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  • Facebook Sponsored Results: Is It Getting Results?

    - by Mike Stiles
    Social marketers who like to focus on the paid aspect of the paid/earned hybrid Facebook represents may want to keep themselves aware of how the network’s new Sponsored Results ad product is performing. The ads, which appear when a user conducts a search from the Facebook search bar, have only been around a week or so. But the first statistics coming out of them are not bad. Marketer Nanigans says click-through rates on the Sponsored Results have been nearly 23 times better than regular Facebook ads. Some click-through rates have even gone over 3%. Just to give you some perspective, a TechCrunch article points out that’s the same kind of click-through rates that were being enjoyed during the go-go dot com boom of the 90’s. The average across the Internet in its entirety is now somewhere around .3% on a good day, so a 3% number should be enough to raise an eyebrow. Plus the cost-per-click price is turning up 78% lower than regular Facebook ads, so that should raise the other eyebrow. Marketers have gotten pretty used to being able to buy ads against certain keywords. Most any digital property worth its salt that sells ads offers this, and so does Facebook with its Sponsored Results product. But the unique prize Facebook brings to the table is the ability to also buy based on demographic and interest information gleaned from Facebook user profiles. With almost 950 million logging in, this is exactly the kind of leveraging of those users conventional wisdom says is necessary for Facebook to deliver on its amazing potential. So how does the Facebook user fit into this? Notorious for finding out exactly where sponsored marketing messages are appearing and training their eyeballs to avoid those areas, will the Facebook user reject these Sponsored Results? Well, Facebook may have found an area in addition to the News Feed where paid elements can’t be avoided and will be tolerated. If users want to read their News Feed, and they do, they’re going to see sponsored posts. Likewise, if they want to search for friends or Pages, and they do, they’re going to see Sponsored Results. The paid results are clearly marked as such. As long as their organic search results are not tainted or compromised, they will continue using search. But something more is going on. The early click-through rate numbers say not only do users not mind seeing these Sponsored Results, they’re finding them relevant enough to click on. And once they click, they seem to be liking what they find, with a reported 14% higher install rate than Marketplace Ads. It’s early, and obviously the jury is still out. But this is a new social paid marketing opportunity that’s well worth keeping an eye on, and that may wind up hitting the trifecta of being effective for the platform, the consumer, and the marketer.

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  • Gartner PCC Follow-up: Interview with Chaeny Emanavin, Usability Lead - Office of Information Develo

    - by [email protected]
    Last week at the Gartner Portals, Content and Collaboration conference in Baltimore, Chaeny and I co-presented on Oracle Enterprise 2.0 and BIA's Citizen Portal. Chaeny's presentation about the BIA solution was very well received and I wanted to do a follow-up interview with Chaeny to discuss more details about their solution and its Enterprise 2.0 features. Ajay: What were the main objectives for the BIA Citizen Portal? Chaeny: The BIA Citizen Portal is designed to provide all the services of the Bureau of Indian Affairs to the community of 564 federally recognized tribes that include over 1.9 million American Indians and Alaska Natives. The BIA provides the same breadth of services that the entire U.S. Federal Government provides in one small Bureau. So, we needed a solution that was flexible enough to handle content ranging from law enforcement to housing to education. Key objectives for external users was to use the Web as a communications channel and keep them informed on what services are available. We also wanted to build an internal web presence and community for BIA's 5000 employees to ensure that they update their content, leverage internal experts and create single sources of truth for key policy documents. Ajay: How is the project being implemented? Chaeny: We are using a phased approach. In phases 1 & 2, interim internal and external sites were built to ensure usability and functional requirements are being met. In Phases 3 & 4, we built out a modern internal and external presence using Oracle WebCenter Suite and Oracle Universal Content Management (UCM), including enabling delegated content management for our internal business units. Phase 4 was completed in January 2010. Phase 5 will add deeper Enterprise 2.0 collaboration capabilities to the solution. Ajay: Are you integrating any existing sites into the new solution? Chaeny: Yes, we have a SharePoint implementation that we are using for document management. We needed more precise functionality however. We found that SharePoint would let individual administrators of a SharePoint site actually create new sites. In a 3 months span, we had over 200 new sites created and most were not being used. So, we had an enormous sprawl problem. Our requirements mandated increased governance and more granular control over the creation of sites and flexible user access to content. In SharePoint this required custom code and was very time-intensive which was unfeasible given our tight deadlines. We are piloting Oracle WebCenter Spaces as our collaboration solution to mitigate these issues. However, we must integrate our existing SharePoint investment which we can do easily by using the SharePoint connectors available in Oracle WebCenter and UCM. Ajay: What were the key design parameters for your solution? Chaeny: We wanted everything driven by standards and policies. We created a cross-functional steering group called the Indian Affairs Web Council to codify policies that were baked into the system. Other key design areas were focused on security/governance, self-service content management, ease of use, integration with legacy applications and seamless single sign-on. We are using Dublin Core as our metadata standard. We also are using Java, APEX, and ADF as our development standards. Ajay: Why was it important to standardize on a platform? Chaeny: We initially looked at best-of-breed solutions, but we faced a lot of issues getting the different solutions to work together. Going with an integrated solution was more economical, easier to learn and faster to deliver the solution. Ajay: What type of legacy applications are you integrating into the portal? Chaeny: Initially we are starting with administrative apps such as people directory and user admin and then we will integrate HR and Financial applications among others. Ajay: Can you describe some of the E20 collaboration features you are putting into the solution? Chaeny: We are adding Enterprise 2.0 using Oracle WebCenter Spaces to deliver different collaboration tools such as wikis, blogs and discussion forums. Wikis to create rapid, ad hoc monthly roll-up reports; discussion forums to provide context-specific help; blogs to capture tacit organization knowledge from experts, identify gurus and turn tacit knowledge into explicit knowledge. Ajay: Are you doing anything specifically to spur adoption and usage? Chaeny: Yes, we did several things that I think helped us ramp quickly. First, we met our commitments for the new system launch date and also provided extra resources for a customer support "hotline" during the launch period. Prior to launch, we did exhaustive usability studies to capture user requirements around functionality, navigation and other key interaction areas. We also created extensive training programs so that the content managers in each business unit were comfortable using the content management tools and knew the best practices for usage. Finally, to launch the Enterprise 2.0 collaboration capabilities, we are working with a pilot group from the Division of Forestry and Wildland Fire Management of BIA. This group of people in the past have been willing early adopters and they have a strong business need to collaborate with many agencies both internal and external across State, County and other Federal jurisdictions. Their feedback is key to helping us launch Enterprise 2.0 successfully in our broader organization. Ajay: What were the biggest benefits to internal BIA employees and to the external community of users? Chaeny: For our employees, the new Enterprise 2.0-based solution will make it easier to find information; enhance employee productivity by embedding standard business processes into the system and create more of a community by creating connections with experts via social collaboration to ultimately provide better services more quickly. For the external American Indian and Alaska Native communities, we have a better relationship with the users and the new site has improved BIA's perception as a more responsive and customer-centric organization.

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  • Predicting Likelihood of Click with Multiple Presentations

    - by Michel Adar
    When using predictive models to predict the likelihood of an ad or a banner to be clicked on it is common to ignore the fact that the same content may have been presented in the past to the same visitor. While the error may be small if the visitors do not often see repeated content, it may be very significant for sites where visitors come repeatedly. This is a well recognized problem that usually gets handled with presentation thresholds – do not present the same content more than 6 times. Observations and measurements of visitor behavior provide evidence that something better is needed. Observations For a specific visitor, during a single session, for a banner in a not too prominent space, the second presentation of the same content is more likely to be clicked on than the first presentation. The difference can be 30% to 100% higher likelihood for the second presentation when compared to the first. That is, for example, if the first presentation has an average click rate of 1%, the second presentation may have an average CTR of between 1.3% and 2%. After the second presentation the CTR stays more or less the same for a few more presentations. The number of presentations in this plateau seems to vary by the location of the content in the page and by the visual attraction of the content. After these few presentations the CTR starts decaying with a curve that is very well approximated by an exponential decay. For example, the 13th presentation may have 90% the likelihood of the 12th, and the 14th has 90% the likelihood of the 13th. The decay constant seems also to depend on the visibility of the content. Modeling Options Now that we know the empirical data, we can propose modeling techniques that will correctly predict the likelihood of a click. Use presentation number as an input to the predictive model Probably the most straight forward approach is to add the presentation number as an input to the predictive model. While this is certainly a simple solution, it carries with it several problems, among them: If the model learns on each case, repeated non-clicks for the same content will reinforce the belief of the model on the non-clicker disproportionately. That is, the weight of a person that does not click for 200 presentations of an offer may be the same as 100 other people that on average click on the second presentation. The effect of the presentation number is not a customer characteristic or a piece of contextual data about the interaction with the customer, but it is contextual data about the content presented. Models tend to underestimate the effect of the presentation number. For these reasons it is not advisable to use this approach when the average number of presentations of the same content to the same person is above 3, or when there are cases of having the presentation number be very large, in the tens or hundreds. Use presentation number as a partitioning attribute to the predictive model In this approach we essentially build a separate predictive model for each presentation number. This approach overcomes all of the problems in the previous approach, nevertheless, it can be applied only when the volume of data is large enough to have these very specific sub-models converge.

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  • Packages having unmet dependencies: Broken Packages

    - by Akarsh
    When I try to install postgresql i get the following error: sudo apt-get install postgresql-client Some packages could not be installed. This may mean that you have requested an impossible situation or if you are using the unstable distribution that some required packages have not yet been created or been moved out of Incoming. The following information may help to resolve the situation: The following packages have unmet dependencies: libc6-dev : Breaks: gcc-4.4 (< 4.4.6-4) but 4.4.4-14 ubuntu5 is to be installed E: Broken packages How do I resolve this issue to install postgresql?

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  • How to Make Sure Your Company Doesn't Go Underwater If Your Programmers Win the Lottery

    - by Graviton
    I have a few programmers under me, they are all doing very great and very smart obviously. Thank you very much. But the problem is that each and every one of them is responsible for one core area, which no one else on the team have foggiest idea on what it is. This means that if anyone of them is taken out, my company as a business is dead because they aren't replaceable. I'm thinking about bringing in new programmers to cover them, just in case they are hit by a bus, or resign or whatever. But I afraid that The old programmers might actively resist the idea of knowledge transfer, fearing that a backup might reduce their value. I don't have a system to facilitate technology transfer between different developers, so even if I ask them to do it, I've no assurance that they will do it properly. My question is, How to put it to the old programmers in such they would agree What are systems that you use, in order to facilitate this kind of "backup"? I can understand that you can do code review, but is there a simple way to conduct this? I think we are not ready for a full blown, check-in by check-in code review.

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  • Project Dashboards

    - by EightyEight
    I'm attempting to create a dashboard so that people not intimately involved with the project can get an indication of project's health. I'm struggling with determining what to put on said dashboard. I think it needs to be brief to be useful, yet complete. The project I'm working on depends on both 3rd party contractors, external hardware and of course my team's effort. Are there any suggestions or guidelines on how to encapsulate it all in a relatively easy manner? Mods, I believe this question falls squarely between development methodologies and business concerns as outlined in the faq. Thank you!

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  • Selling Solutions, Not Products

    - by David Dorf
    When I think about next-generation retailers, the names that come to mind are Apple, Whole Foods, Lulu Lemon, and IKEA.  They may not be the biggest retailers, but they are certainly growing fast. Success is never defined by just one dimension, and these retailers execute well across many dimensions, but the one that stands out for me is customer experience.  These stores feel...approachable...part of the community...local.  Customers are not intimidated to ask questions, and staff seem to go out of their way to help. What's makes these retailers stand out in the industry?  These retailers aren't selling products -- they're selling solutions.  Think about that.  You think you're going to the Apple store to buy a phone, but you're actually buying a communications solution that handles much, much more.  If you carry an iPhone, your life has changed.  The way you do things is different.  The impacts go much beyond a simple phone. Solutions start with a problem, which is why these retailers greet customers with "what brought you in today," or "can I answer any questions for you?"  Good retailers establish a relationship, even if it lasts only a few minutes. You don't walk into Whole Foods looking for cans of soup.  You are looking for meals: healthy snacks, interesting lunches, exotic dinners.  Its a learning experience where you might discover solutions to problems you didn't know you had.  Mention what foods you like, and you'll get a list of similar items you had not considered.  I didn't know I needed a closet organizer until I visited an IKEA and learned about all the options.  They were able to customize the solution to meet my needs, and now I'm much more organized. One of the differences between selling products and selling solutions is training.  Visit any of these retailers' sites and you'll see a long list of in-store events for the benefit of customers.  You can buy exercise clothing from Lulu Lemon, and also learn new yoga techniques, meet like-minded people, and branch off to other fitness regimes via their ambassadors.  You can visit the Geek Bar at Apple, eat lunch at IKEA, and learn to cook at Whole Foods. These retailers are making an investment in a relationship with their customers.  They are showing loyalty to their customers before asking for it back.  In the long-run, this strategic approach will outlive any scan-and-bag mentality.

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  • Abstraction: The War between solving the problem and a general solution.

    - by Bryan Harrington
    As a programmer, I find myself in the dilemma where I want make my program as abstract and as general as possible. Doing so usually would allow me to reuse my code and have a more general solution for a problem that might (or might not) come up again. Then this voice in my head says, just solve the problem dummy its that easy! Why spend more time than you have to? We all have indeed faced this question where Abstraction is on your right shoulder and Solve-it-stupid sits on the left. Which to listen to and how often? What is your strategy for this? Should you abstract everything?

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  • update-manager crashes Ubuntu 12.04

    - by user205450
    The update-manager crashes with the following error frank@darkstar2:~$ update-manager Traceback (most recent call last): File "/usr/bin/update-manager", line 33, in <module> from UpdateManager.UpdateManager import UpdateManager File "/usr/lib/python2.7/dist-packages/UpdateManager/UpdateManager.py", line 72, in <module> from Core.MyCache import MyCache File "/usr/lib/python2.7/dist-packages/UpdateManager/Core/MyCache.py", line 34, in <module> import DistUpgrade.DistUpgradeCache File "/usr/lib/python2.7/dist-packages/DistUpgrade/DistUpgradeCache.py", line 60, in <module> KERNEL_INITRD_SIZE = _set_kernel_initrd_size() File "/usr/lib/python2.7/dist-packages/DistUpgrade/DistUpgradeCache.py", line 53, in _set_kernel_initrd_size size = estimate_kernel_size_in_boot() File "/usr/lib/python2.7/dist-packages/DistUpgrade/utils.py", line 74, in estimate_kernel_size_in_boot size += os.path.getsize(f) File "/usr/lib/python2.7/genericpath.py", line 49, in getsize return os.stat(filename).st_size OSError: [Errno 5] Input/output error: '/boot/abi-3.2.0-54-generic' I am not sure how to read the error but it seems there is some error in file size. How do I fix it.

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  • How to recover dpkg from corrupted downloads?

    - by rocker9455
    I just upgraded to the 10.10 RC earlier and had a few problems with graphic drivers (x didnt start) But i have remedied that now. When i run 'sudo apt-get install -f' i get this: will@UbuntuBox:/mnt/slax$ sudo apt-get install -f [sudo] password for will: Reading package lists... Done Building dependency tree Reading state information... Done Correcting dependencies... Done The following extra packages will be installed: libmono-wcf3.0-cil openoffice.org-calc openoffice.org-core The following NEW packages will be installed: libmono-wcf3.0-cil The following packages will be upgraded: openoffice.org-calc openoffice.org-core 2 upgraded, 1 newly installed, 0 to remove and 0 not upgraded. 16 not fully installed or removed. Need to get 0B/32.5MB of archives. After this operation, 1,929kB disk space will be freed. Do you want to continue [Y/n]? Y (Reading database ... 201565 files and directories currently installed.) Preparing to replace openoffice.org-calc 1:3.2.1-6ubuntu2~10.04.1 (using .../openoffice.org-calc_1%3a3.2.1-7ubuntu1_i386.deb) ... Unpacking replacement openoffice.org-calc ... xz: (stdin): Compressed data is corrupt dpkg-deb: subprocess <decompress> returned error exit status 1 dpkg: error processing /var/cache/apt/archives/openoffice.org-calc_1%3a3.2.1-7ubuntu1_i386.deb (--unpack): short read on buffer copy for backend dpkg-deb during `./usr/lib/openoffice/basis3.2/program/libscfiltli.so' dpkg: regarding .../openoffice.org-core_1%3a3.2.1-7ubuntu1_i386.deb containing openoffice.org-core: openoffice.org-core conflicts with openoffice.org-calc (<< 1:3.2.1-7ubuntu1) openoffice.org-calc (version 1:3.2.1-6ubuntu2~10.04.1) is present and installed. dpkg: error processing /var/cache/apt/archives/openoffice.org-core_1%3a3.2.1-7ubuntu1_i386.deb (--unpack): conflicting packages - not installing openoffice.org-core Unpacking libmono-wcf3.0-cil (from .../libmono-wcf3.0-cil_2.6.7-3ubuntu1_all.deb) ... dpkg-deb (subprocess): data: internal gzip read error: '<fd:0>: data error' dpkg-deb: subprocess <decompress> returned error exit status 2 dpkg: error processing /var/cache/apt/archives/libmono-wcf3.0-cil_2.6.7-3ubuntu1_all.deb (--unpack): subprocess dpkg-deb --fsys-tarfile returned error exit status 2 Errors were encountered while processing: /var/cache/apt/archives/openoffice.org-calc_1%3a3.2.1-7ubuntu1_i386.deb /var/cache/apt/archives/openoffice.org-core_1%3a3.2.1-7ubuntu1_i386.deb /var/cache/apt/archives/libmono-wcf3.0-cil_2.6.7-3ubuntu1_all.deb E: Sub-process /usr/bin/dpkg returned an error code (1) Any idea how i can get the broken packages fixed? Cheers, Will

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  • Wildcard SSL certificate support in Weblogic

    - by user10139630
    Weblogic by default doesnt validate ssl certificates with wildcard entries. i.e. with cn = *.example.com . The impact of this is any ssl handshake which involves these kind of certificates are by default rejected. A clean resolution for this is to use custom hostname verifier and point the same to use the class weblogic.security.utils.SSLWLSWildcardHostnameVerifier To make this change, Launch WLS console Click on Environment -> Servers on your left Select Admin Server Then go to SSL tab Lock & Edit Scroll down and expand advanced section Here change Hostname verification entry to Custom Hostname Verifier Below in Custom Hostname verifier enter "weblogic.security.utils.SSLWLSWildcardHostnameVerifier" Restart weblogic

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  • Four Emerging Payment Stories

    - by David Dorf
    The world of alternate payments has been moving fast of late.  Innovation in this area will help both consumers and retailers, but probably hurt the banks (at least that's the plan).  Here are four recent news items in this area: Dwolla, a start-up in Iowa, is trying to make credit cards obsolete.  Twelve guys in Des Moines are using $1.3M they raised to allow businesses to skip the credit card networks and avoid the fees.  Today they move about $1M a day across their network with an average transaction size of $500. Instead of charging merchants 2.9% plus $.30 per transaction, Dwolla charges a quarter -- yep, that coin featuring George Washington. Dwolla (Web + Dollar = Dwolla) avoids the credit networks and connects directly to bank accounts using the bank's ACH network.  They are signing up banks and merchants targeting both B2B and C2B as well as P2P payments.  They leverage social networks to notify people they have a money transfer, and also have a mobile app that uses GPS location. However, all is not rosy.  There have been complaints about unexpected chargebacks and with debit fees being reduced by the big banks, the need is not as pronounced.  The big banks are working on their own network called clearXchange that could provide stiff competition. VeriFone just bought European payment processor Point for around $1B.  By itself this would not have caught my attention except for the fact that VeriFone also announced the acquisition of GlobalBay earlier this month.  In addition to their core business of selling stand-beside payment terminals, with GlobalBay they get employee-operated mobile selling tools and with Point they get a very big payment processing platform. MasterCard and Intel announced a partnership around payments, starting with PayPass, MasterCard's new payment technology.  Intel will lend its expertise to add additional levels of security, which seems to be the biggest barrier for consumer adoption.  Everyone is scrambling to get their piece of cash transactions, which still represents 85% of all transactions. Apple was awarded another mobile payment patent further cementing the rumors that the iPhone 5 will support NFC payments.  As usual, Apple is upsetting the apple cart (sorry) by moving control of key data from the carriers to Apple.  With Apple's vast number of iTunes accounts, they have a ready-made customer base to use the payment infrastructure, which I bet will slowly transition people away from credit cards and toward cheaper ACH.  Gary Schwartz explains the three step process Apple is taking to become a payment processor. Below is a picture I drew representing payments in the retail industry. There's certainly a lot of innovation happening.

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  • I can't find my backup for the cpanel in whm/cpanel

    - by CompilingCyborg
    The Problem: I have made a complete backup from the cpanel for the whole home folder. I have placed this folder in the default home directory. Thereafter, i tried to restore this file from the WHM, but i couldn't find it. Does anyone know what causes such problems? Additional Details: I am the administrator of the cpanel and i have complete access to the reseller WHM. Check more details below with images: Thanks in advance for your help! any ideas or suggestions are greatly appreciated.

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  • Installing skype will not work - skype-bin not installable, and 'held broken packages'

    - by Michionlion
    So, I am trying to install skype through apt-get, but after running into this problem multiple times, and trying to find a solution, it still doesn't work... I tried all the answers here: Installing Skype on 12.04 64 bit causes errors, but I still get the error. (my problem is exactly the same as that one, too) I even went and edited the package status thing manually, and removed all references to 'skype' or 'skype-bin'. I still get the problem... I'm running ubuntu 12.10, as a dual-boot with windows 7. It's a 64-bit computer.

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  • Why does Ubuntu (and other ubuntu based distros like lubuntu and linux mint) randomly shutdown on my laptop?

    - by Imran
    I have a lenovo g555 laptop and whenever I try and boot a ubuntu based distro off a usb, it randomly shuts off my PC (Not like a normal shutdown with shutdown loading screen but a like a sudden hard power off). This problem occurs even if I have installed the distro on my harddrive. In the past I've been able to use the distro for 10 min or so before it would it would do this. Now with the latest distros, It randomly pwers off even before it has fully booted up. My hardware specs are on this website.

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  • Code bases for desktop and mobile versions of the same app

    - by Code-Guru
    I have written a small Java Swing desktop application. It seems like a natural step to port it to Android since I am interested in learning how to program for that platform. I believe that I can reuse some of my existing code base. (Of course, exactly how much reuse I can get out of it will only be determined as I start coding the Android app.) Currently I am hosting my Java Swing app on Sourceforge.net and use Git for version control. As I start creating the Android app, I am considering two options: Add the Android code to my existing repository, creating separate directories and Java packages for the Android-specific code and resources. Create a new Sourceforge project (or even host a new one) and creating a new Git repository. a. With a new repository, I can simply add the files from my original project that I will reuse. (I don't particularly like this option as it will be difficult to modify both copies of the same file in both repositories.) b. Or I can branch the original repository. This adds the difficulty of merging changes of shared source files. Mostly I am trying to decide between choices 1. and 2b. If I'm going to branch the existing repository, what advantages are there to hosting it as a separate SF project (or even using another OSS hosting service) as opposed to keeping all my source code in the current SF project?

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  • Thomas Kurian's COLLABORATE Keynote: Process not Product

    - by Aaron Lazenby
    Right off the bat, Oracle's Senior Vice President, Server Technologies Development made his purpose very clear: demonstrate how the elements of the Oracle product stack are evolving (and integrating) together. There are some great details about the new functionality of each Oracle application line and how the different products sync and interact. The lifecycle charts in Kurian's presentation illustrate how data can flow from an Oracle Demantra into Oracle E-Business Suite and back out to an Oracle Agile system to support value chain planning. With so many products at play in the enterprise, Kurian shows that if you trust that your systems can work together, IT strategy becoming much more about managing business process than managing software product.

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  • dpkg error : old pre-removal script returned error exit status 102

    - by Siva Prasad Varma
    I am unable to install or remove a package on my Ubuntu 10.04 due to the following error. $ sudo apt-get autoremove Password: Reading package lists... Done Building dependency tree Reading state information... Done The following packages will be REMOVED: busybox 0 upgraded, 0 newly installed, 1 to remove and 9 not upgraded. 1 not fully installed or removed. Need to get 0B/212kB of archives. After this operation, 627kB disk space will be freed. Do you want to continue [Y/n]? y Selecting previously deselected package nscd. (Reading database ... 235651 files and directories currently installed.) Preparing to replace nscd 2.11.1-0ubuntu7.8 (using .../nscd_2.11.1-0ubuntu7.8_amd64.deb) ... invoke-rc.d: not a symlink: /etc/rc2.d/S76nscd dpkg: warning: old pre-removal script returned error exit status 102 dpkg - trying script from the new package instead ... invoke-rc.d: not a symlink: /etc/rc2.d/S76nscd dpkg: error processing /var/cache/apt/archives/nscd_2.11.1-0ubuntu7.8_amd64.deb (--unpack): subprocess new pre-removal script returned error exit status 102 update-rc.d: warning: /etc/rc2.d/S76nscd is not a symbolic link invoke-rc.d: not a symlink: /etc/rc2.d/S76nscd dpkg: error while cleaning up: subprocess installed post-installation script returned error exit status 102 Errors were encountered while processing: /var/cache/apt/archives/nscd_2.11.1-0ubuntu7.8_amd64.deb E: Sub-process /usr/bin/dpkg returned an error code (1) What should I do to resolve this error. I have tried sudo dpkg --remove --force-remove-reinstreq nscd but it did not work.

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  • Installing RubyGems 1.9.1

    - by ell
    I have successfully installed ruby1.9.1 but after downloading the .tgz archive offered here and doing sudo ruby1.9.1 setup.rb I get this: /home/elliot/Downloads/rubygems-1.4.1 (2)/lib/rubygems/source_index.rb:62:in `installed_spec_directories': undefined method `path' for Gem:Module (NoMethodError) from /home/elliot/Downloads/rubygems-1.4.1 (2)/lib/rubygems/source_index.rb:52:in `from_installed_gems' from /home/elliot/Downloads/rubygems-1.4.1 (2)/lib/rubygems.rb:914:in `source_index' from /home/elliot/Downloads/rubygems-1.4.1 (2)/lib/rubygems/gem_path_searcher.rb:98:in `init_gemspecs' from /home/elliot/Downloads/rubygems-1.4.1 (2)/lib/rubygems/gem_path_searcher.rb:13:in `initialize' from /home/elliot/Downloads/rubygems-1.4.1 (2)/lib/rubygems.rb:873:in `new' from /home/elliot/Downloads/rubygems-1.4.1 (2)/lib/rubygems.rb:873:in `searcher' from /home/elliot/Downloads/rubygems-1.4.1 (2)/lib/rubygems.rb:495:in `find_files' from /home/elliot/Downloads/rubygems-1.4.1 (2)/lib/rubygems.rb:1034:in `load_plugins' from /home/elliot/Downloads/rubygems-1.4.1 (2)/lib/rubygems/gem_runner.rb:84:in `<top (required)>' from <internal:lib/rubygems/custom_require>:29:in `require' from <internal:lib/rubygems/custom_require>:29:in `require' from setup.rb:25:in `<main>' Why is installing RubyGems with Ruby1.9.1 so painful? How can I install it correctly? Thanks in advance, ell.

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  • List of all states from COMPOSITE_INSTANCE, CUBE_INSTANCE, DLV_MESSAGE tables

    - by Deepak Arora
    In many of my engagements I get asked repeatedly about the states of the composites in 11g and how to decipher them, especially when we are troubleshooting issues around purging. I have compiled a list of all the states from the COMPOSITE_INSTANCE, CUBE_INSTANCE, DLV_MESSAGE and MEDIATOR_INSTANCE tables. These are the primary tables that are used when using BPEL composites and how they are used with the ECID.  Composite State Values COMPOSITE_INSTANCE States State Description 0 Running 1 Completed 2 Running with faults 3 Completed with faults 4 Running with recovery required 5 Completed with recovery required 6 Running with faults and recovery required 7 Completed with faults and recovery required 8 Running with suspended 9 Completed with suspended 10 Running with faults and suspended 11 Completed with faults and suspended 12 Running with recovery required and suspended 13 Completed with recovery required and suspended 14 Running with faults, recovery required, and suspended 15 Completed with faults, recovery required, and suspended 16 Running with terminated 17 Completed with terminated 18 Running with faults and terminated 19 Completed with faults and terminated 20 Running with recovery required and terminated 21 Completed with recovery required and terminated 22 Running with faults, recovery required, and terminated 23 Completed with faults, recovery required, and terminated 24 Running with suspended and terminated 25 Completed with suspended and terminated 26 Running with faulted, suspended, and terminated 27 Completed with faulted, suspended, and terminated 28 Running with recovery required, suspended, and terminated 29 Completed with recovery required, suspended, and terminated 30 Running with faulted, recovery required, suspended, and terminated 31 Completed with faulted, recovery required, suspended, and terminated 32 Unknown 64 - Normal 0 false false false EN-CA 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:0in; mso-para-margin-bottom:.0001pt; 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; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Any value in the range of 32 to 63 indicates that the composite instance state has not been enabled, but the instance state is updated for faults, aborts, etc. CUBE_INSTANCE States State Description 0 STATE_INITIATED 1 STATE_OPEN_RUNNING 2 STATE_OPEN_SUSPENDED 3 STATE_OPEN_FAULTED 4 STATE_CLOSED_PENDING_CANCEL 5 STATE_CLOSED_COMPLETED 6 STATE_CLOSED_FAULTED 7 STATE_CLOSED_CANCELLED 8 STATE_CLOSED_ABORTED 9 STATE_CLOSED_STALE 10 STATE_CLOSED_ROLLED_BACK DLV_MESSAGE States State Description 0 STATE_UNRESOLVED 1 STATE_RESOLVED 2 STATE_HANDLED 3 STATE_CANCELLED 4 STATE_MAX_RECOVERED Since now in 11g the Invoke_Messages table is not there so to distinguish between a new message (Invoke) and callback (DLV) and there is DLV_TYPE column that defines the type of message: DLV_TYPE States State Description 1 Invoke Message 2 DLV Message MEDIATOR_INSTANCE STATE Description  0  No faults but there still might be running instances  1  At least one case is aborted by user  2  At least one case is faulted (non-recoverable)  3  At least one case is faulted and one case is aborted  4  At least one case is in recovery required state  5 At least one case is in recovery required state and at least one is aborted  6 At least one case is in recovery required state and at least one is faulted  7 At least one case is in recovery required state, one faulted and one aborted  >=8 and < 16  Running >= 16   Stale In my next blog posting I will walk through the lifecycle of a BPEL process using the above states for the following use cases: - New BPEL process - initial Receive activity - Callback BPEL process - mid-level Receive activity As always comments and questions welcome! Deepak

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  • My Speaking Engagements in the Last Two Months

    - by gsusx
    I’ve been so busy lately with the activities around Moesion that I haven’t had time to blog about a couple of great conferences I had the opportunity to speak at in the last two months. Software Architect Conference, UK ( http://www.software-architect.co.uk/ ) This conference is becoming one of my favorite events of the year. As always Nick Payne and his team did a remarkable job lining up an all-star group of speakers that covered some of the hottest topics in today’s software industry. The first...(read more)

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  • How to run developer team meetings?

    - by Bill Iacocca
    Our team of 10 developers meet weekly. The meetings are rather boring and not particularly useful. What format/agenda do you utilize to have good meetings? We meet weekly in the conference room with pizza provided. The format is we go around the room and list the status of various tasks we are working on and discuss tasks for the next week. Managers will provide an overview of upcoming projects and priorities for the coming months and year ahead. Update The goal of these meeting is more or less - general team building, to share the knowledge of what everyone is working on, and to keep everyone aware of shifting company initiatives. It is not to formally 'hand out' work assignments (that is done via other means).

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  • How to deal with a poor team leader and a tester manager from hell? [closed]

    - by Google
    Let me begin by explaining my situation and give a little context to the situation. My company has around 15 developers but we're split up on two different areas. We have a fresh product team and the old product team. The old product team does mostly bug fixes/maintenance and a feature here and there. The fresh product had never been released and was new from the ground up. I am on the fresh product team. The team consists of three developers (myself, another developer and a senior developer). The senior is also our team leader. Our roles are as follows: Myself: building the administration client as well as build/release stuff Other dev: building the primary client Team lead: building the server In addition to the dev team, we interact with the test manager often. By "we" I mean me since I do the build stuff and give him the builds to test. Trial 1: The other developer on my team and I have both tried to talk to our manager about our team leader. About two weeks before release we went in his office and had a closed door meeting before our team lead got to work. We expressed our concerns about the product, its release date and our team leader. We expressed our team leader had a "rosey" image of the product's state. Our manager seemed to listen to what we said and thanked us for taking the initiative to speak with him about it. He got us an extra two weeks before release. The situation with the leader didn't change. In fact, it got a little worse. While we were using the two weeks to fix issues he was slacking off quite a bit. Just to name a few things, he installed Windows 8 on his dev machine during this time (claimed him machine was broke), he wrote a plugin for our office messenger that turned turned messages into speech, and one time when I went in his office he was making a 3D model in Blender (for "fun"). He felt the product was "pretty good" and ready for release. During this time I dealt with the test manager on a daily basis. Every bug or issue that popped up he would pretty much attack me personally (regardless of which component the bug was in). The test manager would often push his "views" of what needed to be done with the product. He virtually ordered me to change text on our installer and to add features to the installer and administration client. I tried to express how his suggestions were "valid ideas" but it was too close to release to do those kinds of things and to make matters worse, our technical writer had already finished documentation and such a change would not only affect the dev team but would affect the technical writer and marketing as well. I expressed I wasn't going to make those changes without marketing's consent as well as the technical writer and my manager's. He pretty much said I don't care about the product and said I don't do my job. I would like to take a moment to say I take my job seriously and I do my best. I am the kind of person that goes to work 30-40 mins early and usually leaves 30 minutes later than everyone else. Saying I don't care or do my job is just insulting. His "attacks" on me grew from day to day. Every bug that popped up he would usually comment on in some manner that jabbed me and the other developer. "Oh that bug! Yeah that should have been fixed by now, figures! If someone would do their job!" and other similar kinds of comments. Keep in mind 8 out of 10 bugs were in the server and had nothing to do with me and the other developer. That didn't seem to matter.. On one occasion they got pretty bad and we almost got into a yelling match so I decided to stop talking to him all together. I carried all communication through office email (with my manager cc'd). He never attacked me via email. He still attempted to get aggressive with me in person but I completely ignore him and my only response to any question is, "Ask my team leader." or "Ask a product manager." The product launched after our two week extension. Trial 2: The day after the product launch our team leader went on vacation (thanks....). At this time we got a lot of questions from the tech support... major issues with the product. All of these issues were bugs marked "resolved" by our lovely team leader (a typical situation that often popped up). This is where we currently are. The other developer has been with the company for about three years (I've been there only five months) and told me he was going to speak with our manager alone and hoped it would help get our concerns across a little better in a one-on-one. He spoke with the manager and directly addressed all of our concerns regarding our team leader and the test manager giving us (mostly me) hell. Our manager basically said he understood how hard we work and said he noticed it and there's no doubt about it. He said he spoke with the test manager about his temper. Regarding the team leader, he didn't say a whole lot. He suggested we sit down with the team leader and address our concerns (isn't that the manager's job?). We're still waiting to see if anything has changed but we doubt it. What can we do next? 1) Talk to the team leader (may stress relationship and make work awkward) I admit the team leader is generally a nice guy. He is just a horrible leader and working closely with him is painful. I still don't believe bringing this directly to the team leader would help at all and may negatively impact the situation. 2) I could quit. Other than this situation the job is pretty fantastic. I really like my other coworkers and we have quite a bit of freedom. 3) I could take the situation with the team leader to one of the owners. I would then be throwing my manager under the bus. 4) I could take the situation with the test manager to HR. Any suggestions? Comments?

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  • Silent Partner

    - by [email protected]
    The Team Behind the Man Behind the Mask As a continuing sponsor of the blockbuster Iron Man franchise, Oracle has been quietly preparing for the explosive sequel blasting its way into theaters this May. Through a series of advertising campaigns, immersive online experiences, and contests, Oracle plans to highlight its backstage efforts to help Marvel Entertainment hone its newfound superpowers. By driving the performance of critical systems, Oracle technologies are helping Marvel transform itself from mild-mannered comic book publisher to film industry power broker. You can learn more about this dynamic duo, and get free movie memorabilia, by visiting our Iron Man 2 showcase site.

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  • how do you document your development process?

    - by David
    My current state is a mixture of spreadsheets, wikis, documents, and dated folders for my input/configuration and output files and bzr version control for code. I am relatively new to programming that requires this level of documentation, and I would like to find a better, more coherent approach. update (for clarity): My inputs are data used to generate configuration files with parameter values and my outputs are analyses of model predictions. I would really like to have an approach that allows me to associate particular configuration(s) with particular outputs, so that I can ask questions of my documentation such as "what causes over/under estimates?" or "what causes error 'X'"?

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