project organization - Page 377

SharePoint 2010 release date - is it that important?

- by CharlesLee

There has been lots of excitement in the SharePoint community over the last few days as Microsoft have announced the official release date of SharePoint 2010. May 12th is the date for your diaries (RTM in April.) The twittersphere has been telling everyone for the last few days about this news and there is much excitement. The major conferences this year all seem to have a SharePoint 2010 focus and some are entirely focussed on the new product (e.g. SharePoint Evolution Conference.) Now by all accounts Microsoft have plugged some significant functionality gaps that exist in WSS 3.0 and MOSS 2007 and provided some exciting new functionality. You don't need me to tell you about these as the MVPs (and other community members) are doing a sterling job, after all that is why Microsoft has MVPs in the first place. Lets get real for a second though as there is a significant investment involved in moving to SharePoint 2010: Firstly you need 64 bit architecture across the board, now for some environments that is no inconsequential hurdle, that's a pretty significant roadblock. The development farm, test farm and UAT farm are all going to require the same infrastructure upgrades. To take advantage of the tooling for SP2010 you will need to upgrade to Visual Studio 2010 and your development team is going to require 64 bit hardware/OS too. I would not recommend installing SP 2010 in client installation mode (i.e. for Windows 7) on your developer machines, I would use this for demo machines only. Something that lots of people seem to forget in all their whooping and hollering about the new release is that there is a large amount of end user training going to be required as the browser UI has now adopted the omnipotent ribbon interface and there are other new and more complicated features. SharePoint Designer has also entirely changed in both look and feel and some significant feature changes have taken place. Lest we should forget that some companies have not long upgraded to MOSS 2007 and are yet to see a significant ROI for that project. And the reticence that most companies feel about implementing v1 Microsoft products. This is only the surface of the deeper issues which would be involved in any upgrade process, so I guess I share a small part of the concern voiced by Mark Miller of EndUserSharePoint.com. Is SharePoint 2010 relevant? I don't share this sentiment in its entirety as I firmly believe that all companies should be looking at SharePoint 2010 from day one, however most large scale existing implementations of MOSS 2007 are going to be several years away from a serious upgrade project. So should the conference organisers and the SharePoint community as a whole be a little more understanding of the real world issues? It's easy to get carried away in the excitement of a new product and new tools to play with but there needs to be a focus on the real world issues that most people are facing day to day and at the moment and for the short term future (at the very least the next 12 months) that is fairly and squarely in the WSS 2.0/3.0 and SPS 2003/MOSS 2007 camps. Don't get me wrong, I am very very excited about getting to grips with SharePoint 2010 in the real world and I cannot wait for my first real project to come along, but for now I am just being realistic about the reality for most people who work with SharePoint. I have been spending a lot of time on www.sharepointoverflow.com recently as there is a community of people building up who are committed to answering the real world questions that folks are dealing with every day. I urge you to take a look and either ask or answer some questions direct from the front line of the SharePoint world.

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Inside Red Gate - Exercises in Leanness

- by Simon Cooper

There's a new movement rumbling around Red Gate Towers - the Lean Startup. At its core is the idea that you don't have to be in a company with single-digit employees to be an entrepreneur; you simply have to (being blunt) not know what you should be doing. Specifically, you accept that you don't know everything you need to know in order to create a useful, successful & profitable product. This is something that Red Gate has had problems with in the past; we've created products that weren't aimed at the correct market, or didn't solve the problem the user had (although they solved the problem we thought the users had, or the problem the users thought they had). As a result, these products weren't as successful as they could have been. The ideas at the core of the Lean Startup help to combat this tendency to build large, well-engineered products that solve the wrong problem. You need to actually test your hypotheses about what the users and the market needs, rather than just running a project based on those untested assumptions. Furthermore, these tests need to be done as fast as possible (on the order of a week) so that, if necessary, you can change the direction of the project without wasting effort going down a dead end. Over time, as more tests are done and more hypotheses are confirmed or refuted, the project moves towards something that solves users' actual problems. However, re-aligning the development teams that operate within Red Gate along these lines does itself have some issues; we've got very good at doing large, monolithic releases, with a feature set decided well in advance. Currently it takes about 2 weeks to do install & release testing before a release; this is clearly not practicable for a team doing weekly, or even daily releases. There's also many infrastructure issues to be solved; in our source control, build system, release mechanism, support pages & documentation, licensing system, update system, and download pages. All these need modifications to allow the fast releases necessary for each experiment. Not only do we have to change our infrastructure, we have to change our mindset. Doing daily releases means each release won't get nearly as much testing as 'standard' releases. As a team, we have to be prepared that there will be releases that have bugs and issues with them; not only do we have to be prepared to change direction with every experiment we do, but we have to be ready to fix any bugs that are reported very quickly as well. The SmartAssembly team is spearheading this move towards leanness within the company, using Feature Usage Reporting (FUR). We think this is a cracking feature that will really help developers learn how people use their products, but we need to confirm this hypothesis. So, over the next few weeks, we'll be running a variety of experiments on SmartAssembly to either confirm or refute our hypotheses concerning how people use SmartAssembly and apply FUR to their own products. In the rest of this series, I'll be documenting how the experiments we perform get on, and our experiences with applying the Lean Startup model to a mature product like SmartAssembly.

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Inside Red Gate - Exercises in Leanness

- by simonc

There's a new movement rumbling around Red Gate Towers - the Lean Startup. At its core is the idea that you don't have to be in a company with single-digit employees to be an entrepreneur; you simply have to (being blunt) not know what you should be doing. Specifically, you accept that you don't know everything you need to know in order to create a useful, successful & profitable product. This is something that Red Gate has had problems with in the past; we've created products that weren't aimed at the correct market, or didn't solve the problem the user had (although they solved the problem we thought the users had, or the problem the users thought they had). As a result, these products weren't as successful as they could have been. The ideas at the core of the Lean Startup help to combat this tendency to build large, well-engineered products that solve the wrong problem. You need to actually test your hypotheses about what the users and the market needs, rather than just running a project based on those untested assumptions. Furthermore, these tests need to be done as fast as possible (on the order of a week) so that, if necessary, you can change the direction of the project without wasting effort going down a dead end. Over time, as more tests are done and more hypotheses are confirmed or refuted, the project moves towards something that solves users' actual problems. However, re-aligning the development teams that operate within Red Gate along these lines does itself have some issues; we've got very good at doing large, monolithic releases, with a feature set decided well in advance. Currently it takes about 2 weeks to do install & release testing before a release; this is clearly not practicable for a team doing weekly, or even daily releases. There's also many infrastructure issues to be solved; in our source control, build system, release mechanism, support pages & documentation, licensing system, update system, and download pages. All these need modifications to allow the fast releases necessary for each experiment. Not only do we have to change our infrastructure, we have to change our mindset. Doing daily releases means each release won't get nearly as much testing as 'standard' releases. As a team, we have to be prepared that there will be releases that have bugs and issues with them; not only do we have to be prepared to change direction with every experiment we do, but we have to be ready to fix any bugs that are reported very quickly as well. The SmartAssembly team is spearheading this move towards leanness within the company, using Feature Usage Reporting (FUR). We think this is a cracking feature that will really help developers learn how people use their products, but we need to confirm this hypothesis. So, over the next few weeks, we'll be running a variety of experiments on SmartAssembly to either confirm or refute our hypotheses concerning how people use SmartAssembly and apply FUR to their own products. In the rest of this series, I'll be documenting how the experiments we perform get on, and our experiences with applying the Lean Startup model to a mature product like SmartAssembly. Cross posted from Simple Talk.

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Last GUID used up - new ScottGuID unique ID to replace it

- by Eilon

You might have heard in recent news that the last ever GUID was used up. The GUID {FFFFFFFF-FFFF-FFFF-FFFF-FFFFFFFFFFFF} was just consumed by a soon to be released project at Microsoft. Immediately after the GUID's creation the word spread around the Microsoft campuses around the globe. Microsoft's approximately 100,000 worldwide employees then started blogging, tweeting, and facebooking about the dubious "achievement." The following screenshot shows GUIDGEN (the Windows tool for creating GUIDs) with the last ever GUID. All GUIDs created by projects at Microsoft must be registered in a central repository for record keeping. This allows quick-fix engineers, security engineers, anti-malware developers, and testers to do a quick look up of an unknown GUID and find out if it belongs to Microsoft. The following screenshot shows the Microsoft GUID Tracker internal application and the last few GUIDs being used up by various Microsoft projects. What is perhaps more interesting than the news about the GUID is the project that used that last GUID. The recent announcements regarding the development experience for the Windows Phone 7 Series (WP7S) all involve free editions of Visual Studio 2010. One of the lesser known developer tools is based on a resurrected project that many of you are probably familiar with, but have never used. The tool is in fact Microsoft Bob 7 Series (MB7S). MB7S is an agent-based approach for mobile phone app development. The UI incorporates both natural language interfaces and motion gesture behaviors, similar to the Windows Phone 7 Series “Metro” interface. If it works, it will help to expand the breadth of mobile app developers. After the GUID: The ScottGuID It came as no big surprise that eventually the last GUID would be used up. Knowing this, a group of engineers at Microsoft has designed, implemented, and tested a replacement to the GUID: The ScottGuID. There are several core principles of the ScottGuID: 1. The concepts used in ScottGuIDs must be easily understood by a developer who is already familiar with GUIDs 2. There must exist a compatibility layer between ScottGuIDs and GUIDs 3. A ScottGuID must be usable in a practical manner in non-computing environments 4. There must exist ScottGuID APIs for all common platforms: Win32/Win64/WinCE, .NET (incl. Silverlight), Linux, FreeBSD, MacOS (incl. iPhone OS), Symbian, RIM BlackBerry, Google Android, etc. 5. ScottGuIDs must never run out ScottGuID use cases One of the more subtle principles of the ScottGuID is principle #3. While technically a GUID could be used in any environment, it was not practical to do so in terms of data entry and error detection. In order to have the ScottGuID be a true universal ID it must be usable in non-computing environments. Prior to the announcement of the ScottGuID there have been a number of until-now confidential projects. One of the tools that will soon become public is ScottGuIDGen, which is in essence an updated version of GUIDGEN that can create ScottGuIDs. The following screenshot shows a sample ScottGuID. To demonstrate the various applications of the ScottGuID there were test deployments around the globe. The following examples are a small showcase of the applications that have already been prototyped. Log in to Hotmail: Pay for gas: Sign in to Twitter: Dispense cat food: Conclusion I hope that this brief introduction to the ScottGuID shows how technology can continue to move forward, even when it appears there is a point that cannot be passed. With a small number of principles, a team of smart engineers, and a passion for "getting it right" the ScottGuID should last well past our lifetimes. In the coming months expect further announcements regarding additional developer tools, samples, whitepapers, podcasts, and videos. Please leave a comment on this post if you have any questions about the ScottGuID or what you would like to see us do with it. With ScottGuID, the possibilities are nearly endless and we want to stretch their reach as far as possible.

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SOA Community Newsletter: nouvelle lettre !

- by mseika

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

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They may block off Howard Street—but Oracle OpenWorld is a two-way street.

- by Oracle Accelerate for Midsize Companies

Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 by Jim Lein, Sr. Director, Oracle Accelerate for Midsize Companies “Engineered to Inform and Inspire”—that’s the theme of Oracle OpenWorld 2012. In early October, tens of thousands of attendees will descend on the streets of San Francisco because they share one thing in common: the desire to learn more about Oracle. You might think that’s the way we, Oracle employees, look at this event—as just another opportunity for attendees to learn about what we do. But it’s really a two way street. Every year I’m amazed by how informed and inspired I am by our customers and their companies. Midsize companies buy Oracle to grow. As part of the Oracle Accelerate for Midsize Companies team I get to talk with our partners and business leaders at growing companies almost every day, usually via phone. Oracle OpenWorld presents the perfect opportunity to meet some of them in person, in an informal setting, and in one of the most beautiful cities in the world. The stories our customers tell me about their businesses provide vivid examples of how they have overcome the challenges of managing increasingly complex global operations and growing during uncertain economic conditions. It’s no secret that my favorite session at Oracle OpenWorld (besides Larry Ellison’s keynotes and the Customer Appreciation Event, of course) is the Oracle Accelerate Customer Panel. This year we’re featuring executives from three companies who deployed Oracle ERP rapidly to support their company’s growth: Chris Powell, VP and Corporate Controller of Beats by Dr. Dre, a California based designer and manufacturer of premium headphones (sorry, no free samples), Iñaki Zuazo, CIO of Industrias Juno, a building materials provider based in Spain, Kamran Moosa, Project Coordinator for Spartan Engineering, a provider of engineering and construction support services for an LPG storage project in Texas, and That’s a pretty diverse lineup and it will be interesting to hear the perspectives of both IT and financial project stakeholders. The session, “Oracle Accelerate Customer Case Studies: Rapid Deployment of Oracle Applications”, is at 3:30 pm on Wednesday, October 3, in the Concert room at the Palace Hotel. Oracle loves our hometown of San Francisco and it’s a great place to host Oracle OpenWorld. It’s now San Francisco’s largest conference and the city closes off Howard Street to better accommodate the attendees. Some Bay Area commuters may be inconvenienced for a few days by this closure but the conference brings about $100 million into the local economy. Now that’s a two-way street. More Oracle Accelerate at Oracle OpenWorld “Faster, Better, Cheaper Application Deployment with Oracle Business Accelerators”, Monday, October 1st, 10:45 a.m., Moscone West Room 3016 “Oracle Accelerate and Oracle Business Accelerators for Midsize Companies”, (partners only), Wednesday, October 3, 10:15 a.m., Marriott – Golden Gate B Visit the Oracle Accelerate and Oracle Business Accelerator Kiosk in the Moscone West Exhibit Grounds Download the Focus On Oracle Accelerate for Midsize Companies Focus document /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";}

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Oracle Social Network Developer Challenge: TEAM Informatics

- by Kellsey Ruppel

Originally posted by Jake Kuramoto on The Apps Lab blog. Here comes another Oracle Social Network Developer Challenge entry, this one courtesy of TEAM Informatics (@teaminformatics). As their name suggests, their entry was a true team effort, featuring the work of Jon Chartrand, Deepthi Sanikommu, Dmitry Shtulman, Raghavendra Joshi, and Daniel Stitely with Wayne Boerger doing the presentation honors. Speaking of the presentation, Wayne’s laptop wouldn’t project onto the plasma we had in the OTN Lounge, but luckily, Noel (@noelportugal) had his iPad and VGA dongle in his backpack of goodies, so they were able to improvise by using the iPad camera to capture Wayne’s demo and project the video to the plasma. Code will find a way. Anyway, TEAM built Do Over, an integration with Atlassian’s JIRA, coincidentally something I’ve chatted with Rich (@rmanalan) about in the past. The basic idea is simple; integrate JIRA issues with Oracle Social Network to expand and centralize the conversation around issue resolution. In Dmitry’s words: We were able to put together a team on fairly short notice and, after batting a few ideas around, decided to pursue an integration with JIRA, an issue and project tracking tool used in-house at TEAM. After getting to know WebCenter Social, we saw immediate benefits that a JIRA integration could bring, primarily due to the fact that JIRA only allows assignment of an issue to one person at a time. Integrating Social would allow collaboration and issue resolution to happen right from the JIRA Issue interface. TEAM tackled a very common pain point among developers, i.e. including everyone who needs to be involved in issue resolution into a single thread. If you’ve ever fixed bugs or participated in that process, you’ll know that not everyone has access to the issue resolution system, which makes consolidating discussion time-consuming and fragmented. Why? Because we typically use email as the tool for collaboration. Oracle Social Network allows for all parties involved to work in a single, private and secure conversation, and through its RESTful Public API, information from external systems like JIRA can be brought in for context. TEAM only had time to address half the solution, but given more time, I’m sure they would have made the integration bidirectional, allowing for relevant commentary to be pushed back to JIRA, closing the loop. Here are some screenshot of their integration. #gallery-1 { margin: auto; } #gallery-1 .gallery-item { float: left; margin-top: 10px; text-align: center; width: 33%; } #gallery-1 img { border: 2px solid #cfcfcf; } #gallery-1 .gallery-caption { margin-left: 0; } When Oracle Social Network is released, TEAM will have something they use internally to work on issues, and maybe they’ll even productize their work and add it to the Atlassian Marketplace so that other JIRA users can benefit from the combination of Oracle Social Network and JIRA. Thanks to everyone at TEAM for participating in our challenge. We hope they had a good experience. Look for the details of the other entries this week. Be sure to check out a full recap from Dmitry over on the TEAM blog.

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#MIX Day 2 Keynote: Put the Phone Down and Listen

- by andrewbrust

MIX day 1’s keynote was all about Windows Phone 7 (WP7). MIX day 2’s was a reminder that Microsoft has much more going on than a new mobile platform. Steven Sinofsky, Scott Guthrie, Doug Purdy and others showed us lots of other good things coming from Microsoft, mostly in the developer stack, that we certainly shouldn’t overlook. These included the forthcoming IE9, its new JavaScript compiling engine and support for HTML 5 that takes full advantage of the local PC resources, including the Graphics Processing Unit. The announcements also included important additions to ASP.NET (and one subtraction, in the form of lighter-weight ViewState technology) including almost-obsessive jQuery support. That support is so good that John Resig, creator of the jQuery project, came on stage to tell us so. Then Scott Guthrie told us that Microsoft would be contributing code to Open Source jQuery project. This is not your father’s Microsoft, it would seem. But to me, the crown jewel in today’s keynote were the numerous announcements around the Open Data Protocol (OData). OData is nothing more than the protocol side of “Astoria” (now known as WCF Data Services, and until recently called ADO.NET Data Services) separated out and opened up as a platform-neutral standard. The 2009 Professional Developers Conference (PDC) was Microsoft’s vehicle for first announcing OData, as well as project “Dallas,” an Azure-based cloud platform for publishing commercial OData feeds. And we had already known about “bridges” for Astoria (and thus OData) for PHP and Java. We also knew that PowerPivot, Microsoft’s forthcoming self-service BI plug-in for Excel 2010, will consume OData feeds and then facilitate drill-down analysis of their data. And we recently found out that SQL Reporting Services reports (in the forthcoming SQL Server 2008 R2) and SharePoint 2010 lists will be consumable in OData format as well. So what was left to announce? How about OData clients for Palm webOS and Apple iPhone/Objective C? How about the release to Open Source of .NET’s OData client? Or the ability to publish any SQL Azure database as an OData service by simply checking a checkbox at deployment? Maybe even a Silverlight tool (code-named “Houston”) to create SQL Azure databases (and then publish them as OData) right in the browser? And what if you you could get at NetFlix’s entire catalog in OData format? You can – just go to http://odata.netflix.com/Catalog/ and see for yourself. Douglas Purdy, who made these announcements said “we want OData to work on as many devices and platforms as possible.” After all the cross-platform OData announcements made in about a half year’s time, it’s hard to dispute this. When Microsoft plays the data card, and plays it well, watch out, because data programmability is the company’s heritage. I’ll be discussing OData at length in my April Redmond Review column. I wrote that column two weeks ago, and was convinced then that OData was a big deal. Today upped the ante even more. And following the Windows Phone 7 euphoria of yesterday was, I think, smart timing. The phone, if it’s successful, will be because it’s a good developer platform play. And developer platforms (as well as their creators) are most successful when they have a good data strategy. OData is very Silverlight-friendly, and that means it’s WP7-friendly too. Phone plus service-oriented data is a one-two punch. A phone platform without data would have been a phone with no signal.

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Why Cornell University Chose Oracle Data Masking

- by Troy Kitch

One of the eight Ivy League schools, Cornell University found itself in the unfortunate position of having to inform over 45,000 University community members that their personal information had been breached when a laptop was stolen. To ensure this wouldn’t happen again, Cornell took steps to ensure that data used for non-production purposes is de-identified with Oracle Data Masking. A recent podcast highlights why organizations like Cornell are choosing Oracle Data Masking to irreversibly de-identify production data for use in non-production environments. Organizations often copy production data, that contains sensitive information, into non-production environments so they can test applications and systems using “real world” information. Data in non-production has increasingly become a target of cyber criminals and can be lost or stolen due to weak security controls and unmonitored access. Similar to production environments, data breaches in non-production environments can cost millions of dollars to remediate and cause irreparable harm to reputation and brand. Cornell’s applications and databases help carry out the administrative and academic mission of the university. They are running Oracle PeopleSoft Campus Solutions that include highly sensitive faculty, student, alumni, and prospective student data. This data is supported and accessed by a diverse set of developers and functional staff distributed across the university. Several years ago, Cornell experienced a data breach when an employee’s laptop was stolen. Centrally stored backup information indicated there was sensitive data on the laptop. With no way of knowing what the criminal intended, the university had to spend significant resources reviewing data, setting up service centers to handle constituent concerns, and provide free credit checks and identity theft protection services—all of which cost money and took time away from other projects. To avoid this issue in the future Cornell came up with several options; one of which was to sanitize the testing and training environments. “The project management team was brought in and they developed a project plan and implementation schedule; part of which was to evaluate competing products in the market-space and figure out which one would work best for us. In the end we chose Oracle’s solution based on its architecture and its functionality.” – Tony Damiani, Database Administration and Business Intelligence, Cornell University The key goals of the project were to mask the elements that were identifiable as sensitive in a consistent and efficient manner, but still support all the previous activities in the non-production environments. Tony concludes, “What we saw was a very minimal impact on performance. The masking process added an additional three hours to our refresh window, but it was well worth that time to secure the environment and remove the sensitive data. I think some other key points you can keep in mind here is that there was zero impact on the production environment. Oracle Data Masking works in non-production environments only. Additionally, the risk of exposure has been significantly reduced and the impact to business was minimal.” With Oracle Data Masking organizations like Cornell can: Make application data securely available in non-production environments Prevent application developers and testers from seeing production data Use an extensible template library and policies for data masking automation Gain the benefits of referential integrity so that applications continue to work Listen to the podcast to hear the complete interview. Learn more about Oracle Data Masking by registering to watch this SANS Institute Webcast and view this short demo.

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Adventures in MVVM – ViewModel Location and Creation

- by Brian Genisio's House Of Bilz

More Adventures in MVVM In this post, I am going to explore how I prefer to attach ViewModels to my Views. I have published the code to my ViewModelSupport project on CodePlex in case you'd like to see how it works along with some examples. Some History My approach to View-First ViewModel creation has evolved over time. I have constructed ViewModels in code-behind. I have instantiated ViewModels in the resources sectoin of the view. I have used Prism to resolve ViewModels via Dependency Injection. I have created attached properties that use Dependency Injection containers underneath. Of all these approaches, I continue to find issues either in composability, blendability or maintainability. Laurent Bugnion came up with a pretty good approach in MVVM Light Toolkit with his ViewModelLocator, but as John Papa points out, it has maintenance issues. John paired up with Glen Block to make the ViewModelLocator more generic by using MEF to compose ViewModels. It is a great approach, but I don’t like baking in specific resolution technologies into the ViewModelSupport project. I bring these people up, not to name drop, but to give them credit for the place I finally landed in my journey to resolve ViewModels. I have come up with my own version of the ViewModelLocator that is both generic and container agnostic. The solution is blendable, configurable and simple to use. Use any resolution mechanism you want: MEF, Unity, Ninject, Activator.Create, Lookup Tables, new, whatever. How to use the locator 1. Create a class to contain your resolution configuration: public class YourViewModelResolver: IViewModelResolver { private YourFavoriteContainer container = new YourFavoriteContainer(); public YourViewModelResolver() { // Configure your container } public object Resolve(string viewModelName) { return container.Resolve(viewModelName); } } Examples of doing this are on CodePlex for MEF, Unity and Activator.CreateInstance. 2. Create your ViewModelLocator with your custom resolver in App.xaml: <VMS:ViewModelLocator x:Key="ViewModelLocator"> <VMS:ViewModelLocator.Resolver> <local:YourViewModelResolver /> </VMS:ViewModelLocator.Resolver> </VMS:ViewModelLocator> 3. Hook up your data context whenever you want a ViewModel (WPF): <Border DataContext="{Binding YourViewModelName, Source={StaticResource ViewModelLocator}}"> This example uses dynamic properties on the ViewModelLocator and passes the name to your resolver to figure out how to compose it. 4. What about Silverlight? Good question. You can't bind to dynamic properties in Silverlight 4 (crossing my fingers for Silverlight 5), but you CAN use string indexing: <Border DataContext="{Binding [YourViewModelName], Source={StaticResource ViewModelLocator}}"> But, as John Papa points out in his article, there is a silly bug in Silverlight 4 (as of this writing) that will call into the indexer 6 times when it binds. While this is little more than a nuisance when getting most properties, it can be much more of an issue when you are resolving ViewModels six times. If this gets in your way, the solution (as pointed out by John), is to use an IndexConverter (instantiated in App.xaml and also included in the project): <Border DataContext="{Binding Source={StaticResource ViewModelLocator}, Converter={StaticResource IndexConverter}, ConverterParameter=YourViewModelName}"> It is a bit uglier than the WPF version (this method will also work in WPF if you prefer), but it is still not all that bad. Conclusion This approach works really well (I suppose I am a bit biased). It allows for composability from any mechanisim you choose. It is blendable (consider serving up different objects in Design Mode if you wish... or different constructors… whatever makes sense to you). It works in Cider. It is configurable. It is flexible. It is the best way I have found to manage View-First ViewModel hookups. Thanks to the guys mentioned in this article for getting me to something I love using. Enjoy.

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Gamify your Web

- by Isabel F. Peñuelas

Yesterday Valencia welcomed the Gamification World Congress that I follow virtually through #GWC2012. BBVA, Iberia, Ligeresa, Axe, Wayra, ESADE, GlaxoSmithKline, Macmillan, Gamisfaction, Nomaders, Blaffin were among the companies presenting success stories on gaming. It has been proved that people remember things easily when an emotion is created. The marketing expectations around Gamification techniques have a lot to do with Neuromarketing theories. There are a lot of expectations on internal enterprise Gamification. In the public Web some sectors are taking the lead on following the trend. The Gartner Analyst Brian Burke opened another Gamification recent event in Madrid remembering that “Gamification is mostly about Engagement”, and this can be applied both to customers or employees. Gamification and Banking The experience of the Spanish Financial Group BBVA that just launched BBVA Game was also presented a week ago at the BBVA Innovation Centre during the event “Gamification & Banking: a fad or a serious business?” . One of the objectives of the BBVA Game was to double the name of registered users. “People like the efficiency of the online channel want to keep a one-to-one contact with the brand”-explained Bernardo Crespo. Another interested data coming out the BBVA presentation was that “only 20% of Spanish users –out of the total holders of Bank Accounts in the country- is familiar with the use of a Web Site to consult their bank accounts”, the project aims also to reverse this situation helping people to learn making a heavy use of the Video in the gaming context. In general Banking presenters seem to agree that Gamification techniques are helping to increase the time spent on the Web. Gamification and Health Using Gamification techniques for chronic illness rehabilitation was another topic of the World Congress. Here you can find some ideas and experiences What can games do for the health (In Spanish) I have personally started my own mental-health gaming project at http://www.lumosity.com/ Gamification in the Enterprise I really recommend Reading this excellent post of Ultan ÓBroin my Introduction to Gamification and Applications. Employee´s motivation and learning are experiencing a 360º turn and it looks than some of us will become soon the Dragon of the year instead of the Employee of the Year. Using Web 2.0 Tools for Gamification Projects What type of tools do we need for a quick-win Gamification project? To certain extend Gamification can be considered an evolution of the participative Web. Badging, avatars, points and awards, leader boards, progress charts, virtual currencies, gifting and giving challenges and quests are common components and elements. The Web is offering new development frameworks to that purpose as this Avatar Framework from Paypal or Badgeville to include in web applications. Besides, tools to create communities around a game are required to comment, share and vote players as well as for an efficient multimedia management. Due to its entirely open architecture, its community features, and its multimedia and imaging solutions is were I see WebCenter as a tool helping brands to success. Link to Sources & Recommended Readings YouTube Video of BBVAGame presentation Where To Apply Gamification In Your Incentive Jim Calhoun Cancer Challenge Ride and Walkh For my Spanish Readers El aburrimiento es el enemigo número uno del éxito

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Autoscaling in a modern world…. Part 4

- by Steve Loethen

Now that I have the rules and services XML files in the cloud, it is time to sever the bounds of earth and live totally in the cloud. I have to host the Autoscaling object in Azure as well, point it to the rules, tell it the management certs and get out of the way. A couple of questions. Where to host? The most obvious place to me was a worker role. A simple, single purpose worker role, doing nothing but watching my app. Here are the steps I used. 1) Created a project. Separate project from my web site. I wanted to be able to run the web in the cloud and the autoscaler local for debugging purposes. Seemed like the easiest way. 2) Add the Wasabi block to the project. 3) Configure the settings. I used the same settings used for the console app. It points to the same web role, uses the same rules file. 4) Make sure the certification needed to manage the role is added to the cert store in the sky (“LocalMachine” and “My” are default locations). I ran the worker role in the local fabric. It worked. I then published to the cloud, and verified it worked again. Here is what my code looked like. public override bool OnStart() { Trace.WriteLine("Set Default Connection Limit", "Information"); // Set the maximum number of concurrent connections ServicePointManager.DefaultConnectionLimit = 12; Trace.WriteLine("Set up configuration change code", "Information"); // set up config CloudStorageAccount.SetConfigurationSettingPublisher((configName, configSetter) => configSetter(RoleEnvironment.GetConfigurationSettingValue(configName))); Trace.WriteLine("Get current diagnostic configuration", "Information"); // Get current diagnostic configuration DiagnosticMonitorConfiguration dmc = DiagnosticMonitor.GetDefaultInitialConfiguration(); Trace.WriteLine("Set Diagnostic Buffer Size", "Information"); // Set Diagnostic Buffer size dmc.Logs.BufferQuotaInMB = 4; Trace.WriteLine("Set log transfer period", "Information"); // Set log transfer period dmc.Logs.ScheduledTransferPeriod = TimeSpan.FromMinutes(1); Trace.WriteLine("Set log verbosity", "Information"); // Set log filter to verbose dmc.Logs.ScheduledTransferLogLevelFilter = LogLevel.Verbose; Trace.WriteLine("Start the diagnostic monitor", "Information"); // Start the diagnostic monitor DiagnosticMonitor.Start("Microsoft.WindowsAzure.Plugins.Diagnostics.ConnectionString", dmc); Trace.WriteLine("Get the current Autoscaler from the EntLib Container", "Information"); // Get the current Autoscaler from the EntLib Container scaler = EnterpriseLibraryContainer.Current.GetInstance<Autoscaler>(); Trace.WriteLine("Start the autoscaler", "Information"); // Start the autoscaler scaler.Start(); Trace.WriteLine("call the base class OnStart", "Information"); // call the base class OnStart return base.OnStart(); } public override void OnStop() { Trace.WriteLine("Stop the Autoscaler", "Information"); // Stop the Autoscaler scaler.Stop(); } I did have to turn on some basic logging for wasabi, which will cover in the next post. This let me figure out that I hadn’t done the certificate step.

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Announcement: Employee Info Starter Kit (v5.0) is Released

- by Mohammad Ashraful Alam

Ever wanted to have a simple jQuery menu bound with ASP.NET web site map file? Ever wanted to have cool css design stuffs implemented on your ASP.NET data bound controls? Ever wanted to let Visual Studio generate logical layers for you, which can be easily tested, customized and bound with ASP.NET data controls? If your answers with respect to above questions are ‘yes’, then you will probably happy to try out latest release (v5.0) of Employee Starter Kit, which is intended to address different types of real world challenges faced by web application developers when performing common CRUD operations. Using a single database table ‘Employee’, the current release illustrates how to utilize Microsoft ASP.NET 4.0 Web Form Data Controls, Entity Framework 4.0 and Visual Studio 2010 effectively in that context. Employee Info Starter Kit is an open source ASP.NET project template that is highly influenced by the concept ‘Pareto Principle’ or 80-20 rule, where it is targeted to enable a web developer to gain 80% productivity with 20% of effort with respect to learning curve and production. This project template is titled as “Employee Info Starter Kit”, which was initially hosted on Microsoft Code Gallery and been downloaded 1, 50,000+ of copies afterword. The latest version of this starter kit is hosted in Codeplex. Release Highlights User End Functional Specification The user end functionalities of this starter kit are pretty simple and straight forward that are focused in to perform CRUD operation on employee records as described below. Creating a new employee record Read existing employee records Update an existing employee record Delete existing employee records Architectural Overview Simple 3 layer architecture (presentation, business logic and data access layer) ASP.NET web form based user interface Built-in code generators for logical layers, implemented in Visual Studio default template engine (T4) Built-in Entity Framework entities as business entities (aka: data containers) Data Mapper design pattern based Data Access Layer, implemented in C# and Entity Framework Domain Model design pattern based Business Logic Layer, implemented in C# Object Model for Cross Cutting Concerns (such as validation, logging, exception management) Minimum System Requirements Visual Studio 2010 (Web Developer Express Edition) or higher Sql Server 2005 (Express Edition) or higher Technology Utilized Programming Languages/Scripts Browser side: JavaScript Web server side: C# Code Generation Template: T-4 Template Frameworks .NET Framework 4.0 JavaScript Framework: jQuery 1.5.1 CSS Framework: 960 grid system .NET Framework Components .NET Entity Framework .NET Optional/Named Parameters (new in .net 4.0) .NET Tuple (new in .net 4.0) .NET Extension Method .NET Lambda Expressions .NET Anonymous Type .NET Query Expressions .NET Automatically Implemented Properties .NET LINQ .NET Partial Classes and Methods .NET Generic Type .NET Nullable Type ASP.NET Meta Description and Keyword Support (new in .net 4.0) ASP.NET Routing (new in .net 4.0) ASP.NET Grid View (CSS support for sorting - (new in .net 4.0)) ASP.NET Repeater ASP.NET Form View ASP.NET Login View ASP.NET Site Map Path ASP.NET Skin ASP.NET Theme ASP.NET Master Page ASP.NET Object Data Source ASP.NET Role Based Security Getting Started Guide To see Employee Info Starter Kit in action is pretty easy! Download the latest version. Extract the file. From the extracted folder click the C# project file (Eisk.Web.csproj) to open it in Visual Studio 2010 Hit Ctrl+F5! The current release (v5.0) of Employee Info Starter Kit is properly packaged, fully documented and well tested. If you want to learn more about it in details, just check the following links: Release Home Page Installation Walkthrough Hand on Coding Walkthrough Technical Reference Enjoy!

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How the "migrations" approach makes database continuous integration possible

- by David Atkinson

Testing a database upgrade script as part of a continuous integration process will only work if there is an easy way to automate the generation of the upgrade scripts. There are two common approaches to managing upgrade scripts. The first is to maintain a set of scripts as-you-go-along. Many SQL developers I've encountered will store these in a folder prefixed numerically to ensure they are ordered as they are intended to be run. Occasionally there is an accompanying document or a batch file that ensures that the scripts are run in the defined order. Writing these scripts during the course of development requires discipline. It's all too easy to load up the table designer and to make a change directly to the development database, rather than to save off the ALTER statement that is required when the same change is made to production. This discipline can add considerable overhead to the development process. However, come the end of the project, everything is ready for final testing and deployment. The second development paradigm is to not do the above. Changes are made to the development database without considering the incremental update scripts required to effect the changes. At the end of the project, the SQL developer or DBA, is tasked to work out what changes have been made, and to hand-craft the upgrade scripts retrospectively. The end of the project is the wrong time to be doing this, as the pressure is mounting to ship the product. And where data deployment is involved, it is prudent not to feel rushed. Schema comparison tools such as SQL Compare have made this latter technique more bearable. These tools work by analyzing the before and after states of a database schema, and calculating the SQL required to transition the database. Problem solved? Not entirely. Schema comparison tools are huge time savers, but they have their limitations. There are certain changes that can be made to a database that can't be determined purely from observing the static schema states. If a column is split, how do we determine the algorithm required to copy the data into the new columns? If a NOT NULL column is added without a default, how do we populate the new field for existing records in the target? If we rename a table, how do we know we've done a rename, as we could equally have dropped a table and created a new one? All the above are examples of situations where developer intent is required to supplement the script generation engine. SQL Source Control 3 and SQL Compare 10 introduced a new feature, migration scripts, allowing developers to add custom scripts to replace the default script generation behavior. These scripts are committed to source control alongside the schema changes, and are associated with one or more changesets. Before this capability was introduced, any schema change that required additional developer intent would break any attempt at auto-generation of the upgrade script, rendering deployment testing as part of continuous integration useless. SQL Compare will now generate upgrade scripts not only using its diffing engine, but also using the knowledge supplied by developers in the guise of migration scripts. In future posts I will describe the necessary command line syntax to leverage this feature as part of an automated build process such as continuous integration.

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Silverlight Cream for January 16, 2011 -- #1029

- by Dave Campbell

In this Issue: Michael Washington, Jesse Liberty, Deborah Kurata(-2-, -3-, -4-), Sergey Barskiy(-2-), Miroslav Nedyalkov, Jeff Prosise, and Matthias Shapiro(-2-). Above the Fold: Silverlight: "Building a Multi-Page Silverlight LOB Application" Deborah Kurata WP7: "Windows Phone 7 [Controls] Project" Sergey Barskiy Sketchflow: "Sketchflow To Final" Michael Washington From SilverlightCream.com: Sketchflow To Final Check out this post by Michael Washington detailing the Sketchflow he did of his app, and how the final result tracks amazingly well. Windows Phone From Scratch #19 – MVVM Light Toolkit Soup To Nuts #4 Continuing to try to catch up to Jesse Liberty is this post, number 19 in the Windows Phone series and the 4th in that series about MVVMLight, and discussing binding a collection in the ViewModel to a ListBox in the view. Building a Multi-Page Silverlight LOB Application Deborah Kurata has the first 4 parts up (in 2 days) in a 6-part tutorial series she's doing on building a Silverlight LOB app. The first post was an intro and link to the rest as they become available. This 2nd post is getting the app newed up and making sure you've got your head wrapped around multiple pages. Theming a Silverlight Application using Existing Themes Deborah Kurata's next part is about getting started with themes in your app using the themes provided in the toolkit specifically. Theming a Silverlight Application using Custom Themes Deborah Kurata's next tutorial in the series is also about themes, but this time it's about custom themes... or rather customized from a 'standard' one in this case. Adding a New Page to a Multi-Page Silverlight Application Deborah Kurata's last available post in the tutorial series is this one on adding a new page to the app. Windows Phone 7 Project Sergey Barskiy has a pair of posts up about a calendar control that he is building and has out on CodePlex... nice-looking control too! Windows Phone 7 Controls Project Update Sergey Barskiy's second post is an update to the calendar... the biggest update being the ability to use the Toolkit context menu. How to Create Ad Rotator with Telerik TransitionControl and CoverFlow control for Silverlight Miroslav Nedyalkov uses the Telerik TransitionControl and CoverFlow controls to produce a great-looking ad rotator using any ContentControl or ListBox... very nice demo on the page.... Building Touch Interfaces for Windows Phones, Part 2 Jeff Prosise has part 2 of his tutorial series on WP7 Touch Interfaces up... and he's processing touch events directly in this one. Fixing the ListPicker / ScrollViewer Problem in Windows Phone 7 Matthias Shapiro has a couple of posts out that I've missed... this one is on an issue with ListPickers in a ScrollViewer where the listpicker gets hit rather than the scroll, and of course he has a work-around... but you'll need the source for the ListPicker to do it. Embedding a Sound File in Windows Phone 7 app (Silverlight) The next post by Matthias Shapiro is an explanation of embedding a sound file in a WP7 app with 2 conditions: 1) it downloads with your app, and 2) it plays no matter what. Stay in the 'Light! Twitter SilverlightNews | Twitter WynApse | WynApse.com | Tagged Posts | SilverlightCream Join me @ SilverlightCream | Phoenix Silverlight User Group Technorati Tags: Silverlight Silverlight 3 Silverlight 4 Windows Phone MIX10

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Is SugarCRM really adequate for custom development (or adequate at all)? [closed]

- by dukeofgaming

Have you used SugarCRM for custom development successfully?, if so, have you done it programmatically or through the Module Builder? Were you successful? If not, why? I used SugarCRM for a project about two years ago, I ran into errors from the very installation, having to hack the actual installation file to deploy the software in the server and other erros that I can't recall now. Two years after, I'm picking it up for a project once again. I'm feeling like I should have developed the whole thing from scratch myself. Some examples: I couldn't install it in the server (again). I had to install it locally, then copy the files and database over to the server and manually edit the config file. Constantly getting deployment errors from the module builder. One reason is SugarCRM keeps creating a record in the upgrade_history table for a file that does not exist, I keep deleting such record and it keeps coming back corrupt. I get other deployment errors, but have not figured them out. then I have to rollback all files and database to try again. I deleted a custom module with relationships, the relationships stayed in the other modules and cannot be deleted anymore, PHP warnings all over the place. Quick create for custom modules does not appear, hack needed. Its whole cache directory is a joke, permanent data/files are stored there. The module builder interface disappears required fields. Edit the wrong thing, module builder won't deploy again, then pray Quick Repair and/or Rebuild Relationships do the trick. My impression of SugarCRM now is that, regardless of its pretty exterior and apparent functionality, it is a very low quality piece of software. This even scared me more: http://amplicate.com/hate/sugarcrm; a quote: I wis this info had been available when I tried to implement it 2 years ago... I searched high and low and the only info I found was positive. Yes, it's a piece of crap. The community edition was full of bugs... nothing worked. Essentially I got fired for implementing it. I'm glad though, because now I work for myself, am much happier and make more money... so, I should really thank SugarCRM for sucking so much I guess! I figured that perhaps some of you have had similar experiences, and have either sticked with SugarCRM or moved on to another solution. I'm very interested in knowing what your resolutions were -or your current situations are- to make up my own mind, since the project I'm working on is long term and I'm feeling SugarCRM will be more an obstacle than an aid. After further failed attempts to continue using this software I continued to stumble upon dead-ends when using the module editor, I could only recover from this errors by using version control. We are now moving on to a custom implementation using Symfony; perhaps if we were using it with its out-of-the-box modules we would have sticked with it.

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Big Data – Basics of Big Data Architecture – Day 4 of 21

- by Pinal Dave

In yesterday’s blog post we understood how Big Data evolution happened. Today we will understand basics of the Big Data Architecture. Big Data Cycle Just like every other database related applications, bit data project have its development cycle. Though three Vs (link) for sure plays an important role in deciding the architecture of the Big Data projects. Just like every other project Big Data project also goes to similar phases of the data capturing, transforming, integrating, analyzing and building actionable reporting on the top of the data. While the process looks almost same but due to the nature of the data the architecture is often totally different. Here are few of the question which everyone should ask before going ahead with Big Data architecture. Questions to Ask How big is your total database? What is your requirement of the reporting in terms of time – real time, semi real time or at frequent interval? How important is the data availability and what is the plan for disaster recovery? What are the plans for network and physical security of the data? What platform will be the driving force behind data and what are different service level agreements for the infrastructure? This are just basic questions but based on your application and business need you should come up with the custom list of the question to ask. As I mentioned earlier this question may look quite simple but the answer will not be simple. When we are talking about Big Data implementation there are many other important aspects which we have to consider when we decide to go for the architecture. Building Blocks of Big Data Architecture It is absolutely impossible to discuss and nail down the most optimal architecture for any Big Data Solution in a single blog post, however, we can discuss the basic building blocks of big data architecture. Here is the image which I have built to explain how the building blocks of the Big Data architecture works. Above image gives good overview of how in Big Data Architecture various components are associated with each other. In Big Data various different data sources are part of the architecture hence extract, transform and integration are one of the most essential layers of the architecture. Most of the data is stored in relational as well as non relational data marts and data warehousing solutions. As per the business need various data are processed as well converted to proper reports and visualizations for end users. Just like software the hardware is almost the most important part of the Big Data Architecture. In the big data architecture hardware infrastructure is extremely important and failure over instances as well as redundant physical infrastructure is usually implemented. NoSQL in Data Management NoSQL is a very famous buzz word and it really means Not Relational SQL or Not Only SQL. This is because in Big Data Architecture the data is in any format. It can be unstructured, relational or in any other format or from any other data source. To bring all the data together relational technology is not enough, hence new tools, architecture and other algorithms are invented which takes care of all the kind of data. This is collectively called NoSQL. Tomorrow Next four days we will answer the Buzz Words – Hadoop. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Big Data, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL

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MVC Portable Areas – Deploying Static Files

- by Steve Michelotti

This is the second post in a series related to build and deployment considerations as I’ve been exploring MVC Portable Areas: #1 – Using Web Application Project to build portable areas #2 – Conventions for deploying portable area static files #3 – Portable area static files as embedded resources As I’ve been digging more into portable areas, one of the things I’ve liked best is the deployment story which enables my *.aspx, *.ascx pages to be compiled into the assembly as embedded resources rather than having to maintain all those files separately. In traditional web forms, that was always the thing to prevented developers from utilizing *.ascx user controls across projects (see this post for using portable areas in web forms). However, though the aspx pages are embedded, the supporting static files (e.g., images, css, javascript) are *not*. Most of the demos available online today tend to brush over this issue and focus solely on the aspx side of things. But to create truly robust portable areas, it’s important to have a good story for these supporting files as well. I’ve been working with two different approaches so far (of course I’d really like to hear if other people are using alternatives). Scenario For the approaches below, the scenario really isn’t that important. It could be something as trivial as this partial view: 1: <%@ Control Language="C#" Inherits="System.Web.Mvc.ViewUserControl" %> 2: <img src="<%: Url.Content("~/images/arrow.gif") %>" /> Hello World! The point is that there needs to be careful consideration for *any* scenario that links to an external file such as an image, *.css, *.js, etc. In the example shown above, it uses the Url.Content() method to convert to a relative path. But this method won’t necessary work depending on how you deploy your portable area. One approach to address this issue is to build your portable area project with MSDeploy/WebDeploy so that it is packaged properly before incorporating into the host application. All of the *.cs files are removed and the project is ready for xcopy deployment – however, I do *not* need the “Views” folder since all of the mark up has been compiled into the assembly as embedded resources. Now in the host application we create a folder called “Modules” and deploy any portable areas as sub-folders under that: At this point we can add a simple assembly reference to the Widget1.dll sitting in the Modules\Widget1\bin folder. I can now render the portable image in my view like any other portable area. However, the problem with that is that the view results in this: It couldn’t find arrow.gif because it looked for /images/arrow.gif and it was *actually* located at /images/Modules/Widget1/images/arrow.gif. One solution is to make the physical location of the portable configurable from the perspective of the host like this: 1: <appSettings> 2: <add key="Widget1" value="Modules\Widget1"/> 3: </appSettings> Using the <appSettings> section is a little cheesy but it could be better formalized into its own section. In fact, if were you willing to rely on conventions (e.g., “Modules\{areaName}”) then then config could be eliminated completely. With this config in place, we could create our own Html helper method called Url.AreaContent() that “wraps” the OOTB Url.Content() method while simply pre-pending the area location path: 1: public static string AreaContent(this UrlHelper urlHelper, string contentPath) 2: { 3: var areaName = (string)urlHelper.RequestContext.RouteData.DataTokens["area"]; 4: var areaPath = (string)ConfigurationManager.AppSettings[areaName]; 5: 6: return urlHelper.Content("~/" + areaPath + "/" + contentPath); With these two items in place, we just change our Url.Content() call to Url.AreaContent() like this: 1: <img src="<%: Url.AreaContent("/images/arrow.gif") %>" /> Hello World! and the arrow.gif now renders correctly: Since we’re just using our own Url.AreaContent() rather than the built-in Url.Content(), this solution works for images, *.css, *.js, or any externally referenced files. Additionally, any images referenced inside a css file will work provided it’s a relative reference and not an absolute reference. An alternative to this approach is to build the static file into the assembly as embedded resources themselves. I’ll explore this in another post (linked at the top).

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How can I thoroughly evaluate a prospective employer?

- by glenviewjeff

We hear much about code smells, test smells, and even project smells, but I have heard no discussion about employer "smells" outside of the Joel Test. After much frustration working for employers with a bouquet of unpleasant corporate-culture odors, I believe it's time for me to actively seek a more mature development environment. I've started assembling a list of questions to help vet employers by identifying issues during a job interview, and am looking for additional ideas. I suppose this list could easily be modified by an employer to vet an employee as well, but please answer from the interviewee's perspective. I think it would be important to ask many of these questions of multiple people to find out if consistent answers are given. For the most part, I tried to put the questions in each section in the order they could be asked. An undesired answer to an early question will often make follow-ups moot. Values What constitutes "well-written" software? What attributes does a good developer have? Same question for manager. Process Do you have a development process? How rigorously do you follow it? How do you decide how much process to apply to each project? Describe a typical project lifecycle. Ask the following if they don't come up otherwise: Waterfall/iterative: How much time is spent in upfront requirements gathering? upfront design? Testing Who develops tests (developers or separate test engineers?) When are they developed? When are the tests executed? How long do they take to execute? What makes a good test? How do you know you've tested enough? What percentage of code is tested? Review What is the review process like? What percentage of code is reviewed? Design? How frequently can I expect to participate as code/design reviewer/reviewee? What are the criteria applied to review and where do the criteria come from? Improvement What new tools and techniques have you evaluated or deployed in the past year? What training courses have your employees been given in the past year? What will I be doing for the first six months in your company (hinting at what kind of organized mentorship/training has been thought through, if any) What changes to your development process have been made in the past year? How do you improve and learn from your mistakes as an organization? What was your organizations biggest mistake in the past year, and how was it addressed? What feedback have you given to management lately? Was it implemented? If not, why? How does your company use "best practices?" How do you seek them out from the outside or within, and how do you share them with each other? Ethics Tell me about an ethical problem you or your employees experienced recently and how was it resolved? Do you use open-source software? What open-source contributions have you made? Follow-Ups I liked what @jim-leonardo said on this Stack Overflow question: Really a thing to ask yourself: "Does this person seem like they are trying to recruit me and make me interested?" I think this is one of the most important bits. If they seem to be taking the attitude that the only one being interviewed is you, then they probably will treat you poorly. Good interviewers understand they have to sell the position as much as the candidate needs to sell themselves. @SethP added: Glassdoor.com is a good web site for researching potential employers. It contains information about how specific companies conduct interviews...

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Duke's Choice Award Ceremony

- by Tori Wieldt

The 2012 Duke's Choice Awards winners and their creative, Java-based technologies and Java community contributions were honored after the Sunday night JavaOne keynotes. Sharat Chander, Group Director for Java Technology Outreach, presented the awards. "Having the community participate directly in both submission and selection truly shows how we are driving exposure of the innovation happening in the Java community," he said. Apache Software Foundation Hadoop Project The Apache Software Foundation’s Hadoop project, written in Java, provides a framework for distributed processing of big data sets across clusters of computers, ranging from a few servers to thousands of machines. This harnessing of large data pools allows organizations to better understand and improve their business. AgroSense Project Improving farming methods to feed a hungry world is the goal of AgroSense, an open source farm information management system built in Java and the NetBeans platform. AgroSense enables farmers, agribusinesses, suppliers and others to develop modular applications that will easily exchange information through a common underlying NetBeans framework. JDuchess Rather than focus on a specific geographic area like most Java User Groups (JUGs), JDuchess fosters the participation of women in the Java community worldwide. The group has more than 500 members in 60 countries, and provides a platform through which women can connect with each other and get involved in all aspects of the Java community. Jelastic, Inc. Moving existing Java applications to the cloud can be a daunting task, but startup Jelastic, Inc. offers the first all-Java platform-as-a-service (PaaS) that enables existing Java applications to be deployed in the cloud without code changes or lock-in. Liquid Robotics Robotics – Liquid Robotics is an ocean data services provider whose Wave Glider technology collects information from the world’s oceans for application in government, science and commercial applications. The organization features the “father of Java” James Gosling as its chief software architect. London Java Community The second user group receiving a Duke’s Choice Award this year, the London Java Community (LJC) and its users have been active in the OpenJDK, the Java Community Process (JCP) and other efforts within the global Java community. NATO The first-ever Community Choice Award goes to the MASE Integrated Console Environment (MICE) in use at NATO. Built in Java on the NetBeans platform, MICE provides a high-performance visualization environment for conducting air defense and battle-space operations. Parleys.com E-learning specialist Parleys.com, based in Brussels, Belgium, uses Java technologies to bring online classes and full IT conferences to desktops, laptops, tablets and mobile devices. Parleys.com has hosted more than 1,700 conferences—including Devoxx and JavaOne—for more than 800,000 unique visitors. Student Nokia Developer Group This year’s student winner, Ram Kashyap, is the founder and president of the Nokia Student Network, and was profiled in the “The New Java Developers” feature in the March/April 2012 issue of Java Magazine. Since then, Ram has maintained a hectic pace, graduating from the People’s Education Society Institute of Technology in Bangalore, India, while working on a Java mobile startup and training students on Java ME. United Nations High Commissioner for Refugees The United Nations High Commissioner for Refugees (UNHCR) is on the front lines of crises around the world, from civil wars to natural disasters. To help facilitate its mission of humanitarian relief, the UNHCR has developed a light-client Java application on the NetBeans platform. The Level One registration tool enables the UNHCR to collect information on the number of refugees and their water, food, housing, health, and other needs in the field, and combines that with geocoding information from various sources. This enables the UNHCR to deliver the appropriate kind and amount of assistance where it is needed. You can read more about the winners in the current issue of Java Magazine.

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The theory of evolution applied to software

- by Michel Grootjans

I recently realized the many parallels you can draw between the theory of evolution and evolving software. Evolution is not the proverbial million monkeys typing on a million typewriters, where one of them comes up with the complete works of Shakespeare. We would have noticed by now, since the proverbial monkeys are now blogging on the Internet ;-) One of the main ideas of the theory of evolution is the balance between random mutations and natural selection. Random mutations happen all the time: millions of mutations over millions of years. Most of them are totally useless. Some of them are beneficial to the evolved species. Natural selection favors the beneficially mutated species. Less beneficial mutations die off. The mutated rabbit doesn't have to be faster than the fox. It just has to be faster than the other rabbits. Theory of evolution Evolving software Random mutations happen all the time. Most of these mutations are so bad, the new species dies off, or cannot reproduce. Developers write new code all the time. New ideas come up during the act of writing software. The really bad ones don't get past the stage of idea. The bad ones don't get committed to source control. Natural selection favors the beneficial mutated species Good ideas and new code gets discussed in group during informal peer review. Less than good code gets refactored. Enhanced code makes it more readable, maintainable... A good set of traits makes the species superior to others. It becomes widespread A good design tends to make it easier to add new features, easier to understand the current implementations, easier to optimize for performance...thus superior. The best designs get carried over from project to project. They appear in blogs, articles and books about principles, patterns and practices. Of course the act of writing software is deliberate. This can hardly be called random mutations. Though it sometimes might seem that code evolves through a will of its own ;-) Does this mean that evolving software (evolution) is better than a big design up front (creationism)? Not necessarily. It's a false idea to think that a project starts from scratch and everything evolves from there. Everyone carries his experience of what works and what doesn't. Up front design is necessary, but is best kept simple and minimal, just enough to get you started. Let the good experiences and ideas help to drive the process, whether they come from you or from others, from past experience or from the most junior developer on your team. Once again, balance is the keyword. Balance design up front with evolution on a daily basis. How do you know what balance is right? Through your own experience of what worked and what didn't (here's evolution again). Notes: The evolution of software can quickly degenerate without discipline. TDD is a discipline that leaves little to chance on that part. Write your test to describe the new behavior. Write just enough code to make it behave as specified. Refactor to evolve the code to a higher standard. The responsibility of good design rests continuously on each developers' shoulders. Promiscuous pair programming helps quickly spreading the design to the whole team.

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The Changing Face of PASS

- by Bill Graziano

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

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PASS: Bylaw Changes

- by Bill Graziano

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

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My First Iteration Zero

- by onefloridacoder

I recently watched a web cast that covered the idea of planning from the concept stage to the product backlog. It was the first content I had seen related to Iteration Zero and it made a lot of sense from a planning and engagement perspective where the customer is concerned. It illuminated some of the problems I’ve experienced with getting a large project of the ground. The idea behind this is to just figure out get everyone to understand what needs to be constructed and to build the initial feature set from a *very* high level. Once that happens other parts of the high level construction start to take place. You end up with a feature list that describes what the business wants the system to do, and what it potentially may (or may not) interact with. Low tech tools are used to create UI mockups that can be used as a starting point for some of the key UI pieces. Toward the end of the webcast they speaker introduced something that was new to me. He referred to it as an executable skeleton or the steel thread. The idea with this part of the webcast was to describe walking through the different mocked layers of the application. Not all layers and collaborators are involved at this stage since it’s Iteration Zero, and each layer is either hard-coded or completely mocked to provide a 35K foot view of how the different layers layers work together. So imagine two actors on each side of a layer diagram and the flow goes down from the upper left side down through a a consumer, thorough a service layer and then back up the service layer to the destination/actor. I would imagine much could be discussed moving through new/planned or existing/legacy layers, or a little of both to see what’s implied by the current high-level design. One part of the web cast has the business and design team creating the product box (think of your favorite cereal or toy box) with all of the features and even pictures laid out on the outside of the box. The notion here is that if you handed this box to someone and told them your system was inside they would have an understanding of what the system would be able to do, or the features it could provide. One of the interesting parts of the webcast was where the speaker described that he worked with a couple of groups in the same room and each group came up with a different product box – the point is that each group had a different idea of what the system was supposed to do. At this point of the project I thought that to be valuable considering my experience has been that historically this has taken longer than a week to realize that the business unit and design teams see the high level solution differently. Once my box is finished I plan on moving to the next stage of solution definition which is to plan the UI for this small application using Excel, to map out the UI elements. I’m my own customer so it feels like cheating, but taking these slow deliberate steps have already provided a few learning opportunities. So I resist the urge to load all of my user stories into my newly installed VS2010 TFS project and try to reduce or add to, the number of user stories and/or refine the high level estimates I’ve come up with so far.

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When to use Aspect Oriented Architecture (AOA/AOD)

When is it appropriate to use aspect oriented architecture? I think the only honest answer to this question is that it depends on the context for which the question is being asked. There really are no hard and fast rules regarding the selection of an architectural model(s) for a project because each model provides good and bad benefits. Every system is built with a unique requirements and constraints. This context will dictate when to use one type of architecture over another or in conjunction with others. To me aspect oriented architecture models should be a sub-phase in the architectural modeling and design process especially when creating enterprise level models. Personally, I like to use this approach to create a base architectural model that is defined by non-functional requirements and system quality attributes. This general model can then be used as a starting point for additional models because it is targets all of the business key quality attributes required by the system.Aspect oriented architecture is a method for modeling non-functional requirements and quality attributes of a system known as aspects. These models do not deal directly with specific functionality. They do categorize functionality of the system. This approach allows a system to be created with a strong emphasis on separating system concerns into individual components. These cross cutting components enables a systems to create with compartmentalization in regards to non-functional requirements or quality attributes. This allows for the reduction in code because an each component maintains an aspect of a system that can be called by other aspects. This approach also allows for a much cleaner and smaller code base during the implementation and support of a system. Additionally, enabling developers to develop systems based on aspect-oriented design projects will be completed faster and will be more reliable because existing components can be shared across a system; thus, the time needed to create and test the functionality is reduced. Example of an effective use of Aspect Oriented ArchitectureIn my experiences, aspect oriented architecture can be very effective with large or more complex systems. Typically, these types of systems have a large number of concerns so the act of defining them is very beneficial for reducing the system’s complexity because components can be developed to address each concern while exposing functionality to the other system components. The benefits to using the aspect oriented approach as the starting point for a system is that it promotes communication between IT and the business due to the fact that the aspect oriented models are quality attributes focused so not much technical understanding is needed to understand the model.An example of this can be in developing a new intranet website. Common Intranet Concerns: Error Handling Security Logging Notifications Database connectivity Example of a not as effective use of Aspect Oriented ArchitectureAgain in my experiences, aspect oriented architecture is not as effective with small or less complex systems in comparison. There is no need to model concerns for a system that has a limited amount of them because the added overhead would not be justified for the actual benefits of creating the aspect oriented architecture model. Furthermore, these types of projects typically have a reduced time schedule and a limited budget. The creation of the Aspect oriented models would increase the overhead of a project and thus increase the time needed to implement the system. An example of this is seen by creating a small application to poll a network share for new files and then FTP them to a new location. The two primary concerns for this project is to monitor a network drive and FTP files to a new location. There is no need to create an aspect model for this system because there will never be a need to share functionality amongst either of these concerns. To add to my point, this system is so small that it could be created with just a few classes so the added layer of componentizing the concerns would be complete overkill for this situation. References:Brichau, Johan; D'Hondt, Theo. (2006) Aspect-Oriented Software Development (AOSD) - An Introduction. Retreived from: http://www.info.ucl.ac.be/~jbrichau/courses/introductionToAOSD.pdf

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