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  • Repair BAD Sectors or Buy a new HDD?

    - by Nehal J. Wani
    I have a Seagate internal hard disk drive. I recently opened up my laptop [Dell Inspiron N5010] [Warranty has expired], cleaned it and it worked normally after waking up from hibernation. However, when I restarted it, it stuck on windows loading screen, then tried to boot from Dell recovery partition but failed. It gave the error: Windows has encounter a problem communicating with a device connected to your computer. This error can be caused by unplugging a removable storage device such as an external USB drive while the device is in use, or by faulty hardware such as a hard drive or CD-ROM drive that is failing. Make sure any removable storage is properly connected and then restart your computer If you continue to receive this error message, contact the hardware manufacturer. Status: 0xc00000e9 Info: An unexpected I/O error has occurred. While cleaning, I had mistakenly touched the round silvery thing at the bottom of the HDD. I don't know whether this has caused the problem or not. Since I have Fedora also installed in the same HDD, I can boot from it but it shows weird read errors when I ask it to mount Windows partitions. The disk utility also says that the Hard Disk has many bad sectors and needs to be replaced. I downloaded Seatools from Seagate website and used it. In the long test, I gave it permission to repair the first 100 errors which it did successfully. Now I am confused at what I should do. Internal Hard Disk Costs: a. Internal HDD 500GB Costs: Rs3518 b.1 External HDD 500GB Costs: Rs3472 b.2 External HDD 1TB Costs: Rs5500 c. Internal to External Converter Costs: Rs650 I have the following options: (i) Buy an External HDD, backup my data. Try to repair bad sectors of HDD. Then two cases arise: (a) My Internal HDD gets repaired [almost] (b) My internal HDD doesn't get repaired. Then I need to buy another internal HDD and replace the damaged one. OR break the seal of the external one and put it inside my laptop as internal. Breaking the case involves risks. (ii) Buy a Internal HDD and an Internal to External Converter Case [Not very reliable], backup my data. Try to repair bad sectors of HDD. Then two cases arise: (a) My Internal HDD gets repaired [almost] (b) My internal HDD doesn't get repaired. Then I need to just put in the new internal HDD I just bought. Experts, please guide me as to what will be the most VFM option? Also, if a HDD is failing, is it that I shouldn't read from it too otherwise there is a chance of other sectors failing? What I mean is, is it wrong to read from the HDD without taking backup first?

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  • How to allow unprivileged apache/PHP to do a root task (CentOS)

    - by Chris
    I am setting up a sort of personal dropbox for our customers on a CentOS 6.3 machine. The server will be accessible thru SFTP and a proprietary http service base on PHP. This machine will be in our DMZ so it has to be secure. Because of this I have apache running as an unprivileged user, hardened the security on apache, the OS, PHP, applied a lot of filtering in iptables and applied some restrictive TCP Wrappers. Now you might have suspected this one was coming, SELinux is also set to enforcing. I'm setting up PAM to use MySQL so my users in the web application can login. These users will all be in a group that can use SSH only for SFTP and users will be chrooted to their own 'home' folder. To allow this SELinux wants the folders to have the user_home_t tag. Also the parent directory needs to be writable by root only. If these restrictions are not met SELinux will kill the SSH pipe immediately. The files that need to be accessible thru both http and SFTP so I have made a SELinux module to allow Apache to search/attr/read/write etc. to directories with the user_home_dir_t tag. As sftp users are stored in MySQL I want to setup their home dirs upon user creation. This is a problem since Apache has no write access to the /home dir, it's only writable by root since it's required to keep SELinux and OpenSSH happy. Basically I need to let Apache do only a few tasks as root and only within /home. So I need to somehow elevate the privileges temporarily or let root do these tasks for apache instead. What I need to have apache do with root privileges is the following. mkdir /home/userdir/ mkdir /home/userdir/userdir chmod -R 0755 /home/userdir umask 011 /home/userdir/userdir chcon -R -t user_home_t /home/userdir chown -R user:sftp_admin /home/userdir/userdir chmod 2770 /home/userdir/userdir This would create a home for the user, now I have an idea that might work, cron. That would mean the server needs to check for users that have no home every minute, then when creating users the interface would freeze for an average of 30 seconds before the account creation can be confirmed which I do not prefer. Does anybody know if something can be done with sudoers? Or any other idea's are welcome... Thanks for your time!

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  • Which hardware to VM ratio for Build-Server virtualization?

    - by Martin
    Let's start with saying that I'm a total noob wrt. to server virtualization. That is, I use VMs often during development, but they're simple desktop machine things for me. Now to my problem: We have two (physical) build servers, one master, one slave running Jenkins to do daily tasks and build (Visual C++ Builds) our release packages for our software. As such these machines are critical to our company, because we do lot's releases and without a controlled environment to create them, we can't ship fixes. (And currently there's no proper backup of these machines in place, because they do not hold any data as such - it just would be a major pain to setup them again should they go bust. (But setting up backup that I'd know would work in case of HW failure would even be more pain, so we have skipped that until now.)) Therefore (and for scaling purposes) we would like to go virtual with these machines. Outsourcing to the cloud is not an option, not at all, so we'll have to use on-premises hardware and VM hosts. Each Build-Server (master or slave) is a fully configured (installs, licenses, shares in case of the master, ...) Windows Server box. I would now ideally like to just convert the (two) existing physical nodes to VM images and run them. Later add more VM slave instances as clones of the existing ones. And here begin my questions: Should I go for one VM per one hardware-box or should I go for something where a single hardware runs multiple VMs? That would mean a single point of failure hardware wise and doesn't seem like a good idea ... or?? Since we're doing C++ compilation with Visual Studio, I assume that during a build the hardware (processor cores + disk) will be fully utilized, so going with more than one build-node per hardware doesn't seem to make much sense?? Wrt. to hardware options, does it make any difference which VM software we use (VMWare, MS, Virtualbox, ... ?) (We're using Windows exclusively for our builds.) Regarding budget: We have a normal small company (20 developers) budget for this. ;-) That is, if it's going to cost a few k$ it's going to cost. If it's free - the better. I strongly prefer solutions where there's no multi-k$ maintenance costs per year.

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  • My VPS ubuntu server is very slow

    - by askmike
    I just installed a frech copy of Ubuntu 12.04 on my vps because my old installation was very slow, unfortunately this did not fix the problem. With slow I mean requests for my PHP websites take a long time, very slow (30 sec per request) to slow (3+ sec per request). When it's really bad SSH is also laggish. The websites are: askmike.org (pretty standard Wordpress) mvr.me (own PHP) slow? very slow: Here is a picture of loading a clean install of wordpress slow: here is a picture of loading a small PHP based website the vps The VPS has 256mb ram and an 25GB hdd. Besides serving the 2 small websites it isn't doing anything AFAIK. What have I installed Clean Ubuntu server 12.04 LAMP stack few things like git and nodejs (not using both) ossec (because I thought my server was getting hammered) munin What I already tried / done I installed munin so that I could watch io speed and such. The problem is that I don't know where to look for in the munin report. I checked logs and don't see anything strange (although I don't really know where to look for besides strange / repetitive errors and GET requests). I configured Apache MPM to: <IfModule mpm_prefork_module> StartServers 5 MinSpareServers 5 MaxSpareServers 10 MaxClients 40 MaxRequestsPerChild 0 </IfModule> (apache is using prefork, the default) Stats I copied the munin report as it appeared at 4:50 last night to a site hosted on a shared webhost. Note that tonight my mysql crashed somewhere after 1:00 (which is a new problem altogether), so therefor the graph for last night might look strange. Can anyone help me get my VPS up to normal speed? EDIT: Thanks for the replies. The VPS is 10 bucks a month and is from directvps.nl (Dutch host and I'm also dutch). I did two speed tests for disk IO: $ dd if=/dev/zero of=test bs=64k count=16k conv=fdatasync 1073741824 bytes (1.1 GB) copied, 23.1506 s, 46.4 MB/s $ dd if=/dev/zero of=test bs=64k count=16k conv=fdatasync 1073741824 bytes (1.1 GB) copied, 39.3796 s, 27.3 MB/s Anyway: how can I prove to my VPS host that it is to slow? I can understand a server being busy slowing a website down. But 5-30 sec loadtime for a normal PHP webpage?

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  • On ESXi, guest machines hang for significant intervals compared to real machines. How can I fix this?

    - by Tarbox
    This is ESXi version 5.0.0. We plan on upgrading to 5.5 eventually. I have four code profiles, two taken on a real, unvirtualized machine, two taken on a virtual machine. Ordering the list of subroutines by time spent in each one, the two real profiles are practically identical. The two virtual profiles are different from each other and from the real profiles: a subset of subroutines are taking a lot more time on the virtual machines, and the subset is different for each run. The two virtual profiles take a similar amount of time, which is 3 times the amount of time the real profiles take. This gross "how long does it take?" result is consistent after hundreds of tests across three different virtual machines on two different host machines -- the virtual machine is just slower. I've only the code profiling on the four, however. Here's the most guilty set of lines: This is the real machine: 8µs $text = '' unless defined $text; 1.48ms foreach ( split( "\n", $text ) ) { This is the first run on the virtual machine: 20.1ms $text = '' unless defined $text; 1.49ms foreach ( split( "\n", $text ) ) { This is the second run on the virtual machine: 6µs $text = '' unless defined $text; 21.9ms foreach ( split( "\n", $text ) ) { My WAG is that the VM is swapping out the thread and then swapping it back in, destroying some level of cache in the process, but these code profiles were taken when the vm in question was the only active vm on the host, so... what? What does that mean? The guest itself is under light load, this is a latency problem for my users rather than throughput. The host is also under a light load, if I knew what resources to assign where, I could do it without worrying about the cost. I've attempted to lock memory, reserve cpu, assign a restrictive affinity, and disable hyperthread sharing. They don't help, it still takes the VM 2-4x the amount of time to do the same thing as the real machine. The host the tests were run on is 6x2.50GHz, Intel Xeon E5-26400 w/ 16gigs of ram. The guest exhibits the same performance under a wide combination of settings. The real machine is 4x2.13GHz, Xeon E5506 w/ 2 gigs of ram. Thank you for all advice.

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  • VirtualBox Port Forward not working when Guest IP *IS* specified (while doc says opposite)

    - by Patrick
    Trying to port forward from host (Mac OS X) 127.0.0.1:8282 - guest (CentOS)'s 10.10.10.10:8080. Existing port forwards include 127.0.0.1:8181 and 9191 to guest without any IP specified (so whatever it gets through DHCP, as explained in the documentation). Here is how the non-working binding was added: VBoxManage modifyvm "VM name" --natpf1 "rule3,tcp,127.0.0.1,8282,10.10.10.10,8080" Here is how the working ones were added: VBoxManage modifyvm "VM name" --natpf1 "rule1,tcp,127.0.0.1,8181,,80" VBoxManage modifyvm "VM name" --natpf1 "rule2,tcp,127.0.0.1,9191,,9090" And by "non-working", I of course mean not listening (as a prerequisite to forwarding): $ lsof -Pi -n|grep Virtual|grep LISTEN VirtualBo 27050 user 21u IPv4 0x2bbdc68fd363175d 0t0 TCP 127.0.0.1:9191 (LISTEN) VirtualBo 27050 user 22u IPv4 0x2bbdc68fd0e0af75 0t0 TCP 127.0.0.1:8181 (LISTEN) There should be a similar line above but with 127.0.0.1:8282. Just to be clear, this port is listening perfectly fine on the guest itself. And when I remove the guest IP (i.e., clear the 10.10.10.10) the forward works fine, albeit to eth0 (not eth1 where I need it). I can tcpdump and watch the traffic flow back and forth. And yes, I've disabled iptables entirely while testing -- it's not getting blocked anywhere on the guest. As VirtualBox writes in their documentation, you are required to specify the guest IP if it's static (makes sense, no DHCP record it keeps): "If for some reason the guest uses a static assigned IP address not leased from the built-in DHCP server, it is required to specify the guest IP when registering the forwarding rule:". However, doing so (as I need to), seems to break the port forward with nary a report in any log file I can find. (I've reviewed everything in ~/Library/VirtualBox/). Other notes: While I used the above command to add the third rule, I've also verified it showed up correctly in GUI and then removed/re-added from there just to make sure). This forum link -- while very dated -- looks somewhat related in that a port forward to a static IP was not appearing (perhaps they think due to lack of gratuitous arp being sent for host to know IP is there/avail?). Anyway, what gives? Is this still buggy? Any suggestions? If not, easy enough workarounds? What's interesting is that this works perfectly fine on another user's Mac, however he's running a slightly older version (4.3.6 v. 4.3.12).

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  • Should I choose KVM/XEN over OpenVZ or use them together?

    - by Krystian
    I've got a dual xeon e5504 server, with [for now] only 8GB of ram. Storage is'n impressive either: 3x 146GB sas in raid5 + 500GB sata drives. Currently it works as a development server, but it's over speced for our needs and since our development methods changed through last 2 years we decided it will work as a production system for some of our applications + we would like to have a separate system for testing/research. Our apps are mainly web apps deployed on tomcats [plural as some of the apps require older versions] and connected to Postgres. I would like to have a production system, where only httpd+tomcat+db are setup and nothing else runs there. Sterile system. Apart from that, I would like a test system, where I can play with different JVM settings, deploy my test apps, play with tomcat/httpd settings and restart them without interfering with the production system. Apart from that, I would like to be able to play with different linux flavors, with newer kernels to test how they work etc. I know, this is not possible with OpenVZ and I would have to choose KVM for that. I am thinking about merging the two, and setting up a KVM to be able to work with different systems [linux only to be frank] + use openVZ to setup separate machines for my development needs. I would simply go with that, but reading here and there about the performance impact full virtualization has over containers and looking at the specs of my server makes me think twice about it. I don't want to loose too much performance, especially because of the nature of my apps [few JVMs running at the same time]. It will be my first time with virtualization, apart from using desktop virtualbox/vmserver. Although I am a fast learner I don't want to mess with the main system so much that it will break the production apps or make them crawl. Although they are more or less internal apps and they don't produce much load, they need to be stable. I've read, that KVM host is a normal linux installation and it allows to run normal processes on it. If that is so, does it allow to run openVZ as well? I mean... can I have KVM and OpenVZ running on the same system/kernel? Or do I have to setup another system to run OpenVZ containers? How much performance impact can this have for me? Will my hardware suffice? oh and one more thing... unfortunately I'm quite limited with the funds... I'm looking for a free solution only :/

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  • Cooling Server Rack with Water? Sensible? Reuse energy for small installation?

    - by TomTom
    First - this is not a shopping question, this is not so much about concrete prices but about general feasibility. Makes no sense to get looking fo ra manufacturer it the approach is bad. I am moving my company to new Offices in September, and among them we will expand and consolidate our number crunch cluster. It is so far in a data center. I have a nice room in the basement prepared now. I think about cooling. We will likely run up a power usage of around 10kw by end of the year. That is a LOT of stuff, and cooling will be expensive. I am located in south Poland, close to the German border. This is an area where water is available for relatively cheap price - "wasting water" is not a concern here. My situation is thus a lot different for example than in Spain ;) Physics tells me that to heat 1 liter of water by 1 degree I use 1 Calorie (1KCal), and a kwh power is (and we can assume 100% efficiency - water heaters are pretty efficient) 750 Calories. That means that 1 KWH is 750 liter by 1 degree. 10kw and a 20 degree heat would mean that per hour I need 375 liters. That is 6.25 liters per minute and not WHAT much ;) We talk 270 cubic meters here. Even in summer, the significant underground pipes really cool down the water a LOT more ;) Question: This such an approach feasible? Anyone done that? We talk of a 10kw installation for now. Is it feasible to reuse that heat? The alternative is a decent cooling system that WILL use around 2.5kwh for running. Dropping the water would basically (a) get me a quite cold input compared to the outside air even in summer (I.e. a lower temperature medium to drop the heat in) and (b) replace the need to actually have the outside cooling (which may b problematic - if the air is 22 degree, that is a LOT to fight off, but OTOH the water will be quite cold). I also would possibly save the investment for the outside part of the cooling circuit. Now, second question - is there a feasible way to heat a house with that? ;) After all, brutally speaking, it is a LOT of energy in that water ;) If it is a bad idea, I stop here - if it is not, I start looking for suppliers. Maybe my math is wrong?

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  • Caching issue with Centos forwarding DNS server

    - by Paddington
    I installed a Forwarding DNS server on Centos 5.10 and it is resolving addresses e.g google.com. When I stopped named (service named stop) and tried to dig (dig @localhost A google.com) there was a failure to resolve the address. I checked and see the caching daemon nscd is running. Does this mean the server is not caching at all? How can I get it to cache? named.conf options { // Those options should be used carefully because they disable port // randomization // query-source port 53; // query-source-v6 port 53; // Put files that named is allowed to write in the data/ directory: listen-on port 53 {127.0.0.1; 10.0.0.4;}; directory "/var/named"; // the default dump-file "/var/named/chroot/var/named/data/cache_dump.db"; statistics-file "/var/named/chroot/var/named/data/named_stats.txt"; memstatistics-file "/var/named/chroot/var/named/data/named_mem_stats.txt"; // allow-query {localhost; 192.168.0.0/24; 10.0.0.0/8;}; recursion yes; //allow-query { localhost; 10.0.0.0/8;}; allow-query { localhost; any; }; allow-query-cache { localhost; any; }; forward only; forwarders {8.8.8.8; 8.8.4.4;}; dnssec-enable yes; // dnssec-lookaside auto; /* Path to ISC DLV key */ // bindkeys-file "/etc/named.iscdlv.key"; // managed-keys-directory "/var/named/dynamic"; }; logging { channel default_debug { file "data/named.run"; severity dynamic; }; }; **

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  • How to find the process(es) which are hogging the machine

    - by Aaron Digulla
    Scenario: All of a sudden, my computer feels sluggish. Mouse moves but windows take ages to open, etc. uptime says the load is 7.69 and raising. What is the fastest way to find out which process(es) are the cause of the load? Now, "top" and similar tools isn't the answer because they either show CPU or memory usage but not both at the same time. What I need is the single command which I might be able to type as it happens - something that will figure out any of System is trying to swap 8GB of RAM to disk because process X ... or process X seeks all over the disk or process X uses 400% CPU" So what I'm looking for is iostat, htop/atop and similar tools run into one with an output like this: 1235 cp - Disk trashing 87 chrome - Uses 2&nbsp;GB of RAM 137 nfs_bench - Uses 95% of the network bandwidth I don't want a tool that gives me some numbers which I can analyze but a tool that tells me exactly which process causes the current load. Assume that the user in front of the keyboard barely knows how to write "process", but the user is quickly overwhelmed when it comes to "resident size", "virtual memory" or "process life cycle". My argument goes like this: A user notices a problem. There can be thousands of reasons ... well, almost :-) The user wants to know the source of the problem. The current solutions give me lots of numbers, and I need to know what these numbers mean. What I'm looking for is a meta tool. 99% of the data is irrelevant to the problem. So what the tool should do is look for processes which hog some resource and list only those along with "this process needs a lot of CPU, this produces many IRQs, this process allocates a lot of RAM (and it's still growing)". This will be a relatively short list. It will be much more simple for someone new to this to locate the culprit from this list than from the output of, say, htop which gives me about 5000 numbers but requires me to fold multi-threaded processes myself (I have 50 lines which say VIRT 2750M but only 16 GB of RAM - the machine ought to swap itself to death but of course, this is a misinterpretation of the data that can happen quickly).

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  • How to stretch the image from one screen to two screens

    - by wxiiir
    I want to be able to stretch the image from one monitor to a second monitor even if i have to use some software to do it. For example i want the top half of the image that is now shown on my first monitor to occupy the whole second monitor and i want the bottom half to occupy the whole first monitor, or the other way around i don't really care as long as it works. I would be cool to know how to do the same stuff but to the left half and right half. I know that image pixels would have twice the lenght or height this way but i don't really care about it as long as it works so basically i want the stuff to show on both monitors but with the same pixels as before. I have a hd4870 and windows7 and hd4000 family doesnt support having two monitors behaving like a large one, only hd5000 upwards, this would solve my problems without any of the drawbacks but it just can't be done (or maybe it can via software but i'm just too tired of searching). A solution to make almost any graphic card have two monitors behaving like a large one is matrox dualhead2go but that's just as expensive as a good hd5000 card so it's not worth it. thanks in advance EDIT I guess that nobody so far was able to fully comprehend my problem that was very explicitly written but i will elaborate some more. My hd4870 can have 2 monitors working with it but some stuff like games won't run on both monitors, which sucks. There are some ways to circumvent this problem and two of them are perfect or almost perfect but expensive and the third would be a software solution that would make it possible. The first one is to have and hd5000 family video card which will work just fine with both monitors. The second is to have a matrox dualhead2go that will make my hd4870 detect my two monitors as a large monitor. The third is to have a software that makes my two displays be detected as a large display and then captures the output of the video card, splits the images and renders them as 2d images to both monitors OR a simpler one but that would make outputted pixels double the width or height would be to capture the output of the graphics card to one screen, split it in two and enlarge it to fit both monitors and then output it to the monitors. p.s. By capturing the output of the video card i mean just make the video card process the stuff in a certain way. Making the video card detect two monitors as a large one via software may be a bit impossible or impracticable but stretching the output as a 2d image from one to both monitors for some coders should be a walk in the park so it would be likely that such program would exist or that some widespread softwares for dual monitor would have such function in them.

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  • How to link specific ports to specific domains with Apache virtual hosts?

    - by theJoe
    We have a forward-facing linux box running Apache HTTP server that is acting as a reverse proxy for several back-end servers. The servers are accessed through specific domain names and ports and are set up as virtual hosts within Apache as such: Listen 8001 Listen 8002 <Virtualhost *:8001> ServerName service.one.mycompany.com ProxyPass / http://internal.one.mycompany.com:8001/ ProxyPassReverse / http://internal.one.mycompany.com:8001/ RewriteEngine On RewriteCond %{REQUEST_METHOD} ^(TRACE|TRACK) RewriteRule .* - [F] </Virtualhost> <Virtualhost *:8002> ServerName service.two.mycompany.com ProxyPass / http://internal.two.mycompany.com:8002/ ProxyPassReverse / http://internal.two.mycompany.com:8002/ RewriteEngine On RewriteCond %{REQUEST_METHOD} ^(TRACE|TRACK) RewriteRule .* - [F] </Virtualhost> The proxy server has only one IP address, and both domains are pointing to it. Accessing internal.one via service.one works fine, as does accessing internal.two via service.two. Now the problem is that Apache does not take the requesting domain into account when accessing the virtual hosts. What I mean is that both domains work for both ports: requests for service.one:8002 proxies to internal.two:8002, and requests for service.two:8001 proxies to internal.one:8001, where ideally both these requests should be denied. I can get around this by creating more virtual hosts that explicitly deny these requests: NameVirtualHost *:8001 NameVirtualHost *:8002 <Virtualhost *:8001> ServerName service.two.mycompany.com Redirect permanent / http://errorpage.mycompany.com/ </Virtualhost> <Virtualhost *:8002> ServerName service.one.mycompany.com Redirect permanent / http://errorpage.mycompany.com/ </Virtualhost> But this is not an ideal solution, since we plan to add more services to the proxy, and each new port would need to be explicitly denied on all the other domains, and each new domain would need to be explicitly denied on all ports it is not utilizing. As we add more services, the number of virtual hosts can get out of hand quickly. My question, then, is whether there is a better way? Can we explicitly tie specific ports to specific domains in a virtual host so that only that domain-port combination is processed, and all other combinations are not? Things I’ve tried: Adding NameVirtualHost *:8001, etc. without the additional virtual hosts. Setting ProxyRequests On and Off, as well as ProxyPreserveHost On and Off Adding the server name or IP address to the virtual host header, e.g. <VirtualHost service.one.mycompany.com:8001> Using the <proxy> directive inside the virtual host directive. Lots and lots of googling. The proxy server is running CentOS 6.2 64-bit, Apache HTTPD server 2.2.15. As mentioned, the proxy server has only one IP address, and all the domains we are using are pointing to it.

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  • Cloud storage provider lost my data. How to back up next time?

    - by tomcam
    What do you do when cloud storage fails you? First, some background. A popular cloud storage provider (rhymes with Booger Link) damaged a bunch of my data. Getting it back was an uphill battle with all the usual accusations that it was my fault, etc. Finally I got the data back. Yes, I can back this up with evidence. Idiotically, I stayed with them, so I totally get that the rest of this is on me. The problem had been with a shared folder that works with all 12 computers my business and family use with the service. We'll call that folder the Tragic Briefcase. It is a sort of global folder that's publicly visible to all computers on the service. It's our main repository. Today I decided to deal with some residual effects of the Crash of '11. Part of the damage they did was that in just one of my computers (my primary, of course) all the documents in the Tragic Briefcase were duplicated in the Windows My Documents folder. I finally started deleting them. But guess what. Though they appeared to be duplicated in the file system, removing them from My Documents on the primary PC caused them to disappear from the Tragic Briefcase too. They efficiently disappeared from all the other computers' Tragic Briefcases as well. So now, 21 gigs of files are gone, and of course I don't know which ones. I want to avoid this in the future. Apart from using a different storage provider, the bigger picture is this: how do I back up my cloud data? A complete backup every week or so from web to local storage would cause me to exceed my ISP's bandwidth. Do I need to back up each of my 12 PCs locally? I do use Backupify for my primary Google Docs, but I have been storing taxes, confidential documents, Photoshop source, video source files, and so on using the web service. So it's a lot of data, but I need to keep it safe. Backup locally would also mean 2 backup drives or some kind of RAID per PC, right, because you can't trust a single point of failure? Assuming I move to DropBox or something of its ilk, what is the best way to make sure that if the next cloud storage provider messes up I can restore?

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  • My new hard drive doesn't have rights on my old one?

    - by Allan
    Until recently I had a 1 TB hard disk with Windows 7 on it, I have bought myself a SSD, removed the old harddisc and installed Windows 7 on my new one. After that I put back the old hard disk, and formatted it, now I could use that as backup and to keep files on. Nice, right? Well I was updating .Net framework through Windows update, when it stalled. I noticed some space was used on one of the drives on my secondary 'previously primary' hard disk. Apparently it was the .Net framework, trying to save some temporary files on my secondary disc, because it was the one with the most space. It was like it didn't get access. I cancled the installation and rebooted the computer. Now wanting to remove the temporary folder on my secondary harddisk. It told me. "You don't have access by SYSTEM", I don't understand, my user is administrator, its the only user there is and at the same time I can remove and delete any other folder on that drive. I'm gonna go a little pseudo here. But it feels as if the computer treats the old harddisk as protected from tampering by the new SSD. Also, I feel I should mention, they are both listed as primary, ... primary 0 and primary 1. Both using SATA cable. My old hard drive was partioned into 3 drives. 2 of them said the current owner was 'Administrator/myPCname' and the third one said the current owner was 'SYSTEM' I changed them all into the only one that I could pick from the list, which is my user since the 'Administrators/myPCname' wasn't exactly wrong.. could it be that they were somehow still attached to the old OS?.. the fact is I named my computer the exact same thing as it was called before installing a new windows.. so I can't really tell if its an old ownership or not. Also.. I'm currently logged in as 'myname' and I'm administrator.. now trying to delete the previously mentioned files.. it says 'you need access from 'myname' – and it can't delete.. That seems really messed up, I mean I'm logged in as the name it wants me to use. Is there maybe someway I could reset all the users on my computer? Or create some default? I don't know – I just want it to take a form I have always known, from a standard Windows point of view.

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  • How to install RAID drivers on already installed Windows 7?

    - by happysencha
    64-bit Windows 7 Ultimate 6GB RAM Intel i7 920 Intel X25-M SSD 80GB 2,5" Club 3D Radeon HD5750 GA-EX58-UD4P Motherboard I've been running fine with Windows 7 installed on the SSD. I wanted to create an mirrored Raid-1 setup for backups using two hard disks, so I ordered two Samsung HD203WI. This motherboard supports two different RAID controllers, the Intel's ICH10R and Gigabyte's SATA2 SATA controller. There are 6 SATA ports behind the ICH10R and 2 SATA ports for the Gigabyte controller. I googled around and seemed that the ICH10R is a better choice and since then I've been trying to make it work. When I activate the [RAID] mode from BIOS, the Windows 7 gives BSOD exactly as described by this guy: "Windows 7 will start to boot, it gets to the screen where there are 4 colors coming together and it blue screens and restarts no matter what I do." First thing I did: turned off the RAID and booted to Windows and tried to install the SATA RAID drivers from Gigabyte. I launch the driver installation program and it gives "This computer does not meet the minimum requirements for installing the software" error. I then tried Intel's Rapid Storage Technology drivers (which apparently is the same as the one offered at Gigabyte's site), but it resulted in exactly the same error. I then detached the new Samsung hard disks from the SATA ports, but left the [RAID] enabled in BIOS. To my surprise, it still BSOD'd, so at this point I knew it is an OS/driver issue. Also, I tried with the Gigabyte's RAID enabled (while the ICH10R RAID disabled) and it booted just fine. So then I thought, that maybe I can't install the RAID drivers from within the OS. So I caused the BSOD on purpose once again, and then with ICH10R RAID activated and Samsung hard disks attached, I choose the Windows 7 Recovery mode in the boot menu. It sees some problem(s), tries to repair, does not succeed and does not ask for drivers (which I put on a USB stick) to install. I also tried to use the command-line in the recovery: "rundll32 syssetup, SetupInfObjectInstallAction DefaultInstall 128 iaStor.inf" but it gave "Installation failed." So I'm clueless how should I proceed. Do I really need to re-install Windows 7 and load RAID drivers in the Win7 setup? I don't want to install any OS on the RAID, the Windows 7 is and will be on the SSD. I just want to have a RAID-1 backup using those two hard disks. I mean why would I need to re-install operating system to add RAID setup?

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  • Zen and the Art of File and Folder Organization

    - by Mark Virtue
    Is your desk a paragon of neatness, or does it look like a paper-bomb has gone off? If you’ve been putting off getting organized because the task is too huge or daunting, or you don’t know where to start, we’ve got 40 tips to get you on the path to zen mastery of your filing system. For all those readers who would like to get their files and folders organized, or, if they’re already organized, better organized—we have compiled a complete guide to getting organized and staying organized, a comprehensive article that will hopefully cover every possible tip you could want. Signs that Your Computer is Poorly Organized If your computer is a mess, you’re probably already aware of it.  But just in case you’re not, here are some tell-tale signs: Your Desktop has over 40 icons on it “My Documents” contains over 300 files and 60 folders, including MP3s and digital photos You use the Windows’ built-in search facility whenever you need to find a file You can’t find programs in the out-of-control list of programs in your Start Menu You save all your Word documents in one folder, all your spreadsheets in a second folder, etc Any given file that you’re looking for may be in any one of four different sets of folders But before we start, here are some quick notes: We’re going to assume you know what files and folders are, and how to create, save, rename, copy and delete them The organization principles described in this article apply equally to all computer systems.  However, the screenshots here will reflect how things look on Windows (usually Windows 7).  We will also mention some useful features of Windows that can help you get organized. Everyone has their own favorite methodology of organizing and filing, and it’s all too easy to get into “My Way is Better than Your Way” arguments.  The reality is that there is no perfect way of getting things organized.  When I wrote this article, I tried to keep a generalist and objective viewpoint.  I consider myself to be unusually well organized (to the point of obsession, truth be told), and I’ve had 25 years experience in collecting and organizing files on computers.  So I’ve got a lot to say on the subject.  But the tips I have described here are only one way of doing it.  Hopefully some of these tips will work for you too, but please don’t read this as any sort of “right” way to do it. At the end of the article we’ll be asking you, the reader, for your own organization tips. Why Bother Organizing At All? For some, the answer to this question is self-evident. And yet, in this era of powerful desktop search software (the search capabilities built into the Windows Vista and Windows 7 Start Menus, and third-party programs like Google Desktop Search), the question does need to be asked, and answered. I have a friend who puts every file he ever creates, receives or downloads into his My Documents folder and doesn’t bother filing them into subfolders at all.  He relies on the search functionality built into his Windows operating system to help him find whatever he’s looking for.  And he always finds it.  He’s a Search Samurai.  For him, filing is a waste of valuable time that could be spent enjoying life! It’s tempting to follow suit.  On the face of it, why would anyone bother to take the time to organize their hard disk when such excellent search software is available?  Well, if all you ever want to do with the files you own is to locate and open them individually (for listening, editing, etc), then there’s no reason to ever bother doing one scrap of organization.  But consider these common tasks that are not achievable with desktop search software: Find files manually.  Often it’s not convenient, speedy or even possible to utilize your desktop search software to find what you want.  It doesn’t work 100% of the time, or you may not even have it installed.  Sometimes its just plain faster to go straight to the file you want, if you know it’s in a particular sub-folder, rather than trawling through hundreds of search results. Find groups of similar files (e.g. all your “work” files, all the photos of your Europe holiday in 2008, all your music videos, all the MP3s from Dark Side of the Moon, all your letters you wrote to your wife, all your tax returns).  Clever naming of the files will only get you so far.  Sometimes it’s the date the file was created that’s important, other times it’s the file format, and other times it’s the purpose of the file.  How do you name a collection of files so that they’re easy to isolate based on any of the above criteria?  Short answer, you can’t. Move files to a new computer.  It’s time to upgrade your computer.  How do you quickly grab all the files that are important to you?  Or you decide to have two computers now – one for home and one for work.  How do you quickly isolate only the work-related files to move them to the work computer? Synchronize files to other computers.  If you have more than one computer, and you need to mirror some of your files onto the other computer (e.g. your music collection), then you need a way to quickly determine which files are to be synced and which are not.  Surely you don’t want to synchronize everything? Choose which files to back up.  If your backup regime calls for multiple backups, or requires speedy backups, then you’ll need to be able to specify which files are to be backed up, and which are not.  This is not possible if they’re all in the same folder. Finally, if you’re simply someone who takes pleasure in being organized, tidy and ordered (me! me!), then you don’t even need a reason.  Being disorganized is simply unthinkable. Tips on Getting Organized Here we present our 40 best tips on how to get organized.  Or, if you’re already organized, to get better organized. Tip #1.  Choose Your Organization System Carefully The reason that most people are not organized is that it takes time.  And the first thing that takes time is deciding upon a system of organization.  This is always a matter of personal preference, and is not something that a geek on a website can tell you.  You should always choose your own system, based on how your own brain is organized (which makes the assumption that your brain is, in fact, organized). We can’t instruct you, but we can make suggestions: You may want to start off with a system based on the users of the computer.  i.e. “My Files”, “My Wife’s Files”, My Son’s Files”, etc.  Inside “My Files”, you might then break it down into “Personal” and “Business”.  You may then realize that there are overlaps.  For example, everyone may want to share access to the music library, or the photos from the school play.  So you may create another folder called “Family”, for the “common” files. You may decide that the highest-level breakdown of your files is based on the “source” of each file.  In other words, who created the files.  You could have “Files created by ME (business or personal)”, “Files created by people I know (family, friends, etc)”, and finally “Files created by the rest of the world (MP3 music files, downloaded or ripped movies or TV shows, software installation files, gorgeous desktop wallpaper images you’ve collected, etc).”  This system happens to be the one I use myself.  See below:  Mark is for files created by meVC is for files created by my company (Virtual Creations)Others is for files created by my friends and familyData is the rest of the worldAlso, Settings is where I store the configuration files and other program data files for my installed software (more on this in tip #34, below). Each folder will present its own particular set of requirements for further sub-organization.  For example, you may decide to organize your music collection into sub-folders based on the artist’s name, while your digital photos might get organized based on the date they were taken.  It can be different for every sub-folder! Another strategy would be based on “currentness”.  Files you have yet to open and look at live in one folder.  Ones that have been looked at but not yet filed live in another place.  Current, active projects live in yet another place.  All other files (your “archive”, if you like) would live in a fourth folder. (And of course, within that last folder you’d need to create a further sub-system based on one of the previous bullet points). Put some thought into this – changing it when it proves incomplete can be a big hassle!  Before you go to the trouble of implementing any system you come up with, examine a wide cross-section of the files you own and see if they will all be able to find a nice logical place to sit within your system. Tip #2.  When You Decide on Your System, Stick to It! There’s nothing more pointless than going to all the trouble of creating a system and filing all your files, and then whenever you create, receive or download a new file, you simply dump it onto your Desktop.  You need to be disciplined – forever!  Every new file you get, spend those extra few seconds to file it where it belongs!  Otherwise, in just a month or two, you’ll be worse off than before – half your files will be organized and half will be disorganized – and you won’t know which is which! Tip #3.  Choose the Root Folder of Your Structure Carefully Every data file (document, photo, music file, etc) that you create, own or is important to you, no matter where it came from, should be found within one single folder, and that one single folder should be located at the root of your C: drive (as a sub-folder of C:\).  In other words, do not base your folder structure in standard folders like “My Documents”.  If you do, then you’re leaving it up to the operating system engineers to decide what folder structure is best for you.  And every operating system has a different system!  In Windows 7 your files are found in C:\Users\YourName, whilst on Windows XP it was C:\Documents and Settings\YourName\My Documents.  In UNIX systems it’s often /home/YourName. These standard default folders tend to fill up with junk files and folders that are not at all important to you.  “My Documents” is the worst offender.  Every second piece of software you install, it seems, likes to create its own folder in the “My Documents” folder.  These folders usually don’t fit within your organizational structure, so don’t use them!  In fact, don’t even use the “My Documents” folder at all.  Allow it to fill up with junk, and then simply ignore it.  It sounds heretical, but: Don’t ever visit your “My Documents” folder!  Remove your icons/links to “My Documents” and replace them with links to the folders you created and you care about! Create your own file system from scratch!  Probably the best place to put it would be on your D: drive – if you have one.  This way, all your files live on one drive, while all the operating system and software component files live on the C: drive – simply and elegantly separated.  The benefits of that are profound.  Not only are there obvious organizational benefits (see tip #10, below), but when it comes to migrate your data to a new computer, you can (sometimes) simply unplug your D: drive and plug it in as the D: drive of your new computer (this implies that the D: drive is actually a separate physical disk, and not a partition on the same disk as C:).  You also get a slight speed improvement (again, only if your C: and D: drives are on separate physical disks). Warning:  From tip #12, below, you will see that it’s actually a good idea to have exactly the same file system structure – including the drive it’s filed on – on all of the computers you own.  So if you decide to use the D: drive as the storage system for your own files, make sure you are able to use the D: drive on all the computers you own.  If you can’t ensure that, then you can still use a clever geeky trick to store your files on the D: drive, but still access them all via the C: drive (see tip #17, below). If you only have one hard disk (C:), then create a dedicated folder that will contain all your files – something like C:\Files.  The name of the folder is not important, but make it a single, brief word. There are several reasons for this: When creating a backup regime, it’s easy to decide what files should be backed up – they’re all in the one folder! If you ever decide to trade in your computer for a new one, you know exactly which files to migrate You will always know where to begin a search for any file If you synchronize files with other computers, it makes your synchronization routines very simple.   It also causes all your shortcuts to continue to work on the other machines (more about this in tip #24, below). Once you’ve decided where your files should go, then put all your files in there – Everything!  Completely disregard the standard, default folders that are created for you by the operating system (“My Music”, “My Pictures”, etc).  In fact, you can actually relocate many of those folders into your own structure (more about that below, in tip #6). The more completely you get all your data files (documents, photos, music, etc) and all your configuration settings into that one folder, then the easier it will be to perform all of the above tasks. Once this has been done, and all your files live in one folder, all the other folders in C:\ can be thought of as “operating system” folders, and therefore of little day-to-day interest for us. Here’s a screenshot of a nicely organized C: drive, where all user files are located within the \Files folder:   Tip #4.  Use Sub-Folders This would be our simplest and most obvious tip.  It almost goes without saying.  Any organizational system you decide upon (see tip #1) will require that you create sub-folders for your files.  Get used to creating folders on a regular basis. Tip #5.  Don’t be Shy About Depth Create as many levels of sub-folders as you need.  Don’t be scared to do so.  Every time you notice an opportunity to group a set of related files into a sub-folder, do so.  Examples might include:  All the MP3s from one music CD, all the photos from one holiday, or all the documents from one client. It’s perfectly okay to put files into a folder called C:\Files\Me\From Others\Services\WestCo Bank\Statements\2009.  That’s only seven levels deep.  Ten levels is not uncommon.  Of course, it’s possible to take this too far.  If you notice yourself creating a sub-folder to hold only one file, then you’ve probably become a little over-zealous.  On the other hand, if you simply create a structure with only two levels (for example C:\Files\Work) then you really haven’t achieved any level of organization at all (unless you own only six files!).  Your “Work” folder will have become a dumping ground, just like your Desktop was, with most likely hundreds of files in it. Tip #6.  Move the Standard User Folders into Your Own Folder Structure Most operating systems, including Windows, create a set of standard folders for each of its users.  These folders then become the default location for files such as documents, music files, digital photos and downloaded Internet files.  In Windows 7, the full list is shown below: Some of these folders you may never use nor care about (for example, the Favorites folder, if you’re not using Internet Explorer as your browser).  Those ones you can leave where they are.  But you may be using some of the other folders to store files that are important to you.  Even if you’re not using them, Windows will still often treat them as the default storage location for many types of files.  When you go to save a standard file type, it can become annoying to be automatically prompted to save it in a folder that’s not part of your own file structure. But there’s a simple solution:  Move the folders you care about into your own folder structure!  If you do, then the next time you go to save a file of the corresponding type, Windows will prompt you to save it in the new, moved location. Moving the folders is easy.  Simply drag-and-drop them to the new location.  Here’s a screenshot of the default My Music folder being moved to my custom personal folder (Mark): Tip #7.  Name Files and Folders Intelligently This is another one that almost goes without saying, but we’ll say it anyway:  Do not allow files to be created that have meaningless names like Document1.doc, or folders called New Folder (2).  Take that extra 20 seconds and come up with a meaningful name for the file/folder – one that accurately divulges its contents without repeating the entire contents in the name. Tip #8.  Watch Out for Long Filenames Another way to tell if you have not yet created enough depth to your folder hierarchy is that your files often require really long names.  If you need to call a file Johnson Sales Figures March 2009.xls (which might happen to live in the same folder as Abercrombie Budget Report 2008.xls), then you might want to create some sub-folders so that the first file could be simply called March.xls, and living in the Clients\Johnson\Sales Figures\2009 folder. A well-placed file needs only a brief filename! Tip #9.  Use Shortcuts!  Everywhere! This is probably the single most useful and important tip we can offer.  A shortcut allows a file to be in two places at once. Why would you want that?  Well, the file and folder structure of every popular operating system on the market today is hierarchical.  This means that all objects (files and folders) always live within exactly one parent folder.  It’s a bit like a tree.  A tree has branches (folders) and leaves (files).  Each leaf, and each branch, is supported by exactly one parent branch, all the way back to the root of the tree (which, incidentally, is exactly why C:\ is called the “root folder” of the C: drive). That hard disks are structured this way may seem obvious and even necessary, but it’s only one way of organizing data.  There are others:  Relational databases, for example, organize structured data entirely differently.  The main limitation of hierarchical filing structures is that a file can only ever be in one branch of the tree – in only one folder – at a time.  Why is this a problem?  Well, there are two main reasons why this limitation is a problem for computer users: The “correct” place for a file, according to our organizational rationale, is very often a very inconvenient place for that file to be located.  Just because it’s correctly filed doesn’t mean it’s easy to get to.  Your file may be “correctly” buried six levels deep in your sub-folder structure, but you may need regular and speedy access to this file every day.  You could always move it to a more convenient location, but that would mean that you would need to re-file back to its “correct” location it every time you’d finished working on it.  Most unsatisfactory. A file may simply “belong” in two or more different locations within your file structure.  For example, say you’re an accountant and you have just completed the 2009 tax return for John Smith.  It might make sense to you to call this file 2009 Tax Return.doc and file it under Clients\John Smith.  But it may also be important to you to have the 2009 tax returns from all your clients together in the one place.  So you might also want to call the file John Smith.doc and file it under Tax Returns\2009.  The problem is, in a purely hierarchical filing system, you can’t put it in both places.  Grrrrr! Fortunately, Windows (and most other operating systems) offers a way for you to do exactly that:  It’s called a “shortcut” (also known as an “alias” on Macs and a “symbolic link” on UNIX systems).  Shortcuts allow a file to exist in one place, and an icon that represents the file to be created and put anywhere else you please.  In fact, you can create a dozen such icons and scatter them all over your hard disk.  Double-clicking on one of these icons/shortcuts opens up the original file, just as if you had double-clicked on the original file itself. Consider the following two icons: The one on the left is the actual Word document, while the one on the right is a shortcut that represents the Word document.  Double-clicking on either icon will open the same file.  There are two main visual differences between the icons: The shortcut will have a small arrow in the lower-left-hand corner (on Windows, anyway) The shortcut is allowed to have a name that does not include the file extension (the “.docx” part, in this case) You can delete the shortcut at any time without losing any actual data.  The original is still intact.  All you lose is the ability to get to that data from wherever the shortcut was. So why are shortcuts so great?  Because they allow us to easily overcome the main limitation of hierarchical file systems, and put a file in two (or more) places at the same time.  You will always have files that don’t play nice with your organizational rationale, and can’t be filed in only one place.  They demand to exist in two places.  Shortcuts allow this!  Furthermore, they allow you to collect your most often-opened files and folders together in one spot for convenient access.  The cool part is that the original files stay where they are, safe forever in their perfectly organized location. So your collection of most often-opened files can – and should – become a collection of shortcuts! If you’re still not convinced of the utility of shortcuts, consider the following well-known areas of a typical Windows computer: The Start Menu (and all the programs that live within it) The Quick Launch bar (or the Superbar in Windows 7) The “Favorite folders” area in the top-left corner of the Windows Explorer window (in Windows Vista or Windows 7) Your Internet Explorer Favorites or Firefox Bookmarks Each item in each of these areas is a shortcut!  Each of those areas exist for one purpose only:  For convenience – to provide you with a collection of the files and folders you access most often. It should be easy to see by now that shortcuts are designed for one single purpose:  To make accessing your files more convenient.  Each time you double-click on a shortcut, you are saved the hassle of locating the file (or folder, or program, or drive, or control panel icon) that it represents. Shortcuts allow us to invent a golden rule of file and folder organization: “Only ever have one copy of a file – never have two copies of the same file.  Use a shortcut instead” (this rule doesn’t apply to copies created for backup purposes, of course!) There are also lesser rules, like “don’t move a file into your work area – create a shortcut there instead”, and “any time you find yourself frustrated with how long it takes to locate a file, create a shortcut to it and place that shortcut in a convenient location.” So how to we create these massively useful shortcuts?  There are two main ways: “Copy” the original file or folder (click on it and type Ctrl-C, or right-click on it and select Copy):  Then right-click in an empty area of the destination folder (the place where you want the shortcut to go) and select Paste shortcut: Right-drag (drag with the right mouse button) the file from the source folder to the destination folder.  When you let go of the mouse button at the destination folder, a menu pops up: Select Create shortcuts here. Note that when shortcuts are created, they are often named something like Shortcut to Budget Detail.doc (windows XP) or Budget Detail – Shortcut.doc (Windows 7).   If you don’t like those extra words, you can easily rename the shortcuts after they’re created, or you can configure Windows to never insert the extra words in the first place (see our article on how to do this). And of course, you can create shortcuts to folders too, not just to files! Bottom line: Whenever you have a file that you’d like to access from somewhere else (whether it’s convenience you’re after, or because the file simply belongs in two places), create a shortcut to the original file in the new location. Tip #10.  Separate Application Files from Data Files Any digital organization guru will drum this rule into you.  Application files are the components of the software you’ve installed (e.g. Microsoft Word, Adobe Photoshop or Internet Explorer).  Data files are the files that you’ve created for yourself using that software (e.g. Word Documents, digital photos, emails or playlists). Software gets installed, uninstalled and upgraded all the time.  Hopefully you always have the original installation media (or downloaded set-up file) kept somewhere safe, and can thus reinstall your software at any time.  This means that the software component files are of little importance.  Whereas the files you have created with that software is, by definition, important.  It’s a good rule to always separate unimportant files from important files. So when your software prompts you to save a file you’ve just created, take a moment and check out where it’s suggesting that you save the file.  If it’s suggesting that you save the file into the same folder as the software itself, then definitely don’t follow that suggestion.  File it in your own folder!  In fact, see if you can find the program’s configuration option that determines where files are saved by default (if it has one), and change it. Tip #11.  Organize Files Based on Purpose, Not on File Type If you have, for example a folder called Work\Clients\Johnson, and within that folder you have two sub-folders, Word Documents and Spreadsheets (in other words, you’re separating “.doc” files from “.xls” files), then chances are that you’re not optimally organized.  It makes little sense to organize your files based on the program that created them.  Instead, create your sub-folders based on the purpose of the file.  For example, it would make more sense to create sub-folders called Correspondence and Financials.  It may well be that all the files in a given sub-folder are of the same file-type, but this should be more of a coincidence and less of a design feature of your organization system. Tip #12.  Maintain the Same Folder Structure on All Your Computers In other words, whatever organizational system you create, apply it to every computer that you can.  There are several benefits to this: There’s less to remember.  No matter where you are, you always know where to look for your files If you copy or synchronize files from one computer to another, then setting up the synchronization job becomes very simple Shortcuts can be copied or moved from one computer to another with ease (assuming the original files are also copied/moved).  There’s no need to find the target of the shortcut all over again on the second computer Ditto for linked files (e.g Word documents that link to data in a separate Excel file), playlists, and any files that reference the exact file locations of other files. This applies even to the drive that your files are stored on.  If your files are stored on C: on one computer, make sure they’re stored on C: on all your computers.  Otherwise all your shortcuts, playlists and linked files will stop working! Tip #13.  Create an “Inbox” Folder Create yourself a folder where you store all files that you’re currently working on, or that you haven’t gotten around to filing yet.  You can think of this folder as your “to-do” list.  You can call it “Inbox” (making it the same metaphor as your email system), or “Work”, or “To-Do”, or “Scratch”, or whatever name makes sense to you.  It doesn’t matter what you call it – just make sure you have one! Once you have finished working on a file, you then move it from the “Inbox” to its correct location within your organizational structure. You may want to use your Desktop as this “Inbox” folder.  Rightly or wrongly, most people do.  It’s not a bad place to put such files, but be careful:  If you do decide that your Desktop represents your “to-do” list, then make sure that no other files find their way there.  In other words, make sure that your “Inbox”, wherever it is, Desktop or otherwise, is kept free of junk – stray files that don’t belong there. So where should you put this folder, which, almost by definition, lives outside the structure of the rest of your filing system?  Well, first and foremost, it has to be somewhere handy.  This will be one of your most-visited folders, so convenience is key.  Putting it on the Desktop is a great option – especially if you don’t have any other folders on your Desktop:  the folder then becomes supremely easy to find in Windows Explorer: You would then create shortcuts to this folder in convenient spots all over your computer (“Favorite Links”, “Quick Launch”, etc). Tip #14.  Ensure You have Only One “Inbox” Folder Once you’ve created your “Inbox” folder, don’t use any other folder location as your “to-do list”.  Throw every incoming or created file into the Inbox folder as you create/receive it.  This keeps the rest of your computer pristine and free of randomly created or downloaded junk.  The last thing you want to be doing is checking multiple folders to see all your current tasks and projects.  Gather them all together into one folder. Here are some tips to help ensure you only have one Inbox: Set the default “save” location of all your programs to this folder. Set the default “download” location for your browser to this folder. If this folder is not your desktop (recommended) then also see if you can make a point of not putting “to-do” files on your desktop.  This keeps your desktop uncluttered and Zen-like: (the Inbox folder is in the bottom-right corner) Tip #15.  Be Vigilant about Clearing Your “Inbox” Folder This is one of the keys to staying organized.  If you let your “Inbox” overflow (i.e. allow there to be more than, say, 30 files or folders in there), then you’re probably going to start feeling like you’re overwhelmed:  You’re not keeping up with your to-do list.  Once your Inbox gets beyond a certain point (around 30 files, studies have shown), then you’ll simply start to avoid it.  You may continue to put files in there, but you’ll be scared to look at it, fearing the “out of control” feeling that all overworked, chaotic or just plain disorganized people regularly feel. So, here’s what you can do: Visit your Inbox/to-do folder regularly (at least five times per day). Scan the folder regularly for files that you have completed working on and are ready for filing.  File them immediately. Make it a source of pride to keep the number of files in this folder as small as possible.  If you value peace of mind, then make the emptiness of this folder one of your highest (computer) priorities If you know that a particular file has been in the folder for more than, say, six weeks, then admit that you’re not actually going to get around to processing it, and move it to its final resting place. Tip #16.  File Everything Immediately, and Use Shortcuts for Your Active Projects As soon as you create, receive or download a new file, store it away in its “correct” folder immediately.  Then, whenever you need to work on it (possibly straight away), create a shortcut to it in your “Inbox” (“to-do”) folder or your desktop.  That way, all your files are always in their “correct” locations, yet you still have immediate, convenient access to your current, active files.  When you finish working on a file, simply delete the shortcut. Ideally, your “Inbox” folder – and your Desktop – should contain no actual files or folders.  They should simply contain shortcuts. Tip #17.  Use Directory Symbolic Links (or Junctions) to Maintain One Unified Folder Structure Using this tip, we can get around a potential hiccup that we can run into when creating our organizational structure – the issue of having more than one drive on our computer (C:, D:, etc).  We might have files we need to store on the D: drive for space reasons, and yet want to base our organized folder structure on the C: drive (or vice-versa). Your chosen organizational structure may dictate that all your files must be accessed from the C: drive (for example, the root folder of all your files may be something like C:\Files).  And yet you may still have a D: drive and wish to take advantage of the hundreds of spare Gigabytes that it offers.  Did you know that it’s actually possible to store your files on the D: drive and yet access them as if they were on the C: drive?  And no, we’re not talking about shortcuts here (although the concept is very similar). By using the shell command mklink, you can essentially take a folder that lives on one drive and create an alias for it on a different drive (you can do lots more than that with mklink – for a full rundown on this programs capabilities, see our dedicated article).  These aliases are called directory symbolic links (and used to be known as junctions).  You can think of them as “virtual” folders.  They function exactly like regular folders, except they’re physically located somewhere else. For example, you may decide that your entire D: drive contains your complete organizational file structure, but that you need to reference all those files as if they were on the C: drive, under C:\Files.  If that was the case you could create C:\Files as a directory symbolic link – a link to D:, as follows: mklink /d c:\files d:\ Or it may be that the only files you wish to store on the D: drive are your movie collection.  You could locate all your movie files in the root of your D: drive, and then link it to C:\Files\Media\Movies, as follows: mklink /d c:\files\media\movies d:\ (Needless to say, you must run these commands from a command prompt – click the Start button, type cmd and press Enter) Tip #18. Customize Your Folder Icons This is not strictly speaking an organizational tip, but having unique icons for each folder does allow you to more quickly visually identify which folder is which, and thus saves you time when you’re finding files.  An example is below (from my folder that contains all files downloaded from the Internet): To learn how to change your folder icons, please refer to our dedicated article on the subject. Tip #19.  Tidy Your Start Menu The Windows Start Menu is usually one of the messiest parts of any Windows computer.  Every program you install seems to adopt a completely different approach to placing icons in this menu.  Some simply put a single program icon.  Others create a folder based on the name of the software.  And others create a folder based on the name of the software manufacturer.  It’s chaos, and can make it hard to find the software you want to run. Thankfully we can avoid this chaos with useful operating system features like Quick Launch, the Superbar or pinned start menu items. Even so, it would make a lot of sense to get into the guts of the Start Menu itself and give it a good once-over.  All you really need to decide is how you’re going to organize your applications.  A structure based on the purpose of the application is an obvious candidate.  Below is an example of one such structure: In this structure, Utilities means software whose job it is to keep the computer itself running smoothly (configuration tools, backup software, Zip programs, etc).  Applications refers to any productivity software that doesn’t fit under the headings Multimedia, Graphics, Internet, etc. In case you’re not aware, every icon in your Start Menu is a shortcut and can be manipulated like any other shortcut (copied, moved, deleted, etc). With the Windows Start Menu (all version of Windows), Microsoft has decided that there be two parallel folder structures to store your Start Menu shortcuts.  One for you (the logged-in user of the computer) and one for all users of the computer.  Having two parallel structures can often be redundant:  If you are the only user of the computer, then having two parallel structures is totally redundant.  Even if you have several users that regularly log into the computer, most of your installed software will need to be made available to all users, and should thus be moved out of the “just you” version of the Start Menu and into the “all users” area. To take control of your Start Menu, so you can start organizing it, you’ll need to know how to access the actual folders and shortcut files that make up the Start Menu (both versions of it).  To find these folders and files, click the Start button and then right-click on the All Programs text (Windows XP users should right-click on the Start button itself): The Open option refers to the “just you” version of the Start Menu, while the Open All Users option refers to the “all users” version.  Click on the one you want to organize. A Windows Explorer window then opens with your chosen version of the Start Menu selected.  From there it’s easy.  Double-click on the Programs folder and you’ll see all your folders and shortcuts.  Now you can delete/rename/move until it’s just the way you want it. Note:  When you’re reorganizing your Start Menu, you may want to have two Explorer windows open at the same time – one showing the “just you” version and one showing the “all users” version.  You can drag-and-drop between the windows. Tip #20.  Keep Your Start Menu Tidy Once you have a perfectly organized Start Menu, try to be a little vigilant about keeping it that way.  Every time you install a new piece of software, the icons that get created will almost certainly violate your organizational structure. So to keep your Start Menu pristine and organized, make sure you do the following whenever you install a new piece of software: Check whether the software was installed into the “just you” area of the Start Menu, or the “all users” area, and then move it to the correct area. Remove all the unnecessary icons (like the “Read me” icon, the “Help” icon (you can always open the help from within the software itself when it’s running), the “Uninstall” icon, the link(s)to the manufacturer’s website, etc) Rename the main icon(s) of the software to something brief that makes sense to you.  For example, you might like to rename Microsoft Office Word 2010 to simply Word Move the icon(s) into the correct folder based on your Start Menu organizational structure And don’t forget:  when you uninstall a piece of software, the software’s uninstall routine is no longer going to be able to remove the software’s icon from the Start Menu (because you moved and/or renamed it), so you’ll need to remove that icon manually. Tip #21.  Tidy C:\ The root of your C: drive (C:\) is a common dumping ground for files and folders – both by the users of your computer and by the software that you install on your computer.  It can become a mess. There’s almost no software these days that requires itself to be installed in C:\.  99% of the time it can and should be installed into C:\Program Files.  And as for your own files, well, it’s clear that they can (and almost always should) be stored somewhere else. In an ideal world, your C:\ folder should look like this (on Windows 7): Note that there are some system files and folders in C:\ that are usually and deliberately “hidden” (such as the Windows virtual memory file pagefile.sys, the boot loader file bootmgr, and the System Volume Information folder).  Hiding these files and folders is a good idea, as they need to stay where they are and are almost never needed to be opened or even seen by you, the user.  Hiding them prevents you from accidentally messing with them, and enhances your sense of order and well-being when you look at your C: drive folder. Tip #22.  Tidy Your Desktop The Desktop is probably the most abused part of a Windows computer (from an organization point of view).  It usually serves as a dumping ground for all incoming files, as well as holding icons to oft-used applications, plus some regularly opened files and folders.  It often ends up becoming an uncontrolled mess.  See if you can avoid this.  Here’s why… Application icons (Word, Internet Explorer, etc) are often found on the Desktop, but it’s unlikely that this is the optimum place for them.  The “Quick Launch” bar (or the Superbar in Windows 7) is always visible and so represents a perfect location to put your icons.  You’ll only be able to see the icons on your Desktop when all your programs are minimized.  It might be time to get your application icons off your desktop… You may have decided that the Inbox/To-do folder on your computer (see tip #13, above) should be your Desktop.  If so, then enough said.  Simply be vigilant about clearing it and preventing it from being polluted by junk files (see tip #15, above).  On the other hand, if your Desktop is not acting as your “Inbox” folder, then there’s no reason for it to have any data files or folders on it at all, except perhaps a couple of shortcuts to often-opened files and folders (either ongoing or current projects).  Everything else should be moved to your “Inbox” folder. In an ideal world, it might look like this: Tip #23.  Move Permanent Items on Your Desktop Away from the Top-Left Corner When files/folders are dragged onto your desktop in a Windows Explorer window, or when shortcuts are created on your Desktop from Internet Explorer, those icons are always placed in the top-left corner – or as close as they can get.  If you have other files, folders or shortcuts that you keep on the Desktop permanently, then it’s a good idea to separate these permanent icons from the transient ones, so that you can quickly identify which ones the transients are.  An easy way to do this is to move all your permanent icons to the right-hand side of your Desktop.  That should keep them separated from incoming items. Tip #24.  Synchronize If you have more than one computer, you’ll almost certainly want to share files between them.  If the computers are permanently attached to the same local network, then there’s no need to store multiple copies of any one file or folder – shortcuts will suffice.  However, if the computers are not always on the same network, then you will at some point need to copy files between them.  For files that need to permanently live on both computers, the ideal way to do this is to synchronize the files, as opposed to simply copying them. We only have room here to write a brief summary of synchronization, not a full article.  In short, there are several different types of synchronization: Where the contents of one folder are accessible anywhere, such as with Dropbox Where the contents of any number of folders are accessible anywhere, such as with Windows Live Mesh Where any files or folders from anywhere on your computer are synchronized with exactly one other computer, such as with the Windows “Briefcase”, Microsoft SyncToy, or (much more powerful, yet still free) SyncBack from 2BrightSparks.  This only works when both computers are on the same local network, at least temporarily. A great advantage of synchronization solutions is that once you’ve got it configured the way you want it, then the sync process happens automatically, every time.  Click a button (or schedule it to happen automatically) and all your files are automagically put where they’re supposed to be. If you maintain the same file and folder structure on both computers, then you can also sync files depend upon the correct location of other files, like shortcuts, playlists and office documents that link to other office documents, and the synchronized files still work on the other computer! Tip #25.  Hide Files You Never Need to See If you have your files well organized, you will often be able to tell if a file is out of place just by glancing at the contents of a folder (for example, it should be pretty obvious if you look in a folder that contains all the MP3s from one music CD and see a Word document in there).  This is a good thing – it allows you to determine if there are files out of place with a quick glance.  Yet sometimes there are files in a folder that seem out of place but actually need to be there, such as the “folder art” JPEGs in music folders, and various files in the root of the C: drive.  If such files never need to be opened by you, then a good idea is to simply hide them.  Then, the next time you glance at the folder, you won’t have to remember whether that file was supposed to be there or not, because you won’t see it at all! To hide a file, simply right-click on it and choose Properties: Then simply tick the Hidden tick-box:   Tip #26.  Keep Every Setup File These days most software is downloaded from the Internet.  Whenever you download a piece of software, keep it.  You’ll never know when you need to reinstall the software. Further, keep with it an Internet shortcut that links back to the website where you originally downloaded it, in case you ever need to check for updates. See tip #33 below for a full description of the excellence of organizing your setup files. Tip #27.  Try to Minimize the Number of Folders that Contain Both Files and Sub-folders Some of the folders in your organizational structure will contain only files.  Others will contain only sub-folders.  And you will also have some folders that contain both files and sub-folders.  You will notice slight improvements in how long it takes you to locate a file if you try to avoid this third type of folder.  It’s not always possible, of course – you’ll always have some of these folders, but see if you can avoid it. One way of doing this is to take all the leftover files that didn’t end up getting stored in a sub-folder and create a special “Miscellaneous” or “Other” folder for them. Tip #28.  Starting a Filename with an Underscore Brings it to the Top of a List Further to the previous tip, if you name that “Miscellaneous” or “Other” folder in such a way that its name begins with an underscore “_”, then it will appear at the top of the list of files/folders. The screenshot below is an example of this.  Each folder in the list contains a set of digital photos.  The folder at the top of the list, _Misc, contains random photos that didn’t deserve their own dedicated folder: Tip #29.  Clean Up those CD-ROMs and (shudder!) Floppy Disks Have you got a pile of CD-ROMs stacked on a shelf of your office?  Old photos, or files you archived off onto CD-ROM (or even worse, floppy disks!) because you didn’t have enough disk space at the time?  In the meantime have you upgraded your computer and now have 500 Gigabytes of space you don’t know what to do with?  If so, isn’t it time you tidied up that stack of disks and filed them into your gorgeous new folder structure? So what are you waiting for?  Bite the bullet, copy them all back onto your computer, file them in their appropriate folders, and then back the whole lot up onto a shiny new 1000Gig external hard drive! Useful Folders to Create This next section suggests some useful folders that you might want to create within your folder structure.  I’ve personally found them to be indispensable. The first three are all about convenience – handy folders to create and then put somewhere that you can always access instantly.  For each one, it’s not so important where the actual folder is located, but it’s very important where you put the shortcut(s) to the folder.  You might want to locate the shortcuts: On your Desktop In your “Quick Launch” area (or pinned to your Windows 7 Superbar) In your Windows Explorer “Favorite Links” area Tip #30.  Create an “Inbox” (“To-Do”) Folder This has already been mentioned in depth (see tip #13), but we wanted to reiterate its importance here.  This folder contains all the recently created, received or downloaded files that you have not yet had a chance to file away properly, and it also may contain files that you have yet to process.  In effect, it becomes a sort of “to-do list”.  It doesn’t have to be called “Inbox” – you can call it whatever you want. Tip #31.  Create a Folder where Your Current Projects are Collected Rather than going hunting for them all the time, or dumping them all on your desktop, create a special folder where you put links (or work folders) for each of the projects you’re currently working on. You can locate this folder in your “Inbox” folder, on your desktop, or anywhere at all – just so long as there’s a way of getting to it quickly, such as putting a link to it in Windows Explorer’s “Favorite Links” area: Tip #32.  Create a Folder for Files and Folders that You Regularly Open You will always have a few files that you open regularly, whether it be a spreadsheet of your current accounts, or a favorite playlist.  These are not necessarily “current projects”, rather they’re simply files that you always find yourself opening.  Typically such files would be located on your desktop (or even better, shortcuts to those files).  Why not collect all such shortcuts together and put them in their own special folder? As with the “Current Projects” folder (above), you would want to locate that folder somewhere convenient.  Below is an example of a folder called “Quick links”, with about seven files (shortcuts) in it, that is accessible through the Windows Quick Launch bar: See tip #37 below for a full explanation of the power of the Quick Launch bar. Tip #33.  Create a “Set-ups” Folder A typical computer has dozens of applications installed on it.  For each piece of software, there are often many different pieces of information you need to keep track of, including: The original installation setup file(s).  This can be anything from a simple 100Kb setup.exe file you downloaded from a website, all the way up to a 4Gig ISO file that you copied from a DVD-ROM that you purchased. The home page of the software manufacturer (in case you need to look up something on their support pages, their forum or their online help) The page containing the download link for your actual file (in case you need to re-download it, or download an upgraded version) The serial number Your proof-of-purchase documentation Any other template files, plug-ins, themes, etc that also need to get installed For each piece of software, it’s a great idea to gather all of these files together and put them in a single folder.  The folder can be the name of the software (plus possibly a very brief description of what it’s for – in case you can’t remember what the software does based in its name).  Then you would gather all of these folders together into one place, and call it something like “Software” or “Setups”. If you have enough of these folders (I have several hundred, being a geek, collected over 20 years), then you may want to further categorize them.  My own categorization structure is based on “platform” (operating system): The last seven folders each represents one platform/operating system, while _Operating Systems contains set-up files for installing the operating systems themselves.  _Hardware contains ROMs for hardware I own, such as routers. Within the Windows folder (above), you can see the beginnings of the vast library of software I’ve compiled over the years: An example of a typical application folder looks like this: Tip #34.  Have a “Settings” Folder We all know that our documents are important.  So are our photos and music files.  We save all of these files into folders, and then locate them afterwards and double-click on them to open them.  But there are many files that are important to us that can’t be saved into folders, and then searched for and double-clicked later on.  These files certainly contain important information that we need, but are often created internally by an application, and saved wherever that application feels is appropriate. A good example of this is the “PST” file that Outlook creates for us and uses to store all our emails, contacts, appointments and so forth.  Another example would be the collection of Bookmarks that Firefox stores on your behalf. And yet another example would be the customized settings and configuration files of our all our software.  Granted, most Windows programs store their configuration in the Registry, but there are still many programs that use configuration files to store their settings. Imagine if you lost all of the above files!  And yet, when people are backing up their computers, they typically only back up the files they know about – those that are stored in the “My Documents” folder, etc.  If they had a hard disk failure or their computer was lost or stolen, their backup files would not include some of the most vital files they owned.  Also, when migrating to a new computer, it’s vital to ensure that these files make the journey. It can be a very useful idea to create yourself a folder to store all your “settings” – files that are important to you but which you never actually search for by name and double-click on to open them.  Otherwise, next time you go to set up a new computer just the way you want it, you’ll need to spend hours recreating the configuration of your previous computer! So how to we get our important files into this folder?  Well, we have a few options: Some programs (such as Outlook and its PST files) allow you to place these files wherever you want.  If you delve into the program’s options, you will find a setting somewhere that controls the location of the important settings files (or “personal storage” – PST – when it comes to Outlook) Some programs do not allow you to change such locations in any easy way, but if you get into the Registry, you can sometimes find a registry key that refers to the location of the file(s).  Simply move the file into your Settings folder and adjust the registry key to refer to the new location. Some programs stubbornly refuse to allow their settings files to be placed anywhere other then where they stipulate.  When faced with programs like these, you have three choices:  (1) You can ignore those files, (2) You can copy the files into your Settings folder (let’s face it – settings don’t change very often), or (3) you can use synchronization software, such as the Windows Briefcase, to make synchronized copies of all your files in your Settings folder.  All you then have to do is to remember to run your sync software periodically (perhaps just before you run your backup software!). There are some other things you may decide to locate inside this new “Settings” folder: Exports of registry keys (from the many applications that store their configurations in the Registry).  This is useful for backup purposes or for migrating to a new computer Notes you’ve made about all the specific customizations you have made to a particular piece of software (so that you’ll know how to do it all again on your next computer) Shortcuts to webpages that detail how to tweak certain aspects of your operating system or applications so they are just the way you like them (such as how to remove the words “Shortcut to” from the beginning of newly created shortcuts).  In other words, you’d want to create shortcuts to half the pages on the How-To Geek website! Here’s an example of a “Settings” folder: Windows Features that Help with Organization This section details some of the features of Microsoft Windows that are a boon to anyone hoping to stay optimally organized. Tip #35.  Use the “Favorite Links” Area to Access Oft-Used Folders Once you’ve created your great new filing system, work out which folders you access most regularly, or which serve as great starting points for locating the rest of the files in your folder structure, and then put links to those folders in your “Favorite Links” area of the left-hand side of the Windows Explorer window (simply called “Favorites” in Windows 7):   Some ideas for folders you might want to add there include: Your “Inbox” folder (or whatever you’ve called it) – most important! The base of your filing structure (e.g. C:\Files) A folder containing shortcuts to often-accessed folders on other computers around the network (shown above as Network Folders) A folder containing shortcuts to your current projects (unless that folder is in your “Inbox” folder) Getting folders into this area is very simple – just locate the folder you’re interested in and drag it there! Tip #36.  Customize the Places Bar in the File/Open and File/Save Boxes Consider the screenshot below: The highlighted icons (collectively known as the “Places Bar”) can be customized to refer to any folder location you want, allowing instant access to any part of your organizational structure. Note:  These File/Open and File/Save boxes have been superseded by new versions that use the Windows Vista/Windows 7 “Favorite Links”, but the older versions (shown above) are still used by a surprisingly large number of applications. The easiest way to customize these icons is to use the Group Policy Editor, but not everyone has access to this program.  If you do, open it up and navigate to: User Configuration > Administrative Templates > Windows Components > Windows Explorer > Common Open File Dialog If you don’t have access to the Group Policy Editor, then you’ll need to get into the Registry.  Navigate to: HKEY_CURRENT_USER \ Software \ Microsoft  \ Windows \ CurrentVersion \ Policies \ comdlg32 \ Placesbar It should then be easy to make the desired changes.  Log off and log on again to allow the changes to take effect. Tip #37.  Use the Quick Launch Bar as a Application and File Launcher That Quick Launch bar (to the right of the Start button) is a lot more useful than people give it credit for.  Most people simply have half a dozen icons in it, and use it to start just those programs.  But it can actually be used to instantly access just about anything in your filing system: For complete instructions on how to set this up, visit our dedicated article on this topic. Tip #38.  Put a Shortcut to Windows Explorer into Your Quick Launch Bar This is only necessary in Windows Vista and Windows XP.  The Microsoft boffins finally got wise and added it to the Windows 7 Superbar by default. Windows Explorer – the program used for managing your files and folders – is one of the most useful programs in Windows.  Anyone who considers themselves serious about being organized needs instant access to this program at any time.  A great place to create a shortcut to this program is in the Windows XP and Windows Vista “Quick Launch” bar: To get it there, locate it in your Start Menu (usually under “Accessories”) and then right-drag it down into your Quick Launch bar (and create a copy). Tip #39.  Customize the Starting Folder for Your Windows 7 Explorer Superbar Icon If you’re on Windows 7, your Superbar will include a Windows Explorer icon.  Clicking on the icon will launch Windows Explorer (of course), and will start you off in your “Libraries” folder.  Libraries may be fine as a starting point, but if you have created yourself an “Inbox” folder, then it would probably make more sense to start off in this folder every time you launch Windows Explorer. To change this default/starting folder location, then first right-click the Explorer icon in the Superbar, and then right-click Properties:Then, in Target field of the Windows Explorer Properties box that appears, type %windir%\explorer.exe followed by the path of the folder you wish to start in.  For example: %windir%\explorer.exe C:\Files If that folder happened to be on the Desktop (and called, say, “Inbox”), then you would use the following cleverness: %windir%\explorer.exe shell:desktop\Inbox Then click OK and test it out. Tip #40.  Ummmmm…. No, that’s it.  I can’t think of another one.  That’s all of the tips I can come up with.  I only created this one because 40 is such a nice round number… Case Study – An Organized PC To finish off the article, I have included a few screenshots of my (main) computer (running Vista).  The aim here is twofold: To give you a sense of what it looks like when the above, sometimes abstract, tips are applied to a real-life computer, and To offer some ideas about folders and structure that you may want to steal to use on your own PC. Let’s start with the C: drive itself.  Very minimal.  All my files are contained within C:\Files.  I’ll confine the rest of the case study to this folder: That folder contains the following: Mark: My personal files VC: My business (Virtual Creations, Australia) Others contains files created by friends and family Data contains files from the rest of the world (can be thought of as “public” files, usually downloaded from the Net) Settings is described above in tip #34 The Data folder contains the following sub-folders: Audio:  Radio plays, audio books, podcasts, etc Development:  Programmer and developer resources, sample source code, etc (see below) Humour:  Jokes, funnies (those emails that we all receive) Movies:  Downloaded and ripped movies (all legal, of course!), their scripts, DVD covers, etc. Music:  (see below) Setups:  Installation files for software (explained in full in tip #33) System:  (see below) TV:  Downloaded TV shows Writings:  Books, instruction manuals, etc (see below) The Music folder contains the following sub-folders: Album covers:  JPEG scans Guitar tabs:  Text files of guitar sheet music Lists:  e.g. “Top 1000 songs of all time” Lyrics:  Text files MIDI:  Electronic music files MP3 (representing 99% of the Music folder):  MP3s, either ripped from CDs or downloaded, sorted by artist/album name Music Video:  Video clips Sheet Music:  usually PDFs The Data\Writings folder contains the following sub-folders: (all pretty self-explanatory) The Data\Development folder contains the following sub-folders: Again, all pretty self-explanatory (if you’re a geek) The Data\System folder contains the following sub-folders: These are usually themes, plug-ins and other downloadable program-specific resources. The Mark folder contains the following sub-folders: From Others:  Usually letters that other people (friends, family, etc) have written to me For Others:  Letters and other things I have created for other people Green Book:  None of your business Playlists:  M3U files that I have compiled of my favorite songs (plus one M3U playlist file for every album I own) Writing:  Fiction, philosophy and other musings of mine Mark Docs:  Shortcut to C:\Users\Mark Settings:  Shortcut to C:\Files\Settings\Mark The Others folder contains the following sub-folders: The VC (Virtual Creations, my business – I develop websites) folder contains the following sub-folders: And again, all of those are pretty self-explanatory. Conclusion These tips have saved my sanity and helped keep me a productive geek, but what about you? What tips and tricks do you have to keep your files organized?  Please share them with us in the comments.  Come on, don’t be shy… Similar Articles Productive Geek Tips Fix For When Windows Explorer in Vista Stops Showing File NamesWhy Did Windows Vista’s Music Folder Icon Turn Yellow?Print or Create a Text File List of the Contents in a Directory the Easy WayCustomize the Windows 7 or Vista Send To MenuAdd Copy To / Move To on Windows 7 or Vista Right-Click Menu 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 Acronis Online Backup DVDFab 6 Revo Uninstaller Pro Registry Mechanic 9 for Windows Track Daily Goals With 42Goals Video Toolbox is a Superb Online Video Editor Fun with 47 charts and graphs Tomorrow is Mother’s Day Check the Average Speed of YouTube Videos You’ve Watched OutlookStatView Scans and Displays General Usage Statistics

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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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  • SSAS: Using fake dimension and scopes for dynamic ranges

    - by DigiMortal
    In one of my BI projects I needed to find count of objects in income range. Usual solution with range dimension was useless because range where object belongs changes in time. These ranges depend on calculation that is done over incomes measure so I had really no option to use some classic solution. Thanks to SSAS forums I got my problem solved and here is the solution. The problem – how to create dynamic ranges? I have two dimensions in SSAS cube: one for invoices related to objects rent and the other for objects. There is measure that sums invoice totals and two calculations. One of these calculations performs some computations based on object income and some other object attributes. Second calculation uses first one to define income ranges where object belongs. What I need is query that returns me how much objects there are in each group. I cannot use dimension for range because on one date object may belong to one range and two days later to another income range. By example, if object is not rented out for two days it makes no money and it’s income stays the same as before. If object is rented out after two days it makes some income and this income may move it to another income range. Solution – fake dimension and scopes Thanks to Gerhard Brueckl from pmOne I got everything work fine after some struggling with BI Studio. The original discussion he pointed out can be found from SSAS official forums thread Create a banding dimension that groups by a calculated measure. Solution was pretty simple by nature – we have to define fake dimension for our range and use scopes to assign values for object count measure. Object count measure is primitive – it just counts objects and that’s it. We will use it to find out how many objects belong to one or another range. We also need table for fake ranges and we have to fill it with ranges used in ranges calculation. After creating the table and filling it with ranges we can add fake range dimension to our cube. Let’s see now how to solve the problem step-by-step. Solving the problem Suppose you have ranges calculation defined like this: CASE WHEN [Measures].[ComplexCalc] < 0 THEN 'Below 0'WHEN [Measures].[ComplexCalc] >=0 AND  [Measures].[ComplexCalc] <=50 THEN '0 - 50'...END Let’s create now new table to our analysis database and name it as FakeIncomeRange. Here is the definition for table: CREATE TABLE [FakeIncomeRange] (     [range_id] [int] IDENTITY(1,1) NOT NULL,     [range_name] [nvarchar](50) NOT NULL,     CONSTRAINT [pk_fake_income_range] PRIMARY KEY CLUSTERED      (         [range_id] ASC     ) ) Don’t forget to fill this table with range labels you are using in ranges calculation. To use ranges from table we have to add this table to our data source view and create new dimension. We cannot bind this table to other tables but we have to leave it like it is. Our dimension has two attributes: ID and Name. The next thing to create is calculation that returns objects count. This calculation is also fake because we override it’s values for all ranges later. Objects count measure can be defined as calculation like this: COUNT([Object].[Object].[Object].members) Now comes the most crucial part of our solution – defining the scopes. Based on data used in this posting we have to define scope for each of our ranges. Here is the example for first range. SCOPE([FakeIncomeRange].[Name].&[Below 0], [Measures].[ObjectCount])     This=COUNT(            FILTER(                [Object].[Object].[Object].members,                 [Measures].[ComplexCalc] < 0          )     ) END SCOPE To get these scopes defined in cube we need MDX script blocks for each line given here. Take a look at the screenshot to get better idea what I mean. This example is given from SQL Server books online to avoid conflicts with NDA. :) From previous example the lines (MDX scripts) are: Line starting with SCOPE Block for This = Line with END SCOPE And now it is time to deploy and process our cube. Although you may see examples where there are semicolons in the end of statements you don’t need them. Visual Studio BI tools generate separate command from each script block so you don’t need to worry about it.

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  • “Being Agile” Means No Documentation, Right?

    - by jesschadwick
    Ask most software professionals what Agile is and they’ll probably start talking about flexibility and delivering what the customer wants.  Some may even mention the word “iterations”.  But inevitably, they’ll say at some point that it means less or even no documentation.  After all, doesn’t creating, updating, and circulating painstakingly comprehensive documentation that everyone and their mother have officially signed off on go against the very core of Agile?  Of course it does!  But really, they’re missing the point! Read The Agile Manifesto. (No, seriously - read it now. It’s short. I’ll wait.)  It’s essentially a list of values.  More specifically, it’s a right-side/left-side weighted list of values:  “Value this over that”. Many people seem to get the impression that this is really a “good vs. bad” list and that those values on the right side are evil and should essentially be tossed on the floor.  This leads to the conclusion that in order to be Agile we must throw away our fancy expensive tools, document as little as possible, and scoff at the idea of a project plan.  This conclusion is quite convenient because it essentially means “less work, more productivity!” (particularly in regards to the documentation and project planning).  I couldn’t disagree with this conclusion more. My interpretation of the Manifesto targets “over” as the operative word.  It’s not just a list of right vs. wrong or good vs. bad.  It’s a list of priorities.  In other words, none of the concepts on the list should be removed from your development lifecycle – they are all important… just not equally important.  This is not a unique interpretation, in fact it says so right at the end of the manifesto! So, the next time your team sits down to tackle that big new project, don’t make the first order of business to outlaw all meetings, documentation, and project plans.  Instead, collaborate with both your team and the business members involved (you do have business members sitting in the room, directly involved in the project planning, right?) and determine the bare minimum that will allow all of you to work and communicate in the best way possible.  This often means that you can pick and choose which parts of the Agile methodologies and process work for your particular project and end up with an amalgamation of Waterfall, Agile, XP, SCRUM and whatever other methodologies the members of your team have been exposed to (my favorite is “SCRUMerfall”). The biggest implication of this is that there is no one way to implement Agile.  There is no checklist with which you can tick off boxes and confidently conclude that, “Yep, we’re Agile™!”  In fact, depending on your business and the members of your team, moving to Agile full-bore may actually be ill-advised.  Such a drastic change just ends up taking everyone out of their comfort zone which they inevitably fall back into by the end of the project.  This often results in frustration to the point that Agile is abandoned altogether because “we just need to ship something!”  Needless to say, this is far more devastating to a project. Instead, I offer this approach: keep it simple and take it slow.  If your business members or customers are only involved at the beginning phases and nowhere to be seen until the project is delivered, invite them to your daily meetings; encourage them to keep up to speed on what’s going on on a daily basis and provide feedback.  If your current process is heavy on the documentation, try to reduce it as opposed to eliminating it outright.  If you need a “TPS Change Request” signed in triplicate with a 5-day “cooling off period” before a change is implemented, try a simple bug tracking system!  Tighten the feedback loop! Finally, at the end of every “iteration” (whatever that means to you, as long as it’s relatively frequent), take as much time as you can spare (even if it’s an hour or so) and perform some kind of retrospective.  Learn from your mistakes.  Figure out what’s working for you and what’s not, then fix it.  Before you know it you’ve got a handful of iterations and/or projects under your belt and you sit down with your team to realize that, “Hey, this is working - we’re pretty Agile!”  After all, Agile is a Zen journey.  It’s a destination that you aim for, not force, and even if you never reach true “enlightenment” that doesn’t mean your team can’t be exponentially better off from merely taking the journey.

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  • Fixing up Visual Studio&rsquo;s gitignore , using IFix

    - by terje
    Originally posted on: http://geekswithblogs.net/terje/archive/2014/06/13/fixing-up-visual-studiorsquos-gitignore--using-ifix.aspxDownload tool Is there anything wrong with the built-in Visual Studio gitignore ???? Yes, there is !  First, some background: When you set up a git repo, it should be small and not contain anything not really needed.  One thing you should not have in your git repo is binary files. These binary files may come from two sources, one is the output files, in the bin and obj folders.  If you have a  gitignore file present, which you should always have (!!), these folders are excluded by the standard included file (the one included when you choose Team Explorer/Settings/GitIgnore – Add.) The other source are the packages folder coming from your NuGet setup.  You do use NuGet, right ?  Of course you do !  But, that gitignore file doesn’t have any exclude clause for those folders.  You have to add that manually.  (It will very probably be included in some upcoming update or release).  This is one thing that is missing from the built-in gitignore. To add those few lines is a no-brainer, you just include this: # NuGet Packages packages/* *.nupkg # Enable "build/" folder in the NuGet Packages folder since # NuGet packages use it for MSBuild targets. # This line needs to be after the ignore of the build folder # (and the packages folder if the line above has been uncommented) !packages/build/ Now, if you are like me, and you probably are, you add git repo’s faster than you can code, and you end up with a bunch of repo’s, and then start to wonder: Did I fix up those gitignore files, or did I forget it? The next thing you learn, for example by reading this blog post, is that the “standard” latest Visual Studio gitignore file exist at https://github.com/github/gitignore, and you locate it under the file name VisualStudio.gitignore.  Here you will find all the new stuff, for example, the exclusion of the roslyn ide folders was commited on May 24th.  So, you think, all is well, Visual Studio will use this file …..     I am very sorry, it won’t. Visual Studio comes with a gitignore file that is baked into the release, and that is by this time “very old”.  The one at github is the latest.  The included gitignore miss the exclusion of the nuget packages folder, it also miss a lot of new stuff, like the Roslyn stuff. So, how do you fix this ?  … note .. while we wait for the next version… You can manually update it for every single repo you create, which works, but it does get boring after a few times, doesn’t it ? IFix Enter IFix ,  install it from here. IFix is a command line utility (and the installer adds it to the system path, you might need to reboot), and one of the commands is gitignore If you run it from a directory, it will check and optionally fix all gitignores in all git repo’s in that folder or below.  So, start up by running it from your C:/<user>/source/repos folder. To run it in check mode – which will not change anything, just do a check: IFix  gitignore --check What it will do is to check if the gitignore file is present, and if it is, check if the packages folder has been excluded.  If you want to see those that are ok, add the --verbose command too.  The result may look like this: Fixing missing packages Let us fix a single repo by adding the missing packages structure,  using IFix --fix We first check, then fix, then check again to verify that the gitignore is correct, and that the “packages/” part has been added. If we open up the .gitignore, we see that the block shown below has been added to the end of the .gitignore file.   Comparing and fixing with latest standard Visual Studio gitignore (from github) Now, this tells you if you miss the nuget packages folder, but what about the latest gitignore from github ? You can check for this too, just add the option –merge (why this is named so will be clear later down) So, IFix gitignore --check –merge The result may come out like this  (sorry no colors, not got that far yet here): As you can see, one repo has the latest gitignore (test1), the others are missing either 57 or 150 lines.  IFix has three ways to fix this: --add --merge --replace The options work as follows: Add:  Used to add standard gitignore in the cases where a .gitignore file is missing, and only that, that means it won’t touch other existing gitignores. Merge: Used to merge in the missing lines from the standard into the gitignore file.  If gitignore file is missing, the whole standard will be added. Replace: Used to force a complete replacement of the existing gitignore with the standard one. The Add and Replace options can be used without Fix, which means they will actually do the action. If you combine with --check it will otherwise not touch any files, just do a verification.  So a Merge Check will  tell you if there is any difference between the local gitignore and the standard gitignore, a Compare in effect. When you do a Fix Merge it will combine the local gitignore with the standard, and add what is missing to the end of the local gitignore. It may mean some things may be doubled up if they are spelled a bit differently.  You might also see some extra comments added, but they do no harm. Init new repo with standard gitignore One cool thing is that with a new repo, or a repo that is missing its gitignore, you can grab the latest standard just by using either the Add or the Replace command, both will in effect do the same in this case. So, IFix gitignore --add will add it in, as in the complete example below, where we set up a new git repo and add in the latest standard gitignore: Notes The project is open sourced at github, and you can also report issues there.

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  • Tweaking a few URL validation settings on ASP.NET v4.0

    - by Carlyle Dacosta
    ASP.NET has a few default settings for URLs out of the box. These can be configured quite easily in the web.config file within the  <system.web>/<httpRuntime> configuration section. Some of these are: <httpRuntime maxUrlLength=”<number here>”. This number should be an integer value (defaults to 260 characters). The value must be greater than or equal to zero, though obviously small values will lead to an un-useable website. This attribute gates the length of the Url without query string. <httpRuntime maxQueryStringLength=”<number here>”. This number should be an integer value (defaults to 2048 characters). The value must be greater than or equal to zero, though obviously small values will lead to an un-useable website. <httpRuntime requestPathInvalidCharacters=”List of characters you need included in ASP.NETs validation checks”. By default the characters are “<,>,*,%,&,:,\,?”. However once can easily change this by setting by modifying web.config. Remember, these characters can be specified in a variety of formats. For example, I want the character ‘!’ to be included in ASP.NETs URL validation logic. So I set the following: <httpRuntime requestPathInvalidCharacters=”<,>,*,%,&,:,\,?,!”. A character could also be specified in its xml encoded form. ‘&lt;;’ would mean the ‘<’ sign). I could specify the ‘!’ in its xml encoded unicode format such as requestPathInvalidCharacters=”<,>,*,%,&,:,\,?,$#x0021;” or I could specify it in its unicode encoded form or in the “<,>,*,%,&,:,\,?,%u0021” format. The following settings can be applied at Root Web.Config level, App Web.config level, Folder level or within a location tag: <location path="some path here"> <system.web> <httpRuntime maxUrlLength="" maxQueryStringLength="" requestPathInvalidChars="" .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; } If any of the above settings fail request validation, an Http 400 “Bad Request” HttpException is thrown. These can be easily handled on the Application_Error handler on Global.asax.   Also, a new attribute in <httpRuntime /> called “relaxedUrlToFileSystemMapping” has been added with a default of false. <httpRuntime … relaxedUrlToFileSystemMapping="true|false" /> When the relaxedUrlToFileSystemMapping attribute is set to false inbound Urls still need to be valid NTFS file paths. For example Urls (sans query string) need to be less than 260 characters; no path segment within a Url can use old-style DOS device names (LPT1, COM1, etc…); Urls must be valid Windows file paths. A url like “http://digg.com/http://cnn.com” should work with this attribute set to true (of course a few characters will need to be unblocked by removing them from requestPathInvalidCharacters="" above). Managed configuration for non-NTFS-compliant Urls is determined from the first valid configuration path found when walking up the path segments of the Url. For example, if the request Url is "/foo/bar/baz/<blah>data</blah>", and there is a web.config in the "/foo/bar" directory, then the managed configuration for the request comes from merging the configuration hierarchy to include the web.config from "/foo/bar". The value of the public property HttpRequest.PhysicalPath is set to [physical file path of the application root] + "REQUEST_URL_IS_NOT_A_VALID_FILESYSTEM_PATH". For example, given a request Url like "/foo/bar/baz/<blah>data</blah>", where the application root is "/foo/bar" and the physical file path for that root is "c:\inetpub\wwwroot\foo\bar", then PhysicalPath would be "c:\inetpub\wwwroot\foo\bar\ REQUEST_URL_IS_NOT_A_VALID_FILESYSTEM_PATH". Carl Dacosta ASP.NET QA Team

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  • Oracle OpenWorld Preview: Real World Perspectives from Oracle WebCenter Customers

    - by Christie Flanagan
    Normal 0 false false false EN-US X-NONE X-NONE /* 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-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} If you frequent the Oracle WebCenter blog you’ve probably read a lot about the customer experience revolution over the last few months.  An important aspect of the customer experience revolution is the increasing role that peers play in influencing how others perceive a product, brand or solution, simply by sharing their own, real-world experiences.  Think about it, who do you trust more -- marketers and sales people pitching polished messages or peers with similar roles and similar challenges to the ones you face in your business every day? With this spirit in mind, this polished marketer personally invites you to hear directly from Oracle WebCenter customers about their real-life experiences during our customer panel sessions at Oracle OpenWorld next week.  If you’re currently using WebCenter, thinking about it, or just want to find out more about best practices in social business, next-generation portals, enterprise content management or web experience management, be sure to attend these sessions: CON8899 - Becoming a Social Business: Stories from the Front Lines of Change Wednesday, Oct 3, 11:45 AM - 12:45 PM - Moscone West - 3000Priscilla Hancock - Vice President/CIO, University of Louisville Kellie Christensen - Director of Information Technology, Banner EngineeringWhat does it really mean to be a social business? How can you change your organization to embrace social approaches? What pitfalls do you need to avoid? In this lively panel discussion, customer and industry thought leaders in social business explore these topics and more as they share their stories of the good, the bad, and the ugly that can happen when embracing social methods and technologies to improve business success. Using moderated questions and open Q&A from the audience, the panel discusses vital topics such as the critical factors for success, the major issues to avoid, how to gain senior executive support for social efforts, how to handle undesired behavior, and how to measure business impact. This session will take a thought-provoking look at becoming a social business from the inside. CON8900 - Building Next-Generation Portals: An Interactive Customer Panel DiscussionWednesday, Oct 3, 5:00 PM - 6:00 PM - Moscone West - 3000Roberts Wayne - Director, IT, Canadian Partnership Against CancerMike Beattie - VP Application Development, Aramark Uniform ServicesJohn Chen - Utilities Services Manager 6, Los Angeles Department of Water & PowerJörg Modlmayr - Head of Product Managment, Siemens AGSocial and collaborative technologies have changed how people interact, learn, and collaborate, and providing a modern, social Web presence is imperative to remain competitive in today’s market. Can your business benefit from a more collaborative and interactive portal environment for employees, customers, and partners? Attend this session to hear from Oracle WebCenter Portal customers as they share their strategies and best practices for providing users with a modern experience that adapts to their needs and includes personalized access to content in context. The panel also addresses how customers have benefited from creating next-generation portals by migrating from older portal technologies to Oracle WebCenter Portal. CON8898 - Land Mines, Potholes, and Dirt Roads: Navigating the Way to ECM NirvanaThursday, Oct 4, 12:45 PM - 1:45 PM - Moscone West - 3001Stephen Madsen - Senior Management Consultant, Alberta Agriculture and Rural DevelopmentHimanshu Parikh - Sr. Director, Enterprise Architecture & Middleware, Ross Stores, Inc.Ten years ago, people were predicting that by this time in history, we’d be some kind of utopian paperless society. As we all know, we're not there yet, but are we getting closer? What is keeping companies from driving down the road to enterprise content management bliss? Most people understand that using ECM as a central platform enables organizations to expedite document-centric processes, but most business processes in organizations are still heavily paper-based. Many of these processes could be automated and improved with an ECM platform infrastructure. In this panel discussion, you’ll hear from Oracle WebCenter customers that have already solved some of these challenges as they share their strategies for success and roads to avoid along your journey. CON8897 - Using Web Experience Management to Drive Online Marketing SuccessThursday, Oct 4, 2:15 PM - 3:15 PM - Moscone West - 3001Blane Nelson - Chief Architect, Ancestry.comMike Remedios - CIO, ArbonneCaitlin Scanlon - Product Manager, Monster WorldwideEvery year, the online channel becomes more imperative for driving organizational top-line revenue, but for many companies, mastering how to best market their products and services in a fast-evolving online world with high customer expectations for personalized experiences can be a complex proposition. Come to this panel discussion, and hear directly from customers on how they are succeeding today by using Web experience management to drive marketing success, using capabilities such as targeting and optimization, user-generated content, mobile site publishing, and site visitor personalization to deliver engaging online experiences. Your Handy Guide to WebCenter at Oracle OpenWorld Want a quick and easy guide to all the keynotes, demos, hands-on labs and WebCenter sessions you definitely don't want to miss at Oracle OpenWorld? Download this handy guide, Focus on WebCenter. More helpful links: * Oracle OpenWorld* Oracle Customer Experience Summit @ OpenWorld* Oracle OpenWorld on Facebook * Oracle OpenWorld on Twitter* Oracle OpenWorld on LinkedIn* Oracle OpenWorld Blog

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  • SQLAuthority News – Meeting SQL Friends – SQLPASS 2011 Event Log

    - by pinaldave
    One of the biggest reason I go to SQLPASS is that my friends are going there too. There are so many friends with whom I often talk on Facebook and Twitter but I rarely get time to meet them as well talk with them. One thing I am usually sure that many fo them will be for sure attend SQLPASS. This is one event which every SQL Server Enthusiast should attend. Just like everybody I had pleasant time to meet many of my SQL friends. There were so many friends that I met and I did not click photo. There were so many friends who clicked photo in their camera and I do not have them. Here are 1% of the photos which I have. If you are not in the photo, it does not mean I have less respect to our friendship. Please post link to our photo together :) I was very fortunate that I was able to snap a quick photograph with Pinal Dave with Dr. David DeWitt. I stood outside of the hall waiting for Dr. to show up and when he was heading down from convention center I requested him if I can have one photo for my memory lane and very politely he agreed to have one. It indeed made my day! Pinal Dave with Dr. David DeWitt Every single time I met Steve, I make sure I have one photo for my memory. Steve is so kind every single time. If you know SQL and do not know Steve Jones, you do not know SQL (IMHO). Following is the photograph with Michael McLean. More details about this photo in future blog post! Pinal Dave, Michael McLean, and Rick Morelan Arnie always shares his wisdom with me. I still remember when I very first time visited USA, I was standing alone in corner and Arnie walked to me and introduced to every single person he know. Talking to Arnie is always pleasure and inspiring. Arnie Rowland and Pinal Dave I am now published author and have written two books so far. I am fortunate to have Rick Morelan as Co-author of both of my books. He is great guy and very easy to become friends with. I am very much impressed by him and his kindness during book co-authoring. Here is very first of our photograph together at SQLPASS. Rick Morelan and Pinal Dave Diego Nogare and I have been talking for long time on twitter and on various social media channels. I finally got chance to meet my friend from Brazil. It was excellent experience to meet a friend whom one wants to meet for long time and had never got chance earlier. Buck Woody – who does not know Buck. He is funny, kind and most important friends of every one. Buck is so kind that he does not hesitate to approach people even though he is famous and most known in community. Every time I meet him I learn something. He is always smiling and approachable. Pinal Dave and Buck Woddy Rushabh Mehta is current SQL PASS president and personal friend. He has always smiling face and tremendous love for SQL community. I often wonder where he gets all the time for all the time and efforts he puts in for community. I never miss a chance to meet and greet him. Even though he is renowned SQL Guru and extremely busy person – every single time I meet him he always asks me – “How is Nupur and Shaivi?” He even remembers my wife and daughters name. I am touched. Rushabh Mehta and Pinal Dave Nigel Sammy has extremely well sense of humor and passion from community. We have excellent synergy while we are together. The attached photo is taken while I was talking to him on Seattle Shoreline about SQL. Pinal Dave and Nigel Sammy Rick Morelan wanted my this trip to be memorable. I am vegetarian and I told him that I do not like Seafood. Well, to prove the point, he took me to fantastic Seafood restaurant in Seattle and treated me with mouth watering vegetarian dishes. I think when I go to Seattle next time, I am going to make him to take me again to the same place. Rick, Rushabh, Pinal and Paras Well, this is a short summary of few of the friends I met at Seattle. What is the life without friends, eh? Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: Pinal Dave, PostADay, SQL, SQL Authority, SQL PASS, SQL Query, SQL Server, SQL Tips and Tricks, SQLAuthority Author Visit, SQLAuthority News, T SQL, Technology

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  • Protecting offline IRM rights and the error "Unable to Connect to Offline database"

    - by Simon Thorpe
    One of the most common problems I get asked about Oracle IRM is in relation to the error message "Unable to Connect to Offline database". This error message is a result of how Oracle IRM is protecting the cached rights on the local machine and if that cache has become invalid in anyway, this error is thrown. Offline rights and security First we need to understand how Oracle IRM handles offline use. The way it is implemented is one of the main reasons why Oracle IRM is the leading document security solution and demonstrates our methodology to ensure that solutions address both security and usability and puts the balance of these two in your control. Each classification has a set of predefined roles that the manager of the classification can assign to users. Each role has an offline period which determines the amount of time a user can access content without having to communicate with the IRM server. By default for the context model, which is the classification system that ships out of the box with Oracle IRM, the offline period for each role is 3 days. This is easily changed however and can be as low as under an hour to as long as years. It is also possible to switch off the ability to access content offline which can be useful when content is very sensitive and requires a tight leash. So when a user is online, transparently in the background, the Oracle IRM Desktop communicates with the server and updates the users rights and offline periods. This transparent synchronization period is determined by the server and communicated to all IRM Desktops and allows for users rights to be kept up to date without their intervention. This allows us to support some very important scenarios which are key to a successful IRM solution. A user doesn't have to make any decision when going offline, they simply unplug their laptop and they already have their offline periods synchronized to the maximum values. Any solution that requires a user to make a decision at the point of going offline isn't going to work because people forget to do this and will therefore be unable to legitimately access their content offline. If your rights change to REMOVE your access to content, this also happens in the background. This is very useful when someone has an offline duration of a week and they happen to make a connection to the internet 3 days into that offline period, the Oracle IRM Desktop detects this online state and automatically updates all rights for the user. This means the business risk is reduced when setting long offline periods, because of the daily transparent sync, you can reflect changes as soon as the user is online. Of course, if they choose not to come online at all during that week offline period, you cannot effect change, but you take that risk in giving the 7 day offline period in the first place. If you are added to a NEW classification during the day, this will automatically be synchronized without the user even having to open a piece of content secured against that classification. This is very important, consider the scenario where a senior executive downloads all their email but doesn't open any of it. Disconnects the laptop and then gets on a plane. During the flight they attempt to open a document attached to a downloaded email which has been secured against an IRM classification the user was not even aware they had access to. Because their new role in this classification was automatically synchronized their experience is a good one and the document opens. More information on how the Oracle IRM classification model works can be found in this article by Martin Abrahams. So what about problems accessing the offline rights database? So onto the core issue... when these rights are cached to your machine they are stored in an encrypted database. The encryption of this offline database is keyed to the instance of the installation of the IRM Desktop and the Windows user account. Why? Well what you do not want to happen is for someone to get their rights for content and then copy these files across hundreds of other machines, therefore getting access to sensitive content across many environments. The IRM server has a setting which controls how many times you can cache these rights on unique machines. This is because people typically access IRM content on more than one computer. Their work desktop, a laptop and often a home computer. So Oracle IRM allows for the usability of caching rights on more than one computer whilst retaining strong security over this cache. So what happens if these files are corrupted in someway? That's when you will see the error, Unable to Connect to Offline database. The most common instance of seeing this is when you are using virtual machines and copy them from one computer to the next. The virtual machine software, VMWare Workstation for example, makes changes to the unique information of that virtual machine and as such invalidates the offline database. How do you solve the problem? Resolution is however simple. You just delete all of the offline database files on the machine and they will be recreated with working encryption when the Oracle IRM Desktop next starts. However this does mean that the IRM server will think you have your rights cached to more than one computer and you will need to rerequest your rights, even though you are only going to be accessing them on one. Because it still thinks the old cache is valid. So be aware, it is good practice to increase the server limit from the default of 1 to say 3 or 4. This is done using the Enterprise Manager instance of IRM. So to delete these offline files I have a simple .bat file you can use; Download DeleteOfflineDBs.bat Note that this uses pskillto stop the irmBackground.exe from running. This is part of the IRM Desktop and holds open a lock to the offline database. Either kill this from task manager or use pskillas part of the script.

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  • Dynamic Grouping and Columns

    - by Tim Dexter
    Some good collaboration between myself and Kan Nishida (Oracle BIP Consulting) over at bipconsulting on a question that came in yesterday to an internal mailing list. Is there a way to allow columns to be place into a template dynamically? This would be similar to the Answers Column selector. A customer has said Crystal can do this and I am trying to see how BI Pub can do the same. Example: Report has Regions as a dimension in a table, they want the user to select a parameter that will insert either Units or Dollars without having to create multiple templates. Now whether Crystal can actually do it or not is another question, can Publisher? Yes we can! Kan took the first stab. His approach, was to allow to swap out columns in a table in the report. Some quick steps: 1. Create a parameter from BIP server UI 2. Declare the parameter in RTF template You can check this post to see how you can declare the parameter from the server. http://bipconsulting.blogspot.com/2010/02/how-to-pass-user-input-values-to-report.html 3. Use the parameter value to condition if a particular column needs to be displayed or not. You can use <?if@column:.....?> syntax for Column level IF condition. The if@column is covered in user documentation. This would allow a developer to create a report with the parameter or multiple parameters to allow the user to pick a column to be included in the report. I took a slightly different tack, with the mention of the column selector in the Answers report I took that to mean that the user wanted to select more of a dimensional column and then have the report recalculate all its totals and subtotals based on that selected column. This is a little bit more involved and involves some smart XSL and XPATH expressions, but still very doable. The user can select a column as a parameter, that is passed to the template rather than the query. The parameter value that is actually passed is the element name that you want to regroup the data by. Inside the template we then reference that parameter value in our for-each-group loop. That's where we need the trixy XSL/XPATH code to get the regrouping to happen. At this juncture, I need to hat tip to Klaus, for his article on dynamic sorting that he wrote back in 2006. I basically took his sorting code and applied it to the for-each loop. You can follow both of Kan's first two steps above i.e. Create a parameter from BIP server UI - this just needs to be based on a 'list' type list of value with name/value pairs e.g. Department/DEPARTMENT_NAME, Job/JOB_TITLE, etc. The user picks the 'friendly' value and the server passes the element name to the template. Declare the parameter in RTF template - been here before lots of times right? <?param@begin:group1;'"DEPARTMENT_NAME"'?> I have used a default value so that I can test the funtionality inside the template builder (notice the single and double quotes.) Next step is to use the template builder to build a re-grouped report layout. It does not matter if its hard coded right now; we will add in the dynamic piece next. Once you have a functioning template that is re-grouping correctly. Open up the for-each-group field and modify it to use the parameter: <?for-each-group:ROW;./*[name(.) = $group1]?> 'group1' is my grouping parameter, declared above. We need the XPATH expression to find the column in the XML structure we want to group that matches the one passed by the parameter. Its essentially looking through the data tree for a match. We can show the actual grouping value in the report output with a similar XPATH expression <?./*[name(.) = $group1]?> In my example, I took things a little further so that I could have a dynamic label for the parameter value. For instance if I am using MANAGER as the parameter I want to show: Manager: Tim Dexter My XML elements are readable e.g. DEPARTMENT_NAME. Its a simple case of replacing the underscore with a space and then 'initcapping' the result: <?xdoxslt:init_cap(translate($group1,'_',' '))?> With this in place, the user can now select a grouping column in the BIP report viewer and the layout will re-group the data and any calculations based on that column. I built a group above report but you could equally build the group left version to truly mimic the Answers column selector. If you are interested you can get an example report, sample data and layout template here. Of course, you can combine Klaus' dynamic sorting, Kan's conditional column approach and this dynamic grouping to build a real kick ass report for users that will keep them happy for hours..

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