. How can I troubleshoot why port forwarding isn't working for me? What steps should I follow to alleviate the issue? PS: I gladly accept command line solutions. Other things I've tried: adding an Inbound Rule to Windows Firewall for the 1666, 8081 ports trying with Windows Firewall enabled and disabled disabling/enabling the network adapter double-checked that the IP addresses are correct mapping a different incoming port to the service's actual port followed or checked the misc tips in this article What I haven't dared trying yet (let me know if it's worth a shot): disable/enable ICS remove all network adapters (via Control Panel), then re-install and re-configure them

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  • Where is my app.config for SSIS?

    Sometimes when working with SSIS you need to add or change settings in the .NET application configuration file, which can be a bit confusing when you are building a SSIS package not an application. First of all lets review a couple of examples where you may need to do this. You are using referencing an assembly in a Script Task that uses Enterprise Library (aka EntLib), so you need to add the relevant configuration sections and settings, perhaps for the logging application block. You are using using Enterprise Library in a custom task or component, and again you need to add the relevant configuration sections and settings. You are using a web service with Microsoft Web Services Enhancements (WSE) 3.0 and hosting the proxy in SSIS, in an assembly used by your package, and need to add the configuration sections and settings. You need to change behaviours of the .NET framework which can be influenced by a configuration file, such as the System.Net.Mail default SMTP settings. Perhaps you wish to configure System.Net and the httpWebRequest header for parsing unsafe header (useUnsafeHeaderParsing), which will change the way the HTTP Connection manager behaves. You are consuming a WCF service and wish to specify the endpoint in configuration. There are no doubt plenty more examples but each of these requires us to identify the correct configuration file and and make the relevant changes. There are actually several configuration files, each used by a different execution host depending on how you are working with the SSIS package. The folders we need to look in will actually vary depending on the version of SQL Server as well as the processor architecture, but most are all what we can call the Binn folder. The SQL Server 2005 Binn folder is at C:\Program Files\Microsoft SQL Server\90\DTS\Binn\, compared to C:\Program Files\Microsoft SQL Server\100\DTS\Binn\ for SQL Server 2008. If you are on a 64-bit machine then you will see C:\Program Files (x86)\Microsoft SQL Server\90\DTS\Binn\ for the 32-bit executables and C:\Program Files\Microsoft SQL Server\90\DTS\Binn\ for 64-bit, so be sure to check all relevant locations. Of course SQL Server 2008 may have a C:\Program Files (x86)\Microsoft SQL Server\100\DTS\Binn\ on a 64-bit machine too. To recap, the version of SQL Server determines if you look in the 90 or 100 sub-folder under SQL Server in Program Files (C:\Program Files\Microsoft SQL Server\nn\) . If you are running a 64-bit operating system then you will have two instances program files, C:\Program Files (x86)\ for 32-bit and  C:\Program Files\ for 64-bit. You may wish to check both depending on what you are doing, but this is covered more under each section below. There are a total of five specific configuration files that you may need to change, each one is detailed below: DTExec.exe.config DTExec.exe is the standalone command line tool used for executing SSIS packages, and therefore it is an execution host with an app.config file. e.g. C:\Program Files\Microsoft SQL Server\90\DTS\Binn\DTExec.exe.config The file can be found in both the 32-bit and 64-bit Binn folders. DtsDebugHost.exe.config DtsDebugHost.exe is the execution host used by Business Intelligence Development Studio (BIDS) / Visual Studio when executing a package from the designer in debug mode, which is the default behaviour. e.g. C:\Program Files\Microsoft SQL Server\90\DTS\Binn\DtsDebugHost.exe.config The file can be found in both the 32-bit and 64-bit Binn folders. This may surprise some people as Visual Studio is only 32-bit, but thankfully the debugger supports both. This can be set in the project properties, see the Run64BitRuntime property (true or false) in the Debugging pane of the Project Properties. dtshost.exe.config dtshost.exe is the execution host used by what I think of as the built-in features of SQL Server such as SQL Server Agent e.g. C:\Program Files\Microsoft SQL Server\90\DTS\Binn\dtshost.exe.config This file can be found in both the 32-bit and 64-bit Binn folders devenv.exe.config Something slightly different is devenv.exe which is Visual Studio. This configuration file may also need changing if you need a feature at design-time such as in a Task Editor or Connection Manager editor. Visual Studio 2005 for SQL Server 2005  - C:\Program Files\Microsoft Visual Studio 8\Common7\IDE\devenv.exe.config Visual Studio 2008 for SQL Server 2008  - C:\Program Files\Microsoft Visual Studio 9.0\Common7\IDE\devenv.exe.config Visual Studio is only available for 32-bit so on a 64-bit machine you will have to look in C:\Program Files (x86)\ only. DTExecUI.exe.config The DTExec UI tool can also have a configuration file and these cab be found under the Tools folders for SQL Sever as shown below. C:\Program Files\Microsoft SQL Server\90\Tools\Binn\VSShell\Common7\IDE\DTExecUI.exe C:\Program Files\Microsoft SQL Server\100\Tools\Binn\VSShell\Common7\IDE\DTExecUI.exe A configuration file may not exist, but if you can find the matching executable you know you are in the right place so can go ahead and add a new file yourself. In summary we have covered the assembly configuration files for all of the standard methods of building and running a SSIS package, but obviously if you are working programmatically you will need to make the relevant modifications to your program’s app.config as well.

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  • How to resolve: 'cmd' is not recognized as an internal or external command?

    - by qwer1234
    I have searched other forums to solve this error where it would either end with: 1.) re-install OS 2.) Setting path variable C:/Windows/System32 The latter did not work, and as you can probably imagine, I do not want to have to re-install my OS... I am running the command "mvn jetty:run" and the following is my stack trace, finishing with the message: "'cmd' is not recognized as an internal or external command, operable problem or batch file" as stated in the title of this question. [INFO] Scanning for projects... [INFO] ------------------------------------------------------------------------ [INFO] Building Test Tool [INFO] task-segment: [jetty:run] [INFO] ------------------------------------------------------------------------ [INFO] Preparing jetty:run [WARNING] Removing: run from forked lifecycle, to prevent recursive invocation. [INFO] [resources:resources] [WARNING] Using platform encoding (Cp1252 actually) to copy filtered resources, i.e. build is platform dependent! [INFO] Copying 32 resources [INFO] Copying 192 resources [INFO] [compiler:compile] [INFO] Compiling 1854 source files to C:\Development\global_stock_record\test\java\Turtle\target\classes [INFO] ------------------------------------------------------------------------ [ERROR] BUILD FAILURE [INFO] ------------------------------------------------------------------------ [INFO] Compilation failure C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\compilers\JavaScriptClassCompiler.java:[45,29] cannot find symbol symbol : class CompilerEnvirons location: package org.mozilla.javascript C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\compilers\JavaScriptClassCompiler.java:[47,29] cannot find symbol symbol : class ContextFactory location: package org.mozilla.javascript C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\compilers\JavaScriptClassCompiler.java:[49,39] cannot find symbol symbol : class ClassCompiler location: package org.mozilla.javascript.optimizer C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\compilers\JavaScriptClassCompiler.java:[181,55] cannot find symbol symbol : class CompilerEnvirons location: class net.sf.jasperreports.compilers.JavaScriptClassCompiler C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\export\JRXmlExporter.java:[99,26] package org.w3c.tools.codec does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\xml\JRBaseFactory.java:[26,34] package org.apache.commons.digester does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\xml\JRBaseFactory.java:[27,34] package org.apache.commons.digester does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\xml\JRBaseFactory.java:[34,47] cannot find symbol symbol: class ObjectCreationFactory public abstract class JRBaseFactory implements ObjectCreationFactory C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\xml\JRBaseFactory.java:[41,21] cannot find symbol symbol : class Digester location: class net.sf.jasperreports.engine.xml.JRBaseFactory C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\xml\JRBaseFactory.java:[47,8] cannot find symbol symbol : class Digester location: class net.sf.jasperreports.engine.xml.JRBaseFactory C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\xml\JRBaseFactory.java:[56,25] cannot find symbol symbol : class Digester location: class net.sf.jasperreports.engine.xml.JRBaseFactory C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\Code39Component.java:[28,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\BarcodeComponent.java:[41,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\Code39Component.java:[66,29] cannot find symbol symbol : class ChecksumMode location: class net.sf.jasperreports.components.barcode4j.Code39Component C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\BarcodeComponent.java:[179,29] cannot find symbol symbol : class HumanReadablePlacement location: class net.sf.jasperreports.components.barcode4j.BarcodeComponent C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\EAN128Component.java:[26,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\DataMatrixComponent.java:[26,45] package org.krysalis.barcode4j.impl.datamatrix does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\FourStateBarcodeComponent.java:[26,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\UPCAComponent.java:[28,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\UPCEComponent.java:[28,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\EAN13Component.java:[28,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\EAN8Component.java:[28,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\Interleaved2Of5Component.java:[28,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\EAN128Component.java:[57,29] cannot find symbol symbol : class ChecksumMode location: class net.sf.jasperreports.components.barcode4j.EAN128Component C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\DataMatrixComponent.java:[62,22] cannot find symbol symbol : class SymbolShapeHint location: class net.sf.jasperreports.components.barcode4j.DataMatrixComponent C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\FourStateBarcodeComponent.java:[76,29] cannot find symbol symbol : class ChecksumMode location: class net.sf.jasperreports.components.barcode4j.FourStateBarcodeComponent C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\UPCAComponent.java:[56,29] cannot find symbol symbol : class ChecksumMode location: class net.sf.jasperreports.components.barcode4j.UPCAComponent C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\UPCEComponent.java:[56,29] cannot find symbol symbol : class ChecksumMode location: class net.sf.jasperreports.components.barcode4j.UPCEComponent C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\EAN13Component.java:[56,29] cannot find symbol symbol : class ChecksumMode location: class net.sf.jasperreports.components.barcode4j.EAN13Component C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\EAN8Component.java:[56,29] cannot find symbol symbol : class ChecksumMode location: class net.sf.jasperreports.components.barcode4j.EAN8Component C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\Interleaved2Of5Component.java:[60,29] cannot find symbol symbol : class ChecksumMode location: class net.sf.jasperreports.components.barcode4j.Interleaved2Of5Component C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\data\JRHibernateAbstractDataSource.java:[36,25] package org.hibernate.type does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[49,20] package org.hibernate does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[50,20] package org.hibernate does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[51,20] package org.hibernate does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[52,20] package org.hibernate does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[53,20] package org.hibernate does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[54,25] package org.hibernate.type does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\data\JRHibernateAbstractDataSource.java:[173,38] cannot find symbol symbol : class Type location: class net.sf.jasperreports.engine.data.JRHibernateAbstractDataSource C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[66,35] cannot find symbol symbol : class Type location: class net.sf.jasperreports.engine.query.JRHibernateQueryExecuter C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[89,9] cannot find symbol symbol : class Session location: class net.sf.jasperreports.engine.query.JRHibernateQueryExecuter C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[90,9] cannot find symbol symbol : class Query location: class net.sf.jasperreports.engine.query.JRHibernateQueryExecuter C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[92,9] cannot find symbol symbol : class ScrollableResults location: class net.sf.jasperreports.engine.query.JRHibernateQueryExecuter C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[359,8] cannot find symbol symbol : class Type location: class net.sf.jasperreports.engine.query.JRHibernateQueryExecuter C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\query\JRHibernateQueryExecuter.java:[474,8] cannot find symbol symbol : class ScrollableResults location: class net.sf.jasperreports.engine.query.JRHibernateQueryExecuter C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barbecue\BarbecueFillComponent.java:[40,31] package net.sourceforge.barbecue does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[38,27] package org.apache.tools.ant does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[39,27] package org.apache.tools.ant does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[40,27] package org.apache.tools.ant does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[41,33] package org.apache.tools.ant.types does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[42,33] package org.apache.tools.ant.types does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[43,43] package org.apache.tools.ant.types.resources does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[44,32] package org.apache.tools.ant.util does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[45,32] package org.apache.tools.ant.util does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRBaseAntTask.java:[34,36] package org.apache.tools.ant.taskdefs does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRBaseAntTask.java:[41,35] cannot find symbol symbol: class MatchingTask public class JRBaseAntTask extends MatchingTask C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[74,9] cannot find symbol symbol : class Path location: class net.sf.jasperreports.ant.JRAntXmlExportTask C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[76,9] cannot find symbol symbol : class Path location: class net.sf.jasperreports.ant.JRAntXmlExportTask C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[86,23] cannot find symbol symbol : class Path location: class net.sf.jasperreports.ant.JRAntXmlExportTask C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[104,8] cannot find symbol symbol : class Path location: class net.sf.jasperreports.ant.JRAntXmlExportTask C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[131,8] cannot find symbol symbol : class Path location: class net.sf.jasperreports.ant.JRAntXmlExportTask C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[145,30] cannot find symbol symbol : class BuildException location: class net.sf.jasperreports.ant.JRAntXmlExportTask C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[183,41] cannot find symbol symbol : class BuildException location: class net.sf.jasperreports.ant.JRAntXmlExportTask C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[211,33] cannot find symbol symbol : class BuildException location: class net.sf.jasperreports.ant.JRAntXmlExportTask C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\ant\JRAntXmlExportTask.java:[276,32] cannot find symbol symbol : class BuildException location: class net.sf.jasperreports.ant.JRAntXmlExportTask C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\xml\TransformedPropertyRule.java:[27,34] package org.apache.commons.digester does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\xml\TransformedPropertyRule.java:[37,54] cannot find symbol symbol: class Rule public abstract class TransformedPropertyRule extends Rule C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\data\mondrian\MondrianDataAdapterService.java:[29,20] package mondrian.olap does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\data\mondrian\MondrianDataAdapterService.java:[30,20] package mondrian.olap does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\data\mondrian\MondrianDataAdapterService.java:[31,20] package mondrian.olap does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\data\mondrian\MondrianDataAdapterService.java:[45,9] cannot find symbol symbol : class Connection location: class net.sf.jasperreports.data.mondrian.MondrianDataAdapterService C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\data\JRXlsDataSource.java:[40,10] package jxl does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\data\JRXlsDataSource.java:[41,10] package jxl does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\data\JRXlsDataSource.java:[42,10] package jxl does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\data\JRXlsDataSource.java:[43,20] package jxl.read.biff does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\data\JRXlsDataSource.java:[66,9] cannot find symbol symbol : class Workbook location: class net.sf.jasperreports.engine.data.JRXlsDataSource C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\engine\data\JRXlsDataSource.java:[83,24] cannot find symbol symbol : class Workbook location: class net.sf.jasperreports.engine.data.JRXlsDataSource C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\olap\xmla\JRXmlaMember.java:[26,20] package mondrian.olap does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\olap\result\JROlapMember.java:[26,20] package mondrian.olap does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\olap\xmla\JRXmlaMember.java:[89,8] cannot find symbol symbol : class Member location: class net.sf.jasperreports.olap.xmla.JRXmlaMember C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\olap\result\JROlapMember.java:[46,1] cannot find symbol symbol : class Member location: interface net.sf.jasperreports.olap.result.JROlapMember C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\web\actions\AbstractAction.java:[43,36] package org.codehaus.jackson.annotate does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\web\actions\AbstractAction.java:[49,1] cannot find symbol symbol: class JsonTypeInfo @JsonTypeInfo(use=JsonTypeInfo.Id.NAME, include=JsonTypeInfo.As.PROPERTY, property="actionName") C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[32,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[33,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[34,29] package org.krysalis.barcode4j does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[35,34] package org.krysalis.barcode4j.impl does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[36,42] package org.krysalis.barcode4j.impl.codabar does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[37,42] package org.krysalis.barcode4j.impl.code128 does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[38,42] package org.krysalis.barcode4j.impl.code128 does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[39,41] package org.krysalis.barcode4j.impl.code39 does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[40,45] package org.krysalis.barcode4j.impl.datamatrix does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[41,45] package org.krysalis.barcode4j.impl.datamatrix does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[42,44] package org.krysalis.barcode4j.impl.fourstate does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[43,44] package org.krysalis.barcode4j.impl.fourstate does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[44,44] package org.krysalis.barcode4j.impl.fourstate does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[45,42] package org.krysalis.barcode4j.impl.int2of5 does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[46,41] package org.krysalis.barcode4j.impl.pdf417 does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[47,42] package org.krysalis.barcode4j.impl.postnet does not exist C:\Development\global_stock_record\test\java\Turtle\src\main\java\net\sf\jasperreports\components\barcode4j\AbstractBarcodeEvaluator.java:[48,41] package org.krysalis.barcode4j.impl.upcean does not exist [INFO] ------------------------------------------------------------------------ [INFO] For more information, run Maven with the -e switch [INFO] ------------------------------------------------------------------------ [INFO] Total time: 17 seconds [INFO] Finished at: Fri Dec 07 11:46:28 EST 2012 [INFO] Final Memory: 27M/63M [INFO] ------------------------------------------------------------------------

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  • SQL SERVER – Retrieve and Explore Database Backup without Restoring Database – Idera virtual databas

    - by pinaldave
    I recently downloaded Idera’s SQL virtual database, and tested it. There are a few things about this tool which caught my attention. My Scenario It is quite common in real life that sometimes observing or retrieving older data is necessary; however, it had changed as time passed by. The full database backup was 40 GB in size, and, to restore it on our production server, it usually takes around 16 to 22 minutes, depending on the load server that is usually present. This range in time varies from one server to another as per the configuration of the computer. Some other issues we used to have are the following: When we try to restore a large 40-GB database, we needed at least that much space on our production server. Once in a while, we even had to make changes in the restored database, and use the said changed and restored database for our purpose, making it more time-consuming. My Solution I have heard a lot about the Idera’s SQL virtual database tool.. Well, right after we started to test this tool, we found out that it really delivers what it promises. Using this software was very easy and we were able to restore our database from backup in less than 2 minutes, sparing us from the usual longer time of 16–22 minutes. The needful was finished in a total of 10 minutes. Another interesting observation is that there is no need to have an additional space for restoring the database. For complete database restoration, the single additional MB on the drive is not required anymore. We can use the database in the same way as our regular database, and there is no need for any additional configuration and setup. Let us look at the most relevant points of this product based on my initial experience: Quick restoration of the database backup No additional space required for database restoration virtual database has no physical .MDF or .LDF The database which is restored is, in fact, the backup file converted in the virtual database. DDL and DML queries can be executed against this virtually restored database. Regular backup operation can be implemented against virtual database, creating a physical .bak file that can be used for future use. There was no observed degradation in performance on the original database as well the restored virtual database. Additional T-SQL queries can be let off on the virtual database. Well, this summarizes my quick review. And, as I was saying, I am very impressed with the product and I plan to explore it more. There are many features that I have noticed in this tool, which I think can be very useful if properly understood. I had taken a few screenshots using my demo database afterwards. Let us see what other things this tool can do besides the mentioned activities. I am surprised with its performance so I want to know how exactly this feature works, specifically in the matter of why it does not create any additional files and yet, it still allows update on the virtually restored database. I guess I will have to send an e-mail to the developers of Idera and try to figure this out from them. I think this tool is very useful, and it delivers a high level of performance way more than what I expected. Soon, I will write a review for additional uses of SQL virtual database.. If you are using SQL virtual database in your production environment, I am eager to learn more about it and your experience while using it. The ‘Virtual’ Part of virtual database When I set out to test this software, I thought virtual database had something to do with Hyper-V or visualization. In fact, the virtual database is a kind of database which shows up in your SQL Server Management Studio without actually restoring or even creating it. This tool creates a database in SSMS from the backup of the same database. The backup, however, works virtually the same way as original database. Potential Usage of virtual database: As soon as I described this tool to my teammate, I think his very first reaction was, “hey, if we have this then there is no need for log shipping.” I find his comment very interesting as log shipping is something where logs are moved to another server. In fact, there are no updates on the database from log; I would rather compare it with Snapshot Replication. In fact, whatever we use, snapshot replicated database can be similarly used and configured with virtual database. I totally believe that we can use it for reporting purpose. In fact, after this database was configured, I think the uses of this tool are unlimited. I will have to spend some more time studying it and will get back to you. Click on images to see larger images. virtual database Console Harddrive Space before virtual database Setup Attach Full Backup Screen Backup on Harddrive Attach Full Backup Screen with Settings virtual database Setup – less than 60 sec virtual database Setup – Online Harddrive Space after virtual database Setup Point in Time Recovery Option – Timeline View virtual database Summary No Performance Difference between Regular DB vs Virtual DB Please note that all SQL Server MVP gets free license of this software. Reference: Pinal Dave (http://blog.SQLAuthority.com), Idera (virtual database) Filed under: Database, Pinal Dave, SQL, SQL Add-On, SQL Authority, SQL Backup and Restore, SQL Data Storage, SQL Query, SQL Server, SQL Tips and Tricks, SQL Utility, SQLAuthority News, T SQL, Technology Tagged: Idera

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  • May 20th Links: ASP.NET MVC, ASP.NET, .NET 4, VS 2010, Silverlight

    - by ScottGu
    Here is the latest in my link-listing series.  Also check out my VS 2010 and .NET 4 series and ASP.NET MVC 2 series for other on-going blog series I’m working on. [In addition to blogging, I am also now using Twitter for quick updates and to share links. Follow me at: twitter.com/scottgu] ASP.NET MVC How to Localize an ASP.NET MVC Application: Michael Ceranski has a good blog post that describes how to localize ASP.NET MVC 2 applications. ASP.NET MVC with jTemplates Part 1 and Part 2: Steve Gentile has a nice two-part set of blog posts that demonstrate how to use the jTemplate and DataTable jQuery libraries to implement client-side data binding with ASP.NET MVC. CascadingDropDown jQuery Plugin for ASP.NET MVC: Raj Kaimal has a nice blog post that demonstrates how to implement a dynamically constructed cascading dropdownlist on the client using jQuery and ASP.NET MVC. How to Configure VS 2010 Code Coverage for ASP.NET MVC Unit Tests: Visual Studio enables you to calculate the “code coverage” of your unit tests.  This measures the percentage of code within your application that is exercised by your tests – and can give you a sense of how much test coverage you have.  Gunnar Peipman demonstrates how to configure this for ASP.NET MVC projects. Shrinkr URL Shortening Service Sample: A nice open source application and code sample built by Kazi Manzur that demonstrates how to implement a URL Shortening Services (like bit.ly) using ASP.NET MVC 2 and EF4.  More details here. Creating RSS Feeds in ASP.NET MVC: Damien Guard has a nice post that describes a cool new “FeedResult” class he created that makes it easy to publish and expose RSS feeds from within ASP.NET MVC sites. NoSQL with MongoDB, NoRM and ASP.NET MVC Part 1 and Part 2: Nice two-part blog series by Shiju Varghese on how to use MongoDB (a document database) with ASP.NET MVC.  If you are interested in document databases also make sure to check out the Raven DB project from Ayende. Using the FCKEditor with ASP.NET MVC: Quick blog post that describes how to use FCKEditor – an open source HTML Text Editor – with ASP.NET MVC. ASP.NET Replace Html.Encode Calls with the New HTML Encoding Syntax: Phil Haack has a good blog post that describes a useful way to quickly update your ASP.NET pages and ASP.NET MVC views to use the new <%: %> encoding syntax in ASP.NET 4.  I blogged about the new <%: %> syntax – it provides an easy and concise way to HTML encode content. Integrating Twitter into an ASP.NET Website using OAuth: Scott Mitchell has a nice article that describes how to take advantage of Twiter within an ASP.NET Website using the OAuth protocol – which is a simple, secure protocol for granting API access. Creating an ASP.NET report using VS 2010 Part 1, Part 2, and Part 3: Raj Kaimal has a nice three part set of blog posts that detail how to use SQL Server Reporting Services, ASP.NET 4 and VS 2010 to create a dynamic reporting solution. Three Hidden Extensibility Gems in ASP.NET 4: Phil Haack blogs about three obscure but useful extensibility points enabled with ASP.NET 4. .NET 4 Entity Framework 4 Video Series: Julie Lerman has a nice, free, 7-part video series on MSDN that walks through how to use the new EF4 capabilities with VS 2010 and .NET 4.  I’ll be covering EF4 in a blog series that I’m going to start shortly as well. Getting Lazy with System.Lazy: System.Lazy and System.Lazy<T> are new features in .NET 4 that provide a way to create objects that may need to perform time consuming operations and defer the execution of the operation until it is needed.  Derik Whittaker has a nice write-up that describes how to use it. LINQ to Twitter: Nifty open source library on Codeplex that enables you to use LINQ syntax to query Twitter. Visual Studio 2010 Using Intellitrace in VS 2010: Chris Koenig has a nice 10 minute video that demonstrates how to use the new Intellitrace features of VS 2010 to enable DVR playback of your debug sessions. Make the VS 2010 IDE Colors look like VS 2008: Scott Hanselman has a nice blog post that covers the Visual Studio Color Theme Editor extension – which allows you to customize the VS 2010 IDE however you want. How to understand your code using Dependency Graphs, Sequence Diagrams, and the Architecture Explorer: Jennifer Marsman has a nice blog post describes how to take advantage of some of the new architecture features within VS 2010 to quickly analyze applications and legacy code-bases. How to maintain control of your code using Layer Diagrams: Another great blog post by Jennifer Marsman that demonstrates how to setup a “layer diagram” within VS 2010 to enforce clean layering within your applications.  This enables you to enforce a compiler error if someone inadvertently violates a layer design rule. Collapse Selection in Solution Explorer Extension: Useful VS 2010 extension that enables you to quickly collapse “child nodes” within the Visual Studio Solution Explorer.  If you have deeply nested project structures this extension is useful. Silverlight and Windows Phone 7 Building a Simple Windows Phone 7 Application: A nice tutorial blog post that demonstrates how to take advantage of Expression Blend to create an animated Windows Phone 7 application. If you haven’t checked out my Windows Phone 7 Twitter Tutorial I also recommend reading that. Hope this helps, Scott P.S. If you haven’t already, check out this month’s "Find a Hoster” page on the www.asp.net website to learn about great (and very inexpensive) ASP.NET hosting offers.

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  • Adding A Custom Dropdown in RCDC for Forefront Identity Manager 2010

    - by Daniel Lackey
    My latest exploration has been FIM 2010 for Identity Management. The following is a post of how to add a custom dropdown for the FIM Portal. I have decided to document this as I cannot find documentation on how to do this anywhere else. I hope that it finds useful to others.   For starters, this was to me not an easy task to figure out. I really would like to know why it is so cumbersome to do something that seems like a lot of people would need to do, but that’s for another day J   The dropdown I wanted to add was for ‘Account Status’ which would display if the account is ‘Enabled’ or ‘Disabled’ in the data source Active Directory. This option would also allow helpdesk users or admins to administer the userAccountControl attribute in AD from the FIM Portal interface.   The first thing I had to do was create the attribute itself. This is done by going to Administration à Schema Management from the FIM 2010 portal. Once here, you click on All Attributes. What is listed here are all attributes and their associated Resource Types in FIM. To create the ‘AccountStatus’ attribute, click on New. As shown below, enter ‘AccountStatus’ with no spaces for the System Name and ‘Account Status’ for the Display Name. The Data Type is going to be ‘Indexed String’. Click Next.           Leave everything on the Localization tab default and click Next.   On the Validation tab as shown below, we will enter the regex expression ^(Enabled|Disabled)?$ with our two desired string values ‘Enabled’ and ‘Disabled’. Click on Finish and then and Submit to complete adding the attribute.       The next step involves associating the attribute with a resource type. This is called ‘Binding’ the attribute. From the Schema Management page, click on All Bindings. From the page that comes up, click on New. As shown below, enter ‘User’ for the Resource Type and ‘Account Status’ for the Attribute Type. This is essentially binding the Account Status attribute to the ‘User’ Resource Type. Click Next.    On the ‘Attribute Override’ tab, type in ‘Account Status’ for the Display Name field. Click Next.   On the ‘Localization’ tab, click Next.   On the ‘Validation’ tab, enter the regex expression ^(Enabled|Disabled)?$ we entered previously for the attribute. Click Finish and then Submit to complete.   Now that the Attribute and the Binding are complete, you have to give users permission to see the attribute on the User Edit page. Go to Administration à Management Policy Rules. Look for the rule named Administration: Administrators can read and update Users and click on it. Once it opens, click on the ‘Target Resources’ tab and look at the section named Resource Attributes. Type in at the end the ‘Account Status’ attribute and check it with the validator. Once done click on OK to save the changes.         Lastly, we need to add the actual dropdown control to the RCDC (Resource Control Display Configuration) for User Editing. Go to Administration à Resource Control Display Configuration. From here navigate until you find the RCDC named Configuration for User Editing RCDC and click on it. The following is what you will see:       First step is to export the Configuration Data file. Click on the Export configuration link and save the file to your desktop of other folder.   Find the file you just exported and open the file in your XML editor of choice. I use notepad but anything will work. Since we are adding a dropdown control, first find another control in the existing file that is already a dropdown in FIM. I used EmployeeType as my example. Copy the control from the beginning tag named <my:Control… to the ending tag </my:Control>. Now take what you copied and paste it in whatever location you desire within the form between two other controls. I chose to place the ‘Account Status’ field after the ‘Account Name’ field. After you paste the control you will need to modify so it looks like this:       Notice where you specify what attribute you are dealing with where it has AccountStatus in the XML. Once you are complete with modifying this, save the file and make sure it is a .xml file.   Now go back to the Configuration for User Editing screen and look at the section named ‘Configuration Data’. Click the ‘Browse’ button and find the XML file you just modified and choose it. Click OK on the bottom of the window and you are done!   Now when you click on a user’s name in the FIM Portal, you should see the newly added dropdown box as below:       Later I will post more about this drop down, specifically on how to automate actually ‘Disabling’ the account in the data source through the FIM Workflows and MAs.   <my:Control my:Name="AccountStatus" my:TypeName="UocDropDownList" my:Caption="{Binding Source=schema, Path=AccountStatus.DisplayName}" my:Description="{Binding Source=schema, Path=AccountStatus.Description}" my:RightsLevel="{Binding Source=rights, Path=AccountStatus}"> <my:Properties> <my:Property my:Name="ValuePath" my:Value="Value"/> <my:Property my:Name="CaptionPath" my:Value="Caption"/> <my:Property my:Name="HintPath" my:Value="Hint"/> <my:Property my:Name="ItemSource" my:Value="{Binding Source=schema, Path=AccountStatus.LocalizedAllowedValues}"/> <my:Property my:Name="SelectedValue" my:Value="{Binding Source=object, Path=AccountStatus, Mode=TwoWay}"/> </my:Properties> </my:Control>

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  • Is there a Telecommunications Reference Architecture?

    - 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"; }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; } Abstract   Reference architecture provides needed architectural information that can be provided in advance to an enterprise to enable consistent architectural best practices. Enterprise Reference Architecture helps business owners to actualize their strategies, vision, objectives, and principles. It evaluates the IT systems, based on Reference Architecture goals, principles, and standards. It helps to reduce IT costs by increasing functionality, availability, scalability, etc. Telecom Reference Architecture provides customers with the flexibility to view bundled service bills online with the provision of multiple services. It provides real-time, flexible billing and charging systems, to handle complex promotions, discounts, and settlements with multiple parties. This paper attempts to describe the Reference Architecture for the Telecom Enterprises. It lays the foundation for a Telecom Reference Architecture by articulating the requirements, drivers, and pitfalls for telecom service providers. It describes generic reference architecture for telecom enterprises and moves on to explain how to achieve Enterprise Reference Architecture by using SOA.   Introduction   A Reference Architecture provides a methodology, set of practices, template, and standards based on a set of successful solutions implemented earlier. These solutions have been generalized and structured for the depiction of both a logical and a physical architecture, based on the harvesting of a set of patterns that describe observations in a number of successful implementations. It helps as a reference for the various architectures that an enterprise can implement to solve various problems. It can be used as the starting point or the point of comparisons for various departments/business entities of a company, or for the various companies for an enterprise. It provides multiple views for multiple stakeholders.   Major artifacts of the Enterprise Reference Architecture are methodologies, standards, metadata, documents, design patterns, etc.   Purpose of Reference Architecture   In most cases, architects spend a lot of time researching, investigating, defining, and re-arguing architectural decisions. It is like reinventing the wheel as their peers in other organizations or even the same organization have already spent a lot of time and effort defining their own architectural practices. This prevents an organization from learning from its own experiences and applying that knowledge for increased effectiveness.   Reference architecture provides missing architectural information that can be provided in advance to project team members to enable consistent architectural best practices.   Enterprise Reference Architecture helps an enterprise to achieve the following at the abstract level:   ·       Reference architecture is more of a communication channel to an enterprise ·       Helps the business owners to accommodate to their strategies, vision, objectives, and principles. ·       Evaluates the IT systems based on Reference Architecture Principles ·       Reduces IT spending through increasing functionality, availability, scalability, etc ·       A Real-time Integration Model helps to reduce the latency of the data updates Is used to define a single source of Information ·       Provides a clear view on how to manage information and security ·       Defines the policy around the data ownership, product boundaries, etc. ·       Helps with cost optimization across project and solution portfolios by eliminating unused or duplicate investments and assets ·       Has a shorter implementation time and cost   Once the reference architecture is in place, the set of architectural principles, standards, reference models, and best practices ensure that the aligned investments have the greatest possible likelihood of success in both the near term and the long term (TCO).     Common pitfalls for Telecom Service Providers   Telecom Reference Architecture serves as the first step towards maturity for a telecom service provider. During the course of our assignments/experiences with telecom players, we have come across the following observations – Some of these indicate a lack of maturity of the telecom service provider:   ·       In markets that are growing and not so mature, it has been observed that telcos have a significant amount of in-house or home-grown applications. In some of these markets, the growth has been so rapid that IT has been unable to cope with business demands. Telcos have shown a tendency to come up with workarounds in their IT applications so as to meet business needs. ·       Even for core functions like provisioning or mediation, some telcos have tried to manage with home-grown applications. ·       Most of the applications do not have the required scalability or maintainability to sustain growth in volumes or functionality. ·       Applications face interoperability issues with other applications in the operator's landscape. Integrating a new application or network element requires considerable effort on the part of the other applications. ·       Application boundaries are not clear, and functionality that is not in the initial scope of that application gets pushed onto it. This results in the development of the multiple, small applications without proper boundaries. ·       Usage of Legacy OSS/BSS systems, poor Integration across Multiple COTS Products and Internal Systems. Most of the Integrations are developed on ad-hoc basis and Point-to-Point Integration. ·       Redundancy of the business functions in different applications • Fragmented data across the different applications and no integrated view of the strategic data • Lot of performance Issues due to the usage of the complex integration across OSS and BSS systems   However, this is where the maturity of the telecom industry as a whole can be of help. The collaborative efforts of telcos to overcome some of these problems have resulted in bodies like the TM Forum. They have come up with frameworks for business processes, data, applications, and technology for telecom service providers. These could be a good starting point for telcos to clean up their enterprise landscape.   Industry Trends in Telecom Reference Architecture   Telecom reference architectures are evolving rapidly because telcos are facing business and IT challenges.   “The reality is that there probably is no killer application, no silver bullet that the telcos can latch onto to carry them into a 21st Century.... Instead, there are probably hundreds – perhaps thousands – of niche applications.... And the only way to find which of these works for you is to try out lots of them, ramp up the ones that work, and discontinue the ones that fail.” – Martin Creaner President & CTO TM Forum.   The following trends have been observed in telecom reference architecture:   ·       Transformation of business structures to align with customer requirements ·       Adoption of more Internet-like technical architectures. The Web 2.0 concept is increasingly being used. ·       Virtualization of the traditional operations support system (OSS) ·       Adoption of SOA to support development of IP-based services ·       Adoption of frameworks like Service Delivery Platforms (SDPs) and IP Multimedia Subsystem ·       (IMS) to enable seamless deployment of various services over fixed and mobile networks ·       Replacement of in-house, customized, and stove-piped OSS/BSS with standards-based COTS products ·       Compliance with industry standards and frameworks like eTOM, SID, and TAM to enable seamless integration with other standards-based products   Drivers of Reference Architecture   The drivers of the Reference Architecture are Reference Architecture Goals, Principles, and Enterprise Vision and Telecom Transformation. The details are depicted below diagram. @font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }div.Section1 { page: Section1; } Figure 1. Drivers for Reference Architecture @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"; }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; } Today’s telecom reference architectures should seamlessly integrate traditional legacy-based applications and transition to next-generation network technologies (e.g., IP multimedia subsystems). This has resulted in new requirements for flexible, real-time billing and OSS/BSS systems and implications on the service provider’s organizational requirements and structure.   Telecom reference architectures are today expected to:   ·       Integrate voice, messaging, email and other VAS over fixed and mobile networks, back end systems ·       Be able to provision multiple services and service bundles • Deliver converged voice, video and data services ·       Leverage the existing Network Infrastructure ·       Provide real-time, flexible billing and charging systems to handle complex promotions, discounts, and settlements with multiple parties. ·       Support charging of advanced data services such as VoIP, On-Demand, Services (e.g.  Video), IMS/SIP Services, Mobile Money, Content Services and IPTV. ·       Help in faster deployment of new services • Serve as an effective platform for collaboration between network IT and business organizations ·       Harness the potential of converging technology, networks, devices and content to develop multimedia services and solutions of ever-increasing sophistication on a single Internet Protocol (IP) ·       Ensure better service delivery and zero revenue leakage through real-time balance and credit management ·       Lower operating costs to drive profitability   Enterprise Reference Architecture   The Enterprise Reference Architecture (RA) fills the gap between the concepts and vocabulary defined by the reference model and the implementation. Reference architecture provides detailed architectural information in a common format such that solutions can be repeatedly designed and deployed in a consistent, high-quality, supportable fashion. This paper attempts to describe the Reference Architecture for the Telecom Application Usage and how to achieve the Enterprise Level Reference Architecture using SOA.   • Telecom Reference Architecture • Enterprise SOA based Reference Architecture   Telecom Reference Architecture   Tele Management Forum’s New Generation Operations Systems and Software (NGOSS) is an architectural framework for organizing, integrating, and implementing telecom systems. NGOSS is a component-based framework consisting of the following elements:   ·       The enhanced Telecom Operations Map (eTOM) is a business process framework. ·       The Shared Information Data (SID) model provides a comprehensive information framework that may be specialized for the needs of a particular organization. ·       The Telecom Application Map (TAM) is an application framework to depict the functional footprint of applications, relative to the horizontal processes within eTOM. ·       The Technology Neutral Architecture (TNA) is an integrated framework. TNA is an architecture that is sustainable through technology changes.   NGOSS Architecture Standards are:   ·       Centralized data ·       Loosely coupled distributed systems ·       Application components/re-use  ·       A technology-neutral system framework with technology specific implementations ·       Interoperability to service provider data/processes ·       Allows more re-use of business components across multiple business scenarios ·       Workflow automation   The traditional operator systems architecture consists of four layers,   ·       Business Support System (BSS) layer, with focus toward customers and business partners. Manages order, subscriber, pricing, rating, and billing information. ·       Operations Support System (OSS) layer, built around product, service, and resource inventories. ·       Networks layer – consists of Network elements and 3rd Party Systems. ·       Integration Layer – to maximize application communication and overall solution flexibility.   Reference architecture for telecom enterprises is depicted below. @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"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }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; } Figure 2. Telecom Reference Architecture   The major building blocks of any Telecom Service Provider architecture are as follows:   1. Customer Relationship Management   CRM encompasses the end-to-end lifecycle of the customer: customer initiation/acquisition, sales, ordering, and service activation, customer care and support, proactive campaigns, cross sell/up sell, and retention/loyalty.   CRM also includes the collection of customer information and its application to personalize, customize, and integrate delivery of service to a customer, as well as to identify opportunities for increasing the value of the customer to the enterprise.   The key functionalities related to Customer Relationship Management are   ·       Manage the end-to-end lifecycle of a customer request for products. ·       Create and manage customer profiles. ·       Manage all interactions with customers – inquiries, requests, and responses. ·       Provide updates to Billing and other south bound systems on customer/account related updates such as customer/ account creation, deletion, modification, request bills, final bill, duplicate bills, credit limits through Middleware. ·       Work with Order Management System, Product, and Service Management components within CRM. ·       Manage customer preferences – Involve all the touch points and channels to the customer, including contact center, retail stores, dealers, self service, and field service, as well as via any media (phone, face to face, web, mobile device, chat, email, SMS, mail, the customer's bill, etc.). ·       Support single interface for customer contact details, preferences, account details, offers, customer premise equipment, bill details, bill cycle details, and customer interactions.   CRM applications interact with customers through customer touch points like portals, point-of-sale terminals, interactive voice response systems, etc. The requests by customers are sent via fulfillment/provisioning to billing system for ordering processing.   2. Billing and Revenue Management   Billing and Revenue Management handles the collection of appropriate usage records and production of timely and accurate bills – for providing pre-bill usage information and billing to customers; for processing their payments; and for performing payment collections. In addition, it handles customer inquiries about bills, provides billing inquiry status, and is responsible for resolving billing problems to the customer's satisfaction in a timely manner. This process grouping also supports prepayment for services.   The key functionalities provided by these applications are   ·       To ensure that enterprise revenue is billed and invoices delivered appropriately to customers. ·       To manage customers’ billing accounts, process their payments, perform payment collections, and monitor the status of the account balance. ·       To ensure the timely and effective fulfillment of all customer bill inquiries and complaints. ·       Collect the usage records from mediation and ensure appropriate rating and discounting of all usage and pricing. ·       Support revenue sharing; split charging where usage is guided to an account different from the service consumer. ·       Support prepaid and post-paid rating. ·       Send notification on approach / exceeding the usage thresholds as enforced by the subscribed offer, and / or as setup by the customer. ·       Support prepaid, post paid, and hybrid (where some services are prepaid and the rest of the services post paid) customers and conversion from post paid to prepaid, and vice versa. ·       Support different billing function requirements like charge prorating, promotion, discount, adjustment, waiver, write-off, account receivable, GL Interface, late payment fee, credit control, dunning, account or service suspension, re-activation, expiry, termination, contract violation penalty, etc. ·       Initiate direct debit to collect payment against an invoice outstanding. ·       Send notification to Middleware on different events; for example, payment receipt, pre-suspension, threshold exceed, etc.   Billing systems typically get usage data from mediation systems for rating and billing. They get provisioning requests from order management systems and inquiries from CRM systems. Convergent and real-time billing systems can directly get usage details from network elements.   3. Mediation   Mediation systems transform/translate the Raw or Native Usage Data Records into a general format that is acceptable to billing for their rating purposes.   The following lists the high-level roles and responsibilities executed by the Mediation system in the end-to-end solution.   ·       Collect Usage Data Records from different data sources – like network elements, routers, servers – via different protocol and interfaces. ·       Process Usage Data Records – Mediation will process Usage Data Records as per the source format. ·       Validate Usage Data Records from each source. ·       Segregates Usage Data Records coming from each source to multiple, based on the segregation requirement of end Application. ·       Aggregates Usage Data Records based on the aggregation rule if any from different sources. ·       Consolidates multiple Usage Data Records from each source. ·       Delivers formatted Usage Data Records to different end application like Billing, Interconnect, Fraud Management, etc. ·       Generates audit trail for incoming Usage Data Records and keeps track of all the Usage Data Records at various stages of mediation process. ·       Checks duplicate Usage Data Records across files for a given time window.   4. Fulfillment   This area is responsible for providing customers with their requested products in a timely and correct manner. It translates the customer's business or personal need into a solution that can be delivered using the specific products in the enterprise's portfolio. This process informs the customers of the status of their purchase order, and ensures completion on time, as well as ensuring a delighted customer. These processes are responsible for accepting and issuing orders. They deal with pre-order feasibility determination, credit authorization, order issuance, order status and tracking, customer update on customer order activities, and customer notification on order completion. Order management and provisioning applications fall into this category.   The key functionalities provided by these applications are   ·       Issuing new customer orders, modifying open customer orders, or canceling open customer orders; ·       Verifying whether specific non-standard offerings sought by customers are feasible and supportable; ·       Checking the credit worthiness of customers as part of the customer order process; ·       Testing the completed offering to ensure it is working correctly; ·       Updating of the Customer Inventory Database to reflect that the specific product offering has been allocated, modified, or cancelled; ·       Assigning and tracking customer provisioning activities; ·       Managing customer provisioning jeopardy conditions; and ·       Reporting progress on customer orders and other processes to customer.   These applications typically get orders from CRM systems. They interact with network elements and billing systems for fulfillment of orders.   5. Enterprise Management   This process area includes those processes that manage enterprise-wide activities and needs, or have application within the enterprise as a whole. They encompass all business management processes that   ·       Are necessary to support the whole of the enterprise, including processes for financial management, legal management, regulatory management, process, cost, and quality management, etc.;   ·       Are responsible for setting corporate policies, strategies, and directions, and for providing guidelines and targets for the whole of the business, including strategy development and planning for areas, such as Enterprise Architecture, that are integral to the direction and development of the business;   ·       Occur throughout the enterprise, including processes for project management, performance assessments, cost assessments, etc.     (i) Enterprise Risk Management:   Enterprise Risk Management focuses on assuring that risks and threats to the enterprise value and/or reputation are identified, and appropriate controls are in place to minimize or eliminate the identified risks. The identified risks may be physical or logical/virtual. Successful risk management ensures that the enterprise can support its mission critical operations, processes, applications, and communications in the face of serious incidents such as security threats/violations and fraud attempts. Two key areas covered in Risk Management by telecom operators are:   ·       Revenue Assurance: Revenue assurance system will be responsible for identifying revenue loss scenarios across components/systems, and will help in rectifying the problems. The following lists the high-level roles and responsibilities executed by the Revenue Assurance system in the end-to-end solution. o   Identify all usage information dropped when networks are being upgraded. o   Interconnect bill verification. o   Identify where services are routinely provisioned but never billed. o   Identify poor sales policies that are intensifying collections problems. o   Find leakage where usage is sent to error bucket and never billed for. o   Find leakage where field service, CRM, and network build-out are not optimized.   ·       Fraud Management: Involves collecting data from different systems to identify abnormalities in traffic patterns, usage patterns, and subscription patterns to report suspicious activity that might suggest fraudulent usage of resources, resulting in revenue losses to the operator.   The key roles and responsibilities of the system component are as follows:   o   Fraud management system will capture and monitor high usage (over a certain threshold) in terms of duration, value, and number of calls for each subscriber. The threshold for each subscriber is decided by the system and fixed automatically. o   Fraud management will be able to detect the unauthorized access to services for certain subscribers. These subscribers may have been provided unauthorized services by employees. The component will raise the alert to the operator the very first time of such illegal calls or calls which are not billed. o   The solution will be to have an alarm management system that will deliver alarms to the operator/provider whenever it detects a fraud, thus minimizing fraud by catching it the first time it occurs. o   The Fraud Management system will be capable of interfacing with switches, mediation systems, and billing systems   (ii) Knowledge Management   This process focuses on knowledge management, technology research within the enterprise, and the evaluation of potential technology acquisitions.   Key responsibilities of knowledge base management are to   ·       Maintain knowledge base – Creation and updating of knowledge base on ongoing basis. ·       Search knowledge base – Search of knowledge base on keywords or category browse ·       Maintain metadata – Management of metadata on knowledge base to ensure effective management and search. ·       Run report generator. ·       Provide content – Add content to the knowledge base, e.g., user guides, operational manual, etc.   (iii) Document Management   It focuses on maintaining a repository of all electronic documents or images of paper documents relevant to the enterprise using a system.   (iv) Data Management   It manages data as a valuable resource for any enterprise. For telecom enterprises, the typical areas covered are Master Data Management, Data Warehousing, and Business Intelligence. It is also responsible for data governance, security, quality, and database management.   Key responsibilities of Data Management are   ·       Using ETL, extract the data from CRM, Billing, web content, ERP, campaign management, financial, network operations, asset management info, customer contact data, customer measures, benchmarks, process data, e.g., process inputs, outputs, and measures, into Enterprise Data Warehouse. ·       Management of data traceability with source, data related business rules/decisions, data quality, data cleansing data reconciliation, competitors data – storage for all the enterprise data (customer profiles, products, offers, revenues, etc.) ·       Get online update through night time replication or physical backup process at regular frequency. ·       Provide the data access to business intelligence and other systems for their analysis, report generation, and use.   (v) Business Intelligence   It uses the Enterprise Data to provide the various analysis and reports that contain prospects and analytics for customer retention, acquisition of new customers due to the offers, and SLAs. It will generate right and optimized plans – bolt-ons for the customers.   The following lists the high-level roles and responsibilities executed by the Business Intelligence system at the Enterprise Level:   ·       It will do Pattern analysis and reports problem. ·       It will do Data Analysis – Statistical analysis, data profiling, affinity analysis of data, customer segment wise usage patterns on offers, products, service and revenue generation against services and customer segments. ·       It will do Performance (business, system, and forecast) analysis, churn propensity, response time, and SLAs analysis. ·       It will support for online and offline analysis, and report drill down capability. ·       It will collect, store, and report various SLA data. ·       It will provide the necessary intelligence for marketing and working on campaigns, etc., with cost benefit analysis and predictions.   It will advise on customer promotions with additional services based on loyalty and credit history of customer   ·       It will Interface with Enterprise Data Management system for data to run reports and analysis tasks. It will interface with the campaign schedules, based on historical success evidence.   (vi) Stakeholder and External Relations Management   It manages the enterprise's relationship with stakeholders and outside entities. Stakeholders include shareholders, employee organizations, etc. Outside entities include regulators, local community, and unions. Some of the processes within this grouping are Shareholder Relations, External Affairs, Labor Relations, and Public Relations.   (vii) Enterprise Resource Planning   It is used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the enterprise and manage the connections to outside stakeholders. ERP systems consolidate all business operations into a uniform and enterprise wide system environment.   The key roles and responsibilities for Enterprise System are given below:   ·        It will handle responsibilities such as core accounting, financial, and management reporting. ·       It will interface with CRM for capturing customer account and details. ·       It will interface with billing to capture the billing revenue and other financial data. ·       It will be responsible for executing the dunning process. Billing will send the required feed to ERP for execution of dunning. ·       It will interface with the CRM and Billing through batch interfaces. Enterprise management systems are like horizontals in the enterprise and typically interact with all major telecom systems. E.g., an ERP system interacts with CRM, Fulfillment, and Billing systems for different kinds of data exchanges.   6. External Interfaces/Touch Points   The typical external parties are customers, suppliers/partners, employees, shareholders, and other stakeholders. External interactions from/to a Service Provider to other parties can be achieved by a variety of mechanisms, including:   ·       Exchange of emails or faxes ·       Call Centers ·       Web Portals ·       Business-to-Business (B2B) automated transactions   These applications provide an Internet technology driven interface to external parties to undertake a variety of business functions directly for themselves. These can provide fully or partially automated service to external parties through various touch points.   Typical characteristics of these touch points are   ·       Pre-integrated self-service system, including stand-alone web framework or integration front end with a portal engine ·       Self services layer exposing atomic web services/APIs for reuse by multiple systems across the architectural environment ·       Portlets driven connectivity exposing data and services interoperability through a portal engine or web application   These touch points mostly interact with the CRM systems for requests, inquiries, and responses.   7. Middleware   The component will be primarily responsible for integrating the different systems components under a common platform. It should provide a Standards-Based Platform for building Service Oriented Architecture and Composite Applications. The following lists the high-level roles and responsibilities executed by the Middleware component in the end-to-end solution.   ·       As an integration framework, covering to and fro interfaces ·       Provide a web service framework with service registry. ·       Support SOA framework with SOA service registry. ·       Each of the interfaces from / to Middleware to other components would handle data transformation, translation, and mapping of data points. ·       Receive data from the caller / activate and/or forward the data to the recipient system in XML format. ·       Use standard XML for data exchange. ·       Provide the response back to the service/call initiator. ·       Provide a tracking until the response completion. ·       Keep a store transitional data against each call/transaction. ·       Interface through Middleware to get any information that is possible and allowed from the existing systems to enterprise systems; e.g., customer profile and customer history, etc. ·       Provide the data in a common unified format to the SOA calls across systems, and follow the Enterprise Architecture directive. ·       Provide an audit trail for all transactions being handled by the component.   8. Network Elements   The term Network Element means a facility or equipment used in the provision of a telecommunications service. Such terms also includes features, functions, and capabilities that are provided by means of such facility or equipment, including subscriber numbers, databases, signaling systems, and information sufficient for billing and collection or used in the transmission, routing, or other provision of a telecommunications service.   Typical network elements in a GSM network are Home Location Register (HLR), Intelligent Network (IN), Mobile Switching Center (MSC), SMS Center (SMSC), and network elements for other value added services like Push-to-talk (PTT), Ring Back Tone (RBT), etc.   Network elements are invoked when subscribers use their telecom devices for any kind of usage. These elements generate usage data and pass it on to downstream systems like mediation and billing system for rating and billing. They also integrate with provisioning systems for order/service fulfillment.   9. 3rd Party Applications   3rd Party systems are applications like content providers, payment gateways, point of sale terminals, and databases/applications maintained by the Government.   Depending on applicability and the type of functionality provided by 3rd party applications, the integration with different telecom systems like CRM, provisioning, and billing will be done.   10. Service Delivery Platform   A service delivery platform (SDP) provides the architecture for the rapid deployment, provisioning, execution, management, and billing of value added telecom services. SDPs are based on the concept of SOA and layered architecture. They support the delivery of voice, data services, and content in network and device-independent fashion. They allow application developers to aggregate network capabilities, services, and sources of content. SDPs typically contain layers for web services exposure, service application development, and network abstraction.   SOA Reference Architecture   SOA concept is based on the principle of developing reusable business service and building applications by composing those services, instead of building monolithic applications in silos. It’s about bridging the gap between business and IT through a set of business-aligned IT services, using a set of design principles, patterns, and techniques.   In an SOA, resources are made available to participants in a value net, enterprise, line of business (typically spanning multiple applications within an enterprise or across multiple enterprises). It consists of a set of business-aligned IT services that collectively fulfill an organization’s business processes and goals. We can choreograph these services into composite applications and invoke them through standard protocols. SOA, apart from agility and reusability, enables:   ·       The business to specify processes as orchestrations of reusable services ·       Technology agnostic business design, with technology hidden behind service interface ·       A contractual-like interaction between business and IT, based on service SLAs ·       Accountability and governance, better aligned to business services ·       Applications interconnections untangling by allowing access only through service interfaces, reducing the daunting side effects of change ·       Reduced pressure to replace legacy and extended lifetime for legacy applications, through encapsulation in services   ·       A Cloud Computing paradigm, using web services technologies, that makes possible service outsourcing on an on-demand, utility-like, pay-per-usage basis   The following section represents the Reference Architecture of logical view for the Telecom Solution. The new custom built application needs to align with this logical architecture in the long run to achieve EA benefits.   Packaged implementation applications, such as ERP billing applications, need to expose their functions as service providers (as other applications consume) and interact with other applications as service consumers.   COT applications need to expose services through wrappers such as adapters to utilize existing resources and at the same time achieve Enterprise Architecture goal and objectives.   The following are the various layers for Enterprise level deployment of SOA. This diagram captures the abstract view of Enterprise SOA layers and important components of each layer. Layered architecture means decomposition of services such that most interactions occur between adjacent layers. However, there is no strict rule that top layers should not directly communicate with bottom layers.   The diagram below represents the important logical pieces that would result from overall SOA transformation. @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"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }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; } Figure 3. Enterprise SOA Reference Architecture 1.          Operational System Layer: This layer consists of all packaged applications like CRM, ERP, custom built applications, COTS based applications like Billing, Revenue Management, Fulfilment, and the Enterprise databases that are essential and contribute directly or indirectly to the Enterprise OSS/BSS Transformation.   ERP holds the data of Asset Lifecycle Management, Supply Chain, and Advanced Procurement and Human Capital Management, etc.   CRM holds the data related to Order, Sales, and Marketing, Customer Care, Partner Relationship Management, Loyalty, etc.   Content Management handles Enterprise Search and Query. Billing application consists of the following components:   ·       Collections Management, Customer Billing Management, Invoices, Real-Time Rating, Discounting, and Applying of Charges ·       Enterprise databases will hold both the application and service data, whether structured or unstructured.   MDM - Master data majorly consists of Customer, Order, Product, and Service Data.     2.          Enterprise Component Layer:   This layer consists of the Application Services and Common Services that are responsible for realizing the functionality and maintaining the QoS of the exposed services. This layer uses container-based technologies such as application servers to implement the components, workload management, high availability, and load balancing.   Application Services: This Service Layer enables application, technology, and database abstraction so that the complex accessing logic is hidden from the other service layers. This is a basic service layer, which exposes application functionalities and data as reusable services. The three types of the Application access services are:   ·       Application Access Service: This Service Layer exposes application level functionalities as a reusable service between BSS to BSS and BSS to OSS integration. This layer is enabled using disparate technology such as Web Service, Integration Servers, and Adaptors, etc.   ·       Data Access Service: This Service Layer exposes application data services as a reusable reference data service. This is done via direct interaction with application data. and provides the federated query.   ·       Network Access Service: This Service Layer exposes provisioning layer as a reusable service from OSS to OSS integration. This integration service emphasizes the need for high performance, stateless process flows, and distributed design.   Common Services encompasses management of structured, semi-structured, and unstructured data such as information services, portal services, interaction services, infrastructure services, and security services, etc.   3.          Integration Layer:   This consists of service infrastructure components like service bus, service gateway for partner integration, service registry, service repository, and BPEL processor. Service bus will carry the service invocation payloads/messages between consumers and providers. The other important functions expected from it are itinerary based routing, distributed caching of routing information, transformations, and all qualities of service for messaging-like reliability, scalability, and availability, etc. Service registry will hold all contracts (wsdl) of services, and it helps developers to locate or discover service during design time or runtime.   • BPEL processor would be useful in orchestrating the services to compose a complex business scenario or process. • Workflow and business rules management are also required to support manual triggering of certain activities within business process. based on the rules setup and also the state machine information. Application, data, and service mediation layer typically forms the overall composite application development framework or SOA Framework.   4.          Business Process Layer: These are typically the intermediate services layer and represent Shared Business Process Services. At Enterprise Level, these services are from Customer Management, Order Management, Billing, Finance, and Asset Management application domains.   5.          Access Layer: This layer consists of portals for Enterprise and provides a single view of Enterprise information management and dashboard services.   6.          Channel Layer: This consists of various devices; applications that form part of extended enterprise; browsers through which users access the applications.   7.          Client Layer: This designates the different types of users accessing the enterprise applications. The type of user typically would be an important factor in determining the level of access to applications.   8.          Vertical pieces like management, monitoring, security, and development cut across all horizontal layers Management and monitoring involves all aspects of SOA-like services, SLAs, and other QoS lifecycle processes for both applications and services surrounding SOA governance.     9.          EA Governance, Reference Architecture, Roadmap, Principles, and Best Practices:   EA Governance is important in terms of providing the overall direction to SOA implementation within the enterprise. This involves board-level involvement, in addition to business and IT executives. At a high level, this involves managing the SOA projects implementation, managing SOA infrastructure, and controlling the entire effort through all fine-tuned IT processes in accordance with COBIT (Control Objectives for Information Technology).   Devising tools and techniques to promote reuse culture, and the SOA way of doing things needs competency centers to be established in addition to training the workforce to take up new roles that are suited to SOA journey.   Conclusions   Reference Architectures can serve as the basis for disparate architecture efforts throughout the organization, even if they use different tools and technologies. Reference architectures provide best practices and approaches in the independent way a vendor deals with technology and standards. Reference Architectures model the abstract architectural elements for an enterprise independent of the technologies, protocols, and products that are used to implement an SOA. Telecom enterprises today are facing significant business and technology challenges due to growing competition, a multitude of services, and convergence. Adopting architectural best practices could go a long way in meeting these challenges. The use of SOA-based architecture for communication to each of the external systems like Billing, CRM, etc., in OSS/BSS system has made the architecture very loosely coupled, with greater flexibility. Any change in the external systems would be absorbed at the Integration Layer without affecting the rest of the ecosystem. The use of a Business Process Management (BPM) tool makes the management and maintenance of the business processes easy, with better performance in terms of lead time, quality, and cost. Since the Architecture is based on standards, it will lower the cost of deploying and managing OSS/BSS applications over their lifecycles.

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  • 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!

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  • Secure wipe of a hard drive using WinPE.

    - by Derek Meier
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;} The wiping of a hard drive is typically seen as fairly trivial.  There are tons of applications out there that will do it for you.  Point àClickàGlobal-Thermo Nuclear War. However, these applications are typically expensive or unreliable.  Plus, if you have a laptop or lack a secondary computer to put the hard drive into – how on earth do you wipe it quickly and easily while still conforming to a 7 pass rule (this means that every possible bit on the hard drive is set to 0 and then to 1 seven times in a row)?  Yes, one pass should be enough – as turning every bit from a 1 to a zero will wipe the data from existence.  But, we’re dealing with tinfoil hat wearing types here people.  DOD standards dictate at least 3 passes, and typically 7 is the preferred amount.  I’m not going to argue about data recovery.  I have been told to use 7 passes, and so I will.  So say we all! Quite some time ago I used to make a BartPE XP-based boot cd for the original purpose of securely wiping data.  I loved BartPE and integrated so many plugins into my builds that I could do pretty much anything directly from CD.  Reset passwords, uninstall security updates, wipe drives, chkdsk, remove spyware, install Windows, etc.  However, with the newer multi-core systems and new chipsets coming out from vendors, I found that BartPE was rather difficult to keep up to date.  I have since switched to WinPE 3.0 (Windows Preinstallation Environment). http://technet.microsoft.com/en-us/library/cc748933(WS.10).aspx  It is fairly simple to create your own CD, and I have made a few helpful scripts to easily integrate drivers and rebuild the ISO file for you.  I’ll cover making your own boot CD utilizing WinPE 3.0 in a later post – I can talk about WinPE forever and need to collect my thoughts!!  My wife loves talking about WinPE almost as much as talking about Doctor Who.  Wait, did I say loves?  Hmmmm, I may have meant loathes. The topic at hand?  Right. Wiping a drive! I must have drunk too much coffee this morning.  I like to use a simple batch script that calls a combination of diskpart.exe from Microsoft® and Sdelete.exe created by our friend Mark Russinovich. http://technet.microsoft.com/en-us/sysinternals/bb897443.aspx All of the following files are located within the same directory on my WinPE boot CD. Here are the contents of wipe_me.bat, script.txt and sdelete.reg. Wipe_me.bat:   @echo off echo. echo     I will completely wipe the local hard drives using echo     7 individual wipes. The data will NOT echo     be recoverable.  I will begin after you pause echo. echo Preparing to partition and format disk. Diskpart.exe /s "script.txt" REM I was annoyed by not having a completely automated script – and Sdelete wants you to accept the license agreement. So, I added a registry file to skip doing that. regedit /S sdelete.reg rem sdelete options selected are: -p (passes) -c (zero free space) -s (recurse through subdirectories, if any) -z (clean free space) [drive letter] sdelete.exe -p 7 -c -s -z c: echo. echo Pass seven complete. echo. echo Wiping complete. Pause exit script.txt: list disk select disk 0 clean create partition primary select partition 1 active format FS=NTFS LABEL="New Volume" QUICK assign letter=c exit *Notes: This script assumes one local hard drive – change the script as you see fit for your environment.  The clean command will overwrite the master boot record and any hidden sector information – so be careful!   sdelete.reg: Windows Registry Editor Version 5.00 [HKEY_CURRENT_USER\Software\Sysinternals\SDelete] "EulaAccepted"=dword:00000001   With a combination of WinPE, sdelete.exe and your friendly neighborhood text editor you can begin wiping drives as quickly and easily as possible!  I hope this helps, I get asked this a lot in my line of work. Best of luck, Derek

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  • Where is my app.config for SSIS?

    Sometimes when working with SSIS you need to add or change settings in the .NET application configuration file, which can be a bit confusing when you are building a SSIS package not an application. First of all lets review a couple of examples where you may need to do this. You are using referencing an assembly in a Script Task that uses Enterprise Library (aka EntLib), so you need to add the relevant configuration sections and settings, perhaps for the logging application block. You are using using Enterprise Library in a custom task or component, and again you need to add the relevant configuration sections and settings. You are using a web service with Microsoft Web Services Enhancements (WSE) 3.0 and hosting the proxy in SSIS, in an assembly used by your package, and need to add the configuration sections and settings. You need to change behaviours of the .NET framework which can be influenced by a configuration file, such as the System.Net.Mail default SMTP settings. Perhaps you wish to configure System.Net and the httpWebRequest header for parsing unsafe header (useUnsafeHeaderParsing), which will change the way the HTTP Connection manager behaves. You are consuming a WCF service and wish to specify the endpoint in configuration. There are no doubt plenty more examples but each of these requires us to identify the correct configuration file and and make the relevant changes. There are actually several configuration files, each used by a different execution host depending on how you are working with the SSIS package. The folders we need to look in will actually vary depending on the version of SQL Server as well as the processor architecture, but most are all what we can call the Binn folder. The SQL Server 2005 Binn folder is at C:\Program Files\Microsoft SQL Server\90\DTS\Binn\, compared to C:\Program Files\Microsoft SQL Server\100\DTS\Binn\ for SQL Server 2008. If you are on a 64-bit machine then you will see C:\Program Files (x86)\Microsoft SQL Server\90\DTS\Binn\ for the 32-bit executables and C:\Program Files\Microsoft SQL Server\90\DTS\Binn\ for 64-bit, so be sure to check all relevant locations. Of course SQL Server 2008 may have a C:\Program Files (x86)\Microsoft SQL Server\100\DTS\Binn\ on a 64-bit machine too. To recap, the version of SQL Server determines if you look in the 90 or 100 sub-folder under SQL Server in Program Files (C:\Program Files\Microsoft SQL Server\nn\) . If you are running a 64-bit operating system then you will have two instances program files, C:\Program Files (x86)\ for 32-bit and  C:\Program Files\ for 64-bit. You may wish to check both depending on what you are doing, but this is covered more under each section below. There are a total of five specific configuration files that you may need to change, each one is detailed below: DTExec.exe.config DTExec.exe is the standalone command line tool used for executing SSIS packages, and therefore it is an execution host with an app.config file. e.g. C:\Program Files\Microsoft SQL Server\90\DTS\Binn\DTExec.exe.config The file can be found in both the 32-bit and 64-bit Binn folders. DtsDebugHost.exe.config DtsDebugHost.exe is the execution host used by Business Intelligence Development Studio (BIDS) / Visual Studio when executing a package from the designer in debug mode, which is the default behaviour. e.g. C:\Program Files\Microsoft SQL Server\90\DTS\Binn\DtsDebugHost.exe.config The file can be found in both the 32-bit and 64-bit Binn folders. This may surprise some people as Visual Studio is only 32-bit, but thankfully the debugger supports both. This can be set in the project properties, see the Run64BitRuntime property (true or false) in the Debugging pane of the Project Properties. dtshost.exe.config dtshost.exe is the execution host used by what I think of as the built-in features of SQL Server such as SQL Server Agent e.g. C:\Program Files\Microsoft SQL Server\90\DTS\Binn\dtshost.exe.config This file can be found in both the 32-bit and 64-bit Binn folders devenv.exe.config Something slightly different is devenv.exe which is Visual Studio. This configuration file may also need changing if you need a feature at design-time such as in a Task Editor or Connection Manager editor. Visual Studio 2005 for SQL Server 2005  - C:\Program Files\Microsoft Visual Studio 8\Common7\IDE\devenv.exe.config Visual Studio 2008 for SQL Server 2008  - C:\Program Files\Microsoft Visual Studio 9.0\Common7\IDE\devenv.exe.config Visual Studio is only available for 32-bit so on a 64-bit machine you will have to look in C:\Program Files (x86)\ only. DTExecUI.exe.config The DTExec UI tool can also have a configuration file and these cab be found under the Tools folders for SQL Sever as shown below. C:\Program Files\Microsoft SQL Server\90\Tools\Binn\VSShell\Common7\IDE\DTExecUI.exe C:\Program Files\Microsoft SQL Server\100\Tools\Binn\VSShell\Common7\IDE\DTExecUI.exe A configuration file may not exist, but if you can find the matching executable you know you are in the right place so can go ahead and add a new file yourself. In summary we have covered the assembly configuration files for all of the standard methods of building and running a SSIS package, but obviously if you are working programmatically you will need to make the relevant modifications to your program’s app.config as well.

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  • How to Find Office 2003 Commands in Office 2010

    - by Matthew Guay
    Are you new to the ribbon interface in Office 2010?  Here’s how you can get up to speed and learn where everything is quickly and easily. Microsoft has made an interactive guide to Office 2010’s new interface to help users learn their way around the new version.  If you’ve already used Office 2007, then Office 2010 will be very easy to transition to, but if you’re still using Office 2003 you may find the learning curve more steep.  With this interactive guide, upgrading your Office skills doesn’t have to be hard. Learn Your Way Around the Office Ribbon Open the Office 2010 interactive guides site (link below) in your browser, and select the Office app you want to explore. The guides are powered by Silverlight, so if you don’t already have it installed you will be prompted to do so. Once the guide has loaded, click Start to begin. Select any menu or toolbar item in the Office 2003 mockup.  A tooltip will appear to show you how to find this option in Word 2010. If you click the item, the interface will switch to an Office 2010 mockup and will interactively show you how to access this feature.  The Thumbnails view isn’t available by default in Word 2010, so it shows us how to add it to the ribbon.  When you’ve figured this command out, click anywhere to go back to the Office 2003 mockup and find another item. Currently the guides are available for Word, Excel, and PowerPoint, but the site says that guides for the other Office apps will be available soon.  Here’s the PowerPoint guide showing where the Rehearse Timings option is in PowerPoint 2010. Install the Interactive Guides to Your Computer You can also install the guides to your computer so you can easily access them even if you’re not online.  Open the guide you want to install, and click the Install button in the top right corner of the guide. Choose where you want the shortcuts, and click Ok. Here’s the Interactive Word 2010 guide installed on our computer.  The downloaded version seemed to work faster in our tests, likely because all the content was already saved to the computer.  If you decide you don’t need it any more, click Uninstall in the top right corner. Download Office Cheat Sheets If you’d like a cheat-sheet of Office commands that have changed or are new in Office 2010, Microsoft’s got that for you, too.  You can download Office reference workbooks (link below) that show how to access each item that was in Office 2003’s menus.  Here’s the Word guide showing where each of Word 2003’s commands from the help menu are in Word 2010. Learn Your Way Around Office 2007, Too! Microsoft offers similar interactive guides for learning the ribbon in Office 2007, so if you’re still using Office 2007 but can’t find a command, feel free to check it out as well (link below).  Guides are available for Word, Excel, PowerPoint, Access, and Outlook 2007.  You can also download cheat sheets for Office 2007 at this site as well.  Here’s the tutorial showing us where the font options are in PowerPoint 2007. Conclusion We have found the ribbon interface to be a great addition to Office, but if you’ve got years of Office 2003 experience under your belt you may find it difficult to locate your favorite commands.  These tutorials can help you use your old Office knowledge to learn Office 2010 or 2007 in a quick and easy way! Links Office 2010 interactive guide Download Office 2010 reference workbooks Office 2007 interactive guide Similar Articles Productive Geek Tips How To Find Commands and Functions in Office 2007 the Easy WayMake Excel 2007 Always Save in Excel 2003 FormatMake Word 2007 Always Save in Word 2003 FormatAdd or Remove Apps from the Microsoft Office 2007 or 2010 SuiteCreate a Customized Tab on the Office 2010 Ribbon 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 DVDFab 6 Revo Uninstaller Pro Registry Mechanic 9 for Windows PC Tools Internet Security Suite 2010 Outlook Connector Upgrade Error Gadfly is a cool Twitter/Silverlight app Enable DreamScene in Windows 7 Microsoft’s “How Do I ?” Videos Home Networks – How do they look like & the problems they cause Check Your IMAP Mail Offline In Thunderbird

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  • How TiVo is messing up customer support.

    - by James Fleming
    Ok,  So I've gotten a TiVo and overall, I'm happy, but there have been issues and I suspect I've a defective unit. - Now the nice folks after many service calls were happy to swap it out, and to ensure continuity of service, they sent me a new unit (after a $109 deposit).  That was yesterday. Today, when we go to watch a little TV, and wait for our replacement unit to arrive we find our TiVo service has been suspended. WTF? They have an exchange program, but your unit your waiting to exchange is as dead as a doornail until the replacement arrives. How hard is it to keep the old unit active for an extra week? Here is the exchange w/Tivo below... You are currently number 1 in the queue. We apologize for the delay. We will assign you to an agent as soon as one is available.The average amount of time a customer has to wait is 00:13.  Kaylene (Listening)  Kaylene: Thank you for contacting TiVo! My name is Kaylene. So that I may better assist you, are you an existing customer?  james Fleming: yes I am, but I'm now having second thoughts about being one    Kaylene: Thank you for verifying your information. How may I assist you today James?  james Fleming: I've been having issues w/a tivo box & I'm getting a replacement sent out to me (after paying an additional deposit) and now my current unit is no longer activated  Kaylene: I can help you today!  Kaylene: When we process an exchange we do transfer over the service to the replacement box so it is active and ready to go when you receive it.  james Fleming: which is to say you also make my current box worthless until such time I receive a new box?!?!?  Kaylene: I apologize that your original box was deactivated so we could activate your replacement box.  james Fleming: Why on Earth would I bother to pay in advance for a new box if you were going to kill my existing box.  Kaylene: What features are you needing to use on your current box?  james Fleming: I need to be able to access my netflix subscription (if I'm lucky enough to have it work without rebooting)  Kaylene: Can I have you verify the TiVo Service Number of your TiVo box please?  james Fleming: 7460011906979b4  Kaylene: We have your current box temporary service but not all features are available with temporary service as it is not paid for service.  Kaylene: If you like I can transfer your service back to your current box for now. Then once you receive the new box you will have to call in and have the service transferred back to the new box.  james Fleming: Not paid for? Let's see> one tivo box + 3 year service plan + monthly service + $109 deposit on a second box = what?  Kaylene: Would you like me to transfer your service back to your current box?  james Fleming: Yes - that would be helpful  Kaylene: All you will need to do is contact us again once you receive the new box so we can transfer it back.  Kaylene: I have put your service back on TiVo box 7460011906979b4.  james Fleming: What would also be helpful is your firm informing me to how you'd be cutting service in the interim.  james Fleming: Again - I opted to pay to have a second box delivered BEFORE returning the box I have - thus trying to have a continuity of service..  Kaylene: This is not something we normally do so it is important when you contact us to transfer the service back to the new box when you receive it that you reference this case number: 110622-006089.  Kaylene: I apologize about the inconvenience. You may need  force a few connections for the box to recognize the service again.  james Fleming: If it's not something you normally do than WHY would you have a $109 fee and a term for the service.  james Fleming: I am not mad at you, but your company is not impressing me and I'm blogging about this experience  Kaylene: Again I apologize about the inconvenience but you should be good to go now. Is there anything else I can help you with today?  james Fleming: so I need to go through the re-actviate process or is that somethign you do  Kaylene: When you receive the new TiVo box you need to contact us so we can transfer the service to the new box for you.  james Fleming: sure  Kaylene: Is there anything else I can help you with today James?  james Fleming: Nope - please email this transcript to me  Kaylene: I apologize but we do not have the ability to e-mail you a copy of this transcript. You can view it online at  http://www.tivo.com when you sign into your account or you can copy and paste it now to save it.  Kaylene: Thank you for contacting TiVo today. Your reference number for our conversation is 110622-006089. You can save this for your records, and if necessary, provide this to a later agent to pull up what we discussed. There will be a brief satisfaction survey emailed to you. We would appreciate any feedback on your TiVo Chat Support experience today.  Kaylene: Thank you for using TiVo Chat and have a great day James! Good-bye.  Kaylene has disconnected.

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  • Session Report: What’s New in JSF: A Complete Tour of JSF 2.2

    - by Janice J. Heiss
    On Wednesday, Ed Burns, Consulting Staff Member at Oracle, presented a session, CON3870 -- “What’s New in JSF: A Complete Tour of JSF 2.2,” in which he provided an update on recent developments in JavaServer Faces 2.2. He began by emphasizing that, “JavaServer Faces 2.2 continues the evolution of the Java EE standard user interface technology. Like previous releases, this iteration is very community-driven and transparent.” He pointed out that since JSF was introduced at the 2001 JavaOne Keynote, it has had a long and successful run and has found a home in applications where the UI logic resides entirely on the server where the model and UI logic is. In such cases, the browser performs fairly simple functions. However, developers can take advantage of the power of browsers, something that Project Avatar is focused on by letting developers author their applications so the UI logic is running on the client and communicating to the back end via RESTful web services. “Most importantly,” remarked Burns, “JSF 2.2 offers a really good migration path because even in the scope of one application you could have an app written with JSF that has its UI logic on the server and, on a gradual basis, you could migrate parts of the app over to use client-side technologies. This can be done at any level of granularity – per page or per collection of pages. It all depends on what you want to do.” His presentation, which focused on the basic new features of JSF 2.2, began by restating the scope of JSF and encouraged attendees to check out Roger Kitain’s session: CON5133 “Techniques for Responsive Real-Time Web UIs.” Burns explained that JSF has endured because, “We still need web apps that are maintainable, localizable, quick to build, accessible, secure, look great and are fun to use.” It is used on every continent – the curious can go here to check out where its unofficial usage is tracked. He emphasized the significance of the UI logic being substantially on the server. This: Separates Component Semantics from Rendering, Allows components to “own” their little patch of the UI -- encode/decode, And offers a well-defined lifecycle: Inversion of Control. Burns reminded attendees that JSR-344, the spec for JSF 2.2, is now on Java Community Process 2.8, a revised version of the JCP that allows for more openness and transparency. He then offered some tools for community access to JSF 2.2:    * Public java.net projects spec http://jsf-spec.java.net/ impl http://jsf.java.net/ Open Source: GPL+Classpath Exception    * Mailing Lists [email protected]                                Public readable archive, JSPA signed member read/write [email protected]                                     Public readable archive, any java.net member read/write                         All mail sent to jsr344-experts is sent to users. * Issue Tracker spec http://jsf-spec.java.net/issues/ impl http://jsf.java.net/issues/ JSF 2.2, which is JSR 344, has a Public Review Draft planned by December 2012 with no need for a Renewal Ballot. The Early Draft Review of JSR 344 was published on December 8, 2011. Interested developers are encouraged to offer their input. Six Big Ticket Features of JSF 2.2 Burns summarized the six big ticket features of JSF 2.2:* HTML5 Friendly Markup Support Pass through attributes and elements * Faces Flows* Cross Site Request Forgery Protection* Loading Facelets via ResourceHandler* File Upload Component* Multi-Templating He explained that he called it “HTML 5 friendly” because there is really nothing HTML 5 specific about it -- it could be 4. But it enables developers to use new elements that are present in HTML5 without having a JSF component library that is written to take advantage of those specifically. It gives the page author the ability to use plain HTML5 to write their page, but to still take advantage of the server-side available in JSF. He presented a demo showing JSF 2.2’s ability to leverage the expressiveness of HTML5. Burns then explained the significance of face flows, which offer function points and quantify how much work has taken place, something of great value to JSF users. He went on to talk about JSF 2.2.’s cross-site request forgery protection (CSRF) and offered details about how it protects applications against attack. Then he talked about JSF 2.2’s File Upload Component and explained that the final specification will have Ajax and non-Ajax support. The current milestone has non-Ajax support implemented. He then went on to explain its capacity to add facelets through ResourceHandler. Previously, JSF 2.0 added Facelets and ResourceHandler as disparate units; now in JSF 2.2 the two concepts are unified. Finally, he explained the concept of multi-templating in JSF 2.2 and went on to discuss more medium-level features of the release. For an easy, low maintenance way of staying in touch with JSF developments go to JSF’s Twitter page where every month or so, important updates are offered.

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  • Developer Training – Various Options for Maximum Benefit – Part 4

    - by pinaldave
    Developer Training - Importance and Significance - Part 1 Developer Training – Employee Morals and Ethics – Part 2 Developer Training – Difficult Questions and Alternative Perspective - Part 3 Developer Training – Various Options for Developer Training – Part 4 Developer Training – A Conclusive Summary- Part 5 If you have been reading this series, by now you are aware of all the pros and cons that can come along with training.  We’ve asked and answered hard questions, and investigated them “whys” and “hows” of training.  Now it is time to talk about all the different kinds of training that are out there! On Job Training The most common type of training is on the job training.  Everyone receives this kind of education – even experts who come in to consult have to be taught where the printer, pens, and copy machines are.  If you are thinking about more concrete topics, though, on the job training can be some of the easiest to come across.  Picture this: someone in the company whom you really admire is hard at work on a project.  You come up to them and ask to help them out – if they are a busy developer, the odds are that they will say “yes, please!”   If you phrase your question as an offer of help, you can receive training without ever putting someone in the awkward position of acting as a mentor.  However, some people may want the task of being a mentor.  It can never hurt to ask.  Most people will be more than willing to pass their knowledge along. Extreme Programming If your company and coworkers are willing, you can even investigate Extreme Programming.  This is a type of programming that allows small teams to quickly develop code and products that are released with almost immediate user feedback.  You can find more information at http://www.extremeprogramming.org/.  If this is something your company could use, suggest it to your supervisor.  Even if they say no, it will make it clear that you are a go-getter who is interested in new and exciting projects.  If the answer is yes, then you have the opportunity to get some of the best on the job training around. In Person Training Click on Image to Enlarge When you say the word “training,” most people’s minds go back to the classroom, an image they are familiar with.  While training doesn’t always have to be in a traditional setting, because it is so familiar it can also be the most valuable type of training.  There are many ways to get training through a live instructor.  Some companies may be willing to send a representative to you, where employees will get training, sometimes food and coffee, and a live instructor who can answer questions immediately.  Sometimes these trainers are also able to do consultations at the same time, which can invaluable to a company.  If you are the one to asks your supervisor for a training session that can also be turned into a consultation, you may stick in their minds as an incredibly dedicated employee.  If you can’t find a representative, local colleges can also be a good resource for free or cheap classes – or they may have representatives coming who are willing to take on a few more students. Benefits of On Demand Developer Training Of course, you can often get the best of all these types of training with online or On Demand training.  You can get the benefit of a live instructor who is willing to answer questions (although in this case, usually through e-mail or other online venues), there are often real-world examples to follow along – like on the job training – and best of all you can learn whenever you have the time or need.  Did a problem with your server come up at midnight when all your supervisors are safe at home and probably in bed?  No problem!  On Demand training is especially useful if you need to slow down, pause, or rewind a training session.  Not even a real-life instructor can do that! When I was writing this blog post, I felt that each of the subject, which I have covered can be blog posts of itself. However, I wanted to keep the the blog post concise and so touch based on three major training aspects 1) On Job Training 2) In Person Training and 3) Online training. Here is the question for you – is there any other kind of training methods available, which are effective and one should consider it? If yes, what are those, I may write a follow up blog post on the same subject next week. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Developer Training, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • Oracle Open World 2012: SQL Developer Recap

    - by thatjeffsmith
    Last week was the ‘big show’ in San Francisco. I was very happy to meet many of you in person. And many of you had questions – lots of questions! We had full or overflowing rooms for our sessions and hands-on-labs. The SQL Developer ‘booths’ were also slammed several times. So exciting to see so many of YOU excited about SQL Developer. It’s very cool to hear the stories of our tools saving you and your organizations so much time (and money!) Instead of doing a Day 0 – Day 9 recap, I thought I’d share with you the questions that I heard more than once. And just for giggles, I’ll throw in some answers as well So in no particular order… What’s the difference between Oracle SQL Developer & Oracle SQL Developer Data Modeler? Mathematically speaking – two words. But as far as the actual modeling features go, there’s no difference between the two applications. The same ‘code’ or features as it pertains to data modeling and design are in both tools. However, in SQL Developer you have all of the OTHER features fighting for real estate in the UI. So I have a general rule of thumb – if you spend MOST of your time in the database, use SQL Developer. And if you spend most of your time in the data model, run the separate and dedicated program, Oracle SQL Developer Data Modeler. Here’s a couple of screenshots to drive home the UI point: Oracle SQL Developer Oracle SQL Developer Data Modeler running INSIDE of SQL Developer. Notice how the Modeler menu items fold under the file menu? Oracle SQL Developer Data Modeler Easier to navigate and manipulate your models with the stand alone modeler. Just no worksheet to run your ad-hoc queries, etc. Don’t forget you can disable the Data Modeler inside of SQL Developer via the Extensions preference page. How can I model my table partitions? Partitioning is defined via the Physical model. So after you have finished your relational model, you need to generate a physical model. Oracle SQL Developer Data Modeler Physical Model and Partitioning Open the properties for your physical model table. Enable the ‘partitioned’ property. Once you do so, the ‘Partitioning’ page will activate. Lots and lots of partitioning support and options here But what about Interval Partitioning? An extension of range partitioning in 11gR2, we don’t currently support this partitioning scheme in SQL Developer. But we’re working on it! Can SQL Developer ignore column order when comparing models? Yes! After you start a model compare, one of your options is to disregard the order of an attribute or column definition. Tell SQL Developer you don’t care when your column shows up, just as long as it DOES show up. Wow, you got a lot of questions around modeling! Is that normal? Yes! While we appreciate that many folks inherit their applications and associated designs, new applications are being ‘born’ every day. Since both of our tools are free for anyone to design their new Oracle applications with, we attract a fair amount of attention I want to do a Hands On Lab. How do I get your software and instructional guides? Go here. Download VirtualBox. Then download the VB image. Import the appliance. Start it. Connect oracle/oracle on the OEL VM. Click on ‘Start Here’ in the desktop. Follow the instructions. If you need help, ask away! You went too fast in your Tips & Tricks session. Do you have cliff notes? Yes! And you’re SO close to finding them! Just go to my SQL Developer resources page. All of my tips are documented on this blog somewhere. I’ve indexed the most popular ones on the resource page. You can use the Search dialog on the right to find the rest. Or just send me a comment or question, and I’ll do my best to answer them as they come in.

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  • Enterprise Manager Database Control Configuration - Recovering From Errors Due to CA Expiry on Oracle Database 10.2.0.4 or 10.2.0.5 from 31-Dec-2010 onwards

    - by jayatheertha.rao(at)oracle.com
    Description What is the Issue? In Enterprise Manager Database Control with Oracle Database 10.2.0.4 and 10.2.0.5, the root certificate used to secure communications via the Secure Socket Layer (SSL) protocol will expire on 31-Dec-2010 00:00:00. The certificate expiration will cause errors if you attempt to configure Database Control on or after 31-Dec-2010. Existing Database Control configurations are not affected by this issue. Likelihood of Occurrence What Versions Are Affected? The issue impacts configuration of Database Control with Oracle Database 10.2.0.4 and 10.2.0.5 only. It does not impact database creation or upgrade. The issue does not impact existing Database Control configurations. What Happens During Database Control Configuration Failure? Database Configuration Assistant (DBCA) and Database Upgrade Assistant (DBUA) Errors Database Configuration Assistant (DBCA) and Database Upgrade Assistant (DBUA) will report the following error in the console: Could not complete the Enterprise Manager configuration.Enterprise manager configuration failed due to the following error -Error starting Database Control Enterprise Manager Configuration Assistant (EMCA) Errors Enterprise Manager Configuration Assistant (EMCA) will write errors similar to those below to the emca.log file: CONFIG: Securing Database Control completed successfully .Jan 2, 2011 7:22:47 PM oracle.sysman.emcp.ParamsManager getParamCONFIG: No value was set for the parameter ORACLE_HOSTNAME.Jan 2, 2011 7:22:47 PM oracle.sysman.emcp.util.DBControlUtil startOMSINFO: Starting Database Control (this may take a while) ...Jan 2, 2011 7:22:47 PM oracle.sysman.emcp.util.PlatformInterface addEnvVarToListCONFIG: Value for env var 'ORACLE_HOSTNAME' is '', discarding the sameCONFIG: Returning env array from cacheJan 2, 2011 7:22:47 PM oracle.sysman.emcp.util.PlatformInterface executeCommandCONFIG: Starting execution: /myhost/bin/emctl start dbconsoleJan 2, 2011 7:27:26 PM oracle.sysman.emcp.util.PlatformInterface executeCommandCONFIG: Exit value of 1Jan 2, 2011 7:27:26 PM oracle.sysman.emcp.util.PlatformInterface executeCommandCONFIG: Oracle Enterprise Manager 10g Database Control Release 10.2.0.4.0Copyright (c) 1996, 2007 Oracle Corporation. All rights reserved.https://myhost:5501/em/console/aboutApplicationStarting Oracle Enterprise Manager 10g Database Control............................................................................................. failed.------------------------------------------------------------------Logs are generated in directory /myhost/sysman/logJan 2, 2011 7:27:26 PM oracle.sysman.emcp.util.PlatformInterface executeCommandWARNING: Error executing /myhost/bin/emctl start dbconsoleJan 2, 2011 7:27:26 PM oracle.sysman.emcp.EMConfig performSEVERE: Error starting Database ControlRefer to the log file at /myhost/dbua/d4/upgrade/emConfig.log for more details.Jan 2, 2011 7:27:26 PM oracle.sysman.emcp.EMConfig performCONFIG: Stack Trace:oracle.sysman.emcp.exception.EMConfigException: Error starting Database Controlat oracle.sysman.emcp.EMDBPostConfig.performUpgrade(EMDBPostConfig.java:763)at oracle.sysman.emcp.EMDBPostConfig.invoke(EMDBPostConfig.java:232)at oracle.sysman.emcp.EMDBPostConfig.invoke(EMDBPostConfig.java:193)at oracle.sysman.emcp.EMConfig.perform(EMConfig.java:184)at oracle.sysman.assistants.util.em.EMConfiguration.run(EMConfiguration.java:436)at oracle.sysman.assistants.util.em.EMConfigStep.executeImpl(EMConfigStep.java:140)at oracle.sysman.assistants.util.step.BasicStep.execute(BasicStep.java:210)at oracle.sysman.assistants.util.step.BasicStep.callStep(BasicStep.java:251)at oracle.sysman.assistants.dbma.backend.EMConfigStep.executeStepImpl(EMConfigStep.java:104)at oracle.sysman.assistants.dbma.backend.SummarizableStep.executeImpl(SummarizableStep.java:175)at oracle.sysman.assistants.util.step.BasicStep.execute(BasicStep.java:210)at oracle.sysman.assistants.util.step.Step.execute(Step.java:140)at oracle.sysman.assistants.util.step.StepContext$ModeRunner.run(StepContext.java:2488)at java.lang.Thread.run(Thread.java:534) The EMCA console will display output similar to the following: aime@myhost09 db_1]$ bin/emca -config dbcontrol db -repos recreate -clusterSTARTED EMCA at Jan 11, 2011 4:11:01 PMEM Configuration Assistant, Version 10.2.0.1.0 ProductionCopyright (c) 2003, 2005, Oracle. All rights reserved.Enter the following information:Database unique name: catestDatabase Control is already configured for the database catestYou have chosen to configure Database Control for managing the database catestThis will remove the existing configuration and the default settings and perform a fresh configurationDo you wish to continue? [yes(Y)/no(N)]: YListener port number: 1521Cluster name: myclusterPassword for SYS user:Password for DBSNMP user:Password for SYSMAN user:Email address for notifications (optional):Outgoing Mail (SMTP) server for notifications (optional):........Jan 11, 2011 4:18:05 PM oracle.sysman.emcp.util.DBControlUtil secureDBConsoleINFO: Securing Database Control (this may take a while) ...Jan 11, 2011 4:19:31 PM oracle.sysman.emcp.util.DBControlUtil startOMSINFO: Starting Database Control (this may take a while) ...Jan 11, 2011 4:28:38 PM oracle.sysman.emcp.EMConfig performSEVERE: Error starting Database ControlRefer to the log file at /myhost/oracle/product/10.2.0/db_1/cfgtoollogs/emca/catest/emca_2011-01-11_04-11-01-PM.log for more details.Could not complete the configuration. Refer to the log file at /myhost/oracle/product/10.2.0/db_1/cfgtoollogs/emca/catest/emca_2011-01-11_04-11-01-PM.log for more details. At the end of the database installation on non-Windows platforms, both Database Control and the Management Agent will be up and running, even though the status of both components will be shown as not running, because EMCTL will be unable to connect to the dbconsole process. In addition, Database Control will fail to connect to the Agent. Note for Windows Platform Only:On Windows, the dbconsole process will be stopped after the failed configuration attempt. Note that the tool used to perform Database Control configuration (DBUA, DBCA or EMCA) will also wait for 15 minutes for Database Control to start, then time out. The output of the "emctl status dbconsole" command incorrectly returns the status of Database Control, as shown below: $ ./emctl status dbconsoleOracle Enterprise Manager 10g Database Control Release 10.2.0.1.0Copyright (c) 1996, 2005 Oracle Corporation. All rights reserved.https://myhost:1158/em/console/aboutApplicationOracle Enterprise Manager 10g is not running. The output of the "emctl status agent" command incorrectly returns the status of the Agent, as shownbelow: $ ./emctl status agentOracle Enterprise Manager 10g Database Control Release 10.2.0.1.0Copyright (c) 1996, 2005 Oracle Corporation. All rights reserved.---------------------------------------------------------------Agent is Not Running   For Solution, refer to Note: 1222603.1 Note: 1217493.1

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  • Tykie

    - by Brian
    Here’s the obituary my mother wrote for Tykie, I still miss the little guy quite a bit. Anyone who’s interested in further information on hearing dogs should check out the IHDI website. I cannot begin to express how helpful a hearing dog can be for the hearing impaired. If you feel so inclined, please make a donation. In Memoriam, Tykie 1993-2010 The American Legion Post 401, South Wichita, KS, supported one of its members and commander by sponsoring a service dog for him. Unlike most service dogs this one was for the hearing impaired. Both Ocie and Betty Sims had hearing loss – Ocie more than Betty. The Post and Auxilliary had garage sales, auctions and other fund-raising endeavors to get donations for the dog. Betty made Teddy bears with growlers that were auctioned for donations to bring a hearing dog from International Hearing Dog, Henderson, Colorado. Tykie, a small wiry, salt and pepper terrier, arrived September 1, 1994 to begin his work that included attending Post 401 meetings and celebrations as well as raising more money to be donated to IHD to help others have hearing dogs. Tykie was a young dog less than a year old when he came to Wichita. He was always anxious to please and seldom barked, though he did put out a kind of cry when he was giving his urgent announcement that someone was at the door or the telephone was ringing. He also enjoyed chasing squirrels in the backyard garden that Ocie prized. In 1995, Betty almost died of a lung infection. Tykie was at the hospital with Ocie when he could visit. Several weeks after she was able to come home after a miraculous recovery, Tykie and Ocie went to a car show in downtown Wichita. Ocie’s retina tore loose in the only eye he could see out of and he almost blind was in great pain. How Ocie and Tykie got home is still a mystery, but the family legend goes that Tykie added seeing eye dog to his repertoire and helped drive him home. Health problems continued for Ocie and when he was placed in a nursing home, Tykie was moved to be Betty’s hearing dog. No problem for Tykie, he still saw his friends at the post and continued to help with visitors at the door. The night of May 3, 1999, Betty and Tykie were in the bedroom watching TV when Tykie began hitting her with both front paws as he would if something were urgent. She said later she thought he wanted to go out. As she and the dog walked down the hall towards the back of the house, Tykie hit her again with his front paws with such urgency that she fell into a small coat closet. That small 2-by-2 closet became their refuge as that very second the roof of her house went off as the f4 tornado raced through the city. Betty acquired one small wound on her hand from a piece of flying glass as she pulled Tykie into the closet with her. Tykie was a hero that day and a lot of days after. He kept Betty going as she rebuilt her home and after her husband died April 15, 2000. Tykie had to be cared for so she had to take him outside and bring him inside. He attended weddings of grandchildren and funerals of Post friends. When Betty died February 17, 2002 Tykie’s life changed again. IHD gave approval for his transfer and retirement to Betty and Ocie’s grandson, Brian Laird, who has a similar hearing loss to his grandfather. A few days after the funeral Tykie flew to his new home in Rutherford, NJ where he was able to take long walks for a couple of years before moving back to the Kansas City area. He was still full of adventure. He was written up in a book about service dogs and his story of the tornado and his picture appeared. He spent weekends at Brian’s mother’s farm to get muddy and be afraid of cats and chickens. He also took on an odyssey as he slipped from his fenced yard in Lenexa one day and walked more than seven miles in Overland Park traffic before being found by a good Samaritan who called IHD to find out where he belonged. Tykie was deaf for about the last two years of his long life and became blind as well, but he continued to strive to please. Tykie was 16 years and 4 months when he was cremated. His ashes were scattered on the graves of Betty and Ocie Sims at Greenwood Cemetery west of Wichita on the afternoon of March 21, 2010, with about a dozen family and Post 401 members. It is still the rule. Service dogs are the only dogs allowed inside the Post home. Submitted by Linda Laird, daughter of Betty and Ocie and mother of Brian Laird.

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  • Book Review Charlene Li's New Book: Open Leadership

    - by david.talamelli
    A few weeks ago, I was surprised when I looked in our mail box. I had received an Advance Copy of Charlene Li's new book titled "Open Leadership: How Social Technology Can Transform the Way You Lead". Charlene sent a tweet a while back asking anyone interested in receiving the book to submit their details. I sent off my details and didn't think I would hear anything back, so it was a pleasant surprise. With that I almost feel bad that it has taken me 3 weeks to read her book. It took this long mainly because it has been hard to fit in some quality reading time for myself with work, the kids, volunteering, etc..... I am happy to report I have finished her book and wanted to run through my initial thoughts with you. I first came across Charlene Li after reading her book "Groundswell" a few years ago, her latest book "Open Leadership" is a follow on from Groundswell and to me it seems like a natural progression from the question "Ok the business landscape is changing, what do we do now?" For me these two books have a different writing style to them. Groundswell from memory spoke about broad social media concepts and adoption and alerted us to some of the changes taking place in the SM landscape. Open Leadership seems to be focussed on taking those broad concepts and finding ways to implement them into your environment. That is breaking broad concepts down into individual action items that can be measured and analysed. As the business world changes Leaders must change their approach and let go of control to more control. One of the things I love reading about is seeing real life examples of how people and organisations are making these things happen. In this book Charlene has collected some great collateral and case studies from companies such as Cisco, Best Buy, The Red Cross and The State Bank of India (as a side-note, I wish now that I submitted my input for the Leaders I work with here at Oracle - there are some great examples here of people who empower their staff). As society becomes more adept at using social media it is inevitable that Leaders must become open with their employees, clients and partners. From the book some of the key points I took away are (I actually took away a lot more from this book, this is just an overview) : 1) Organisations should encourage risk taking. Without being a "hacker", how can we improve ourselves, our processes, our business, etc... The old saying you only fail by not trying applies here. If Leaders create a culture where people are afraid to stick their neck out - how will you innovate? 2) Leaders need to lead by example - if you want to promote an open and transparent business, a Leader needs to exemplify the traits they would like to see out of their employees. 3) The definition of a Leader is changing, open leadership is about being a catalyst to change that uses networks to spread a vision as opposed to traditional leadership that is viewed as a role. 4) There is a cultural and business shift taking place. Information is more wide-spread and is being disseminated faster than any other time in the past. Leaders who are open and transparent will thrive in this new business environment. 5) Leadership is not defined by a title - it is defined by a person's actions. Also anyone can be a Leader or has Leadership potential in them- it is a matter of drawing that out of people. I found this book useful and I also found myself looking at my own actions and the actions of others around me (including my management) to see how open and transparent I am in my work. For me I am glad I read this book as it validated my own thoughts of the changes we are seeing take place. This book has certainly given me some new ideas and helped me push my own boundaries of what I can do. The book has a number of action plans at the end of some of the chapters such as "Conducting you Openness Audit" that I think have helped me take thoughts and ideas and turn them into concrete action items. I have included a link to the introduction of the book here if anyone wants to have a read of it. If anyone else has read this book, it would be great to hear your thoughts/comments/review. Leave your comments below. This article was originally posted on David Talamelli's Blog - David's Journal on Tap

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  • Authorize.Net, Silent Posts, and URL Rewriting Don't Mix

    The too long, didn't read synopsis: If you use Authorize.Net and its silent post feature and it stops working, make sure that if your website uses URL rewriting to strip or add a www to the domain name that the URL you specify for the silent post matches the URL rewriting rule because Authorize.Net's silent post feature won't resubmit the post request to URL specified via the redirect response. I have a client that uses Authorize.Net to manage and bill customers. Like many payment gateways, Authorize.Net supports recurring payments. For example, a website may charge members a monthly fee to access their services. With Authorize.Net you can provide the billing amount and schedule and at each interval Authorize.Net will automatically charge the customer's credit card and deposit the funds to your account. You may want to do something whenever Authorize.Net performs a recurring payment. For instance, if the recurring payment charge was a success you would extend the customer's service; if the transaction was denied then you would cancel their service (or whatever). To accomodate this, Authorize.Net offers a silent post feature. Properly configured, Authorize.Net will send an HTTP request that contains details of the recurring payment transaction to a URL that you specify. This URL could be an ASP.NET page on your server that then parses the data from Authorize.Net and updates the specified customer's account accordingly. (Of course, you can always view the history of recurring payments through the reporting interface on Authorize.Net's website; the silent post feature gives you a way to programmatically respond to a recurring payment.) Recently, this client of mine that uses Authorize.Net informed me that several paying customers were telling him that their access to the site had been cut off even though their credit cards had been recently billed. Looking through our logs, I noticed that we had not shown any recurring payment log activity for over a month. I figured one of two things must be going on: either Authorize.Net wasn't sending us the silent post requests anymore or the page that was processing them wasn't doing so correctly. I started by verifying that our Authorize.Net account was properly setup to use the silent post feature and that it was pointing to the correct URL. Authorize.Net's site indicated the silent post was configured and that recurring payment transaction details were being sent to http://example.com/AuthorizeNetProcessingPage.aspx. Next, I wanted to determine what information was getting sent to that URL.The application was setup tolog the parsed results of the Authorize.Net request, such as what customer the recurring payment applied to; however,we were not logging the actual HTTP request coming from Authorize.Net. I contacted Authorize.Net's support to inquire if they logged the HTTP request send via the silent post feature and was told that they did not. I decided to add a bit of code to log the incoming HTTP request, which you can do by using the Request object's SaveAs method. This allowed me to saveevery incoming HTTP request to the silent post page to a text file on the server. Upon the next recurring payment, I was able to see the HTTP request being received by the page: GET /AuthorizeNetProcessingPage.aspx HTTP/1.1Connection: CloseAccept: */*Host: www.example.com That was it. Two things alarmed me: first, the request was obviously a GET and not a POST; second, there was no POST body (obviously), which is where Authorize.Net passes along thedetails of the recurring payment transaction.What stuck out was the Host header, which differed slightly from the silent post URL configured in Authorize.Net. Specifically, the Host header in the above logged request pointed to www.example.com, whereas the Authorize.Net configuration used example.com (no www). About a month ago - the same time these recurring payment transaction detailswere no longer being processed by our ASP.NET page - we had implemented IIS 7's URL rewriting feature to permanently redirect all traffic to example.com to www.example.com. Could that be the problem? I contacted Authorize.Net's support again and asked them if their silent post algorithmwould follow the301HTTP response and repost the recurring payment transaction details. They said, Yes, the silent post would follow redirects. Their reports didn't jive with my observations, so I went ahead and updated our Authorize.Net configuration to point to http://www.example.com/AuthorizeNetProcessingPage.aspx instead of http://example.com/AuthorizeNetProcessingPage.aspx. And, I'm happy to report, recurring payments and correctly being processed again! If you use Authorize.Net and the silent post feature, and you notice that your processing page is not longer working, make sure you are not using any URL rewriting rules that may conflict with the silent post URL configuration. Hope this saves someone the time it took me to get to the bottom of this. Happy Programming!Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Request Limit Length Limits for IIS&rsquo;s requestFiltering Module

    - by Rick Strahl
    Today I updated my CodePaste.net site to MVC 3 and pushed an update to the site. The update of MVC went pretty smooth as well as most of the update process to the live site. Short of missing a web.config change in the /views folder that caused blank pages on the server, the process was relatively painless. However, one issue that kicked my ass for about an hour – and not foe the first time – was a problem with my OpenId authentication using DotNetOpenAuth. I tested the site operation fairly extensively locally and everything worked no problem, but on the server the OpenId returns resulted in a 404 response from IIS for a nice friendly OpenId return URL like this: http://codepaste.net/Account/OpenIdLogon?dnoa.userSuppliedIdentifier=http%3A%2F%2Frstrahl.myopenid.com%2F&dnoa.return_to_sig_handle=%7B634239223364590000%7D%7BjbHzkg%3D%3D%7D&dnoa.return_to_sig=7%2BcGhp7UUkcV2B8W29ibIDnZuoGoqzyS%2F%2FbF%2FhhYscgWzjg%2BB%2Fj10ZpNdBkUCu86dkTL6f4OK2zY5qHhCnJ2Dw%3D%3D&openid.assoc_handle=%7BHMAC-SHA256%7D%7B4cca49b2%7D%7BMVGByQ%3D%3D%7D&openid.claimed_id=http%3A%2F%2Frstrahl.myopenid.com%2F&openid.identity=http%3A%2F%2Frstrahl.myopenid.com%2F&openid.mode=id_res&openid.ns=http%3A%2F%2Fspecs.openid.net%2Fauth%2F2.0&openid.ns.sreg=http%3A%2F%2Fopenid.net%2Fextensions%2Fsreg%2F1.1&openid.op_endpoint=http%3A%2F%2Fwww.myopenid.com%2Fserver&openid.response_nonce=2010-10-29T04%3A12%3A53Zn5F4r5&openid.return_to=http%3A%2F%2Fcodepaste.net%2FAccount%2FOpenIdLogon%3Fdnoa.userSuppliedIdentifier%3Dhttp%253A%252F%252Frstrahl.myopenid.com%252F%26dnoa.return_to_sig_handle%3D%257B634239223364590000%257D%257BjbHzkg%253D%253D%257D%26dnoa.return_to_sig%3D7%252BcGhp7UUkcV2B8W29ibIDnZuoGoqzyS%252F%252FbF%252FhhYscgWzjg%252BB%252Fj10ZpNdBkUCu86dkTL6f4OK2zY5qHhCnJ2Dw%253D%253D&openid.sig=h1GCSBTDAn1on98sLA6cti%2Bj1M6RffNerdVEI80mnYE%3D&openid.signed=assoc_handle%2Cclaimed_id%2Cidentity%2Cmode%2Cns%2Cns.sreg%2Cop_endpoint%2Cresponse_nonce%2Creturn_to%2Csigned%2Csreg.email%2Csreg.fullname&openid.sreg.email=rstrahl%40host.com&openid.sreg.fullname=Rick+Strahl A 404 of course isn’t terribly helpful – normally a 404 is a resource not found error, but the resource is definitely there. So how the heck do you figure out what’s wrong? If you’re just interested in the solution, here’s the short version: IIS by default allows only for a 1024 byte query string, which is obviously exceeded by the above. The setting is controlled by the RequestFiltering module in IIS 6 and later which can be configured in ApplicationHost.config (in \%windir\system32\inetsvr\config). To set the value configure the requestLimits key like so: <configuration> <security> <requestFiltering> <requestLimits maxQueryString="2048"> </requestLimits> </requestFiltering> </security> </configuration> This fixed me right up and made the requests work. How do you find out about problems like this? Ah yes the troubles of an administrator? Read on and I’ll take you through a quick review of how I tracked this down. Finding the Problem The issue with the error returned is that IIS returns a 404 Resource not found error and doesn’t provide much information about it. If you’re lucky enough to be able to run your site from the localhost IIS is actually very helpful and gives you the right information immediately in a nicely detailed error page. The bottom of the page actually describes exactly what needs to be fixed. One problem with this easy way to find an error: You HAVE TO run localhost. On my server which has about 10 domains running localhost doesn’t point at the particular site I had problems with so I didn’t get the luxury of this nice error page. Using Failed Request Tracing to retrieve Error Info The first place I go with IIS errors is to turn on Failed Request Tracing in IIS to get more error information. If you have access to the server to make a configuration change you can enable Failed Request Tracing like this: Find the Failed Request Tracing Rules in the IIS Service Manager.   Select the option and then Edit Site Tracing to enable tracing. Then add a rule for * (all content) and specify status codes from 100-999 to capture all errors. if you know exactly what error you’re looking for it might help to specify it exactly to keep the number of errors down. Then run your request and let it fail. IIS will throw error log files into a folder like this C:\inetpub\logs\FailedReqLogFiles\W3SVC5 where the last 5 is the instance ID of the site. These files are XML but they include an XSL stylesheet that provides some decent formatting. In this case it pointed me straight at the offending module:   Ok, it’s the RequestFilteringModule. Request Filtering is built into IIS 6-7 and configured in ApplicationHost.config. This module defines a few basic rules about what paths and extensions are allowed in requests and among other things how long a query string is allowed to be. Most of these settings are pretty sensible but the query string value can easily become a problem especially if you’re dealing with OpenId since these return URLs are quite extensive. Debugging failed requests is never fun, but IIS 6 and forward at least provides us the tools that can help us point in the right direction. The error message the FRT report isn’t as nice as the IIS error message but it at least points at the offending module which gave me the clue I needed to look at request restrictions in ApplicationHost.config. This would still be a stretch if you’re not intimately familiar, but I think with some Google searches it would be easy to track this down with a few tries… Hope this was useful to some of you. Useful to me to put this out as a reminder – I’ve run into this issue before myself and totally forgot. Next time I got it, right?© Rick Strahl, West Wind Technologies, 2005-2010Posted in ASP.NET  Security  

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  • Last week I was presented with a Microsoft MVP award in Virtual Machines – time to thank all who hel

    - by Liam Westley
    MVP in Virtual Machines Last week, on 1st April, I received an e-mail from Microsoft letting me know that I had been presented with a 2010 Microsoft® MVP Award for outstanding contributions in Virtual Machine technical communities during the past year.   It was an honour to be nominated, and is a great reflection on the vibrancy of the UK user group community which made this possible. Virtualisation for developers, not just IT Pros I consider it a special honour as my expertise in virtualisation is as a software developer utilising virtual machines to aid my software development, rather than an IT Pro who manages data centre and network infrastructure.  I’ve been on a minor mission over the past few years to enthuse developers in a topic usually seen as only for network admins, but which can make their life a whole lot easier once understood properly. Continuous learning is fun In 1676, the scientist Isaac Newton, in a letter to Robert Hooke used the phrase (http://www.phrases.org.uk/meanings/268025.html) ‘If I have seen a little further it is by standing on the shoulders of Giants’ I’m a nuclear physicist by education, so I am more than comfortable that any knowledge I have is based on the work of others.  Although far from a science, software development and IT is equally built upon the work of others. It’s one of the reasons I despise software patents. So in that sense this MVP award is a result of all the great minds that have provided virtualisation solutions for me to talk about.  I hope that I have always acknowledged those whose work I have used when blogging or giving presentations, and that I have executed my responsibility to share any knowledge gained as widely as possible. Thanks to all those who helped – a big thanks to the UK user group community I reckon this journey started in 2003 when I started attending a user group called the London .Net Users Group (http://www.dnug.org.uk) started by a nice chap called Ian Cooper. The great thing about Ian was that he always encouraged non professional speakers to take the stage at the user group, and my first ever presentation was on 30th September 2003; SQL Server CE 2.0 and the.NET Compact Framework. In 2005 Ian Cooper was on the committee for the first DeveloperDeveloperDeveloper! day, the free community conference held at Microsoft’s UK HQ in Thames Valley park in Reading.  He encouraged me to take part and so on 14th May 2005 I presented a talk previously given to the London .Net User Group on Simplifying access to multiple DB providers in .NET.  From that point on I definitely had the bug; presenting at DDD2, DDD3, groking at DDD4 and SQLBits I and after a break, DDD7, DDD Scotland and DDD8.  What definitely made me keen was the encouragement and infectious enthusiasm of some of the other DDD organisers; Craig Murphy, Barry Dorrans, Phil Winstanley and Colin Mackay. During the first few DDD events I met the Dave McMahon and Richard Costall from NxtGenUG who made it easy to start presenting at their user groups.  Along the way I’ve met a load of great user group organisers; Guy Smith-Ferrier of the .Net Developer Network, Jimmy Skowronski of GL.Net and the double act of Ray Booysen and Gavin Osborn behind what was Vista Squad and is now Edge UG. Final thanks to those who suggested virtualisation as a topic ... Final thanks have to go the people who inspired me to create my Virtualisation for Developers talk.  Toby Henderson (@holytshirt) ensured I took notice of Sun’s VirtualBox, Peter Ibbotson for being a fine sounding board at the Kew Railway over quite a few Adnam’s Broadside and to Guy Smith-Ferrier for allowing his user group to be the guinea pigs for the talk before it was seen at DDD7.  Thanks to all of you I now know much more about virtualisation than I would have thought possible and it continues to be great fun. Conclusion If this was an academy award acceptance speech I would have been cut off after the first few paragraphs, so well done if you made it this far.  I’ll be doing my best to do justice to the MVP award and the UK community.  I’m fortunate in having a new employer who considers presenting at user groups as a good thing, so don’t expect me to stop any time soon. If you’ve never seen me in action, then you can view the original DDD7 Virtualisation for Developers presentation (filmed by the Microsoft Channel 9 team) as part of the full DDD7 video list here, http://www.craigmurphy.com/blog/?p=1591.  Also thanks to Craig Murphy’s fine video work you can also view my latest DDD8 presentation on Commercial Software Development, here, http://vimeo.com/9216563 P.S. If I’ve missed anyone out, do feel free to lambast me in comments, it’s your duty.

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  • ASP.NET MVC HandleError Attribute

    - by Ben Griswold
    Last Wednesday, I took a whopping 15 minutes out of my day and added ELMAH (Error Logging Modules and Handlers) to my ASP.NET MVC application.  If you haven’t heard the news (I hadn’t until recently), ELMAH does a killer job of logging and reporting nearly all unhandled exceptions.  As for handled exceptions, I’ve been using NLog but since I was already playing with the ELMAH bits I thought I’d see if I couldn’t replace it. Atif Aziz provided a quick solution in his answer to a Stack Overflow question.  I’ll let you consult his answer to see how one can subclass the HandleErrorAttribute and override the OnException method in order to get the bits working.  I pretty much took rolled the recommended logic into my application and it worked like a charm.  Along the way, I did uncover a few HandleError fact to which I wasn’t already privy.  Most of my learning came from Steven Sanderson’s book, Pro ASP.NET MVC Framework.  I’ve flipped through a bunch of the book and spent time on specific sections.  It’s a really good read if you’re looking to pick up an ASP.NET MVC reference. Anyway, my notes are found a comments in the following code snippet.  I hope my notes clarify a few things for you too. public class LogAndHandleErrorAttribute : HandleErrorAttribute {     public override void OnException(ExceptionContext context)     {         // A word from our sponsors:         //      http://stackoverflow.com/questions/766610/how-to-get-elmah-to-work-with-asp-net-mvc-handleerror-attribute         //      and Pro ASP.NET MVC Framework by Steven Sanderson         //         // Invoke the base implementation first. This should mark context.ExceptionHandled = true         // which stops ASP.NET from producing a "yellow screen of death." This also sets the         // Http StatusCode to 500 (internal server error.)         //         // Assuming Custom Errors aren't off, the base implementation will trigger the application         // to ultimately render the "Error" view from one of the following locations:         //         //      1. ~/Views/Controller/Error.aspx         //      2. ~/Views/Controller/Error.ascx         //      3. ~/Views/Shared/Error.aspx         //      4. ~/Views/Shared/Error.ascx         //         // "Error" is the default view, however, a specific view may be provided as an Attribute property.         // A notable point is the Custom Errors defaultRedirect is not considered in the redirection plan.         base.OnException(context);           var e = context.Exception;                  // If the exception is unhandled, simply return and let Elmah handle the unhandled exception.         // Otherwise, try to use error signaling which involves the fully configured pipeline like logging,         // mailing, filtering and what have you). Failing that, see if the error should be filtered.         // If not, the error simply logged the exception.         if (!context.ExceptionHandled                || RaiseErrorSignal(e)                   || IsFiltered(context))                  return;           LogException(e); // FYI. Simple Elmah logging doesn't handle mail notifications.     }

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  • Developer Training – Employee Morals and Ethics – Part 2

    - by pinaldave
    Developer Training - Importance and Significance - Part 1 Developer Training – Employee Morals and Ethics – Part 2 Developer Training – Difficult Questions and Alternative Perspective - Part 3 Developer Training – Various Options for Developer Training – Part 4 Developer Training – A Conclusive Summary- Part 5 If you have been reading this series of posts about Developer Training, you can probably determine where my mind lies in the matter – firmly “pro.”  There are many reasons to think that training is an excellent idea for the company.  In the end, it may seem like the company gets all the benefits and the employee has just wasted a few hours in a dark, stuffy room.  However, don’t let yourself be fooled, this is not the case! Training, Company and YOU! Do not forget, that as an employee, you are your company’s best asset.  Training is meant to benefit the company, of course, but in the end, YOU, the employee, is the one who walks away with a lot of useful knowledge in your head.  This post will discuss what to do with that knowledge, how to acquire it, and who should pay for it. Eternal Question – Who Pays for Training? When the subject of training comes up, money is often the sticky issue.  Some companies will argue that because the employee is the one who benefits the most, he or she should pay for it.  Of course, whenever money is discuss, emotions tend to follow along, and being told you have to pay money for mandatory training often results in very unhappy employees – the opposite result of what the training was supposed to accomplish.  Therefore, many companies will pay for the training.  However, if your company is reluctant to pay for necessary training, or is hesitant to pay for a specific course that is extremely expensive, there is always the art of compromise.  The employee and the company can split the cost of the training – after all, both the company and the employee will be benefiting. [Click on following image to answer important question] Click to Enlarge  This kind of “hybrid” pay scheme can be split any way that is mutually beneficial.  There is the obvious 50/50 split, but for extremely expensive classes or conferences, this still might be prohibitively expensive for the employee.  If you are facing this situation, here are some example solutions you could suggest to your employer:  travel reimbursement, paid leave, payment for only the tuition.  There are even more complex solutions – the company could pay back the employee after the training and project has been completed. Training is not Vacation Once the classes have been settled on, and the question of payment has been answered, it is time to attend your class or travel to your conference!  The first rule is one that your mothers probably instilled in you as well – have a good attitude.  While you might be looking forward to your time off work, going to an interesting class, hopefully with some friends and coworkers, but do not mistake this time as a vacation.  It can be tempting to only have fun, but don’t forget to learn as well.  I call this “attending sincerely.”  Pay attention, have an open mind and good attitude, and don’t forget to take notes!  You might be surprised how many people will want to see what you learned when you go back. Report Back the Learning When you get back to work, those notes will come in handy.  Your supervisor and coworkers might want you to give a short presentation about what you learned.  Attending these classes can make you almost a celebrity.  Don’t be too nervous about these presentations, and don’t feel like they are meant to be a test of your dedication.  Many people will be genuinely curious – and maybe a little jealous that you go to go learn something new.  Be generous with your notes and be willing to pass your learning on to others through mini-training sessions of your own. [Click on following image to answer important question] Click to Enlarge Practice New Learning On top of helping to train others, don’t forget to put your new knowledge to use!  Your notes will come in handy for this, and you can even include your plans for the future in your presentation when you return.  This is a good way to demonstrate to your bosses that the money they paid (hopefully they paid!) is going to be put to good use. Feedback to Manager When you return, be sure to set aside a few minutes to talk about your training with your manager.  Be perfectly honest – your manager wants to know the good and the bad.  If you had a truly miserable time, do not lie and say it was the best experience – you and others may be forced to attend the same training over and over again!  Of course, you do not want to sound like a complainer, so make sure that your summary includes the good news as well.  Your manager may be able to help you understand more of what they wanted you to learn, too. Win-Win Situation In the end, remember that training is supposed to be a benefit to the employer as well as the employee.  Make sure that you share your information and that you give feedback about how you felt the sessions went as well as how you think this training can be implemented at the company immediately. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Developer Training, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • Oracle Unveils Industry’s Broadest Cloud Strategy

    - by kellsey.ruppel
    Oracle Unveils Industry’s Broadest Cloud Strategy Adds Social Cloud and Showcases early customers Redwood Shores, Calif. – June 6, 2012 “Almost seven years of relentless engineering and innovation plus key strategic acquisitions. An investment of billions. We are now announcing the most comprehensive Cloud on the planet Earth,” said Oracle CEO, Larry Ellison. “Most cloud vendors only have niche assets. They don’t have platforms to extend. Oracle is the only vendor that offers a complete suite of modern, socially-enabled applications, all based on a standards-based platform.” News Facts In a major strategy update today, Larry Ellison announced the industry’s broadest and most advanced Cloud strategy and introduced Oracle Cloud Social Services, a broad Enterprise Social Platform offering. Oracle Cloud delivers a broad set of industry-standards based, integrated services that provide customers with subscription-based access to Oracle Platform Services, Application Services, and Social Services, all completely managed, hosted and supported by Oracle. Offering a wide range of business applications and platform services, the Oracle Cloud is the only cloud to enable customers to avoid the data and business process fragmentation that occurs when using multiple, siloed public clouds. Oracle Cloud is powered by leading enterprise-grade infrastructure, including Oracle Exadata and Oracle Exalogic, providing customers and partners with a high-performance, reliable, and secure infrastructure for running critical business applications. Oracle Cloud enables easy self-service for both business users and developers. Business users can order, configure, extend, and monitor their applications. Developers and administrators can easily develop, deploy, monitor and manage their applications. As part of the event, Oracle also showcased several early Oracle Cloud customers and partners including system integrators and independent software vendors. Oracle Cloud Platform Services Built on a common, complete, standards-based and enterprise-grade set of infrastructure components, Oracle Cloud Platform Services enable customers to speed time to market and lower costs by quickly building, deploying and managing bespoke applications. Oracle Cloud Platform Services will include: Database Services to manage data and build database applications with the Oracle Database. Java Services to develop, deploy and manage Java applications with Oracle WebLogic. Developer Services to allow application developers to collaboratively build applications. Web Services to build Web applications rapidly using PHP, Ruby, and Python. Mobile Services to allow developers to build cross-platform native and HTML5 mobile applications for leading smartphones and tablets. Documents Services to allow project teams to collaborate and share documents through online workspaces and portals. Sites Services to allow business users to develop and maintain visually engaging .com sites Analytics Services to allow business users to quickly build and share analytic dashboards and reports through the Cloud. Oracle Cloud Application Services Oracle Cloud Application Services provides customers access to the industry’s broadest range of enterprise applications available in the cloud today, with built-in business intelligence, social and mobile capabilities. Easy to setup, configure, extend, use and administer, Oracle Cloud Application Services will include: ERP Services: A complete set of Financial Accounting, Project Management, Procurement, Sourcing, and Governance, Risk & Compliance solutions. HCM Services: A complete Human Capital Management solution including Global HR, Workforce Lifecycle Management, Compensation, Benefits, Payroll and other solutions. Talent Management Services: A complete Talent Management solution including Recruiting, Sourcing, Performance Management, and Learning. Sales and Marketing Services: A complete Sales and Marketing solution including Sales Planning, Territory Management, Leads & Opportunity Management, and Forecasting. Customer Experience Services: A complete Customer Service solution including Web Self-Service, Contact Centers, Knowledge Management, Chat, and e-mail Management. Oracle Cloud Social Services Oracle Cloud Social Services provides the most broad and complete enterprise social platform available in the cloud today.  With Oracle Cloud Social Services, enterprises can engage with their customers on a range of social media properties in a comprehensive and meaningful fashion including social marketing, commerce, service and listening. The platform also provides enterprises with a rich social networking solution for their employees to collaborate effectively inside the enterprise. Oracle’s integrated social platform will include: Oracle Social Network to enable secure enterprise collaboration and purposeful social networking for business. Oracle Social Data Services to aggregate data from social networks and enterprise data sources to enrich business applications. Oracle Social Marketing and Engagement Services to enable marketers to centrally create, publish, moderate, manage, measure and report on their social marketing campaigns. Oracle Social Intelligence Services to enable marketers to analyze social media interactions and to enable customer service and sales teams to engage with customers and prospects effectively. Supporting Resources Oracle Cloud – learn more cloud.oracle.com – sign up now Webcast – watch the replay About Oracle Oracle engineers hardware and software to work together in the cloud and in your data center. For more information about Oracle (NASDAQ:ORCL), visit www.oracle.com. TrademarksOracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners.

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