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  • simple and reliable centralized logging inside Amazon VPC

    - by Nakedible
    I need to set up centralized logging for a set of servers (10-20) in an Amazon VPC. The logging should be as to not lose any log messages in case any single server goes offline - or in the case that an entire availability zone goes offline. It should also tolerate packet loss and other normal network conditions without losing or duplicating messages. It should store the messages durably, at the minimum on two different EBS volumes in two availability zones, but S3 is a good place as well. It should also be realtime so that the messages arrive within seconds of their generation to two different availability zones. I also need to sync logfiles not generated via syslog, so a syslog-only centralized logging solution would not fulfill all the needs, although I guess that limitation could be worked around. I have already reviewed a few solutions, and I will list them here: Flume to Flume to S3: I could set up two logservers as Flume hosts which would store log messages either locally or in S3, and configure all the servers with Flume to send all messages to both servers, using the end-to-end reliability options. That way the loss of a single server shouldn't cause lost messages and all messages would arrive in two availability zones in realtime. However, there would need to be some way to join the logs of the two servers, deduplicating all the messages delivered to both. This could be done by adding a unique id on the sending side to each message and then write some manual deduplication runs on the logfiles. I haven't found an easy solution to the duplication problem. Logstash to Logstash to ElasticSearch: I could install Logstash on the servers and have them deliver to a central server via AMQP, with the durability options turned on. However, for this to work I would need to use some of the clustering capable AMQP implementations, or fan out the deliver just as in the Flume case. AMQP seems to be a yet another moving part with several implementations and no real guidance on what works best this sort of setup. And I'm not entirely convinced that I could get actual end-to-end durability from logstash to elasticsearch, assuming crashing servers in between. The fan-out solutions run in to the deduplication problem again. The best solution that would seem to handle all the cases, would be Beetle, which seems to provide high availability and deduplication via a redis store. However, I haven't seen any guidance on how to set this up with Logstash and Redis is one more moving part again for something that shouldn't be terribly difficult. Logstash to ElasticSearch: I could run Logstash on all the servers, have all the filtering and processing rules in the servers themselves and just have them log directly to a removet ElasticSearch server. I think this should bring me reliable logging and I can use the ElasticSearch clustering features to share the database transparently. However, I am not sure if the setup actually survives Logstash restarts and intermittent network problems without duplicating messages in a failover case or similar. But this approach sounds pretty promising. rsync: I could just rsync all the relevant log files to two different servers. The reliability aspect should be perfect here, as the files should be identical to the source files after a sync is done. However, doing an rsync several times per second doesn't sound fun. Also, I need the logs to be untamperable after they have been sent, so the rsyncs would need to be in append-only mode. And log rotations mess things up unless I'm careful. rsyslog with RELP: I could set up rsyslog to send messages to two remote hosts via RELP and have a local queue to store the messages. There is the deduplication problem again, and RELP itself might also duplicate some messages. However, this would only handle the things that log via syslog. None of these solutions seem terribly good, and they have many unknowns still, so I am asking for more information here from people who have set up centralized reliable logging as to what are the best tools to achieve that goal.

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  • Fix overscan in Linux with Intel graphics Vizio HDTV

    - by Padenton
    I am connecting my server to my HDTV so that I can conveniently display it there. My VIZIO HDTV cuts off all 4 edges. I already realize it is not optimal to be running a GUI on a server; this server will not have much external traffic so I prefer it for convenience. I have already spent countless hours searching for a fix, but all I could find required an ATI or NVIDIA graphics card, or didn’t work. In Windows, the Intel driver has a setting for underscan, though it seems only to be available by a glitch. Here’s my specs: Ubuntu Linux (Quantal 12.10) (Likely to switch to Arch) This is a home server computer, with KDE for managing(for now, at least) Graphics: Intel HD Graphics 4000 from Ivy Bridge Motherboard: ASRock Z77 Extreme4 CPU: Intel Core i5-3450 My monitors: Dell LCD monitor Vizio VX37L_HDTV10A 37" on HDMI input I have tried all of the following from both HDMI?HDMI and DVI?HDMI cables connected to the ports on my motherboard: Setting properties in xrandr Making sure drivers are all up to date Trying several different modes The TV was “cheap”; max resolution 1080i. I am able to get a 1920x1080 modeline, in both GNU/Linux and Windows, without difficulty. There is no setting in the menu to fix the overscan (I have tried all of them, I realize it’s not always called overscan). I have been in the service menu for the TV, which still does not contain an option to fix it. No aspect ratio settings, etc. The TV has a VGA connector but I am unsure if it would fix it, as I don’t have a VGA cable long enough, and am not sure it would get me the 1920x1080 resolution which I want. Using another resolution does not fix the problem. I tried custom modelines with the dimensions of my screen’s viewable area, but it wouldn’t let me use them. Ubuntu apparently doesn’t automatically generate an xorg.conf file for use. I read somewhere that modifying it may help solve it. I tried X -configure several times(with reboots, etc.) but it consistently gave the following error messages: In log file: … (WW) Falling back to old probe method for vesa Number of created screens does not match number of detected devices. Configuration failed. In output: … (++) Using config file: "/root/xorg.conf.new" (==) Using system config directory "/usr/share/X11/xorg.conf.d" Number of created screens does not match number of detected devices. Configuration failed. Server terminated with error (2). Closing log file. Tried using 'overscan' prop in xrandr: root@xxx:/home/xxx# xrandr --output HDMI1 --set overscan off X Error of failed request: BadName (named color or font does not exist) Major opcode of failed request: 140 (RANDR) Minor opcode of failed request: 11 (RRQueryOutputProperty) Serial number of failed request: 42 Current serial number in output stream: 42 'overscan on', 'underscan off', 'underscan on' were all also tried. Originally tried with Ubuntu 12.04, but failed and so updated to 12.10 when it was released. All software is up to date. I am not opposed to reinstalling my OS, likely will anyways (my preference being Arch).

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  • Rapid Evolution of Society & Technology

    - by Michael Snow
    We caught up with Brian Solis on the phone the other day and Christie Flanagan had a chance to chat with him and learn a bit more about him and some of the concepts he'll be addressing in our Social Business Thought Leaders Webcast on Thursday 12/13/12. «--- Interview with Brian Solis  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast- mso-fareast-theme-font:minor-latin; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Be sure and register for this week's webcast ---» ------------------- Guest post by Brian Solis. Reposted (Borrowed) from his posting of May 24, 2012 Dear [insert business name], what’s your promise? - Brian Solis You say you want to get closer to customers, but your actions are different than your words. You say you want to “surprise and delight” customers, but your product development teams are too busy building against a roadmap without consideration of the 5th P of marketing…people. Your employees are your number one asset, however the infrastructure of the organization has turned once optimistic and ambitious intrapreneurs into complacent cogs or worse, your greatest detractors. You question the adoption of disruptive technology by your internal champions yet you’ve not tried to find the value for yourself. You’re a change agent and you truly wish to bring about change, but you’ve not invested time or resources to answer “why” in your endeavors to become a connected or social business. If we are to truly change, we must find purpose. We must uncover the essence of our business and the value it delivers to traditional and connected consumers. We must rethink the spirit of today’s embrace and clearly articulate how transformation is going to improve customer and employee experiences and relationships now and over time. Without doing so, any attempts at evolution will be thwarted by reality. In an era of Digital Darwinism, no business is too big to fail or too small to succeed. These are undisciplined times which require alternative approaches to recognize and pursue new opportunities. But everything begins with acknowledging the 360 view of the world that you see today is actually a filtered view of managed and efficient convenience. Today, many organizations that were once inspired by innovation and engagement have fallen into a process of marketing, operationalizing, managing, and optimizing. That might have worked for the better part of the last century, but for the next 10 years and beyond, new vision, leadership and supporting business models will be written to move businesses from rigid frameworks to adaptive and agile entities. I believe that today’s executives will undergo a great test; a test of character, vision, intention, and universal leadership. It starts with a simple, but essential question…what is your promise? Notice, I didn’t ask about your brand promise. Nor did I ask for you to cite your mission and vision statements. This is much more than value propositions or manufactured marketing language designed to hook audiences and stakeholders. I asked for your promise to me as your consumer, stakeholder, and partner. This isn’t about B2B or B2C, but instead, people to people, person to person. It is this promise that will breathe new life into an organization that on the outside, could be misdiagnosed as catatonic by those who are disrupting your markets. A promise, for example, is meant to inspire. It creates alignment. It serves as the foundation for your vision, mission, and all business strategies and it must come from the top to mean anything. For without it, we cannot genuinely voice what it is we stand for or stand behind. Think for a moment about the definition of community. It’s easy to confuse a workplace or a market where everyone simply shares common characteristics. However, a community in this day and age is much more than belonging to something, it’s about doing something together that makes belonging matter The next few years will force a divide where companies are separated by intention as measured by actions and words. But, becoming a social business is not enough. Becoming more authentic and transparent doesn’t serve as a mantra for a renaissance. A promise is the ink that inscribes the spirit of the relationship between you and me. A promise serves as the words that influence change from within and change beyond the halls of our business. It is the foundation for a renewed embrace, one that must then find its way to every aspect of the organization. It’s the difference between a social business and an adaptive business. While an adaptive business can also be social, it is the culture of the organization that strives to not just use technology to extend current philosophies or processes into new domains, but instead give rise to a new culture where striving for relevance is among its goals. The tools and networks simply become enablers of a greater mission You are reading this because you believe in something more than what you’re doing today. While you fight for change within your organization, remember to aim for a higher purpose. Organizations that strive for innovation, imagination, and relevance will outperform those that do not. Part of your job is to lead a missionary push that unites the groundswell with a top down cascade. Change will only happen because you and other internal champions see what others can’t and will do what other won’t. It takes resolve. It takes the ability to translate new opportunities into business value. And, it takes courage. “This is a very noisy world, so we have to be very clear what we want them to know about us”-Steve Jobs ----------------------------------------------------------------- So -- where do you begin to evaluate the kind of experience you are delivering for your customers, partners, and employees?  Take a look at this White Paper: Creating a Successful and Meaningful Customer Experience on the Web and then have a cup of coffee while you listen to the sage advice of Guy Kawasaki in a short video below.   An interview with Guy Kawasaki on Maximizing Social Media Channels 

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  • Deterministic/Consistent Unique Masking

    - by Dinesh Rajasekharan-Oracle
    One of the key requirements while masking data in large databases or multi database environment is to consistently mask some columns, i.e. for a given input the output should always be the same. At the same time the masked output should not be predictable. Deterministic masking also eliminates the need to spend enormous amount of time spent in identifying data relationships, i.e. parent and child relationships among columns defined in the application tables. In this blog post I will explain different ways of consistently masking the data across databases using Oracle Data Masking and Subsetting The readers of post should have minimal knowledge on Oracle Enterprise Manager 12c, Application Data Modeling, Data Masking concepts. For more information on these concepts, please refer to Oracle Data Masking and Subsetting document Oracle Data Masking and Subsetting 12c provides four methods using which users can consistently yet irreversibly mask their inputs. 1. Substitute 2. SQL Expression 3. Encrypt 4. User Defined Function SUBSTITUTE The substitute masking format replaces the original value with a value from a pre-created database table. As the method uses a hash based algorithm in the back end the mappings are consistent. For example consider DEPARTMENT_ID in EMPLOYEES table is replaced with FAKE_DEPARTMENT_ID from FAKE_TABLE. The substitute masking transformation that all occurrences of DEPARTMENT_ID say ‘101’ will be replaced with ‘502’ provided same substitution table and column is used , i.e. FAKE_TABLE.FAKE_DEPARTMENT_ID. The following screen shot shows the usage of the Substitute masking format with in a masking definition: Note that the uniqueness of the masked value depends on the number of columns being used in the substitution table i.e. if the original table contains 50000 unique values, then for the masked output to be unique and deterministic the substitution column should also contain 50000 unique values without which only consistency is maintained but not uniqueness. SQL EXPRESSION SQL Expression replaces an existing value with the output of a specified SQL Expression. For example while masking an EMPLOYEES table the EMAIL_ID of an employee has to be in the format EMPLOYEE’s [email protected] while FIRST_NAME and LAST_NAME are the actual column names of the EMPLOYEES table then the corresponding SQL Expression will look like %FIRST_NAME%||’.’||%LAST_NAME%||’@COMPANY.COM’. The advantage of this technique is that if you are masking FIRST_NAME and LAST_NAME of the EMPLOYEES table than the corresponding EMAIL ID will be replaced accordingly by the masking scripts. One of the interesting aspect’s of a SQL Expressions is that you can use sub SQL expressions, which means that you can write a nested SQL and use it as SQL Expression to address a complex masking business use cases. SQL Expression can also be used to consistently replace value with hashed value using Oracle’s PL/SQL function ORA_HASH. The following SQL Expression will help in the previous example for replacing the DEPARTMENT_IDs with a hashed number ORA_HASH (%DEPARTMENT_ID%, 1000) The following screen shot shows the usage of encrypt masking format with in the masking definition: ORA_HASH takes three arguments: 1. Expression which can be of any data type except LONG, LOB, User Defined Type [nested table type is allowed]. In the above example I used the Original value as expression. 2. Number of hash buckets which can be number between 0 and 4294967295. The default value is 4294967295. You can also co-relate the number of hash buckets to a range of numbers. In the above example above the bucket value is specified as 1000, so the end result will be a hashed number in between 0 and 1000. 3. Seed, can be any number which decides the consistency, i.e. for a given seed value the output will always be same. The default seed is 0. In the above SQL Expression a seed in not specified, so it to 0. If you have to use a non default seed then the function will look like. ORA_HASH (%DEPARTMENT_ID%, 1000, 1234 The uniqueness depends on the input and the number of hash buckets used. However as ORA_HASH uses a 32 bit algorithm, considering birthday paradox or pigeonhole principle there is a 0.5 probability of collision after 232-1 unique values. ENCRYPT Encrypt masking format uses a blend of 3DES encryption algorithm, hashing, and regular expression to produce a deterministic and unique masked output. The format of the masked output corresponds to the specified regular expression. As this technique uses a key [string] to encrypt the data, the same string can be used to decrypt the data. The key also acts as seed to maintain consistent outputs for a given input. The following screen shot shows the usage of encrypt masking format with in the masking definition: Regular Expressions may look complex for the first time users but you will soon realize that it’s a simple language. There are many resources in internet, oracle documentation, oracle learning library, my oracle support on writing a Regular Expressions, out of all the following My Oracle Support document helped me to get started with Regular Expressions: Oracle SQL Support for Regular Expressions[Video](Doc ID 1369668.1) USER DEFINED FUNCTION [UDF] User Defined Function or UDF provides flexibility for the users to code their own masking logic in PL/SQL, which can be called from masking Defintion. The standard format of an UDF in Oracle Data Masking and Subsetting is: Function udf_func (rowid varchar2, column_name varchar2, original_value varchar2) returns varchar2; Where • rowid is the row identifier of the column that needs to be masked • column_name is the name of the column that needs to be masked • original_value is the column value that needs to be masked You can achieve deterministic masking by using Oracle’s built in hash functions like, ORA_HASH, DBMS_CRYPTO.MD4, DBMS_CRYPTO.MD5, DBMS_UTILITY. GET_HASH_VALUE.Please refers to the Oracle Database Documentation for more information on the Oracle Hash functions. For example the following masking UDF generate deterministic unique hexadecimal values for a given string input: CREATE OR REPLACE FUNCTION RD_DUX (rid varchar2, column_name varchar2, orig_val VARCHAR2) RETURN VARCHAR2 DETERMINISTIC PARALLEL_ENABLE IS stext varchar2 (26); no_of_characters number(2); BEGIN no_of_characters:=6; stext:=substr(RAWTOHEX(DBMS_CRYPTO.HASH(UTL_RAW.CAST_TO_RAW(text),1)),0,no_of_characters); RETURN stext; END; The uniqueness depends on the input and length of the string and number of bits used by hash algorithm. In the above function MD4 hash is used [denoted by argument 1 in the DBMS_CRYPTO.HASH function which is a 128 bit algorithm which produces 2^128-1 unique hashed values , however this is limited by the length of the input string which is 6, so only 6^6 unique values will be generated. Also do not forget about the birthday paradox/pigeonhole principle mentioned earlier in this post. An another example is to consistently replace characters or numbers preserving the length and special characters as shown below: CREATE OR REPLACE FUNCTION RD_DUS(rid varchar2,column_name varchar2,orig_val VARCHAR2) RETURN VARCHAR2 DETERMINISTIC PARALLEL_ENABLE IS stext varchar2(26); BEGIN DBMS_RANDOM.SEED(orig_val); stext:=TRANSLATE(orig_val,'ABCDEFGHILKLMNOPQRSTUVWXYZ',DBMS_RANDOM.STRING('U',26)); stext:=TRANSLATE(stext,'abcdefghijklmnopqrstuvwxyz',DBMS_RANDOM.STRING('L',26)); stext:=TRANSLATE(stext,'0123456789',to_char(DBMS_RANDOM.VALUE(1,9))); stext:=REPLACE(stext,'.','0'); RETURN stext; END; The following screen shot shows the usage of an UDF with in a masking definition: To summarize, Oracle Data Masking and Subsetting helps you to consistently mask data across databases using one or all of the methods described in this post. It saves the hassle of identifying the parent-child relationships defined in the application table. Happy Masking

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  • The Faces in the Crowdsourcing

    - by Applications User Experience
    By Jeff Sauro, Principal Usability Engineer, Oracle Imagine having access to a global workforce of hundreds of thousands of people who can perform tasks or provide feedback on a design quickly and almost immediately. Distributing simple tasks not easily done by computers to the masses is called "crowdsourcing" and until recently was an interesting concept, but due to practical constraints wasn't used often. Enter Amazon.com. For five years, Amazon has hosted a service called Mechanical Turk, which provides an easy interface to the crowds. The service has almost half a million registered, global users performing a quarter of a million human intelligence tasks (HITs). HITs are submitted by individuals and companies in the U.S. and pay from $.01 for simple tasks (such as determining if a picture is offensive) to several dollars (for tasks like transcribing audio). What do we know about the people who toil away in this digital crowd? Can we rely on the work done in this anonymous marketplace? A rendering of the actual Mechanical Turk (from Wikipedia) Knowing who is behind Amazon's Mechanical Turk is fitting, considering the history of the actual Mechanical Turk. In the late 1800's, a mechanical chess-playing machine awed crowds as it beat master chess players in what was thought to be a mechanical miracle. It turned out that the creator, Wolfgang von Kempelen, had a small person (also a chess master) hiding inside the machine operating the arms to provide the illusion of automation. The field of human computer interaction (HCI) is quite familiar with gathering user input and incorporating it into all stages of the design process. It makes sense then that Mechanical Turk was a popular discussion topic at the recent Computer Human Interaction usability conference sponsored by the Association for Computing Machinery in Atlanta. It is already being used as a source for input on Web sites (for example, Feedbackarmy.com) and behavioral research studies. Two papers shed some light on the faces in this crowd. One paper tells us about the shifting demographics from mostly stay-at-home moms to young men in India. The second paper discusses the reliability and quality of work from the workers. Just who exactly would spend time doing tasks for pennies? In "Who are the crowdworkers?" University of California researchers Ross, Silberman, Zaldivar and Tomlinson conducted a survey of Mechanical Turk worker demographics and compared it to a similar survey done two years before. The initial survey reported workers consisting largely of young, well-educated women living in the U.S. with annual household incomes above $40,000. The more recent survey reveals a shift in demographics largely driven by an influx of workers from India. Indian workers went from 5% to over 30% of the crowd, and this block is largely male (two-thirds) with a higher average education than U.S. workers, and 64% report an annual income of less than $10,000 (keeping in mind $1 has a lot more purchasing power in India). This shifting demographic certainly has implications as language and culture can play critical roles in the outcome of HITs. Of course, the demographic data came from paying Turkers $.10 to fill out a survey, so there is some question about both a self-selection bias (characteristics which cause Turks to take this survey may be unrepresentative of the larger population), not to mention whether we can really trust the data we get from the crowd. Crowds can perform tasks or provide feedback on a design quickly and almost immediately for usability testing. (Photo attributed to victoriapeckham Flikr While having immediate access to a global workforce is nice, one major problem with Mechanical Turk is the incentive structure. Individuals and companies that deploy HITs want quality responses for a low price. Workers, on the other hand, want to complete the task and get paid as quickly as possible, so that they can get on to the next task. Since many HITs on Mechanical Turk are surveys, how valid and reliable are these results? How do we know whether workers are just rushing through the multiple-choice responses haphazardly answering? In "Are your participants gaming the system?" researchers at Carnegie Mellon (Downs, Holbrook, Sheng and Cranor) set up an experiment to find out what percentage of their workers were just in it for the money. The authors set up a 30-minute HIT (one of the more lengthy ones for Mechanical Turk) and offered a very high $4 to those who qualified and $.20 to those who did not. As part of the HIT, workers were asked to read an email and respond to two questions that determined whether workers were likely rushing through the HIT and not answering conscientiously. One question was simple and took little effort, while the second question required a bit more work to find the answer. Workers were led to believe other factors than these two questions were the qualifying aspect of the HIT. Of the 2000 participants, roughly 1200 (or 61%) answered both questions correctly. Eighty-eight percent answered the easy question correctly, and 64% answered the difficult question correctly. In other words, about 12% of the crowd were gaming the system, not paying enough attention to the question or making careless errors. Up to about 40% won't put in more than a modest effort to get paid for a HIT. Young men and those that considered themselves in the financial industry tended to be the most likely to try to game the system. There wasn't a breakdown by country, but given the demographic information from the first article, we could infer that many of these young men come from India, which makes language and other cultural differences a factor. These articles raise questions about the role of crowdsourcing as a means for getting quick user input at low cost. While compensating users for their time is nothing new, the incentive structure and anonymity of Mechanical Turk raises some interesting questions. How complex of a task can we ask of the crowd, and how much should these workers be paid? Can we rely on the information we get from these professional users, and if so, how can we best incorporate it into designing more usable products? Traditional usability testing will still play a central role in enterprise software. Crowdsourcing doesn't replace testing; instead, it makes certain parts of gathering user feedback easier. One can turn to the crowd for simple tasks that don't require specialized skills and get a lot of data fast. As more studies are conducted on Mechanical Turk, I suspect we will see crowdsourcing playing an increasing role in human computer interaction and enterprise computing. References: Downs, J. S., Holbrook, M. B., Sheng, S., and Cranor, L. F. 2010. Are your participants gaming the system?: screening mechanical turk workers. In Proceedings of the 28th international Conference on Human Factors in Computing Systems (Atlanta, Georgia, USA, April 10 - 15, 2010). CHI '10. ACM, New York, NY, 2399-2402. Link: http://doi.acm.org/10.1145/1753326.1753688 Ross, J., Irani, L., Silberman, M. S., Zaldivar, A., and Tomlinson, B. 2010. Who are the crowdworkers?: shifting demographics in mechanical turk. In Proceedings of the 28th of the international Conference Extended Abstracts on Human Factors in Computing Systems (Atlanta, Georgia, USA, April 10 - 15, 2010). CHI EA '10. ACM, New York, NY, 2863-2872. Link: http://doi.acm.org/10.1145/1753846.1753873

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  • Why We Should Learn to Stop Worrying and Love Millennials

    - by HCM-Oracle
    By Christine Mellon Much is said and written about the new generations of employees entering our workforce, as though they are a strange specimen, a mysterious life form to be “figured out,” accommodated and engaged – at a safe distance, of course.  At its worst, this talk takes a critical and disapproving tone, with baby boomer employees adamantly refusing to validate this new breed of worker, let alone determine how to help them succeed and achieve their potential.   The irony of our baby-boomer resentments and suspicions is that they belie the fact that we created the very vision that younger employees are striving to achieve.  From our frustrations with empty careers that did not fulfill us, from our opposition to “the man,” from our sharp memories of our parents’ toiling for 30 years just for the right to retire, from the simple desire not to live our lives in a state of invisibility, came the seeds of hope for something better. One characteristic of Millennial workers that grew from these seeds is the desire to experience as much as possible.  They are the “Experiential Employee”, with a passion for growing in diverse ways and expanding personal and professional horizons.  Rather than rooting themselves in a single company for a career, or even in a single career path, these employees are committed to building a broad portfolio of experiences and capabilities that will enable them to make a difference and to leave a mark of significance in the world.  How much richer is the organization that nurtures and leverages this inclination?  Our curmudgeonly ways must be surrendered and our focus redirected toward building the next generation of talent ecosystems, if we are to optimize what future generations have to offer.   Accelerating Professional Development In spite of our Boomer grumblings about Millennials’ “unrealistic” expectations, the truth is that we have a well-matched set of circumstances.  We have executives-in-waiting who want to learn quickly and a concurrent, urgent need to ramp up their development time, based on anticipated high levels of retirement in the next 10+ years.  Since we need to rapidly skill up these heirs to the corporate kingdom, isn’t it a fortunate coincidence that they are hungry to learn, develop and move fluidly throughout our organizations??  So our challenge now is to efficiently operationalize the wisdom we have acquired about effective learning and development.   We have already evolved from classroom-based models to diverse instructional methods.  The next step is to find the best approaches to help younger employees learn quickly and apply new learnings in an impactful way.   Creating temporary or even permanent functional partnerships among Millennial employees is one way to maximize outcomes.  This might take the form of 2 or more employees owning aspects of what once fell under a single role.  While one might argue this would mean duplication of resources, it could be a short term cost while employees come up to speed.  And the potential benefits would be numerous:  leveraging and validating the inherent sense of community of new generations, creating cross-functional skills with broad applicability, yielding additional perspectives and approaches to traditional work outcomes, and accelerating the performance curve for incumbents through Cooperative Learning (Johnson, D. and Johnson R., 1989, 1999).  This well-researched teaching strategy, where students support each other in the absorption and application of new information, has been shown to deliver faster, more efficient learning, and greater retention. Alternately, perhaps short term contracts with exiting retirees, or former retirees, to help facilitate the development of following generations may have merit.  Again, a short term cost, certainly.  However, the gains realized in shortening the learning curve, and strengthening engagement are substantial and lasting. Ultimately, there needs to be creative thinking applied for each organization on how to accelerate the capabilities of our future leaders in unique ways that mesh with current culture. The manner in which performance is evaluated must finally shift as well.  Employees will need to be assessed on how well they have developed key skills and capabilities vs. end-to-end mastery of functional positions they have no interest in keeping for an entire career. As we become more comfortable in placing greater and greater weight on competencies vs. tasks, we will realize increased organizational agility via this new generation of workers, which will be further enhanced by their natural flexibility and appetite for change. Revisiting Succession  For many years, organizations have failed to deliver desired succession planning outcomes.  According to CEB’s 2013 research, only 28% of current leaders were pre-identified in a succession plan. These disappointing results, along with the entrance of the experiential, Millennial employee into the workforce, may just provide the needed impetus for HR to reinvent succession processes.   We have recognized that the best professional development efforts are not always linear, and the time has come to fully adopt this philosophy in regard to succession as well.  Paths to specific organizational roles will not look the same for newer generations who seek out unique learning opportunities, without consideration of a singular career destination.  Rather than charting particular jobs as precursors for key positions, the experiences and skills behind what makes an incumbent successful must become essential in succession mapping.  And the multitude of ways in which those experiences and skills may be acquired must be factored into the process, along with the individual employee’s level of learning agility. While this may seem daunting, it is necessary and long overdue.  We have talked about the criticality of competency-based succession, however, we have not lived up to our own rhetoric.  Many Boomers have experienced the same frustration in our careers; knowing we are capable of shining in a particular role, but being denied the opportunity due to how our career history lined up, on paper, with documented job requirements.  These requirements usually emphasized past jobs/titles and specific tasks, versus capabilities, drive and willingness (let alone determination) to learn new things.  How satisfying would it be for us to leave a legacy where such narrow thinking no longer applies and potential is amplified? Realizing Diversity Another bloom from the seeds we Boomers have tried to plant over the past decades is a completely evolved view of diversity.  Millennial employees assume a diverse workforce, and are startled by anything less.  Their social tolerance, nurtured by wide and diverse networks, is unprecedented.  College graduates expect a similar landscape in the “real world” to what they experienced throughout their lives.  They appreciate and seek out divergent points of view and experiences without needing any persuasion.  The face of our U.S. workforce will likely see dramatic change as Millennials apply their fresh take on hiring and building strong teams, with an inherent sense of inclusion.  This wonderful aspect of the Millennial wave should be celebrated and strongly encouraged, as it is the fulfillment of our own aspirations. Future Perfect The Experiential Employee is operating more as a free agent than a long term player, and their commitment will essentially last as long as meaningful organizational culture and personal/professional opportunities keep their interest.  As Boomers, we have laid the foundation for this new, spirited employment attitude, and we should take pride in knowing that.  Generations to come will challenge organizations to excel in how they identify, manage and nurture talent. Let’s support and revel in the future that we’ve helped invent, rather than lament what we think has been lost.  After all, the future is always connected to the past.  And as so eloquently phrased by Antoine Lavoisier, French nobleman, chemist and politico:  “Nothing is Lost, Nothing is Created, and Everything is Transformed.” Christine has over 25 years of diverse HR experience.  She has held HR consulting and corporate roles, including CHRO positions for Echostar in Denver, a 6,000+ employee global engineering firm, and Aepona, a startup software firm, successfully acquired by Intel. Christine is a resource to Oracle clients, to assist in Human Capital Management strategy development and implementation, compensation practices, talent development initiatives, employee engagement, global HR management, and integrated HR systems and processes that support the full employee lifecycle. 

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  • SQL Sentry First Impressions

    - by AjarnMark
    After struggling to defend my SQL Servers from a political attack recently, I realized that I needed better tools to back me up, and SQL Sentry is the leading candidate. A couple of weeks ago, seemingly from out of nowhere, complaints from the business users started coming in that one of the core internal applications was running dramatically slower than normal, and fingers were being pointed at the SQL Server.  Unfortunately, we don’t have a production DBA whose entire job is to monitor and maintain our SQL Servers.  The responsibility falls to me to do the best I can, investing only a small portion of my time, because there are so many other responsibilities to take care of, and our industry is still deep in recession.  I inherited these SQL Servers and have made significant improvements in process and procedure, but I had not yet made the time to take real baseline measurements or keep a really close eye on the performance.  Like many DBAs, I wrote several of my own tools and used the “built-in tools” like Profiler, PerfMon, and sp_who2 (did I mention most of our instances are SQL Server 2000?).  These have all served me well for in-the-moment troubleshooting and maintenance, but they really fell down on the job when I was called upon to “prove” that SQL Server performance was acceptable and more importantly had not degraded recently (i.e. historical comparisons).  I really didn’t have anything from a historical comparison perspective, but I was able to show that current performance was acceptable, and deflect attention back onto other components (which in fact turned out to be the real culprit). That experience dramatically illustrated the need for better monitoring tools.  Coincidentally, I had been talking recently to my boss about the mini nightmare of monitoring several critical and interdependent overnight jobs that operate on separate instances of SQL Server.  Among other tools, I had been using Idera’s SQL Job Manager which is a free tool and did a nice job of showing me job schedules and histories in a nice calendar view.  This worked fairly well, and for the money (did I mention it was free?) it couldn’t be beat.  But it is based on the stored job history in MSDB, and there were other performance problems that we ran into when we started changing the settings for how much job history to retain, in order to be able to look back a month or more in the calendar view.  Another coincidence (if you believe in such things) was that when we had some of those performance challenges, I posted a couple of questions to the #sqlhelp hashtag on Twitter and Greg Gonzalez (@SQLSensei) suggested I check out SQL Sentry’s Event Manager.  At the time, I just thought he worked there, but later found out that he founded the company.  When I took a quick look at the features & benefits, the one that really jumped out at me is Chaining and Queueing which sounded like it would really help with our “interdependent jobs on different servers” issue. I know that is a lot of background story and coincidences, but hopefully you have stuck with me so far, and now we have arrived at the point where last week I downloaded and installed the 30-day trial of the SQL Sentry Power Suite, which is Event Manager plus Performance Advisor.  And I must say that I really like what I see so far.  Here are a few highlights: Great Support.  I had two issues getting the trial setup and monitoring a handful of our servers.  One of which was entirely my fault (missed a security setting in SQL 2008) and the other was mostly my fault (late change to some config settings that were apparently cached and did not get refreshed properly).  In both cases, the support staff at SQL Sentry were very responsive and rather quickly figured out what the cause and fix was for each of them.  This left me with a great impression of the company.  Kudos to them! Chaining and Queueing.  While I have not yet activated this feature, I am very excited about the possibilities.  We have jobs on three different instances of SQL Server that have to be run in a certain order, and each has to finish before the next can successfully begin, and I believe this feature will ensure just that.  It has been a real pain in the backside when one of those jobs runs just a little too long and does not finish before the job on another instance starts, thus triggering a chain reaction of either outright job failures, or worse, successful completion of completely invalid processing. Calendar View.  I really, really like the Event Manager calendar view where I can see all jobs and events across all instances and identify potential resource contention as well as windows of opportunity for maintenance activity.  Very well done, and based on Event Manager’s own database of accumulated historical information rather than querying the source instances every time. Performance Advisor Dashboard History View.  This view let’s me quickly select a date and time range and it displays graphs of key SQL Server and Windows metrics.  This is exactly the thing I needed to answer the “has performance changed recently” question at the beginning of this post. Reporting Services Subscription Jobs with Report Name.  This was a big and VERY pleasant surprise.  If you have ever looked at the list of SQL Server jobs that SQL Server Reporting Services creates when you make a Subscription, you will notice that they all have some sort of GUID as the name of the job.  This is really ugly, and really annoying because when you are just looking at the SQL Agent and Job Activity Monitor, if you see that Job X failed, you really do not have any indication in the name or the properties of the Job itself, as to what Report that was for.  But with SQL Sentry Event Manager you do.  The Jobs list in the Navigator pane in SQL Sentry, amazingly, displays the name of the Report that the Subscription Job is for.  And when you open it to see more details, it shows you the full Reporting Services path to that Report, so you can immediately track it down in the Report Manager in case you want to identify/notify the owner or edit the Subscription information.  I did not expect this at all, but I sure do like it.  HOORAY! That is just my first impressions from using the tools for a few days.  And I haven’t even gotten into how it showed me where I was completely mistaken about one aspect of my SQL Server disk configurations.  I’ll share that lesson in another blog entry.  But I have to say it again, the combination of Event Manager and Performance Advisor working together have really made me a fan.

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  • Expectations + Rewards = Innovation

    - by D'Arcy Lussier
    “Innovation” is a heavy word. We regard those that embrace it as “Innovators”. We describe organizations as being “Innovative”. We hold those associated with the word in high regard, even though its dictionary definition is very simple: Introducing something new. What our culture has done is wrapped Innovation in white robes and a gold crown. Innovation is rarely just introducing something new. Innovations and innovators are typically associated with other terms: groundbreaking, genius, industry-changing, creative, leading. Being a true innovator and creating innovations are a big deal, and something companies try to strive for…or at least say they strive for. There’s huge value in being recognized as an innovator in an industry, since the idea is that innovation equates to increased profitability. IBM ran an ad a few years back that showed what their view of innovation is: “The point of innovation is to make actual money.” If the money aspect makes you feel uneasy, consider it another way: the point of innovation is to <insert payoff here>. Companies that innovate will be more successful. Non-profits that innovate can better serve their target clients. Governments that innovate can better provide services to their citizens. True innovation is not easy to come by though. As with anything in business, how well an organization will innovate is reliant on the employees it retains, the expectations placed on those employees, and the rewards available to them. In a previous blog post I talked about one formula: Right Employees + Happy Employees = Productive Employees I want to introduce a new one, that builds upon the previous one: Expectations + Rewards = Innovation  The level of innovation your organization will realize is directly associated with the expectations you place on your staff and the rewards you make available to them. Expectations We may feel uncomfortable with the idea of placing expectations on our staff, mainly because expectation has somewhat of a negative or cold connotation to it: “I expect you to act this way or else!” The problem is in the or-else part…we focus on the negative aspects of failing to meet expectations instead of looking at the positive side. “I expect you to act this way because it will produce <insert benefit here>”. Expectations should not be set to punish but instead be set to ensure quality. At a recent conference I spoke with some Microsoft employees who told me that you have five years from starting with the company to reach a “Senior” level. If you don’t, then you’re let go. The expectation Microsoft placed on their staff is that they should be working towards improving themselves, taking more responsibility, and thus ensure that there is a constant level of quality in the workforce. Rewards Let me be clear: a paycheck is not a reward. A paycheck is simply the employer’s responsibility in the employee/employer relationship. A paycheck will never be the key motivator to drive innovation. Offering employees something over and above their required compensation can spur them to greater performance and achievement. Working in the food service industry, this tactic was used again and again: whoever has the highest sales over lunch will receive a free lunch/gift certificate/entry into a draw/etc. There was something to strive for, to try beyond the baseline of what our serving jobs were. It was through this that innovative sales techniques would be tried and honed, with key servers being top sellers time and time again. At a code camp I spoke at, I was amazed to see that all the employees from one company receive $100 Visa gift cards as a thank you for taking time to speak. Again, offering something over and above that can give that extra push for employees. Rewards work. But what about the fairness angle? In the restaurant example I gave, there were servers that would never win the competition. They just weren’t good enough at selling and never seemed to get better. So should those that did work at performing better and produce more sales for the restaurant not get rewarded because those who weren’t working at performing better might get upset? Of course not! Organizations succeed because of their top performers and those that strive to join their ranks. The Expectation/Reward Graph While the Expectations + Rewards = Innovation formula may seem like a simple mathematics formula, there’s much more going under the hood. In fact there are three different outcomes that could occur based on what you put in as values for Expectations and Rewards. Consider the graph below and the descriptions that follow: Disgruntled – High Expectation, Low Reward I worked at a company where the mantra was “Company First, Because We Pay You”. Even today I still hear stories of how this sentiment continues to be perpetuated: They provide you a paycheck and a means to live, therefore you should always put them as your top priority. Of course, this is a huge imbalance in the expectation/reward equation. Why would anyone willingly meet high expectations of availability, workload, deadlines, etc. when there is no reward other than a paycheck to show for it? Remember: paychecks are not rewards! Instead, you see employees be disgruntled which not only affects the level of production but also the level of quality within an organization. It also means that you see higher turnover. Complacent – Low Expectation, Low Reward Complacency is a systemic problem that typically exists throughout all levels of an organization. With no real expectations or rewards, nobody needs to excel. In fact, those that do try to innovate, improve, or introduce new things into the organization might be shunned or pushed out by the rest of the staff who are just doing things the same way they’ve always done it. The bigger issue for the organization with low/low values is that at best they’ll never grow beyond their current size (and may shrink actually), and at worst will cease to exist. Entitled – Low Expectation, High Reward It’s one thing to say you have the best people and reward them as such, but its another thing to actually have the best people and reward them as such. Organizations with Entitled employees are the former: their organization provides them with all types of comforts, benefits, and perks. But there’s no requirement before the rewards are dolled out, and there’s no short-list of who receives the rewards. Everyone in the company is treated the same and is given equal share of the spoils. Entitlement is actually almost identical with Complacency with one notable difference: just try to introduce higher expectations into an entitled organization! Entitled employees have been spoiled for so long that they can’t fathom having rewards taken from them, or having to achieve specific levels of performance before attaining them. Those running the organization also buy in to the Entitled sentiment, feeling that they must persist the same level of comforts to appease their staff…even though the quality of the employee pool may be suspect. Innovative – High Expectation, High Reward Finally we have the Innovative organization which places high expectations but also provides high rewards. This organization gets it: if you truly want the best employees you need to apply equal doses of pressure and praise. Realize that I’m not suggesting crazy overtime or un-realistic working conditions. I do not agree with the “Glengary-Glenross” method of encouragement. But as anyone who follows sports can tell you, the teams that win are the ones where the coaches push their players to be their best; to achieve new levels of performance that they didn’t know they could receive. And the result for the players is more money, fame, and opportunity. It’s in this environment that organizations can focus on innovation – true innovation that builds the business and allows everyone involved to truly benefit. In Closing Organizations love to use the word “Innovation” and its derivatives, but very few actually do innovate. For many, the term has just become another marketing buzzword to lump in with all the other business terms that get overused. But for those organizations that truly get the value of innovation, they will be the ones surging forward while other companies simply fade into the background. And they will be the organizations that expect more from their employees, and give them their just rewards.

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  • The Sensemaking Spectrum for Business Analytics: Translating from Data to Business Through Analysis

    - by Joe Lamantia
    One of the most compelling outcomes of our strategic research efforts over the past several years is a growing vocabulary that articulates our cumulative understanding of the deep structure of the domains of discovery and business analytics. Modes are one example of the deep structure we’ve found.  After looking at discovery activities across a very wide range of industries, question types, business needs, and problem solving approaches, we've identified distinct and recurring kinds of sensemaking activity, independent of context.  We label these activities Modes: Explore, compare, and comprehend are three of the nine recognizable modes.  Modes describe *how* people go about realizing insights.  (Read more about the programmatic research and formal academic grounding and discussion of the modes here: https://www.researchgate.net/publication/235971352_A_Taxonomy_of_Enterprise_Search_and_Discovery) By analogy to languages, modes are the 'verbs' of discovery activity.  When applied to the practical questions of product strategy and development, the modes of discovery allow one to identify what kinds of analytical activity a product, platform, or solution needs to support across a spread of usage scenarios, and then make concrete and well-informed decisions about every aspect of the solution, from high-level capabilities, to which specific types of information visualizations better enable these scenarios for the types of data users will analyze. The modes are a powerful generative tool for product making, but if you've spent time with young children, or had a really bad hangover (or both at the same time...), you understand the difficult of communicating using only verbs.  So I'm happy to share that we've found traction on another facet of the deep structure of discovery and business analytics.  Continuing the language analogy, we've identified some of the ‘nouns’ in the language of discovery: specifically, the consistently recurring aspects of a business that people are looking for insight into.  We call these discovery Subjects, since they identify *what* people focus on during discovery efforts, rather than *how* they go about discovery as with the Modes. Defining the collection of Subjects people repeatedly focus on allows us to understand and articulate sense making needs and activity in more specific, consistent, and complete fashion.  In combination with the Modes, we can use Subjects to concretely identify and define scenarios that describe people’s analytical needs and goals.  For example, a scenario such as ‘Explore [a Mode] the attrition rates [a Measure, one type of Subject] of our largest customers [Entities, another type of Subject] clearly captures the nature of the activity — exploration of trends vs. deep analysis of underlying factors — and the central focus — attrition rates for customers above a certain set of size criteria — from which follow many of the specifics needed to address this scenario in terms of data, analytical tools, and methods. We can also use Subjects to translate effectively between the different perspectives that shape discovery efforts, reducing ambiguity and increasing impact on both sides the perspective divide.  For example, from the language of business, which often motivates analytical work by asking questions in business terms, to the perspective of analysis.  The question posed to a Data Scientist or analyst may be something like “Why are sales of our new kinds of potato chips to our largest customers fluctuating unexpectedly this year?” or “Where can innovate, by expanding our product portfolio to meet unmet needs?”.  Analysts translate questions and beliefs like these into one or more empirical discovery efforts that more formally and granularly indicate the plan, methods, tools, and desired outcomes of analysis.  From the perspective of analysis this second question might become, “Which customer needs of type ‘A', identified and measured in terms of ‘B’, that are not directly or indirectly addressed by any of our current products, offer 'X' potential for ‘Y' positive return on the investment ‘Z' required to launch a new offering, in time frame ‘W’?  And how do these compare to each other?”.  Translation also happens from the perspective of analysis to the perspective of data; in terms of availability, quality, completeness, format, volume, etc. By implication, we are proposing that most working organizations — small and large, for profit and non-profit, domestic and international, and in the majority of industries — can be described for analytical purposes using this collection of Subjects.  This is a bold claim, but simplified articulation of complexity is one of the primary goals of sensemaking frameworks such as this one.  (And, yes, this is in fact a framework for making sense of sensemaking as a category of activity - but we’re not considering the recursive aspects of this exercise at the moment.) Compellingly, we can place the collection of subjects on a single continuum — we call it the Sensemaking Spectrum — that simply and coherently illustrates some of the most important relationships between the different types of Subjects, and also illuminates several of the fundamental dynamics shaping business analytics as a domain.  As a corollary, the Sensemaking Spectrum also suggests innovation opportunities for products and services related to business analytics. The first illustration below shows Subjects arrayed along the Sensemaking Spectrum; the second illustration presents examples of each kind of Subject.  Subjects appear in colors ranging from blue to reddish-orange, reflecting their place along the Spectrum, which indicates whether a Subject addresses more the viewpoint of systems and data (Data centric and blue), or people (User centric and orange).  This axis is shown explicitly above the Spectrum.  Annotations suggest how Subjects align with the three significant perspectives of Data, Analysis, and Business that shape business analytics activity.  This rendering makes explicit the translation and bridging function of Analysts as a role, and analysis as an activity. Subjects are best understood as fuzzy categories [http://georgelakoff.files.wordpress.com/2011/01/hedges-a-study-in-meaning-criteria-and-the-logic-of-fuzzy-concepts-journal-of-philosophical-logic-2-lakoff-19731.pdf], rather than tightly defined buckets.  For each Subject, we suggest some of the most common examples: Entities may be physical things such as named products, or locations (a building, or a city); they could be Concepts, such as satisfaction; or they could be Relationships between entities, such as the variety of possible connections that define linkage in social networks.  Likewise, Events may indicate a time and place in the dictionary sense; or they may be Transactions involving named entities; or take the form of Signals, such as ‘some Measure had some value at some time’ - what many enterprises understand as alerts.   The central story of the Spectrum is that though consumers of analytical insights (represented here by the Business perspective) need to work in terms of Subjects that are directly meaningful to their perspective — such as Themes, Plans, and Goals — the working realities of data (condition, structure, availability, completeness, cost) and the changing nature of most discovery efforts make direct engagement with source data in this fashion impossible.  Accordingly, business analytics as a domain is structured around the fundamental assumption that sense making depends on analytical transformation of data.  Analytical activity incrementally synthesizes more complex and larger scope Subjects from data in its starting condition, accumulating insight (and value) by moving through a progression of stages in which increasingly meaningful Subjects are iteratively synthesized from the data, and recombined with other Subjects.  The end goal of  ‘laddering’ successive transformations is to enable sense making from the business perspective, rather than the analytical perspective.Synthesis through laddering is typically accomplished by specialized Analysts using dedicated tools and methods. Beginning with some motivating question such as seeking opportunities to increase the efficiency (a Theme) of fulfillment processes to reach some level of profitability by the end of the year (Plan), Analysts will iteratively wrangle and transform source data Records, Values and Attributes into recognizable Entities, such as Products, that can be combined with Measures or other data into the Events (shipment of orders) that indicate the workings of the business.  More complex Subjects (to the right of the Spectrum) are composed of or make reference to less complex Subjects: a business Process such as Fulfillment will include Activities such as confirming, packing, and then shipping orders.  These Activities occur within or are conducted by organizational units such as teams of staff or partner firms (Networks), composed of Entities which are structured via Relationships, such as supplier and buyer.  The fulfillment process will involve other types of Entities, such as the products or services the business provides.  The success of the fulfillment process overall may be judged according to a sophisticated operating efficiency Model, which includes tiered Measures of business activity and health for the transactions and activities included.  All of this may be interpreted through an understanding of the operational domain of the businesses supply chain (a Domain).   We'll discuss the Spectrum in more depth in succeeding posts.

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  • Disaster, or Migration?

    - by Rob Farley
    This post is in two parts – technical and personal. And I should point out that it’s prompted in part by this month’s T-SQL Tuesday, hosted by Allen Kinsel. First, the technical: I’ve had a few conversations with people recently about migration – moving a SQL Server database from one box to another (sometimes, but not primarily, involving an upgrade). One question that tends to come up is that of downtime. Obviously there will be some period of time between the old server being available and the new one. The way that most people seem to think of migration is this: Build a new server. Stop people from using the old server. Take a backup of the old server Restore it on the new server. Reconfigure the client applications (or alternatively, configure the new server to use the same address as the old) Make the new server online. There are other things involved, such as testing, of course. But this is essentially the process that people tell me they’re planning to follow. The bit that I want to look at today (as you’ve probably guessed from my title) is the “backup and restore” section. If a SQL database is using the Simple Recovery Model, then the only restore option is the last database backup. This backup could be full or differential. The transaction log never gets backed up in the Simple Recovery Model. Instead, it truncates regularly to stay small. One that’s using the Full Recovery Model (or Bulk-Logged) won’t truncate its log – the log must be backed up regularly. This provides the benefit of having a lot more option available for restores. It’s a requirement for most systems of High Availability, because if you’re making sure that a spare box is up-and-running, ready to take over, then you have to be interested in the logs that are happening on the current box, rather than truncating them all the time. A High Availability system such as Mirroring, Replication or Log Shipping will initialise the spare machine by restoring a full database backup (and maybe a differential backup if available), and then any subsequent log backups. Once the secondary copy is close, transactions can be applied to keep the two in sync. The main aspect of any High Availability system is to have a redundant system that is ready to take over. So the similarity for migration should be obvious. If you need to move a database from one box to another, then introducing a High Availability mechanism can help. By turning on the Full Recovery Model and then taking a backup (so that the now-interesting logs have some context), logs start being kept, and are therefore available for getting the new box ready (even if it’s an upgraded version). When the migration is ready to occur, a failover can be done, letting the new server take over the responsibility of the old, just as if a disaster had happened. Except that this is a planned failover, not a disaster at all. There’s a fine line between a disaster and a migration. Failovers can be useful in patching, upgrading, maintenance, and more. Hopefully, even an unexpected disaster can be seen as just another failover, and there can be an opportunity there – perhaps to get some work done on the principal server to increase robustness. And if I’ve just set up a High Availability system for even the simplest of databases, it’s not necessarily a bad thing. :) So now the personal: It’s been an interesting time recently... June has been somewhat odd. A court case with which I was involved got resolved (through mediation). I can’t go into details, but my lawyers tell me that I’m allowed to say how I feel about it. The answer is ‘lousy’. I don’t regret pursuing it as long as I did – but in the end I had to make a decision regarding the commerciality of letting it continue, and I’m going to look forward to the days when the kind of money I spent on my lawyers is small change. Mind you, if I had a similar situation with an employer, I’d do the same again, but that doesn’t really stop me feeling frustrated about it. The following day I had to fly to country Victoria to see my grandmother, who wasn’t expected to last the weekend. She’s still around a week later as I write this, but her 92-year-old body has basically given up on her. She’s been a Christian all her life, and is looking forward to eternity. We’ll all miss her though, and it’s hard to see my family grieving. Then on Tuesday, I was driving back to the airport with my family to come home, when something really bizarre happened. We were travelling down the freeway, just pulled out to go past a truck (farm-truck sized, not a semi-trailer), when a car-sized mass of metal fell off it. It was something like an industrial air-conditioner, but from where I was sitting, it was just a mass of spinning metal, like something out of a movie (one friend described it as “holidays by Michael Bay”). Somehow, and I’m really don’t know how, the part of it nearest us bounced high enough to clear the car, and there wasn’t even a scratch. We pulled over the check, and I was just thanking God that we’d changed lanes when we had, and that we remained unharmed. I had all kinds of thoughts about what could’ve happened if we’d had something that size land on the windscreen... All this has drilled home that while I feel that I haven’t provided as well for the family as I could’ve done (like by pursuing an expensive legal case), I shouldn’t even consider that I have proper control over things. I get to live life, and make decisions based on what I feel is right at the time. But I’m not going to get everything right, and there will be things that feel like disasters, some which could’ve been in my control and some which are very much beyond my control. The case feels like something I could’ve pursued differently, a disaster that could’ve been avoided in some way. Gran dying is lousy of course. An accident on the freeway would have been awful. I need to recognise that the worst disasters are ones that I can’t affect, and that I need to look at things in context – perhaps seeing everything that happens as a migration instead. Life is never the same from one day to the next. Every event has a before and an after – sometimes it’s clearly positive, sometimes it’s not. I remember good events in my life (such as my wedding), and bad (such as the loss of my father when I was ten, or the back injury I had eight years ago). I’m not suggesting that I know how to view everything from the “God works all things for good” perspective, but I am trying to look at last week as a migration of sorts. Those things are behind me now, and the future is in God’s hands. Hopefully I’ve learned things, and will be able to live accordingly. I’ve come through this time now, and even though I’ll miss Gran, I’ll see her again one day, and the future is bright.

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  • Partner Blog Series: PwC Perspectives Part 2 - Jumpstarting your IAM program with R2

    - by Tanu Sood
    Identity and access management (IAM) isn’t a new concept. Over the past decade, companies have begun to address identity management through a variety of solutions that have primarily focused on provisioning. . The new age workforce is converging at a rapid pace with ever increasing demand to use diverse portfolio of applications and systems to interact and interface with their peers in the industry and customers alike. Oracle has taken a significant leap with their release of Identity and Access Management 11gR2 towards enabling this global workforce to conduct their business in a secure, efficient and effective manner. As companies deal with IAM business drivers, it becomes immediately apparent that holistic, rather than piecemeal, approaches better address their needs. When planning an enterprise-wide IAM solution, the first step is to create a common framework that serves as the foundation on which to build the cost, compliance and business process efficiencies. As a leading industry practice, IAM should be established on a foundation of accurate data for identity management, making this data available in a uniform manner to downstream applications and processes. Mature organizations are looking beyond IAM’s basic benefits to harness more advanced capabilities in user lifecycle management. For any organization looking to embark on an IAM initiative, consider the following use cases in managing and administering user access. Expanding the Enterprise Provisioning Footprint Almost all organizations have some helpdesk resources tied up in handling access requests from users, a distraction from their core job of handling problem tickets. This dependency has mushroomed from the traditional acceptance of provisioning solutions integrating and addressing only a portion of applications in the heterogeneous landscape Oracle Identity Manager (OIM) 11gR2 solves this problem by offering integration with third party ticketing systems as “disconnected applications”. It allows for the existing business processes to be seamlessly integrated into the system and tracked throughout its lifecycle. With minimal effort and analysis, an organization can begin integrating OIM with groups or applications that are involved with manually intensive access provisioning and de-provisioning activities. This aspect of OIM allows organizations to on-board applications and associated business processes quickly using out of box templates and frameworks. This is especially important for organizations looking to fold in users and resources from mergers and acquisitions. Simplifying Access Requests Organizations looking to implement access request solutions often find it challenging to get their users to accept and adopt the new processes.. So, how do we improve the user experience, make it intuitive and personalized and yet simplify the user access process? With R2, OIM helps organizations alleviate the challenge by placing the most used functionality front and centre in the new user request interface. Roles, application accounts, and entitlements can all be found in the same interface as catalog items, giving business users a single location to go to whenever they need to initiate, approve or track a request. Furthermore, if a particular item is not relevant to a user’s job function or area inside the organization, it can be hidden so as to not overwhelm or confuse the user with superfluous options. The ability to customize the user interface to suit your needs helps in exercising the business rules effectively and avoiding access proliferation within the organization. Saving Time with Templates A typical use case that is most beneficial to business users is flexibility to place, edit, and withdraw requests based on changing circumstances and business needs. With OIM R2, multiple catalog items can now be added and removed from the shopping cart, an ecommerce paradigm that many users are already familiar with. This feature can be especially useful when setting up a large number of new employees or granting existing department or group access to a newly integrated application. Additionally, users can create their own shopping cart templates in order to complete subsequent requests more quickly. This feature saves the user from having to search for and select items all over again if a request is similar to a previous one. Advanced Delegated Administration A key feature of any provisioning solution should be to empower each business unit in managing their own access requests. By bringing administration closer to the user, you improve user productivity, enable efficiency and alleviate the administration overhead. To do so requires a federated services model so that the business units capable of shouldering the onus of user life cycle management of their business users can be enabled to do so. OIM 11gR2 offers advanced administrative options for creating, managing and controlling business logic and workflows through easy to use administrative interface and tools that can be exposed to delegated business administrators. For example, these business administrators can establish or modify how certain requests and operations should be handled within their business unit based on a number of attributes ranging from the type of request or the risk level of the individual items requested. Closed-Loop Remediation Security continues to be a major concern for most organizations. Identity management solutions bolster security by ensuring only the right users have the right access to the right resources. To prevent unauthorized access and where it already exists, the ability to detect and remediate it, are key requirements of an enterprise-grade proven solution. But the challenge with most solutions today is that some of this information still exists in silos. And when changes are made to systems directly, not all information is captured. With R2, oracle is offering a comprehensive Identity Governance solution that our customer organizations are leveraging for closed loop remediation that allows for an automated way for administrators to revoke unauthorized access. The change is automatically captured and the action noted for continued management. Conclusion While implementing provisioning solutions, it is important to keep the near term and the long term goals in mind. The provisioning solution should always be a part of a larger security and identity management program but with the ability to seamlessly integrate not only with the company’s infrastructure but also have the ability to leverage the information, business models compiled and used by the other identity management solutions. This allows organizations to reduce the cost of ownership, close security gaps and leverage the existing infrastructure. And having done so a multiple clients’ sites, this is the approach we recommend. In our next post, we will take a journey through our experiences of advising clients looking to upgrade to R2 from a previous version or migrating from a different solution. Meet the Writers:   Praveen Krishna is a Manager in the Advisory Security practice within PwC.  Over the last decade Praveen has helped clients plan, architect and implement Oracle identity solutions across diverse industries.  His experience includes delivering security across diverse topics like network, infrastructure, application and data where he brings a holistic point of view to problem solving. Dharma Padala is a Director in the Advisory Security practice within PwC.  He has been implementing medium to large scale Identity Management solutions across multiple industries including utility, health care, entertainment, retail and financial sectors.   Dharma has 14 years of experience in delivering IT solutions out of which he has been implementing Identity Management solutions for the past 8 years. Scott MacDonald is a Director in the Advisory Security practice within PwC.  He has consulted for several clients across multiple industries including financial services, health care, automotive and retail.   Scott has 10 years of experience in delivering Identity Management solutions. John Misczak is a member of the Advisory Security practice within PwC.  He has experience implementing multiple Identity and Access Management solutions, specializing in Oracle Identity Manager and Business Process Engineering Language (BPEL). Jenny (Xiao) Zhang is a member of the Advisory Security practice within PwC.  She has consulted across multiple industries including financial services, entertainment and retail. Jenny has three years of experience in delivering IT solutions out of which she has been implementing Identity Management solutions for the past one and a half years.

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  • First PC Build (Part 1)

    - by Anthony Trudeau
    Originally posted on: http://geekswithblogs.net/tonyt/archive/2014/08/05/157959.aspxA couple of months ago I made the decision to build myself a new computer. The intended use is gaming and for using the last real version of Photoshop. I was motivated by the poor state of console gaming and a simple desire to do something I haven’t done before – build a PC from the ground up. I’ve been using PCs for more than two decades. I’ve replaced a component hear and there, but for the last 10 years or so I’ve only used laptops. Therefore, this article will be written from the perspective of someone familiar with PCs, but completely new at building. I’m not an expert and this is not a definitive guide for building a PC, but I do hope that it encourages you to try it yourself. Component List Research There was a lot of research necessary, because building a PC is completely new to me, and I haven’t kept up with what’s out there. The first thing you want to do is nail down what your goals are. Your goals are going to be driven by what you want to do with your computer and personal choice. Don’t neglect the second one, because if you’re doing this for fun you want to get what you want. In my case, I focused on three things: performance, longevity, and aesthetics. The performance aspect is important for gaming and Photoshop. This will drive what components you get. For example, heavy gaming use is going to drive your choice of graphics card. Longevity is relevant to me, because I don’t want to be changing things out anytime soon for the next hot game. The consequence of performance and longevity is cost. Finally, aesthetics was my next consideration. I could have just built a box, but it wouldn’t have been nearly as fun for me. Aesthetics might not be important to you. They are for me. I also like gadgets and that played into at least one purchase for this build. I used PC Part Picker to put together my component list. I found it invaluable during the process and I’d recommend it to everyone. One caveat is that I wouldn’t trust the compatibility aspects. It does a pretty good job of not steering you wrong, but do your own research. The rest of it isn’t really sexy. I started out with what appealed to me and then I made changes and additions as I dived deep into researching each component and interaction I could find. The resources I used are innumerable. I used reviews, product descriptions, forum posts (praises and problems), et al. to assist me. I also asked friends into gaming what they thought about my component list. And when I got near the end I posted my list to the Reddit /r/buildapc forum. I cannot stress the value of extra sets of eyeballs and first hand experiences. Some of the resources I used: PC Part Picker Tom’s Hardware bit-tech Reddit Purchase PC Part Picker favors certain vendors. You should look at others too. In my case I found their favorites to be the best. My priorities were out-the-door price and shipping time. I knew that once I started getting parts I’d want to start building. Luckily, I timed it well and everything arrived within the span of a few days. Here are my opinions on the vendors I ended up using in alphabetical order. Amazon.com is a good, reliable choice. They have excellent customer service in my experience, and I knew I wouldn’t have trouble with them. However, shipping time is often a problem when you use their free shipping unless you order expensive items (I’ve found items over $100 ship quickly). Ultimately though, price wasn’t always the best and their collection of sales tax in my state turned me off them. I did purchase my case from them. I ordered the mouse as well, but I cancelled after it was stuck four days in a “shipping soon” state. I purchased the mouse locally. Best Buy is not my favorite place to do business. There’s a lot of history with poor, uninterested sales representatives and they used to have a lot of bad anti-consumer policies. That’s a lot better now, but the bad taste is still in my mouth. I ended up purchasing the accessories from them including mouse (locally) and headphones. NCIX is a company that I’ve never heard of before. It popped up as a recommendation for my CPU cooler on PC Part Picker. I didn’t do a lot of research on the company, because their policy on you buying insurance for your orders turned me off. That policy makes it clear to me that the company finds me responsible for the shipment once it leaves their dock. That’s not right, and may run afoul of state laws. Regardless they shipped my CPU cooler quickly and I didn’t have a problem. NewEgg.com is a well known company. I had never done business with them, but I’m glad I did. They shipped quickly and provided good visibility over everything. The prices were also the best in most cases. My main complaint is that they have a lot of exchange only return policies on components. To their credit those policies are listed in the cart underneath each item. The visibility tells me that they’re not playing any shenanigans and made me comfortable dealing with that risk. The vast majority of what I ordered came from them. Coming Next In the next part I’ll tackle my build experience.

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  • PASS: SQLRally Thoughts

    - by Bill Graziano
    The PASS Board recently decided that we wouldn’t put another US-based SQLRally on the calendar until we had a chance to review the program. I wanted to provide some of my thinking around this. Keep in mind that this is the opinion of one Board member. The Board committed to complete two SQLRally events to determine if an event modeled between SQL Saturday and the Summit was viable. We’ve completed the two events and now it’s time to step back and review the program. This is my seventh year on the PASS Board. Over that time people have asked me why PASS does certain things. Many, many times my answer has been “Because that’s the way we did it last year”. And I am tired of giving that answer. We need to take a step back and review the US-based SQLRally before we schedule another one. It would be irresponsible for me as a Board member to commit resources to this without validating that what we’re doing makes sense for the organization and our members. I have no doubt that this was a great event for the attendees. We just need to validate it’s the best use of our resources. Please keep in mind that we haven’t cancelled the event. We’ve just said we need to review it before scheduling another one. My opinion is that some fairly serious changes are needed to the model before we consider it again – IF we do it again. I’ve come to that conclusion after speaking with the Dallas organizers, our HQ team, our Marketing team, other Board members (including one of the Orlando organizers), attendees in Orlando and Dallas and visiting other similar events. I should point out that their views aren’t unanimous on nearly any part of this event -- which is one of the reasons I want to take some time and think about this before continuing. I think it’s helpful to look at the original goals of what we were trying to accomplish. Andy Warren wrote these up in August of 2010. My summary of these goals and some thoughts on each one is below. Many of these thoughts revolve around the growth of SQL Saturdays. In the two years since that document was written these events have grown significantly. The largest SQL Saturdays are now over 500 people which mean they are nearly the same size as our recent SQLRally. Our goals included: Geographic diversity. We wanted an event in an area of the country that was away from any given Summit location. I think that’s still a valid goal. But we also have SQL Saturdays all over the country. What does SQLRally bring to this that SQLSaturday doesn’t? Speaker growth. One of the stated goals was to build a “farm club” for speakers. This gives us a way for speakers to work up to speaking at Summit by speaking in front of larger crowds. What does SQLRally bring to this that the larger SQL Saturdays aren’t providing? Pre-Conference speakers is one obvious answer here. Lower price. On a per-day basis, SQLRally is roughly 1/4th the price of the Summit. We wanted a way for people to experience something Summit-like at a lower price point. The challenge is that we are very budget constrained at that lower price point. International Event Model.  (I need to write more about this but I’m out of time.  I’ll cover it in the next installment.) There are a number of things I really like about SQLRally. I love the smaller conferences. They give me a chance to meet more people than at something the size of Summit. I like the two day format. That gives you two evenings to be at social events with people. Seeing someone a second day is a great way to build a bond with that person. That’s more difficult to do at a SQL Saturday. We also need to talk about the financial aspects of the event. Last year generated a small $17,000 profit on revenues of $200,000. Percentage-wise that’s reasonable but on an absolute basis it’s not a huge amount in our budget. We think this year will lose between $30,000 and $50,000 and take roughly 1,000 hours of HQ time. We don’t have detailed financials back yet but that’s our best guess at this point. Part of that was driven by using a convention center instead of a hotel. Until we get detailed financials back we won’t have the full picture around the financial impact. This event also takes time and mindshare from our Marketing team. This may sound like a small thing but please don’t underestimate it. Our original vision for this was something that would take very little time from our Marketing team and just a few mentions in the Connector. It turned out to need more than that. And all those mentions and emails take up space we could use to talk about other events and other programs. Last I wanted to talk about some of the things I’m thinking about. I don’t think it’s as simple as saying if we just fix “X” it all gets better. Is this that much better of an event than SQL Saturdays? What if we gave a few SQL Saturdays some extra resources? When SQL Saturdays were around 250 people that wasn’t as viable. With some of those events over 500 we need to reconsider this. We need to get back to a hotel venue. That will help with cost and networking. Is this the best use of the 1,000 HQ hours that we invested in the event? Is our price-point correct? I’m leaning toward raising our price closer to Summit on a per-day basis. I think this will let us put on a higher quality event and alleviate much of the budget pressure. Should growing speakers be a focus? Having top-line pre-conference speakers helps market the event. It will also have an impact on pricing and overall profit. We should also ask if it actually does grow speakers. How many of these people will eventually register for Summit? Attend chapters? Is SQLRally a driver into PASS or is it something that chapters, etc. drive people to? Should we have one paid day and one free instead of two paid days? This is a very interesting model that is used by SQLBits in the UK. This gives you the two day aspect as well as offering options for paid and free attendees. I’m very intrigued by this. Should we focus on a topic? Buried in the minutes is a discussion of whether PASS should have a Business Analytics conference separate from Summit. This is an interesting question to consider. Would making SQLRally be focused on a particular topic make it more attractive? Would that even be a SQLRally? Can PASS effectively manage the two events? (FYI - Probably not.) Would it help differentiate it from Summit and SQL Saturday? These are all questions that I think should be asked and answered before we do this event again. And we can’t do that if we don’t take time to have the discussion. I wanted to get this published before I take off for a few days of vacation. When I get back I’d like to write more about why the international events are different and talk about where we go from here.

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  • How to stop windows resizing when the monitor display channel is turned off / switched to different source

    - by Heartspeace
    Have a new 6870 ati radeon adapter with its drivers set to 1080p 60hz resolution hooked up to a 2008 47" high end Samsung HDMI based TV. However, when the tv is turned to a different hdmi input -(when I come back into windows) somehow Windows decides to resize all the open apps to a lower resolution - including some of the side docked hidden pop-outs. When it resizes those though - it just sticked the pop-outs in the middle of the screen and all the resized windows from the open applications in the top left corner - all of them stacked on top of each other and resized to the smaller resolution. The things that seem to be ok after returning are the icons on the desktop, the taskbar, and the sidebar. Anyone have any knowledge of 1) how this happens 2) why it happens 3) how to stop it from resizing the applications and some of the docked pop-outs (they are not really resized after returning - they are just stuck in the middle of the screen approximately where they would be if the right or bottom sidebar should be if the screen was resized to that lower resolution). My hypothesis is that upon losing HDMI signal - that Windows is told by something (driver, or windows itself) that the resolution to be without a signal being present (noting that HDMI signals and handshakes are two way on HDMI devices. If it loses the signal or the tv is switched to another device - then the display adapter must figure that out and tell Windows or figures it out and designs randomly to change the display size). Any and all help is most appreciated. I asked AMD/ATI - but they said they don't know why or how this is happening. I was hoping that maybe this is THE place that the super users truly go to - those that develop display adapter drivers, or that dive deeply into these areas of windows. If there is better sites or just competing sites - please advise - noting I have already written AMD/ATI. HP Response / Additions 4/7/2011 It is really nice to get your reply Shinrai. (BTW is it proper etiquette on these forums to have a discussion?) Yet 'only one issue' - I am using a single display in this case - so Windows doesn't move application windows to another desktop. Windows (or something) decides to shrink the desktop it currently has and resize all windows to the maximum size of the desktop. As such I would be glad if Windows would just keep the current size of the one desktop that is in operation. I also know that this does NOT happen on monitors connected with DVI. There I have had one and two monitors setup and it doesn't resize those screens at all when disconnecting monitors, turning them off, whatever... they stay solid - everything in place - to such an extent that if you forgot the other monitor is off - you will have troubles finding some windows without using one of the control app utilities. So if I could even get the HDMI handling by Windows (or the display driver) ( 1] which is doing this anyway the display driver or Windows - and 2] where is that other resolution size (1024x768) coming from - its not the smallest and its not the largest?) to be having like DVI - Life would be golden (for this aspect anyway). ** found others with same problem in this thread: http://hardforum.com/showthread.php?t=1507324 Thanks, HP

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  • Hoster not fulfilling contract: how to get money back?

    - by plua
    For several years, we have as a small webdesign company rented a dedicated server at a large hosting provider. They had several support levels. When we signed up for this, we had very limited in-house knowledge about server maintenance, and were very worried about the security of our server. We therefore took one of the more expensive support packages. An important aspect in this were these claims: [PROVIDER] verifies the availability of the latest security updates and sends you a notification to see if you are interested to have them installed [PROVIDER] verifies the availability of the latest supported software updates and sends you a notification to see if you are interested to have them installed These items were clearly stated on their website as being part of the advantage of this package.; With not enough knowledge about installing and updating such software on a Linux server, we decided to go for this package. We paid a premium of $50 per month over the maintenance package that is next in line ($100 vs $50). Over the years, we have paid several thousand dollars for this service. Then came the moment that I learned more and more about server management. And I found out step by step that our server was horrendously outdated! We had an OS that was hardly updated, our anti-virus was not working because it needed certain more recent packages on the OS, and in general there were a whole bunch of security vulnerabilities and fixes that were lacking. Shocked, I wrote the provider. Turns out, they decided unilaterally that they would not send out any notifications to clients because clients would get too many e-mails. This is a quote from their explanation: [...] We have decided not to spam its clients with OS and security updates and only install them whenever asked by the client I was shocked! They had never mentioned that they would drop this service, and in fact the claims about updating their clients through e-mail was still on their website, after they apparently stopped doing this years ago! Upon finding this out, I requested they refund all that we have paid as a premium over the other package, and make it available as future credit with their own company. I thought this was a very reasonable request. However, they said they would only go back one year and provide credit for this one year. Mails went back and forth, but they were not willing to give credit for the whole period, which I felt I was entitled to. So ultimately I left the hosting company, and filed a complaint with the BBB a while ago. Now, I am not the kind of person who runs to a lawyer for any minor thing, but in this case I am really considering taking action. I have been paying for years for a service I did not receive (the premium package had a few other pluses, but we took it primarily for these two points, and I can prove that we did not use the other benefits). For our small company the hosting costs were a very large part of our budget, and I feel it is very unfair how this large provider just does not care about not fulfilling its obligations. So my question is: what action should I take? Is a lawyer the only next step, or are there other suggestions? And am I right here to claim this money, or are they right that there is some sort of statue of limitations on such claims? Any feedback is appreciated.

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  • SQL Server Log File Won't Shrink due cause "log are pending replication" on non replicated DB?

    - by user796466
    I have a non Mission Critial DB 9am-5pm SQL Server database that I have set up to do nightly full backups and log backups every 30 minutes during business hours. The database is in full recovery and normally I have no reason to truncate/shrink logs unless I do some heavy maintenance. Log backups manage the size with no issue. However I have not been at this client for several weeks and upon inspection I noticed that the log had grown to about 10 times the size of the .mdf file. I poked around backups had been running and I had not gotten any severity error alerts (SQL mail). I attempted to put DB in simple recovery and shrink the log, this was no good. I precede to try a log backup and I got: The log was not truncated because records at the beginning of the log are pending replication or Change Data Capture. Ensure the Log Reader Agent or capture job is running or use sp_repldone to mark transactions as distributed or captured. Restart SQL Server rinse repeat same thing ... I said ??? Replication is not nor ever has been set up on this DB or database /server ??? So the log backups have not been flushing the .ldf. So I did a couple hours of research and I found: http://www.sqlmonster.com/Uwe/Forum.aspx/sql-server/5445/Log-file-is-not-truncated-inspite-of-regular-log-backup http://www.eggheadcafe.com/software/aspnet/30708322/the-log-was-not-truncated-because-records-at-the-beginning-of-the-log-are-pending-replication.aspx seems to be some kind of poorly documented bug ?? The solution seems to have been to run exec sp_repldone, more precisley EXEC sp_repldone @xactid = NULL, @xact_segno = NULL, @numtrans = 0, @time= 0, @reset = 1 This procedure can be used in emergency situations to allow truncation of the transaction log when transactions pending replication are present. Using this procedure prevents Microsoft SQL Server 2000 from replicating the database until the database is unpublished and republished. ~ MSDN When I do that I get the following Msg 18757, Level 16, State 1, Procedure sp_repldone, Line 1 Unable to execute procedure. The database is not published. Execute the procedure in a database that is published for replication. Which makes sense Because the DB has never been published for replication. I have several questions: A) First and foremost is, WTF is going on ? What is causeing this, I am interested in knowing the why here ? Is this genuinley a bug or is there some aspect of the backup that is not functioning properly that cause's the DB to mimick a replicated state ? Someone please edify me on this. B) Second ... Do I really have to publish / replicate this DB to exec this SP to fix this ??? Sounds crazy or is there some T-SQL that I can put it in a published state exec the proc and be on my way ... C) Third, if I do indeed have to publish this database to exec the SP to release this unneeded mis replicated/intended log , to get my .ldf file and backup back on track. How do I publish the database without an online host that it is asking for ??? I don't generally do this kind of database administration and need some guidance. Sorry if this is too verbose but just voicing the question helps me clarify it ... Thank you in advance for your help

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  • Parallelism in .NET – Part 3, Imperative Data Parallelism: Early Termination

    - by Reed
    Although simple data parallelism allows us to easily parallelize many of our iteration statements, there are cases that it does not handle well.  In my previous discussion, I focused on data parallelism with no shared state, and where every element is being processed exactly the same. Unfortunately, there are many common cases where this does not happen.  If we are dealing with a loop that requires early termination, extra care is required when parallelizing. Often, while processing in a loop, once a certain condition is met, it is no longer necessary to continue processing.  This may be a matter of finding a specific element within the collection, or reaching some error case.  The important distinction here is that, it is often impossible to know until runtime, what set of elements needs to be processed. In my initial discussion of data parallelism, I mentioned that this technique is a candidate when you can decompose the problem based on the data involved, and you wish to apply a single operation concurrently on all of the elements of a collection.  This covers many of the potential cases, but sometimes, after processing some of the elements, we need to stop processing. As an example, lets go back to our previous Parallel.ForEach example with contacting a customer.  However, this time, we’ll change the requirements slightly.  In this case, we’ll add an extra condition – if the store is unable to email the customer, we will exit gracefully.  The thinking here, of course, is that if the store is currently unable to email, the next time this operation runs, it will handle the same situation, so we can just skip our processing entirely.  The original, serial case, with this extra condition, might look something like the following: foreach(var customer in customers) { // Run some process that takes some time... DateTime lastContact = theStore.GetLastContact(customer); TimeSpan timeSinceContact = DateTime.Now - lastContact; // If it's been more than two weeks, send an email, and update... if (timeSinceContact.Days > 14) { // Exit gracefully if we fail to email, since this // entire process can be repeated later without issue. if (theStore.EmailCustomer(customer) == false) break; customer.LastEmailContact = DateTime.Now; } } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; } Here, we’re processing our loop, but at any point, if we fail to send our email successfully, we just abandon this process, and assume that it will get handled correctly the next time our routine is run.  If we try to parallelize this using Parallel.ForEach, as we did previously, we’ll run into an error almost immediately: the break statement we’re using is only valid when enclosed within an iteration statement, such as foreach.  When we switch to Parallel.ForEach, we’re no longer within an iteration statement – we’re a delegate running in a method. This needs to be handled slightly differently when parallelized.  Instead of using the break statement, we need to utilize a new class in the Task Parallel Library: ParallelLoopState.  The ParallelLoopState class is intended to allow concurrently running loop bodies a way to interact with each other, and provides us with a way to break out of a loop.  In order to use this, we will use a different overload of Parallel.ForEach which takes an IEnumerable<T> and an Action<T, ParallelLoopState> instead of an Action<T>.  Using this, we can parallelize the above operation by doing: Parallel.ForEach(customers, (customer, parallelLoopState) => { // Run some process that takes some time... DateTime lastContact = theStore.GetLastContact(customer); TimeSpan timeSinceContact = DateTime.Now - lastContact; // If it's been more than two weeks, send an email, and update... if (timeSinceContact.Days > 14) { // Exit gracefully if we fail to email, since this // entire process can be repeated later without issue. if (theStore.EmailCustomer(customer) == false) parallelLoopState.Break(); else customer.LastEmailContact = DateTime.Now; } }); There are a couple of important points here.  First, we didn’t actually instantiate the ParallelLoopState instance.  It was provided directly to us via the Parallel class.  All we needed to do was change our lambda expression to reflect that we want to use the loop state, and the Parallel class creates an instance for our use.  We also needed to change our logic slightly when we call Break().  Since Break() doesn’t stop the program flow within our block, we needed to add an else case to only set the property in customer when we succeeded.  This same technique can be used to break out of a Parallel.For loop. That being said, there is a huge difference between using ParallelLoopState to cause early termination and to use break in a standard iteration statement.  When dealing with a loop serially, break will immediately terminate the processing within the closest enclosing loop statement.  Calling ParallelLoopState.Break(), however, has a very different behavior. The issue is that, now, we’re no longer processing one element at a time.  If we break in one of our threads, there are other threads that will likely still be executing.  This leads to an important observation about termination of parallel code: Early termination in parallel routines is not immediate.  Code will continue to run after you request a termination. This may seem problematic at first, but it is something you just need to keep in mind while designing your routine.  ParallelLoopState.Break() should be thought of as a request.  We are telling the runtime that no elements that were in the collection past the element we’re currently processing need to be processed, and leaving it up to the runtime to decide how to handle this as gracefully as possible.  Although this may seem problematic at first, it is a good thing.  If the runtime tried to immediately stop processing, many of our elements would be partially processed.  It would be like putting a return statement in a random location throughout our loop body – which could have horrific consequences to our code’s maintainability. In order to understand and effectively write parallel routines, we, as developers, need a subtle, but profound shift in our thinking.  We can no longer think in terms of sequential processes, but rather need to think in terms of requests to the system that may be handled differently than we’d first expect.  This is more natural to developers who have dealt with asynchronous models previously, but is an important distinction when moving to concurrent programming models. As an example, I’ll discuss the Break() method.  ParallelLoopState.Break() functions in a way that may be unexpected at first.  When you call Break() from a loop body, the runtime will continue to process all elements of the collection that were found prior to the element that was being processed when the Break() method was called.  This is done to keep the behavior of the Break() method as close to the behavior of the break statement as possible. We can see the behavior in this simple code: var collection = Enumerable.Range(0, 20); var pResult = Parallel.ForEach(collection, (element, state) => { if (element > 10) { Console.WriteLine("Breaking on {0}", element); state.Break(); } Console.WriteLine(element); }); If we run this, we get a result that may seem unexpected at first: 0 2 1 5 6 3 4 10 Breaking on 11 11 Breaking on 12 12 9 Breaking on 13 13 7 8 Breaking on 15 15 What is occurring here is that we loop until we find the first element where the element is greater than 10.  In this case, this was found, the first time, when one of our threads reached element 11.  It requested that the loop stop by calling Break() at this point.  However, the loop continued processing until all of the elements less than 11 were completed, then terminated.  This means that it will guarantee that elements 9, 7, and 8 are completed before it stops processing.  You can see our other threads that were running each tried to break as well, but since Break() was called on the element with a value of 11, it decides which elements (0-10) must be processed. If this behavior is not desirable, there is another option.  Instead of calling ParallelLoopState.Break(), you can call ParallelLoopState.Stop().  The Stop() method requests that the runtime terminate as soon as possible , without guaranteeing that any other elements are processed.  Stop() will not stop the processing within an element, so elements already being processed will continue to be processed.  It will prevent new elements, even ones found earlier in the collection, from being processed.  Also, when Stop() is called, the ParallelLoopState’s IsStopped property will return true.  This lets longer running processes poll for this value, and return after performing any necessary cleanup. The basic rule of thumb for choosing between Break() and Stop() is the following. Use ParallelLoopState.Stop() when possible, since it terminates more quickly.  This is particularly useful in situations where you are searching for an element or a condition in the collection.  Once you’ve found it, you do not need to do any other processing, so Stop() is more appropriate. Use ParallelLoopState.Break() if you need to more closely match the behavior of the C# break statement. Both methods behave differently than our C# break statement.  Unfortunately, when parallelizing a routine, more thought and care needs to be put into every aspect of your routine than you may otherwise expect.  This is due to my second observation: Parallelizing a routine will almost always change its behavior. This sounds crazy at first, but it’s a concept that’s so simple its easy to forget.  We’re purposely telling the system to process more than one thing at the same time, which means that the sequence in which things get processed is no longer deterministic.  It is easy to change the behavior of your routine in very subtle ways by introducing parallelism.  Often, the changes are not avoidable, even if they don’t have any adverse side effects.  This leads to my final observation for this post: Parallelization is something that should be handled with care and forethought, added by design, and not just introduced casually.

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  • Turn Photos and Home Videos into Movies with Windows Live Movie Maker

    - by DigitalGeekery
    Are you looking for an easy way to take your digital photos and videos and turn them into a movie or slideshow? Today we’ll take a detailed look at how to do use Windows Live Movie Maker. Installation Windows Live Movie Maker comes bundled as part of the Windows Live Essentials suite (link below). However, you don’t have to install any of the programs you may not want. Take notice of the You’re almost done screen. Before clicking Continue, be sure to uncheck the boxes to set your search provider and homepage. Adding Pictures and Videos Open Windows Live Movie Maker. You can add videos or photos by simply dragging and dropping them onto the storyboard area. You can also click on the storyboard area or on the Add videos and photos button on the Home tab to browse for videos and photos. Windows Live Movie Maker supports most video, image, and audio file types. Select your files and add click Open to add them to Windows Live Movie Maker. By default WLMM doesn’t allow you to add files from network locations…so check out our article on how to add network support to Windows Live MovieMaker if the files you want to add are on a network drive. Layout All of your added clips will appear in the storyboard area on the right, while the currently selected clip will appear in the preview window on the left. You can adjust the size of the two areas by clicking and dragging the dividing line in the middle.    Make the clips on the storyboard bigger or smaller by clicking on the thumbnail size icon. The slider at the lower right adjusts the zoom time scale.   Previewing your Movie At any time, you can playback your movie and preview how it will look in the Preview window by clicking the space bar, or by pushing the play button under the preview window. You can also manually move the preview bar slider across the storyboard to view the clips as the video progresses. Adjusting Clips on the Storyboard You can click and drag clips on the storyboard to change the order in which the photos and videos appear.   Adding Music Nothing brings a movie to life quite like music. Selecting Add music will add your music to the beginning of the movie. Select Add music at the current point to include it in the movie to the current location of your preview bar slider, then browse for your music clip. WLMM supports many common audio files such as WAV, MP3, M4A, WMA, AIFF, and ASF. The music clip will appear above the video / photos clips on the storyboard.   You can change the location of music clips by clicking and dragging them to a different location on the storyboard. Add Titles, Captions, and Credits To add a Title screen to your movie, click the Title button on the Home tab. Type your title directly into the text box on the preview screen. The title will be placed at the location of the preview slider on the storyboard. However, you can change the location by clicking and dragging title to other areas of the storyboard. On the Format tab, there are a handful of text settings. You can change the font, color, size, alignment,  and transparency. The Adjust group allows you to change the background color, edit the text, and set the length of time the Title will appear in the movie.   The Effects group on the Format tab allows you to select an effect for your title screen. By hovering your cursor over each option, you will get a live preview of how each effect will appear in the preview window. Click to apply any of the effects. For captions, select where you want your caption to appear with the preview slider on the storyboard, then click the captions button on the Home tab. Just like the title, you type your caption directly into the text box on the preview screen, and you can make any adjustments by using the Font and Paragraph, Adjust, and Effects groups above. Credits are done the same as titles and captions, except they are automatically placed at the end of the movie.   Transitions Go to the Animation tab on the ribbon to apply transitions. Select a clip from the storyboard and hover over one of the transition to see it in the preview window. Click on the transition to apply it to the clip. You can apply transitions separately to clips or hold down Ctrl button while clicking to select multiple clips to which to apply the same transition. Pan and zoom effects are also located on the Animations tab, but can be applied to photos only. Like transition, you can apply them individually to a clip or hold down Ctrl button while clicking to select multiple clips to which to apply the same pan and zoom effect. Once applied, you can adjust the duration of the transitions and pan and zoom effects. You can also click the dropdown for additional transitions or effects. Visual Effects Similar to Pan and Zoom and Transitions, you can apply a variety of Visual Effects to individual or multiple clips. Editing Video and Music Note: This does not actually edit the original video you imported into your Windows Live Movie Maker project, only how it appears in your WLMM project. There are some very basic editing tools located on the Home tab. The Rotate left and Rotate right button will adjust any clip that may be oriented incorrectly. The Fit to music button will automatically adjust the duration of the photos (if you have any in your project) to fit the length of the music in your movie. Audio mix allows you to change the volume level   You can also do some slightly more advanced editing from the Edit tab. Select the video clip on the storyboard and click the Trim tool to edit or remove portions of a video clip. Next, click and drag the sliders in the preview windows to select the are you wish to keep. For example, the area outside the sliders is the area trimmed from the movie. The area inside is the section that is kept in the movie. You can also adjust the Start and End points manually on the ribbon.   When you are finished, click Save trim. You can also split your video clips. Move the preview slider to the location in the video clip where you’d like to split it, and select Split. Your video will be split into separate sections. Now you can apply different effects or move them to different locations on the storyboard. Editing Music Clips Select the music clip on the storyboard and then the Options tab on the ribbon. You can adjust the music volume by moving the slider right and left.   You can also choose to have your music clip fade in or out at the beginning and end of your movie. From the Fade in and Fade out dropdowns, select None, Slow, Medium, or Fast. To adjust the sound of your audio clips, click on the Edit tab, select the Video volume button, and adjust the slider. Move it all the way to the left to mute any background noise in your video clips.   AutoMovie As you have seen, Windows Live Movie Maker allows you to add effects, transitions, titles, and more. If you don’t want to do any of that stuff yourself, AutoMovie will automatically add title, credits, cross fade transitions between items, pan and zoom effects to photos, and fit your project to the music. Just select the AutoMovie button on the Home tab. You can go from zero to movie in literally a couple minutes.   Uploading to YouTube You can share your video on YouTube directly from Windows Live Movie Maker. Click on the YouTube icon in the Sharing group on the Home tab. You’ll be prompted for your YouTube username and password. Fill in the details about your movie and click Publish. The movie will be converted to WMV before being uploaded to YouTube. As soon as the YouTube conversion is complete, you’re new movie is live and ready to be viewed. Saving your Movie as a Video File Select the icon at the top left, then select Save movie. As you hover your mouse over each of the options, you will see the output display size, aspect ratio, and estimated file size per minute of video. All of these settings will output your movie as a WMV file. (Unfortunately, the only option is to save a movie as a WMV file.) The only difference is how they are encoded based on preset common settings. The Burn to DVD option also outputs a WMV file, but then opens Windows DVD Maker and walks you through the process of creating and burning a DVD.   If you choose the Burn to DVD option, close this window when the WMV file conversion is complete and the Windows DVD Maker will prompt you to begin. When your movie is finished, it’s time to relax and enjoy.   Conclusion Windows Live Movie Maker makes it easy for the average person to quickly churn out nice looking movies and slideshows from there own pictures and videos. However, long time users of previous editions (formerly called Windows Movie Maker) will likely be disappointed by some features missing in Windows Live Movie Maker that existed in earlier editions. Looking for details on burning your new project to DVD, check out our article on how to create and author DVDs with Windows DVD Maker. Download Windows Live Movie Maker Similar Articles Productive Geek Tips Family Fun: Share Photos with Photo Gallery and Windows Live SpacesCreate and Author DVDs in Windows 7Rotate a Video 90 degrees with VLC or Windows Live Movie MakerInstall Windows Live Essentials In Windows 7How to Make/Edit a movie with Windows Movie Maker in Windows Vista TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips CloudBerry Online Backup 1.5 for Windows Home Server Snagit 10 VMware Workstation 7 Acronis Online Backup Windows Firewall with Advanced Security – How To Guides Sculptris 1.0, 3D Drawing app AceStock, a Tiny Desktop Quote Monitor Gmail Button Addon (Firefox) Hyperwords addon (Firefox) Backup Outlook 2010

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  • Paying great programmers more than average programmers

    - by Kelly French
    It's fairly well recognized that some programmers are up to 10 times more productive than others. Joel mentions this topic on his blog. There is a whole blog devoted to the idea of the "10x productive programmer". In years since the original study, the general finding that "There are order-of-magnitude differences among programmers" has been confirmed by many other studies of professional programmers (Curtis 1981, Mills 1983, DeMarco and Lister 1985, Curtis et al. 1986, Card 1987, Boehm and Papaccio 1988, Valett and McGarry 1989, Boehm et al 2000). Fred Brooks mentions the wide range in the quality of designers in his "No Silver Bullet" article, The differences are not minor--they are rather like the differences between Salieri and Mozart. Study after study shows that the very best designers produce structures that are faster, smaller, simpler, cleaner, and produced with less effort. The differences between the great and the average approach an order of magnitude. The study that Brooks cites is: H. Sackman, W.J. Erikson, and E.E. Grant, "Exploratory Experimental Studies Comparing Online and Offline Programming Performance," Communications of the ACM, Vol. 11, No. 1 (January 1968), pp. 3-11. The way programmers are paid by employers these days makes it almost impossible to pay the great programmers a large multiple of what the entry-level salary is. When the starting salary for a just-graduated entry-level programmer, we'll call him Asok (From Dilbert), is $40K, even if the top programmer, we'll call him Linus, makes $120K that is only a multiple of 3. I'd be willing to be that Linus does much more than 3 times what Asok does, so why wouldn't we expect him to get paid more as well? Here is a quote from Stroustrup: "The companies are complaining because they are hurting. They can't produce quality products as cheaply, as reliably, and as quickly as they would like. They correctly see a shortage of good developers as a part of the problem. What they generally don't see is that inserting a good developer into a culture designed to constrain semi-skilled programmers from doing harm is pointless because the rules/culture will constrain the new developer from doing anything significantly new and better." This leads to two questions. I'm excluding self-employed programmers and contractors. If you disagree that's fine but please include your rationale. It might be that the self-employed or contract programmers are where you find the top-10 earners, but please provide a explanation/story/rationale along with any anecdotes. [EDIT] I thought up some other areas in which talent/ability affects pay. Financial traders (commodities, stock, derivatives, etc.) designers (fashion, interior decorators, architects, etc.) professionals (doctor, lawyer, accountant, etc.) sales Questions: Why aren't the top 1% of programmers paid like A-list movie stars? What would the industry be like if we did pay the "Smart and gets things done" programmers 6, 8, or 10 times what an intern makes? [Footnote: I posted this question after submitting it to the Stackoverflow podcast. It was included in episode 77 and I've written more about it as a Codewright's Tale post 'Of Rockstars and Bricklayers'] Epilogue: It's probably unfair to exclude contractors and the self-employed. One aspect of the highest earners in other fields is that they are free-agents. The competition for their skills is what drives up their earning power. This means they can not be interchangeable or otherwise treated as a plug-and-play resource. I liked the example in one answer of a major league baseball team trying to field two first-basemen. Also, something that Joel mentioned in the Stackoverflow podcast (#77). There are natural dynamics to shrink any extreme performance/pay ranges between the highs and lows. One is the peer pressure of organizations to pay within a given range, another is the likelyhood that the high performer will realize their undercompensation and seek greener pastures.

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  • I created a custom (WPF) DataGridBoundColumn and get unexpected behaviour, what am I missing?

    - by aspic
    Hi, I am using a DataGrid (from Microsoft.Windows.Controls.DataGrid) to display items on and on this DataGrid I use a custom Column which extends DataGridBoundColumn. I have bound an ObservableCollection to the ItemSource of the DataGrid. Conversation is one of my own custom datatypes which a (among other things) has a boolean called active. I bound this boolean to the DataGrid as follows: DataGridActiveImageColumn test = new DataGridActiveImageColumn(); test.Header = "Active"; Binding binding1 = new Binding("Active"); test.Binding = binding1; ConversationsDataGrid.Columns.Add(test); My custom DataGridBoundColumn DataGridActiveImageColumn overrides the GenerateElement method to let it return an Image depending on whether the conversation it is called for is active or not. The code for this is: namespace Microsoft.Windows.Controls { class DataGridActiveImageColumn : DataGridBoundColumn { protected override FrameworkElement GenerateElement(DataGridCell cell, object dataItem) { // Create Image Element Image myImage = new Image(); myImage.Width = 10; bool active=false; if (dataItem is Conversation) { Conversation c = (Conversation)dataItem; active = c.Active; } BitmapImage myBitmapImage = new BitmapImage(); // BitmapImage.UriSource must be in a BeginInit/EndInit block myBitmapImage.BeginInit(); if (active) { myBitmapImage.UriSource = new Uri(@"images\active.png", UriKind.Relative); } else { myBitmapImage.UriSource = new Uri(@"images\inactive.png", UriKind.Relative); } // To save significant application memory, set the DecodePixelWidth or // DecodePixelHeight of the BitmapImage value of the image source to the desired // height or width of the rendered image. If you don't do this, the application will // cache the image as though it were rendered as its normal size rather then just // the size that is displayed. // Note: In order to preserve aspect ratio, set DecodePixelWidth // or DecodePixelHeight but not both. myBitmapImage.DecodePixelWidth = 10; myBitmapImage.EndInit(); myImage.Source = myBitmapImage; return myImage; } protected override FrameworkElement GenerateEditingElement(DataGridCell cell, object dataItem) { throw new NotImplementedException(); } } } All this works as expected, and when during the running of the program the active boolean of conversations changes, this is automatically updated in the DataGrid. However: When there are more entries on the DataGrid then fit at any one time (and vertical scrollbars are added) the behavior with respect to the column for all the conversations is strange. The conversations that are initially loaded are correct, but when I use the scrollbar of the DataGrid conversations that enter the view seems to have a random status (although more inactive than active ones, which corresponds to the actual ratio). When I scroll back up, the active images of the Conversations initially shown (before scrolling) are not correct anymore as well. When I replace my custom DataGridBoundColumn class with (for instance) DataGridCheckBoxColumn it works as intended so my extension of the DataGridBoundColumn class must be incomplete. Personally I think it has something to do with the following: From the MSDN page on the GenerateElement method (http://msdn.microsoft.com/en-us/library/system.windows.controls.datagridcolumn.generateelement%28VS.95%29.aspx): Return Value Type: System.Windows. FrameworkElement A new, read-only element that is bound to the column's Binding property value. I do return a new element (the image) but it is not bound to anything. I am not quite sure what I should do. Should I bind the Image to something? To what exactly? And why? (I have been experimenting, but was unsuccessful thus far, hence this post) Thanks in advance.

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  • CodePlex Daily Summary for Wednesday, January 12, 2011

    CodePlex Daily Summary for Wednesday, January 12, 2011Popular ReleasesGoogle URL Shortener API for .NET: Google URL Shortener API v1: According follow specification: http://code.google.com/apis/urlshortener/v1/reference.htmljGestures: a jQuery plugin for gesture events: 0.81: added event substitution for IE updated index.htmlStyleCop for ReSharper: StyleCop for ReSharper 5.1.14986.000: A considerable amount of work has gone into this release: Features: Huge focus on performance around the violation scanning subsystem: - caching added to reduce IO operations around reading and merging of settings files - caching added to reduce creation of expensive objects Users should notice condsiderable perf boost and a decrease in memory usage. Bug Fixes: - StyleCop's new ObjectBasedEnvironment object does not resolve the StyleCop installation path, thus it does not return the ...SQL Monitor - tracking sql server activities: SQL Monitor 3.1 beta 1: 1. support alert message template 2. dynamic toolbar commands depending on functionality 3. fixed some bugs 4. refactored part of the code, now more stable and more clean upFacebook C# SDK: 4.2.1: - Authentication bug fixes - Updated Json.Net to version 4.0.0 - BREAKING CHANGE: Removed cookieSupport config setting, now automatic. This download is also availible on NuGet: Facebook FacebookWeb FacebookWebMvcUmbraco CMS: Umbraco 4.6: The Umbraco 4.6 (codename JUNO) release contains many new features focusing on an improved installation experience, a number of robust developer features, and contains nearly 200 bug fixes since the 4.5.2 release. Improved installer experience Updated Starter Kits (Simple, Blog, Personal, Business) Beautiful, free, customizable skins included Skinning engine and Skin customization (see Skinning Documentation Kit) Default dashboards on install with hide option Updated Login timeout ...ArcGIS Editor for OpenStreetMap: ArcGIS Editor for OpenStreetMap 1.1 beta2: This is the beta2 release for the ArcGIS Editor for OpenStreetMap version 1.1. Changes from version 1.0: Multi-part geometries are now supported. Homogeneous relations (consisting of only lines or only polygons) are converted into the appropriate multi-part geometry. Mixed relations and super relations are maintained and tracked in a stand-alone relation table. The underlying editing logic has changed. As opposed to tracking the editing changes upon "Save edit" or "Stop edit" the changes a...Hawkeye - The .Net Runtime Object Editor: Hawkeye 1.2.5: In the case you are running an x86 Windows and you installed Release 1.2.4, you should consider upgrading to this release (1.2.5) as it appears Hawkeye is broken on x86 OS. I apologize for the inconvenience, but it appears Hawkeye 1.2.4 (and probably previous versions) doesn't run on x86 Windows (See issue http://hawkeye.codeplex.com/workitem/7791). This maintenance release fixes this broken behavior. This release comes in two flavors: Hawkeye.125.N2 is the standard .NET 2 build, was compile...Phalanger - The PHP Language Compiler for the .NET Framework: 2.0 (January 2011): Another release build for daily use; it contains many new features, enhanced compatibility with latest PHP opensource applications and several issue fixes. To improve the performance of your application using MySQL, please use Managed MySQL Extension for Phalanger. Changes made within this release include following: New features available only in Phalanger. Full support of Multi-Script-Assemblies was implemented; you can build your application into several DLLs now. Deploy them separately t...EnhSim: EnhSim 2.3.0: 2.3.0This release supports WoW patch 4.03a at level 85 To use this release, you must have the Microsoft Visual C++ 2010 Redistributable Package installed. This can be downloaded from http://www.microsoft.com/downloads/en/details.aspx?FamilyID=A7B7A05E-6DE6-4D3A-A423-37BF0912DB84 To use the GUI you must have the .NET 4.0 Framework installed. This can be downloaded from http://www.microsoft.com/downloads/en/details.aspx?FamilyID=9cfb2d51-5ff4-4491-b0e5-b386f32c0992 - Changed how flame shoc...AutoLoL: AutoLoL v1.5.3: A message will be displayed when there's an update available Shows a list of recent mastery files in the Editor Tab (requested by quite a few people) Updater: Update information is now scrollable Added a buton to launch AutoLoL after updating is finished Updated the UI to match that of AutoLoL Fix: Detects and resolves 'Read Only' state on Version.xmlTweetSharp: TweetSharp v2.0.0.0 - Preview 7: Documentation for this release may be found at http://tweetsharp.codeplex.com/wikipage?title=UserGuide&referringTitle=Documentation. Note: This code is currently preview quality. Preview 7 ChangesFixes the regression issue in OAuth from Preview 6 Preview 6 ChangesMaintenance release with user reported fixes Preview 5 ChangesMaintenance release with user reported fixes Third Party Library VersionsHammock v1.0.6: http://hammock.codeplex.com Json.NET 3.5 Release 8: http://json.codeplex.comExtended WPF Toolkit: Extended WPF Toolkit - 1.3.0: What's in the 1.3.0 Release?BusyIndicator ButtonSpinner ChildWindow ColorPicker - Updated (Breaking Changes) DateTimeUpDown - New Control Magnifier - New Control MaskedTextBox - New Control MessageBox NumericUpDown RichTextBox RichTextBoxFormatBar - Updated .NET 3.5 binaries and SourcePlease note: The Extended WPF Toolkit 3.5 is dependent on .NET Framework 3.5 and the WPFToolkit. You must install .NET Framework 3.5 and the WPFToolkit in order to use any features in the To...sNPCedit: sNPCedit v0.9d: added elementclient coordinate catcher to catch coordinates select a target (ingame) i.e. your char, npc or monster than click the button and coordinates+direction will be transfered to the selected row in the table corrected labels from Rot to Direction (because it is a vector)Ionics Isapi Rewrite Filter: 2.1 latest stable: V2.1 is stable, and is in maintenance mode. This is v2.1.1.25. It is a bug-fix release. There are no new features. 28629 29172 28722 27626 28074 29164 27659 27900 many documentation updates and fixes proper x64 build environment. This release includes x64 binaries in zip form, but no x64 MSI file. You'll have to manually install x64 servers, following the instructions in the documentation.VivoSocial: VivoSocial 7.4.1: New release with bug fixes and updates for performance.UltimateJB: Ultimate JB 2.03 PL3 KAKAROTO + HERMES + Spoof 3.5: Voici une version attendu avec impatience pour beaucoup : - La version PL3 KAKAROTO intégre ses dernières modification et intégre maintenant le firmware 2.43 !!! Conclusion : - UltimateJB203PSXXXDEFAULTKAKAROTO=> Pas de spoof mais disponible pour les PS3 suivantes : 3.41_kiosk 3.41 3.40 3.30 3.21 3.15 3.10 3.01 2.76 2.70 2.60 2.53 2.43 - UltimateJB203PS341_HERMES => Pas de spoof mais version hermes 4b - UltimateJB203PS341HERMESSPOOF35X => hermes 4b + spoof des firmwares 3.50 et 3.55 au li....NET Extensions - Extension Methods Library for C# and VB.NET: Release 2011.03: Added lot's of new extensions and new projects for MVC and Entity Framework. object.FindTypeByRecursion Int32.InRange String.RemoveAllSpecialCharacters String.IsEmptyOrWhiteSpace String.IsNotEmptyOrWhiteSpace String.IfEmptyOrWhiteSpace String.ToUpperFirstLetter String.GetBytes String.ToTitleCase String.ToPlural DateTime.GetDaysInYear DateTime.GetPeriodOfDay IEnumberable.RemoveAll IEnumberable.Distinct ICollection.RemoveAll IList.Join IList.Match IList.Cast Array.IsNullOrEmpty Array.W...EFMVC - ASP.NET MVC 3 and EF Code First: EFMVC 0.5- ASP.NET MVC 3 and EF Code First: Demo web app ASP.NET MVC 3, Razor and EF Code FirstVidCoder: 0.8.0: Added x64 version. Made the audio output preview more detailed and accurate. If the chosen encoder or mixdown is incompatible with the source, the fallback that will be used is displayed. Added "Auto" to the audio mixdown choices. Reworked non-anamorphic size calculation to work better with non-standard pixel aspect ratios and cropping. Reworked Custom anamorphic to be more intuitive and allow display width to be set automatically (Thanks, Statick). Allowing higher bitrates for 6-ch...New ProjectsASP.NET MVC Scaffolding: Scaffolding package for ASP.NETAstor: OData Explorer: OData ExplorerBasic Users Community: A simple user community with threads and posts.Bukkit Server Manager: BSM makes server managing easy we have multiple type and database support including: MySql, SQLite types: VPS, Dedicated, Home PCCh4CP: Chamber 4 control programDotNetNuke Telerik Library: A set of Telerik wrappers for DotNetNuke module developers to utilize which aren't yet included as of 5.6.1. Eventually this will be offloaded to the core. Enjoy Life: our fypFolderSizeChecker: It suppose to check the size of big folders in specific partition and help user to find the most disk usage location. (It's simple project so please don't expect big and complex algorithms)HomeTeamOnline: This is project of HomeTeamOnlineICSWorld: This is project of ICSWorldIMAP Client for .NET 4.0 using LumiSoft: Develop an IMAP client using this sample project based on the LumiSoft .NET open source project. This project compiles in .NET 4.0 and demonstrates how to pull email using IMAP. The purpose of the project is for email auto processing.MUIExt (Multilingual User Interface Extender): MUIExt makes it easier for SharePoint 2010 users to create multilingual sites. You'll no longer have to live with the MUI limitations or have to manage variations. It's developed in csharp.Phoenix Service Bus: The goal of this pServiceBus is to provide an API and Service Components that would make implementing an ESB Infrastructure in your environment. It's developed in C#, and also have API written for Javascript Clients PhotoSnapper: Home project just to rename photos or .mov files in a folder starting from from a user defined number.redditfier: A windows application to notify redditors with new posts.SharePoint Field Updater: Automatically update sub fields according to a lookup field. For example: Updating field "Contact" will automatically put "Contact Email" and "Address" in the appropriate text fields.TXLCMS: emptyUmbraco Spark engine: Spark macro engine for UmbracoUrdu Translation: Urdu Translation Project WFTestDesign: BizUnit WF is based on BizUnit solution that allows user to define a test using WorkFlow UI, custom activities designed in this extension and general Workflow activities.It's enable also to use breakpoint in test. It's developed in C#.WPF Date Range Slider: A WPF Date Range Slider user control written with C# to allow your users to choose a range of dates using a double thumbed slider control.WPMind Framework for WP7: This project is used to provide some Windows Phone 7 controls for Windows Phone 7 Silverlight developer. Please join us if you are interested in this project.

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  • Messing with the Team

    - by Robert May
    Good Product Owners will help the team be the best that they can be.  Bad product owners will mess with the team and won’t care about the team.  If you’re a product owner, seek to do good and avoid bad behavior at all costs.  Remember, this is for YOUR benefit and you have much power given to you.  Use that power wisely. Scope Creep The product owner has several tools at his disposal to inject scope into an iteration.  First, the product owner can use defects to inject scope.  To do this, they’ll tell the team what functionality that they want to see in a feature.  Then, after the feature is developed, the Product Owner will decide that they don’t really like how the functionality behaves.  To change it, rather than creating a new story, they’ll add a defect.  The functionality is correct, as designed, but the Product Owner doesn’t like it.  By creating the defect, the Product Owner destroys the trust that the team has of the product owner.  They may not be able to count the story, because the Product Owner changed the story in the iteration, and the team then ends up looking like they have low velocity for something over which they have no control.  This is bad.  One way to deal with this is to add “Product Owner Time” to the iteration.  This will slow the velocity, but then the ScrumMaster can tell stake holders that this time is strictly in place to deal with bad behavior of the Product Owner. Another mechanism often used to inject Scope is the concept of directed development.  Outside of planning, stand-ups, or any other meeting, the Product Owner will take a developer aside and ask them to complete a task for them.  This is bad!  The team should be allocating all of their time to development.  If the Product Owner asks for a favor, then time that would normally be used for development will be used for a pet project of the Product Owner and the team will not get credit for this work.  Selfish product owners do this, and I typically see people who were “managers” do this behavior.  Authoritarian command and control development environments also see this happen.  The best thing that can happen is for the team member to report the issue to the ScrumMaster and the ScrumMaster to get very aggressive with management and the Product Owner to try and stop the behavior.  This may result in the ScrumMaster being fired, but if the behavior continues, Scrum is doomed.  This problem is especially bad in cases where the team member’s direct supervisor is the Product Owner.  I don’t recommend that the Product Owner or ScrumMaster have a direct report relationship with team members, since team members need the ability to say no.  To work around this issue, team members need to say no.  If that fails, team members need to add extra time to the iteration to deal with the scope creep injection and accept the lower velocity. As discussed above, another mechanism for injecting scope is by changing acceptance tests after the work is complete.  This is similar to adding defects to change scope and is bad.  To get around, add time for Product Owner uncertainty to the iteration and make sure that stakeholders are aware of the need to add this time because of the Product Owner. Refusing to Prioritize Refusing to prioritize causes chaos for the team.  From the team’s perspective, things that are not important will be worked on while things that the team knows are vital will be ignored.  A poor Product Owner will often pick the stories for the iteration on a whim.  This leads to the team working on many different aspects of the product and results in a lower velocity, since each iteration the team must switch context to the new area of development. The team will also experience confusion about priorities.  In one iteration, Feature X was the highest priority and had to be done.  Then, the following iteration, even though parts of Feature X still need to be completed, no stories to address them will be in the iteration.  However, three iterations later, Feature X will again become high priority. This will cause the team to not trust the Product Owner, and eventually, they’ll stop caring about the features they implement.  They won’t know what is important, so to insulate themselves from the ever changing chaos, they’ll become apathetic to all features.  Team members are some of the most creative people in a company.  By losing their engagement, the company is going to have a substandard product because the passion for the product won’t be in the team. Other signs that the Product Owner refuses to prioritize is that no one outside of the product owner will be consulted on priorities.  Additionally, the product, release, and iteration backlogs will be weak or non-existent. Dealing with this issue is not easy.  This really isn’t something the team can fix, short of taking over the role of Product Owner themselves.  An appeal to the stake holders might work, but only if the Product Owner isn’t a “manager” themselves.  The ScrumMaster needs to protect the team and do what they can to either get the Product Owner to prioritize or have the Product Owner replaced. Managing the Team A Product Owner that is also the “boss” of team members is a Scrum team that is waiting to fail.  If your boss tells you to do something, failing to do that something can cause you to be fired.  The team needs the ability to tell the Product Owner NO.  If the product owner introduces scope creep, the team has a responsibility to tell the Product Owner no.  If the Product Owner tries to get the team to commit to more than they can accomplish in an iteration, the team needs the ability to tell the Product Owner no. If the Product Owner is your boss and determines your pay increases, you’re probably not going to ever tell them no, and Scrum will likely fail.  The team can’t do much in this situation. Another aspect of “managing the team” that often happens is the Product Owner tries to tell the team how to develop the stories that are in the iteration.  This is one reason why I recommend that Product Owners are NOT technical people.  That way, the team can come up with the tasks that are needed to accomplish the stories and the Product Owner won’t know better.  If the Product Owner is technical, the ScrumMaster will need to take great care to protect the team from the ScrumMaster changing how the team thinks they need to implement the stories. Product Owners can also try to manage the team by their body language.  If the team says a task is going to take 6 hours to complete, and the Product Owner disagrees, they will use some kind of sour body language to indicate this disagreement.  In weak teams, this may cause the team to revise their estimate down, which will result in them taking longer than estimated and may result in them missing the iteration.  The ScrumMaster will need to make sure that the Product Owner doesn’t send such messages and that the team ignores them and estimates what they REALLY think it will take to complete the tasks.  Forcing the team to deal with such items in the retrospective can be helpful. Absenteeism The team is completely dependent upon the Product Owner to develop features for the customer.  The Product Owner IS the voice of the customer and without them, the team will lack direction.  Being the Product Owner is a full time job!  If the Product Owner cannot dedicate daily time with the team, a different product owner should be found. The Product Owner needs to attend every stand-up, planning meeting, showcase, and retrospective that the team has.  The team also must be able to have instant communication with the product owner.  They must not be required to schedule meetings to speak with their product owner.  The team must be the highest priority task that the Product Owner has. The best way to work around an absent Product Owner is to appoint a new Product Owner in the team.  This person will be responsible for making the decisions that the Product Owner should be making and to act as the liaison to the absent Product Owner.  If the delegate Product Owner doesn’t have authority to make decisions for the team, Scrum will fail.  If the Product Owner is absent, the ScrumMaster should seek to have that Product Owner replaced by someone who has the time and ability to be a real Product Owner. Making it Personal Too often Product Owners will become convinced that their ideas are the ones that matter and that anyone who disagrees is making a personal attack on them.  Remember that Product Owners will inherently be at odds with many people, simply because they have the need to prioritize.  Others will frequently question prioritization because they only see part of the picture that Product Owners face. Product Owners must have a thick skin and think egos.  If they don’t, they tend to make things personal, which causes them to become emotional and causes them to take actions that can destroy the trust that team members have in the Product Owner. If a Product Owner is making things person, the best thing that team members can do is reassure them that its not personal, but be firm about doing what is best for the Company and for the users.  The ScrumMaster should also spend significant time coaching the Product Owner on how to not react emotionally and how to accept criticism without becoming defensive. Conclusion I’m sure there are other ways that a Product Owner can mess with the team, but these are the most common that I’ve seen.  I would encourage all Product Owners to seek to be a good Product Owner.  If you find yourself behaving in any of the bad product owner ways, change your behavior today!  Your team will thank you. Remember, being Product Owner is very difficult!  Product Owner is one of the most difficult roles in Scrum.  However, it can also be one of the most rewarding roles in Scrum, since Product Owners literally see their ideas brought to life on the computer screen.  Product Owners need to be very patient, even in the face of criticism and need to be willing to make tough decisions on priority, but then not become offended when others disagree with those decisions.  Companies should spend the time needed to find the right product owners for their teams.  Doing so will only help the company to write better software. Technorati Tags: Scrum,Product Owner

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  • Entity Framework v1 &hellip; Brief Synopsis and Tips &ndash; Part 2

    - by Rohit Gupta
    Using Entity Framework with ASMX Web sErvices and WCF Web Service: If you use ASMX WebService to expose Entity objects from Entity Framework... then the ASMX Webservice does not  include object graphs, one work around is to use Facade pattern or to use WCF Service. The other important aspect of using ASMX Web Services along with Entity Framework is that the ASMX Client is not aware of the existence of EF v1 since the client solely deals with C# objects (not EntityObjects or ObjectContext). Since the client is not aware of the ObjectContext hence the client cannot participate in change tracking since the client only receives the Current Values and not the Orginal values when the service sends the the Entity objects to the client. Thus there are 2 drawbacks to using EntityFramework with ASMX Web Service: 1. Object state is not maintained... so to overcome this limitation we need insert/update single entity at a time and retrieve the original values for the entity being updated on the server/service end before calling Save Changes. 2. ASMX does not maintain object graphs... i.e. Customer.Reservations or Customer.Reservations.Trip relationships are not maintained. Thus you need to send these relationships separately from service to client. WCF Web Service overcomes the object graph limitation of ASMX Web Service, but we need to insure that we are populating all the non-null scalar properties of all the objects in the object graph before calling Update. WCF Web service still cannot overcome the second limitation of tracking changes to entities at the client end. Also note that the "Customer" class in the Client is very different from the "Customer" class in the Entity Framework Model Entities. They are incompatible with each other hence we cannot cast one to the other. However the .NET Framework translates the client "Customer" Entity to the EFv1 Model "customer" Entity once the entity is serialzed back on the ASMX server end. If you need change tracking enabled on the client then we need to use WCF Data Services which is available with VS 2010. ====================================================================================================== In WCF when adding an object that has relationships, the framework assumes that every object in the object graph needs to be added to store. for e.g. in a Customer.Reservations.Trip object graph, when a Customer Entity is added to the store, the EFv1 assumes that it needs to a add a Reservations collection and also Trips for each Reservation. Thus if we need to use existing Trips for reservations then we need to insure that we null out the Trip object reference from Reservations and set the TripReference to the EntityKey of the desired Trip instead. ====================================================================================================== Understanding Relationships and Associations in EFv1 The Golden Rule of EF is that it does not load entities/relationships unless you ask it to explicitly do so. However there is 1 exception to this rule. This exception happens when you attach/detach entities from the ObjectContext. If you detach an Entity in a ObjectGraph from the ObjectContext, then the ObjectContext removes the ObjectStateEntry for this Entity and all the relationship Objects associated with this Entity. For e.g. in a Customer.Order.OrderDetails if the Customer Entity is detached from the ObjectContext then you cannot traverse to the Order and OrderDetails Entities (that still exist in the ObjectContext) from the Customer Entity(which does not exist in the Object Context) Conversely, if you JOIN a entity that is not in the ObjectContext with a Entity that is in the ObjContext then the First Entity will automatically be added to the ObjContext since relationships for the 2 Entities need to exist in the ObjContext. ========================================================= You cannot attach an EntityCollection to an entity through its navigation property for e.g. you cannot code myContact.Addresses = myAddressEntityCollection ========================================================== Cascade Deletes in EDM: The Designer does not support specifying cascase deletes for a Entity. To enable cascasde deletes on a Entity in EDM use the Association definition in CSDL for the Entity. for e.g. SalesOrderDetail (SOD) has a Foreign Key relationship with SalesOrderHeader (SalesOrderHeader 1 : SalesOrderDetail *) if you specify a cascade Delete on SalesOrderHeader Entity then calling deleteObject on SalesOrderHeader (SOH) Entity will send delete commands for SOH record and all the SOD records that reference the SOH record. ========================================================== As a good design practise, if you use Cascade Deletes insure that Cascade delete facet is used both in the EDM as well as in the database. Even though it is not absolutely mandatory to have Cascade deletes on both Database and EDM (since you can see that just the Cascade delete spec on the SOH Entity in EDM will insure that SOH record and all related SOD records will be deleted from the database ... even though you dont have cascade delete configured in the database in the SOD table) ============================================================== Maintaining relationships in Code When Setting a Navigation property of a Entity (for e.g. setting the Contact Navigation property of Address Entity) the following rules apply : If both objects are detached, no relationship object will be created. You are simply setting a property the CLR way. If both objects are attached, a relationship object will be created. If only one of the objects is attached, the other will become attached and a relationship object will be created. If that detached object is new, when it is attached to the context its EntityState will be Added. One important rule to remember regarding synchronizing the EntityReference.Value and EntityReference.EntityKey properties is that when attaching an Entity which has a EntityReference (e.g. Address Entity with ContactReference) the Value property will take precedence and if the Value and EntityKey are out of sync, the EntityKey will be updated to match the Value. ====================================================== If you call .Load() method on a detached Entity then the .Load() operation will throw an exception. There is one exception to this rule. If you load entities using MergeOption.NoTracking, you will be able to call .Load() on such entities since these Entities are accessible by the ObjectContext. So the bottomline is that we need Objectontext to be able to call .Load() method to do deffered loading on EntityReference or EntityCollection. Another rule to remember is that you cannot call .Load() on entities that have a EntityState.Added State since the ObjectContext uses the EntityKey of the Primary (Parent) Entity when loading the related (Child) Entity (and not the EntityKey of the child (even if the EntityKey of the child is present before calling .Load()) ====================================================== You can use ObjContext.Add() to add a entity to the ObjContext and set the EntityState of the new Entity to EntityState.Added. here no relationships are added/updated. You can also use EntityCollection.Add() method to add an entity to another entity's related EntityCollection for e.g. contact has a Addresses EntityCollection so to add a new address use contact.Addresses.Add(newAddress) to add a new address to the Addresses EntityCollection. Note that if the entity does not already exist in the ObjectContext then calling contact.Addresses.Add(myAddress) will cause a new Address Entity to be added to the ObjContext with EntityState.Added and it will also add a RelationshipEntry (a relationship object) with EntityState.Added which connects the Contact (contact) with the new address newAddress. Note that if the entity already exists in the Objectcontext (being part theOtherContact.Addresses Collection), then calling contact.Addresses.Add(existingAddress) will add 2 RelationshipEntry objects to the ObjectStateEntry Collection, one with EntityState.Deleted and the other with EntityState.Added. This implies that the existingAddress Entity is removed from the theOtherContact.Addresses Collection and Added to the contact.Addresses Collection..effectively reassigning the address entity from the theOtherContact to "contact". This is called moving an existing entity to a new object graph. ====================================================== You usually use ObjectContext.Attach() and EntityCollection.Attach() methods usually when you need to reconstruct the ObjectGraph after deserializing the objects as received from a ASMX Web Service Client. Attach is usually used to connect existing Entities in the ObjectContext. When EntityCollection.Attach() is called the EntityState of the RelationshipEntry (the relationship object) remains as EntityState.unchanged whereas when EntityCollection.Add() method is called the EntityState of the relationship object changes to EntityState.Added or EntityState.Deleted as the situation demands. ========================================================= LINQ To Entities Tips: Select Many does Inner Join by default.   for e.g. from c in Contact from a in c.Address select c ... this will do a Inner Join between the Contacts and Addresses Table and return only those Contacts that have a Address. ======================================================== Group Joins Do LEFT Join by default. e.g. from a in Address join c in Contact ON a.Contact.ContactID == c.ContactID Into g WHERE a.CountryRegion == "US" select g; This query will do a left join on the Contact table and return contacts that have a address in "US" region The following query : from c in Contact join a in Address.Where(a1 => a1.CountryRegion == "US") on c.ContactID  equals a.Contact.ContactID into addresses select new {c, addresses} will do a left join on the Address table and return All Contacts. In these Contacts only those will have its Address EntityCollection Populated which have a Address in the "US" region, the other contacts will have 0 Addresses in the Address collection (even if addresses for those contacts exist in the database but are in a different region) ======================================================== Linq to Entities does not support DefaultIfEmpty().... instead use .Include("Address") Query Builder method to do a Left JOIN or use Group Joins if you need more control like Filtering on the Address EntityCollection of Contact Entity =================================================================== Use CreateSourceQuery() on the EntityReference or EntityCollection if you need to add filters during deferred loading of Entities (Deferred loading in EFv1 happens when you call Load() method on the EntityReference or EntityCollection. for e.g. var cust=context.Contacts.OfType<Customer>().First(); var sq = cust.Reservations.CreateSourceQuery().Where(r => r.ReservationDate > new DateTime(2008,1,1)); cust.Reservations.Attach(sq); This populates only those reservations that are older than Jan 1 2008. This is the only way (in EFv1) to Attach a Range of Entities to a EntityCollection using the Attach() method ================================================================== If you need to get the Foreign Key value for a entity e.g. to get the ContactID value from a Address Entity use this :                                address.ContactReference.EntityKey.EntityKeyValues.Where(k=> k.Key == "ContactID")

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  • Project Navigation and File Nesting in ASP.NET MVC Projects

    - by Rick Strahl
    More and more I’m finding myself getting lost in the files in some of my larger Web projects. There’s so much freaking content to deal with – HTML Views, several derived CSS pages, page level CSS, script libraries, application wide scripts and page specific script files etc. etc. Thankfully I use Resharper and the Ctrl-T Go to Anything which autocompletes you to any file, type, member rapidly. Awesome except when I forget – or when I’m not quite sure of the name of what I’m looking for. Project navigation is still important. Sometimes while working on a project I seem to have 30 or more files open and trying to locate another new file to open in the solution often ends up being a mental exercise – “where did I put that thing?” It’s those little hesitations that tend to get in the way of workflow frequently. To make things worse most NuGet packages for client side frameworks and scripts, dump stuff into folders that I generally don’t use. I’ve never been a fan of the ‘Content’ folder in MVC which is just an empty layer that doesn’t serve much of a purpose. It’s usually the first thing I nuke in every MVC project. To me the project root is where the actual content for a site goes – is there really a need to add another folder to force another path into every resource you use? It’s ugly and also inefficient as it adds additional bytes to every resource link you embed into a page. Alternatives I’ve been playing around with different folder layouts recently and found that moving my cheese around has actually made project navigation much easier. In this post I show a couple of things I’ve found useful and maybe you find some of these useful as well or at least get some ideas what can be changed to provide better project flow. The first thing I’ve been doing is add a root Code folder and putting all server code into that. I’m a big fan of treating the Web project root folder as my Web root folder so all content comes from the root without unneeded nesting like the Content folder. By moving all server code out of the root tree (except for Code) the root tree becomes a lot cleaner immediately as you remove Controllers, App_Start, Models etc. and move them underneath Code. Yes this adds another folder level for server code, but it leaves only code related things in one place that’s easier to jump back and forth in. Additionally I find myself doing a lot less with server side code these days, more with client side code so I want the server code separated from that. The root folder itself then serves as the root content folder. Specifically I have the Views folder below it, as well as the Css and Scripts folders which serve to hold only common libraries and global CSS and Scripts code. These days of building SPA style application, I also tend to have an App folder there where I keep my application specific JavaScript files, as well as HTML View templates for client SPA apps like Angular. Here’s an example of what this looks like in a relatively small project: The goal is to keep things that are related together, so I don’t end up jumping around so much in the solution to get to specific project items. The Code folder may irk some of you and hark back to the days of the App_Code folder in non Web-Application projects, but these days I find myself messing with a lot less server side code and much more with client side files – HTML, CSS and JavaScript. Generally I work on a single controller at a time – once that’s open it’s open that’s typically the only server code I work with regularily. Business logic lives in another project altogether, so other than the controller and maybe ViewModels there’s not a lot of code being accessed in the Code folder. So throwing that off the root and isolating seems like an easy win. Nesting Page specific content In a lot of my existing applications that are pure server side MVC application perhaps with some JavaScript associated with them , I tend to have page level javascript and css files. For these types of pages I actually prefer the local files stored in the same folder as the parent view. So typically I have a .css and .js files with the same name as the view in the same folder. This looks something like this: In order for this to work you have to also make a configuration change inside of the /Views/web.config file, as the Views folder is blocked with the BlockViewHandler that prohibits access to content from that folder. It’s easy to fix by changing the path from * to *.cshtml or *.vbhtml so that view retrieval is blocked:<system.webServer> <handlers> <remove name="BlockViewHandler"/> <add name="BlockViewHandler" path="*.cshtml" verb="*" preCondition="integratedMode" type="System.Web.HttpNotFoundHandler" /> </handlers> </system.webServer> With this in place, from inside of your Views you can then reference those same resources like this:<link href="~/Views/Admin/QuizPrognosisItems.css" rel="stylesheet" /> and<script src="~/Views/Admin/QuizPrognosisItems.js"></script> which works fine. JavaScript and CSS files in the Views folder deploy just like the .cshtml files do and can be referenced from this folder as well. Making this happen is not really as straightforward as it should be with just Visual Studio unfortunately, as there’s no easy way to get the file nesting from the VS IDE directly (you have to modify the .csproj file). However, Mads Kristensen has a nice Visual Studio Add-in that provides file nesting via a short cut menu option. Using this you can select each of the ‘child’ files and then nest them under a parent file. In the case above I select the .js and .css files and nest them underneath the .cshtml view. I was even toying with the idea of throwing the controller.cs files into the Views folder, but that’s maybe going a little too far :-) It would work however as Visual Studio doesn’t publish .cs files and the compiler doesn’t care where the files live. There are lots of options and if you think that would make life easier it’s another option to help group related things together. Are there any downside to this? Possibly – if you’re using automated minification/packaging tools like ASP.NET Bundling or Grunt/Gulp with Uglify, it becomes a little harder to group script and css files for minification as you may end up looking in multiple folders instead of a single folder. But – again that’s a one time configuration step that’s easily handled and much less intrusive then constantly having to search for files in your project. Client Side Folders The particular project shown above in the screen shots above is a traditional server side ASP.NET MVC application with most content rendered into server side Razor pages. There’s a fair amount of client side stuff happening on these pages as well – specifically several of these pages are self contained single page Angular applications that deal with 1 or maybe 2 separate views and the layout I’ve shown above really focuses on the server side aspect where there are Razor views with related script and css resources. For applications that are more client centric and have a lot more script and HTML template based content I tend to use the same layout for the server components, but the client side code can often be broken out differently. In SPA type applications I tend to follow the App folder approach where all the application pieces that make the SPA applications end up below the App folder. Here’s what that looks like for me – here this is an AngularJs project: In this case the App folder holds both the application specific js files, and the partial HTML views that get loaded into this single SPA page application. In this particular Angular SPA application that has controllers linked to particular partial views, I prefer to keep the script files that are associated with the views – Angular Js Controllers in this case – with the actual partials. Again I like the proximity of the view with the main code associated with the view, because 90% of the UI application code that gets written is handled between these two files. This approach works well, but only if controllers are fairly closely aligned with the partials. If you have many smaller sub-controllers or lots of directives where the alignment between views and code is more segmented this approach starts falling apart and you’ll probably be better off with separate folders in js folder. Following Angular conventions you’d have controllers/directives/services etc. folders. Please note that I’m not saying any of these ways are right or wrong  – this is just what has worked for me and why! Skipping Project Navigation altogether with Resharper I’ve talked a bit about project navigation in the project tree, which is a common way to navigate and which we all use at least some of the time, but if you use a tool like Resharper – which has Ctrl-T to jump to anything, you can quickly navigate with a shortcut key and autocomplete search. Here’s what Resharper’s jump to anything looks like: Resharper’s Goto Anything box lets you type and quick search over files, classes and members of the entire solution which is a very fast and powerful way to find what you’re looking for in your project, by passing the solution explorer altogether. As long as you remember to use (which I sometimes don’t) and you know what you’re looking for it’s by far the quickest way to find things in a project. It’s a shame that this sort of a simple search interface isn’t part of the native Visual Studio IDE. Work how you like to work Ultimately it all comes down to workflow and how you like to work, and what makes *you* more productive. Following pre-defined patterns is great for consistency, as long as they don’t get in the way you work. A lot of the default folder structures in Visual Studio for ASP.NET MVC were defined when things were done differently. These days we’re dealing with a lot more diverse project content than when ASP.NET MVC was originally introduced and project organization definitely is something that can get in the way if it doesn’t fit your workflow. So take a look and see what works well and what might benefit from organizing files differently. As so many things with ASP.NET, as things evolve and tend to get more complex I’ve found that I end up fighting some of the conventions. The good news is that you don’t have to follow the conventions and you have the freedom to do just about anything that works for you. Even though what I’ve shown here diverges from conventions, I don’t think anybody would stumble over these relatively minor changes and not immediately figure out where things live, even in larger projects. But nevertheless think long and hard before breaking those conventions – if there isn’t a good reason to break them or the changes don’t provide improved workflow then it’s not worth it. Break the rules, but only if there’s a quantifiable benefit. You may not agree with how I’ve chosen to divert from the standard project structures in this article, but maybe it gives you some ideas of how you can mix things up to make your existing project flow a little nicer and make it easier to navigate for your environment. © Rick Strahl, West Wind Technologies, 2005-2014Posted in ASP.NET  MVC   Tweet !function(d,s,id){var js,fjs=d.getElementsByTagName(s)[0];if(!d.getElementById(id)){js=d.createElement(s);js.id=id;js.src="//platform.twitter.com/widgets.js";fjs.parentNode.insertBefore(js,fjs);}}(document,"script","twitter-wjs"); (function() { var po = document.createElement('script'); po.type = 'text/javascript'; po.async = true; po.src = 'https://apis.google.com/js/plusone.js'; var s = document.getElementsByTagName('script')[0]; s.parentNode.insertBefore(po, s); })();

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  • SOA Suite Integration: Part 2: A basic BPEL process

    - by Anthony Shorten
    This is the next in the series about SOA Suite integration with Oracle Utilities Application Framework. One of the first scenarios I am going to illustrate in this series is building a basic BPEL process using Web Service calls to the Oracle Utilities Application Framework. The scenario is this. I will pass in the userid and the BPEL process will call our the AS-User Web Service we created in Part 1. This is just a basic test and illustrate how to import the Web Service into SOA Suite. To use this scenario, you will need access to Oracle SOA Suite, access to a copy of any Oracle Utilities Application Framework based product and Oracle JDeveloper (to build the process). First of all you need to start Oracle JDeveloper and create a new SOA Project to house the BPEL process in. For the purposes of this example I will call the project simpleBPEL and verify that SOA is part of the project. I will select "Composite with BPEL" to denote it as a BPEL process. I can also the same process to create a Mediator or OSB project (refer to the JDeveloper documentation on these technologies). For this example I will use BPEL 1.1 as my specification standard (BPEL 2.0 can also be used if desired). I give the individual BPEL process as simpleBPEL (you can use a different name but I wanted to keep the project and process the same for this example). I will also build a Synchronous BPEL Process as I want a response from the Web Service. I will leave the defaults to save time. I have no have a blank canvas to build my BPEL process against. Note: for simplicity I am going to use as much defaulting as possible. In fact I am not going to specify an input schema for the incoming call as I will use the basic single field used by BPEL as default. The first step is to import the AS-User Web Service into my BPEL project. To do this I use the standard Web Service BPEL component from the Component Palette to import the WSDL into the BPEL project. Now the tricky part (a joke), you drag and drop the component from the Palette onto the right side of the canvas in the Partner Links swim lane. This swim lane is reserved for Partner Links that have a Partner Role (i.e. being called rather than calling). When you drop the Web Service onto the canvas the Create Web Service wizard is invoked to ask for details of the Web Service. At this point you give the BPEL node a name. I have used the name RetrieveUser as a name. I placed the WSDL URL from the XAI Inbound Service screen in the WSDL URL. Once you specify the URL you can press the Find existing WSDL's button to load the information into BPEL from the call. You will notice the Port Type is prefilled with the port from the WSDL. I also suggest that you check copy wsdl and it's dependent artifacts into the project if you intending to work on the BPEL process offline. If you do not check this your target application must be accessible when you work on the BPEL process (that is not always convenient). Note: For the perceptive of you will notice that the URL specified in this example is different to the URL in the last post. The reason is for the demonstrations I shifted to a new server and did not redo all of the past screen captures. If you copy the WSDL into the project you will get an information screen about Localize Files. It is just a confirmation screen. The last confirmation screen is a summary of the partner link (the main tab is locked for editing at this stage). At this stage you have successfully imported the Web Service. To complete the setup of the Web Service you need to set the credentials for the Web Service to use. Refer to the past post on how to do that. Now to use the Web Service. To call the Web Service (as it is just imported not connected to the BPEL process yet), you must add an Invoke action to your BPEL Process. To do this, select Invoke action from the BPEL Constructs zone on the Component Palette and drop it on the edit nodes between the receiveInput and replyOutput nodes This will create an empty Invoke action. You will notice some connectors on the Invoke node. Grab the node closest to your Web Service and drag it to connect the Invoke to your Web Service. This instructs BPEL to use the Invoke to call the Web Service. Once the Invoke action is connected to the Web Service an Edit Invoke edit dialog is displayed. At this point I suggest you name the Invoke node. It is important to name the nodes straightaway and name them appropriately for you to trace the logic. I used InvokeUser as the name in this example. To complete the node configuration you must create Variables to hold the input and output for the call. To do this clock on Automatically Create Input Variable on the Edit Invoke dialog. You will be presented with a default variable name. It uses the node name (that is why it is important to name the node before hitting this button) as a prefix. You can name the variable anything but I usually take the default. Repeat the same for the output variable. You now have a completed node for invoking the service. You have a very basic BPEL process which contains an input, invoke and output node. It is not complete yet though. You need to tell the BPEL process how to pass data from the input to the invoke step and how to take the output from the service call and pass it back to the service. You need to now add an Assign node to assign the input to the Web Service. To do this select Assign activity from BPEL Constructs zone in the Component Palette. Drag and drop the Assign activity between the receiveInput and InvokeUser nodes as you want to pass data between these two nodes. You have now added a new Assign node to your BPEL process Double clicking the node allows you to specify the name of the node. I use AssignUser to describe that I am assigning user data. On the Copy Rules tab you can specify the mapping between the input variable InputVariable/payload/process/input string and the input variable for the Web Service call. We are passing data from the input to BPEL to the relevant input variable on the Web Service. This is simply drag and drop between the two data structures. In the example, I am using the input to pass to the user element in my Web Service as the user is the primary key for the object. The fields become linked (which means data from source will be copied to target). Almost there. You now need to process the output from the Web Service call to the outputVariable of the client call. I have decided to pass back one piece of data, the name associated with the user by concatenating the firstName and lastName elements from the Web Service call. To do this I will use a Transform as it is not just a matter of an Assign action. It is a concatenation operation. This also illustrates how you can use BPEL functionality to transform data from a Web Service call. As with the other components you drag and drop the Transform component to the appropriate place in the BPEL process. In this case we want to transform the output from the Web Service call so we want it after the InvokeUser action and the replyOutput action. The Transform component is actually part of the Oracle Extensions to the BPEL specification. Double clicking the Transform node will allow you to name the node.  In this example I used TransformName. To complete the transform I need to tell the product the source of the transformation and the target of the transform. In the example this is the InvokeUser output variable. I also named the mapper file to TransformName. By clicking the + or pencil icon next to the map I can create the map. The mapping screen is shows the source and target schemas for me to map across. As with the assign I can map the relevant elements. In my example, I first map the firstName from the Web Service to the result element. As I want to concatenate the names, I drop the concat function on the call line. I now attach the last name to the function to indicate the concatenation of the field. By default the names will be concatenated with no space. To make the name legible I add a space between the field by clicking the function and adding a space in the call. I now have a completed mapping. I can now save the whole project as my BPEL process is now complete. As you can see the following happens: We accept input from the client (the userid for the call) in the receiveInput step. We assign that value to the input parameters for the Web Service call in the AssignUser step. We invoke the Web Service call to retrieve the data from the product in the InvokeUser step. We take the output from the InvokeUser step and concatenate the names in the TransformName step. We pass back the data in the replyOutput step. At this point we can deploy the BPEL process to the SOA Suite server. I will not cover this aspect as it really all SOA Suite specific (it is all done via Oracle JDeveloper). Now we need to test the service in SOA Suite. We will use the Fusion Middleware Control test facility. I will assume that credentials have also been setup as per our previous post (else you will get a 401 error). You navigate to the deployed BPEL process within Fusion Middleware Control and select the Test Service option. Specify some test data on the payload at the bottom of the Test Service screen. In my case I am returning my own userid information. On the response tab you will see the result. It works. You can verify the steps using the Audit trace facility on individual calls. As you can see this is a basic BPEL but you get the idea of importing the Web Service is pretty straightforward. You can create more sophisticated BPEL processes using the full facilities in Oracle SOA Suite. I just showed you the basic principals.

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