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• curl FTPS with client certificate to a vsftpd

  - by weeheavy

  I'd like to authenticate FTP clients either via username+password or a client certificate. Only FTPS is allowed. User/password works, but while testing with curl (I don't have another option) and a client certificate, I need to pass a user. Isn't it technically possible to authenticate only by providing a certificate? vsftpd.conf passwd_chroot_enable=YES chroot_local_user=YES ssl_enable=YES rsa_cert_file=usrlocal/ssl/certs/vsftpd.pem force_local_data_ssl=YES force_local_logins_ssl=YES Tested with curl -v -k -E client-crt.pem --ftp-ssl-reqd ftp://server:21/testfile the output is: * SSLv3, TLS handshake, Client hello (1): * SSLv3, TLS handshake, Server hello (2): * SSLv3, TLS handshake, CERT (11): * SSLv3, TLS handshake, Request CERT (13): * SSLv3, TLS handshake, Server finished (14): * SSLv3, TLS handshake, CERT (11): * SSLv3, TLS handshake, Client key exchange (16): * SSLv3, TLS handshake, CERT verify (15): * SSLv3, TLS change cipher, Client hello (1): * SSLv3, TLS handshake, Finished (20): * SSLv3, TLS change cipher, Client hello (1): * SSLv3, TLS handshake, Finished (20): * SSL connection using DES-CBC3-SHA * Server certificate: * SSL certificate verify result: self signed certificate (18), continuing anyway. > USER anonymous < 530 Anonymous sessions may not use encryption. * Access denied: 530 * Closing connection #0 * SSLv3, TLS alert, Client hello (1): curl: (67) Access denied: 530 This is theoretically ok, as i forbid anonymous access. If I specify a user with -u username:pass it works, but it would without a certificate too. The client certificate seems to be ok, it looks like this: client-crt.pem -----BEGIN RSA PRIVATE KEY----- content -----END RSA PRIVATE KEY----- -----BEGIN CERTIFICATE----- content -----END CERTIFICATE----- What am I missing? Thanks in advance. (The OS is Solaris 10 SPARC).

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• Is your team is a high-performing team?

  As a child I can remember looking out of the car window as my father drove along the Interstate in Florida while seeing prisoners wearing bright orange jump suits and prison guards keeping a watchful eye on them. The prisoners were taking part in a prison road gang. These road gangs were formed to help the state maintain the state highway infrastructure. The prisoner’s primary responsibilities are to pick up trash and debris from the roadway. This is a prime example of a work group or working group used by most prison systems in the United States. Work groups or working groups can be defined as a collection of individuals or entities working together to achieve a specific goal or accomplish a specific set of tasks. Typically these groups are only established for a short period of time and are dissolved once the desired outcome has been achieved. More often than not group members usually feel as though they are expendable to the group and some even dread that they are even in the group. "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable." (Katzenbach and Smith, 1993) So how do you determine that a team is a high-performing team?  This can be determined by three base line criteria that include: consistently high quality output, the promotion of personal growth and well being of all team members, and most importantly the ability to learn and grow as a unit. Initially, a team can successfully create high-performing output without meeting all three criteria, however this will erode over time because team members will feel detached from the group or that they are not growing then the quality of the output will decline. High performing teams are similar to work groups because they both utilize a collection of individuals or entities to accomplish tasks. What distinguish a high-performing team from a work group are its characteristics. High-performing teams contain five core characteristics. These characteristics are what separate a group from a team. The five characteristics of a high-performing team include: Purpose, Performance Measures, People with Tasks and Relationship Skills, Process, and Preparation and Practice. A high-performing team is much more than a work group, and typically has a life cycle that can vary from team to team. The standard team lifecycle consists of five states and is comparable to a human life cycle. The five states of a high-performing team lifecycle include: Formulating, Storming, Normalizing, Performing, and Adjourning. The Formulating State of a team is first realized when the team members are first defined and roles are assigned to all members. This initial stage is very important because it can set the tone for the team and can ultimately determine its success or failure. In addition, this stage requires the team to have a strong leader because team members are normally unclear about specific roles, specific obstacles and goals that my lay ahead of them.  Finally, this stage is where most team members initially meet one another prior to working as a team unless the team members already know each other. The Storming State normally arrives directly after the formulation of a new team because there are still a lot of unknowns amongst the newly formed assembly. As a general rule most of the parties involved in the team are still getting used to the workload, pace of work, deadlines and the validity of various tasks that need to be performed by the group.  In this state everything is questioned because there are so many unknowns. Items commonly questioned include the credentials of others on the team, the actual validity of a project, and the leadership abilities of the team leader.  This can be exemplified by looking at the interactions between animals when they first meet.  If we look at a scenario where two people are walking directly toward each other with their dogs. The dogs will automatically enter the Storming State because they do not know the other dog. Typically in this situation, they attempt to define which is more dominating via play or fighting depending on how the dogs interact with each other. Once dominance has been defined and accepted by both dogs then they will either want to play or leave depending on how the dogs interacted and other environmental variables. Once the Storming State has been realized then the Normalizing State takes over. This state is entered by a team once all the questions of the Storming State have been answered and the team has been tested by a few tasks or projects.  Typically, participants in the team are filled with energy, and comradery, and a strong alliance with team goals and objectives.  A high school football team is a perfect example of the Normalizing State when they start their season.  The player positions have been assigned, the depth chart has been filled and everyone is focused on winning each game. All of the players encourage and expect each other to perform at the best of their abilities and are united by competition from other teams. The Performing State is achieved by a team when its history, working habits, and culture solidify the team as one working unit. In this state team members can anticipate specific behaviors, attitudes, reactions, and challenges are seen as opportunities and not problems. Additionally, each team member knows their role in the team’s success, and the roles of others. This is the most productive state of a group and is where all the time invested working together really pays off. If you look at an Olympic figure skating team skate you can easily see how the time spent working together benefits their performance. They skate as one unit even though it is comprised of two skaters. Each skater has their routine completely memorized as well as their partners. This allows them to anticipate each other’s moves on the ice makes their skating look effortless. The final state of a team is the Adjourning State. This state is where accomplishments by the team and each individual team member are recognized. Additionally, this state also allows for reflection of the interactions between team members, work accomplished and challenges that were faced. Finally, the team celebrates the challenges they have faced and overcome as a unit. Currently in the workplace teams are divided into two different types: Co-located and Distributed Teams. Co-located teams defined as the traditional group of people working together in an office, according to Andy Singleton of Assembla. This traditional type of a team has dominated business in the past due to inadequate technology, which forced workers to primarily interact with one another via face to face meetings.  Team meetings are primarily lead by the person with the highest status in the company. Having personally, participated in meetings of this type, usually a select few of the team members dominate the flow of communication which reduces the input of others in group discussions. Since discussions are dominated by a select few individuals the discussions and group discussion are skewed in favor of the individuals who communicate the most in meetings. In addition, Team members might not give their full opinions on a topic of discussion in part not to offend or create controversy amongst the team and can alter decision made in meetings towards those of the opinions of the dominating team members. Distributed teams are by definition spread across an area or subdivided into separate sections. That is exactly what distributed teams when compared to a more traditional team. It is common place for distributed teams to have team members across town, in the next state, across the country and even with the advances in technology over the last 20 year across the world. These teams allow for more diversity compared to the other type of teams because they allow for more flexibility regarding location. A team could consist of a 30 year old male Italian project manager from New York, a 50 year old female Hispanic from California and a collection of programmers from India because technology allows them to communicate as if they were standing next to one another.  In addition, distributed team members consult with more team members prior to making decisions compared to traditional teams, and take longer to come to decisions due to the changes in time zones and cultural events. However, team members feel more empowered to speak out when they do not agree with the team and to notify others of potential issues regarding the work that the team is doing. Virtual teams which are a subset of the distributed team type is changing organizational strategies due to the fact that a team can now in essence be working 24 hrs a day because of utilizing employees in various time zones and locations.  A primary example of this is with customer services departments, a company can have multiple call centers spread across multiple time zones allowing them to appear to be open 24 hours a day while all a employees work from 9AM to 5 PM every day. Virtual teams also allow human resources departments to go after the best talent for the company regardless of where the potential employee works because they will be a part of a virtual team all that is need is the proper technology to be setup to allow everyone to communicate. In addition to allowing employees to work from home, the company can save space and resources by not having to provide a desk for every team member. In fact, those team members that randomly come into the office can actually share one desk amongst multiple people. This is definitely a cost cutting plus given the current state of the economy. One thing that can turn a team into a high-performing team is leadership. High-performing team leaders need to focus on investing in ongoing personal development, provide team members with direction, structure, and resources needed to accomplish their work, make the right interventions at the right time, and help the team manage boundaries between the team and various external parties involved in the teams work. A team leader needs to invest in ongoing personal development in order to effectively manage their team. People have said that attitude is everything; this is very true about leaders and leadership. A team takes on the attitudes and behaviors of its leaders. This can potentially harm the team and the team’s output. Leaders must concentrate on self-awareness, and understanding their team’s group dynamics to fully understand how to lead them. In addition, always learning new leadership techniques from other effective leaders is also very beneficial. Providing team members with direction, structure, and resources that they need to accomplish their work collectively sounds easy, but it is not.  Leaders need to be able to effectively communicate with their team on how their work helps the company reach for its organizational vision. Conversely, the leader needs to allow his team to work autonomously within specific guidelines to turn the company’s vision into a reality.  This being said the team must be appropriately staffed according to the size of the team’s tasks and their complexity. These tasks should be clear, and be meaningful to the company’s objectives and allow for feedback to be exchanged with the leader and the team member and the leader and upper management. Now if the team is properly staffed, and has a clear and full understanding of what is to be done; the company also must supply the workers with the proper tools to achieve the tasks that they are asked to do. No one should be asked to dig a hole without being given a shovel.  Finally, leaders must reward their team members for accomplishments that they achieve. Awards could range from just a simple congratulatory email, a party to close the completion of a large project, or other monetary rewards. Managing boundaries is very important for team leaders because it can alter attitudes of team members and can add undue stress to the team which will force them to loose focus on the tasks at hand for the group. Team leaders should promote communication between team members so that burdens are shared amongst the team and solutions can be derived from hearing the opinions of multiple sources. This also reinforces team camaraderie and working as a unit. Team leaders must manage the type and timing of interventions as to not create an even bigger mess within the team. Poorly timed interventions can really deflate team members and make them question themselves. This could really increase further and undue interventions by the team leader. Typically, the best time for interventions is when the team is just starting to form so that all unproductive behaviors are removed from the team and that it can retain focus on its agenda. If an intervention is effectively executed the team will feel energized about the work that they are doing, promote communication and interaction amongst the group and improve moral overall. High-performing teams are very import to organizations because they consistently produce high quality output and develop a collective purpose for their work. This drive to succeed allows team members to utilize specific talents allowing for growth in these areas.  In addition, these team members usually take on a sense of ownership with their projects and feel that the other team members are irreplaceable. References: http://blog.assembla.com/assemblablog/tabid/12618/bid/3127/Three-ways-to-organize-your-team-co-located-outsourced-or-global.aspx Katzenbach, J.R. & Smith, D.K. (1993). The Wisdom of Teams: Creating the High-performance Organization. Boston: Harvard Business School.

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• The Art of Productivity

  - by dwahlin

  Getting things done has always been a challenge regardless of gender, age, race, skill, or job position. No matter how hard some people try, they end up procrastinating tasks until the last minute. Some people simply focus better when they know they’re out of time and can’t procrastinate any longer. How many times have you put off working on a term paper in school until the very last minute? With only a few hours left your mental energy and focus seem to kick in to high gear especially as you realize that you either get the paper done now or risk failing. It’s amazing how a little pressure can turn into a motivator and allow our minds to focus on a given task. Some people seem to specialize in procrastinating just about everything they do while others tend to be the “doers” who get a lot done and ultimately rise up the ladder at work. What’s the difference between these types of people? Is it pure laziness or are other factors at play? I think that some people are certainly more motivated than others, but I also think a lot of it is based on the process that “doers” tend to follow - whether knowingly or unknowingly. While I’ve certainly fought battles with procrastination, I’ve always had a knack for being able to get a lot done in a relatively short amount of time. I think a lot of my “get it done” attitude goes back to the the strong work ethic my parents instilled in me at a young age. I remember my dad saying, “You need to learn to work hard!” when I was around 5 years old. I remember that moment specifically because I was on a tractor with him the first time I heard it while he was trying to move some large rocks into a pile. The tractor was big but so were the rocks and my dad had to balance the tractor perfectly so that it didn’t tip forward too far. It was challenging work and somewhat tedious but my dad finished the task and taught me a few important lessons along the way including persistence, the importance of having a skill, and getting the job done right without skimping along the way. In this post I’m going to list a few of the techniques and processes I follow that I hope may be beneficial to others. I blogged about the general concept back in 2009 but thought I’d share some updated information and lessons learned since then. Most of the ideas that follow came from learning and refining my daily work process over the years. However, since most of the ideas are common sense (at least in my opinion), I suspect they can be found in other productivity processes that are out there. Let’s start off with one of the most important yet simple tips: Start Each Day with a List. Start Each Day with a List What are you planning to get done today? Do you keep track of everything in your head or rely on your calendar? While most of us think that we’re pretty good at managing “to do” lists strictly in our head you might be surprised at how affective writing out lists can be. By writing out tasks you’re forced to focus on the most important tasks to accomplish that day, commit yourself to those tasks, and have an easy way to track what was supposed to get done and what actually got done. Start every morning by making a list of specific tasks that you want to accomplish throughout the day. I’ll even go so far as to fill in times when I’d like to work on tasks if I have a lot of meetings or other events tying up my calendar on a given day. I’m not a big fan of using paper since I type a lot faster than I write (plus I write like a 3rd grader according to my wife), so I use the Sticky Notes feature available in Windows. Here’s an example of yesterday’s sticky note: What do you add to your list? That’s the subject of the next tip. Focus on Small Tasks It’s no secret that focusing on small, manageable tasks is more effective than trying to focus on large and more vague tasks. When you make your list each morning only add tasks that you can accomplish within a given time period. For example, if I only have 30 minutes blocked out to work on an article I don’t list “Write Article”. If I do that I’ll end up wasting 30 minutes stressing about how I’m going to get the article done in 30 minutes and ultimately get nothing done. Instead, I’ll list something like “Write Introductory Paragraphs for Article”. The next day I may add, “Write first section of article” or something that’s small and manageable – something I’m confident that I can get done. You’ll find that once you’ve knocked out several smaller tasks it’s easy to continue completing others since you want to keep the momentum going. In addition to keeping my tasks focused and small, I also make a conscious effort to limit my list to 4 or 5 tasks initially. I’ve found that if I list more than 5 tasks I feel a bit overwhelmed which hurts my productivity. It’s easy to add additional tasks as you complete others and you get the added benefit of that confidence boost of knowing that you’re being productive and getting things done as you remove tasks and add others. Getting Started is the Hardest (Yet Easiest) Part I’ve always found that getting started is the hardest part and one of the biggest contributors to procrastination. Getting started working on tasks is a lot like getting a large rock pushed to the bottom of a hill. It’s difficult to get the rock rolling at first, but once you manage to get it rocking some it’s really easy to get it rolling on its way to the bottom. As an example, I’ve written 100s of articles for technical magazines over the years and have really struggled with the initial introductory paragraphs. Keep in mind that these are the paragraphs that don’t really add that much value (in my opinion anyway). They introduce the reader to the subject matter and nothing more. What a waste of time for me to sit there stressing about how to start the article. On more than one occasion I’ve spent more than an hour trying to come up with 2-3 paragraphs of text.  Talk about a productivity killer! Whether you’re struggling with a writing task, some code for a project, an email, or other tasks, jumping in without thinking too much is the best way to get started I’ve found. I’m not saying that you shouldn’t have an overall plan when jumping into a task, but on some occasions you’ll find that if you simply jump into the task and stop worrying about doing everything perfectly that things will flow more smoothly. For my introductory paragraph problem I give myself 5 minutes to write out some general concepts about what I know the article will cover and then spend another 10-15 minutes going back and refining that information. That way I actually have some ideas to work with rather than a blank sheet of paper. If I still find myself struggling I’ll write the rest of the article first and then circle back to the introductory paragraphs once I’m done. To sum this tip up: Jump into a task without thinking too hard about it. It’s better to to get the rock at the top of the hill rocking some than doing nothing at all. You can always go back and refine your work.   Learn a Productivity Technique and Stick to It There are a lot of different productivity programs and seminars out there being sold by companies. I’ve always laughed at how much money people spend on some of these motivational programs/seminars because I think that being productive isn’t that hard if you create a re-useable set of steps and processes to follow. That’s not to say that some of these programs/seminars aren’t worth the money of course because I know they’ve definitely benefited some people that have a hard time getting things done and staying focused. One of the best productivity techniques I’ve ever learned is called the “Pomodoro Technique” and it’s completely free. This technique is an extremely simple way to manage your time without having to remember a bunch of steps, color coding mechanisms, or other processes. The technique was originally developed by Francesco Cirillo in the 80s and can be implemented with a simple timer. In a nutshell here’s how the technique works: Pick a task to work on Set the timer to 25 minutes and work on the task Once the timer rings record your time Take a 5 minute break Repeat the process Here’s why the technique works well for me: It forces me to focus on a single task for 25 minutes. In the past I had no time goal in mind and just worked aimlessly on a task until I got interrupted or bored. 25 minutes is a small enough chunk of time for me to stay focused. Any distractions that may come up have to wait until after the timer goes off. If the distraction is really important then I stop the timer and record my time up to that point. When the timer is running I act as if I only have 25 minutes total for the task (like you’re down to the last 25 minutes before turning in your term paper….frantically working to get it done) which helps me stay focused and turns into a “beat the clock” type of game. It’s actually kind of fun if you treat it that way and really helps me focus on a the task at hand. I automatically know how much time I’m spending on a given task (more on this later) by using this technique. I know that I have 5 minutes after each pomodoro (the 25 minute sprint) to waste on anything I’d like including visiting a website, stepping away from the computer, etc. which also helps me stay focused when the 25 minute timer is counting down. I use this technique so much that I decided to build a program for Windows 8 called Pomodoro Focus (I plan to blog about how it was built in a later post). It’s a Windows Store application that allows people to track tasks, productive time spent on tasks, interruption time experienced while working on a given task, and the number of pomodoros completed. If a time estimate is given when the task is initially created, Pomodoro Focus will also show the task completion percentage. I like it because it allows me to track my tasks, time spent on tasks (very useful in the consulting world), and even how much time I wasted on tasks (pressing the pause button while working on a task starts the interruption timer). I recently added a new feature that charts productive and interruption time for tasks since I wanted to see how productive I was from week to week and month to month. A few screenshots from the Pomodoro Focus app are shown next, I had a lot of fun building it and use it myself to as I work on tasks.   There are certainly many other productivity techniques and processes out there (and a slew of books describing them), but the Pomodoro Technique has been the simplest and most effective technique I’ve ever come across for staying focused and getting things done.   Persistence is Key Getting things done is great but one of the biggest lessons I’ve learned in life is that persistence is key especially when you’re trying to get something done that at times seems insurmountable. Small tasks ultimately lead to larger tasks getting accomplished, however, it’s not all roses along the way as some of the smaller tasks may come with their own share of bumps and bruises that lead to discouragement about the end goal and whether or not it is worth achieving at all. I’ve been on several long-term projects over my career as a software developer (I have one personal project going right now that fits well here) and found that repeating, “Persistence is the key!” over and over to myself really helps. Not every project turns out to be successful, but if you don’t show persistence through the hard times you’ll never know if you succeeded or not. Likewise, if you don’t persistently stick to the process of creating a daily list, follow a productivity process, etc. then the odds of consistently staying productive aren’t good.   Track Your Time How much time do you actually spend working on various tasks? If you don’t currently track time spent answering emails, on phone calls, and working on various tasks then you might be surprised to find out that a task that you thought was going to take you 30 minutes ultimately ended up taking 2 hours. If you don’t track the time you spend working on tasks how can you expect to learn from your mistakes, optimize your time better, and become more productive? That’s another reason why I like the Pomodoro Technique – it makes it easy to stay focused on tasks while also tracking how much time I’m working on a given task.   Eliminate Distractions I blogged about this final tip several years ago but wanted to bring it up again. If you want to be productive (and ultimately successful at whatever you’re doing) then you can’t waste a lot of time playing games or on Twitter, Facebook, or other time sucking websites. If you see an article you’re interested in that has no relation at all to the tasks you’re trying to accomplish then bookmark it and read it when you have some spare time (such as during a pomodoro break). Fighting the temptation to check your friends’ status updates on Facebook? Resist the urge and realize how much those types of activities are hurting your productivity and taking away from your focus. I’ll admit that eliminating distractions is still tough for me personally and something I have to constantly battle. But, I’ve made a conscious decision to cut back on my visits and updates to Facebook, Twitter, Google+ and other sites. Sure, my Klout score has suffered as a result lately, but does anyone actually care about those types of scores aside from your online “friends” (few of whom you’ve actually met in person)? :-) Ultimately it comes down to self-discipline and how badly you want to be productive and successful in your career, life goals, hobbies, or whatever you’re working on. Rather than having your homepage take you to a time wasting news site, game site, social site, picture site, or others, how about adding something like the following as your homepage? Every time your browser opens you’ll see a personal message which helps keep you on the right track. You can download my ubber-sophisticated homepage here if interested. Summary Is there a single set of steps that if followed can ultimately lead to productivity? I don’t think so since one size has never fit all. Every person is different, works in their own unique way, and has their own set of motivators, distractions, and more. While I certainly don’t consider myself to be an expert on the subject of productivity, I do think that if you learn what steps work best for you and gradually refine them over time that you can come up with a personal productivity process that can serve you well. Productivity is definitely an “art” that anyone can learn with a little practice and persistence. You’ve seen some of the steps that I personally like to follow and I hope you find some of them useful in boosting your productivity. If you have others you use please leave a comment. I’m always looking for ways to improve.

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• Scripting an automated SQLServer 2008 DR move

  - by ItsAMystery

  Hi All We use the built in logshipping in SQLServer to logship to our DR site but once in a month do a DR test which requires us to move back and forth between our Live and BAckup servers. We run multiple (30) databases on the system so manually backing up the final logs and disabling the jobs is too much work and takes too long. I though no problem, I will script it but have run into trouble with it always complaninig that the final logship is too early to apply even though I dont export the final log until putting the database into norecovery mode. Firstly, does any one no a simple and reliable way of doing this? I have lokoed at some 3rd party software (redgate sqlbackup I think it was) but that didnt make it easy in this situation either. What I want to be able to do is basically run a script (a series of stored procedures) to get me to DR and run another to get me back with no dataloss. My scripts are very simplistic at the moment but here they are: 2 servers Primary Paris Secondary ParisT The StartAgentJobAndWait is a script written by someone else (ta) and just checks the jobs have finished or quits it if it never ends. At the moment I am just using a test database called BOB2 but if I can get it working will pass in the database and job names. from PARIS: /* Disable backup job */ exec msdb..sp_update_job @job_name = 'LSBackup_BOB2', @enabled = 0 exec PARIST.msdb..sp_update_job @job_name = 'LSCopy_PARIS_BOB2', @enabled = 0 exec PARIST.msdb..sp_update_job @job_name = 'LSRestore_PARIS_BOB2', @enabled = 0 exec PARIST.master.dbo.DRStage2 ParisT DRStage2 DECLARE @RetValue varchar (10) EXEC @RetValue = StartAgentJobAndWait LSCopy_PARIS_BOB2 , 2 SELECT ReturnValue=@RetValue if @RetValue = 1 begin print 'The Copy Task completed Succesffuly' END ELSE print 'The Copy task failed, This may or may not be a problem, check restore state of database' SELECT @RetValue = 0 EXEC @RetValue = StartAgentJobAndWait LSRestore_PARIS_BOB2 , 2 SELECT ReturnValue=@RetValue if @RetValue = 1 begin print 'The Restore Task completed Succesffuly' END ELSE print 'The Copy task failed, This may or may not be a problem, check restore state of database' exec PARIS.master.dbo.DRStage3 /* Do the last logship and move it to Trumpington */ BACKUP log "BOB2" to disk='c:\drlogshipping\BOB2.bak' with compression, norecovery EXEC xp_cmdshell 'copy c:\drlogshipping \\192.168.7.11\drlogshipping' EXEC PARIST.master.dbo.DRTransferFinish AS BEGIN restore database "BOB2" from disk='c:\drlogshipping\bob2.bak' with recovery

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• eBooks on iPad vs. Kindle: More Debate than Smackdown

  - by andrewbrust

  When the iPad was presented at its San Francisco launch event on January 28th, Steve Jobs spent a significant amount of time explaining how well the device would serve as an eBook reader. He showed the iBooks reader application and iBookstore and laid down the gauntlet before Amazon and its beloved Kindle device. Almost immediately afterwards, criticism came rushing forth that the iPad could never beat the Kindle for book reading. The curious part of that criticism is that virtually no one offering it had actually used the iPad yet. A few weeks later, on April 3rd, the iPad was released for sale in the United States. I bought one on that day and in the few additional weeks that have elapsed, I’ve given quite a workout to most of its capabilities, including its eBook features. I’ve also spent some time with the Kindle, albeit a first-generation model, to see how it actually compares to the iPad. I had some expectations going in, but I came away with conclusions about each device that were more scenario-based than absolute. I present my findings to you here.   Vital Statistics Let’s start with an inventory of each device’s underlying technology. The iPad has a color, backlit LCD screen and an on-screen keyboard. It has a battery which, on a full charge, lasts anywhere from 6-10 hours. The Kindle offers a monochrome, reflective E Ink display, a physical keyboard and a battery that on my first gen loaner unit can go up to a week between charges (Amazon claims the battery on the Kindle 2 can last up to 2 weeks on a single charge). The Kindle connects to Amazon’s Kindle Store using a 3G modem (the technology and network vary depending on the model) that incurs no airtime service charges whatsoever. The iPad units that are on-sale today work over WiFi only. 3G-equipped models will be on sale shortly and will command a $130 premium over their WiFi-only counterparts. 3G service on the iPad, in the U.S. from AT&T, will be fee-based, with a 250MB plan at $14.99 per month and an unlimited plan at $29.99. No contract is required for 3G service. All these tech specs aside, I think a more useful observation is that the iPad is a multi-purpose Internet-connected entertainment device, while the Kindle is a dedicated reading device. The question is whether those differences in design and intended use create a clear-cut winner for reading electronic publications. Let’s take a look at each device, in isolation, now.   Kindle To me, what’s most innovative about the Kindle is its E Ink display. E Ink really looks like ink on a sheet of paper. It requires no backlight, it’s fully visible in direct sunlight and it causes almost none of the eyestrain that LCD-based computer display technology (like that used on the iPad) does. It’s really versatile in an all-around way. Forgive me if this sounds precious, but reading on it is really a joy. In fact, it’s a genuinely relaxing experience. Through the Kindle Store, Amazon allows users to download books (including audio books), magazines, newspapers and blog feeds. Books and magazines can be purchased either on a single-issue basis or as an annual subscription. Books, of course, are purchased singly. Oddly, blogs are not free, but instead carry a monthly subscription fee, typically $1.99. To me this is ludicrous, but I suppose the free 3G service is partially to blame. Books and magazine issues download quickly. Magazine and blog subscriptions cause new issues or posts to be pushed to your device on an automated basis. Available blogs include 9000-odd feeds that Amazon offers on the Kindle Store; unless I missed something, arbitrary RSS feeds are not supported (though there are third party workarounds to this limitation). The shopping experience is integrated well, has an huge selection, and offers certain graphical perks. For example, magazine and newspaper logos are displayed in menus, and book cover thumbnails appear as well. A simple search mechanism is provided and text entry through the physical keyboard is relatively painless. It’s very easy and straightforward to enter the store, find something you like and start reading it quickly. If you know what you’re looking for, it’s even faster. Given Kindle’s high portability, very reliable battery, instant-on capability and highly integrated content acquisition, it makes reading on whim, and in random spurts of downtime, very attractive. The Kindle’s home screen lists all of your publications, and easily lets you select one, then start reading it. Once opened, publications display in crisp, attractive text that is adjustable in size. “Turning” pages is achieved through buttons dedicated to the task. Notes can be recorded, bookmarks can be saved and pages can be saved as clippings. I am not an avid book reader, and yet I found the Kindle made it really fun, convenient and soothing to read. There’s something about the easy access to the material and the simplicity of the display that makes the Kindle seduce you into chilling out and reading page after page. On the other hand, the Kindle has an awkward navigation interface. While menus are displayed clearly on the screen, the method of selecting menu items is tricky: alongside the right-hand edge of the main display is a thin column that acts as a second display. It has a white background, and a scrollable silver cursor that is moved up or down through the use of the device’s scrollwheel. Picking a menu item on the main display involves scrolling the silver cursor to a position parallel to that menu item and pushing the scrollwheel in. This navigation technique creates a disconnect, literally. You don’t really click on a selection so much as you gesture toward it. I got used to this technique quickly, but I didn’t love it. It definitely created a kind of anxiety in me, making me feel the need to speed through menus and get to my destination document quickly. Once there, I could calm down and relax. Books are great on the Kindle. Magazines and newspapers much less so. I found the rendering of photographs, and even illustrations, to be unacceptably crude. For this reason, I expect that reading textbooks on the Kindle may leave students wanting. I found that the original flow and layout of any publication was sacrificed on the Kindle. In effect, browsing a magazine or newspaper was almost impossible. Reading the text of individual articles was enjoyable, but having to read this way made the whole experience much more “a la carte” than cohesive and thematic between articles. I imagine that for academic journals this is ideal, but for consumer publications it imposes a stripped-down, low-fidelity experience that evokes a sense of deprivation. In general, the Kindle is great for reading text. For just about anything else, especially activity that involves exploratory browsing, meandering and short-attention-span reading, it presents a real barrier to entry and adoption. Avid book readers will enjoy the Kindle (if they’re not already). It’s a great device for losing oneself in a book over long sittings. Multitaskers who are more interested in periodicals, be they online or off, will like it much less, as they will find compromise, and even sacrifice, to be palpable.   iPad The iPad is a very different device from the Kindle. While the Kindle is oriented to pages of text, the iPad orbits around applications and their interfaces. Be it the pinch and zoom experience in the browser, the rich media features that augment content on news and weather sites, or the ability to interact with social networking services like Twitter, the iPad is versatile. While it shares a slate-like form factor with the Kindle, it’s effectively an elegant personal computer. One of its many features is the iBook application and integration of the iBookstore. But it’s a multi-purpose device. That turns out to be good and bad, depending on what you’re reading. The iBookstore is great for browsing. It’s color, rich animation-laden user interface make it possible to shop for books, rather than merely search and acquire them. Unfortunately, its selection is rather sparse at the moment. If you’re looking for a New York Times bestseller, or other popular titles, you should be OK. If you want to read something more specialized, it’s much harder. Unlike the awkward navigation interface of the Kindle, the iPad offers a nearly flawless touch-screen interface that seduces the user into tinkering and kibitzing every bit as much as the Kindle lulls you into a deep, concentrated read. It’s a dynamic and interactive device, whereas the Kindle is static and passive. The iBook reader is slick and fun. Use the iPad in landscape mode and you can read the book in 2-up (left/right 2-page) display; use it in portrait mode and you can read one page at a time. Rather than clicking a hardware button to turn pages, you simply drag and wipe from right-to-left to flip the single or right-hand page. The page actually travels through an animated path as it would in a physical book. The intuitiveness of the interface is uncanny. The reader also accommodates saving of bookmarks, searching of the text, and the ability to highlight a word and look it up in a dictionary. Pages display brightly and clearly. They’re easy to read. But the backlight and the glare made me less comfortable than I was with the Kindle. The knowledge that completely different applications (including the Web and email and Twitter) were just a few taps away made me antsy and very tempted to task-switch. The knowledge that battery life is an issue created subtle discomfort. If the Kindle makes you feel like you’re in a library reading room, then the iPad makes you feel, at best, like you’re under fluorescent lights at a Barnes and Noble or Borders store. If you’re lucky, you’d be on a couch or at a reading table in the store, but you might also be standing up, in the aisles. Clearly, I didn’t find this conducive to focused and sustained reading. But that may have more to do with my own tendency to read periodicals far more than books, and my neurotic . And, truth be known, the book reading experience, when not explicitly compared to Kindle’s, was still pleasant. It is also important to point out that Kindle Store-sourced books can be read on the iPad through a Kindle reader application, from Amazon, specific to the device. This offered a less rich experience than the iBooks reader, but it was completely adequate. Despite the Kindle brand of the reader, however, it offered little in terms of simulating the reading experience on its namesake device. When it comes to periodicals, the iPad wins hands down. Magazines, even if merely scanned images of their print editions, read on the iPad in a way that felt similar to reading hard copy. The full color display, touch navigation and even the ability to render advertisements in their full glory makes the iPad a great way to read through any piece of work that is measured in pages, rather than chapters. There are many ways to get magazines and newspapers onto the iPad, including the Zinio reader, and publication-specific applications like the Wall Street Journal’s and Popular Science’s. The New York Times’ free Editors’ Choice application offers a Times Reader-like interface to a subset of the Gray Lady’s daily content. The completely Web-based but iPad-optimized Times Skimmer site (at www.nytimes.com/timesskimmer) works well too. Even conventional Web sites themselves can be read much like magazines, given the iPad’s ability to zoom in on the text and crop out advertisements on the margins. While the Kindle does have an experimental Web browser, it reminded me a lot of early mobile phone browsers, only in a larger size. For text-heavy sites with simple layout, it works fine. For just about anything else, it becomes more trouble than it’s worth. And given the way magazine articles make me think of things I want to look up online, I think that’s a real liability for the Kindle.   Summing Up What I came to realize is that the Kindle isn’t so much a computer or even an Internet device as it is a printer. While it doesn’t use physical paper, it still renders its content a page at a time, just like a laser printer does, and its output appears strikingly similar. You can read the rendered text, but you can’t interact with it in any way. That’s why the navigation requires a separate cursor display area. And because of the page-oriented rendering behavior, turning pages causes a flash on the display and requires a sometimes long pause before the next page is rendered. The good side of this is that once the page is generated, no battery power is required to display it. That makes for great battery life, optimal viewing under most lighting conditions (as long as there is some light) and low-eyestrain text-centric display of content. The Kindle is highly portable, has an excellent selection in its store and is refreshingly distraction-free. All of this is ideal for reading books. And iPad doesn’t offer any of it. What iPad does offer is versatility, variety, richness and luxury. It’s flush with accoutrements even if it’s low on focused, sustained text display. That makes it inferior to the Kindle for book reading. But that also makes it better than the Kindle for almost everything else. As such, and given that its book reading experience is still decent (even if not superior), I think the iPad will give Kindle a run for its money. True book lovers, and people on a budget, will want the Kindle. People with a robust amount of discretionary income may want both devices. Everyone else who is interested in a slate form factor e-reading device, especially if they also wish to have leisure-friendly Internet access, will likely choose the iPad exclusively. One thing is for sure: iPad has reduced Kindle’s market, and may have shifted its mass market potential to a mere niche play. If Amazon is smart, it will improve its iPad-based Kindle reader app significantly. It can then leverage the iPad channel as a significant market for the Kindle Store. After all, selling the eBooks themselves is what Amazon should care most about.

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• one way routing

  - by user101531

  I have two computers connected with VPN, and some virtual machines on each. I want everything to see each other (that is basically 4 different networked machines). What I've not managed so far is that a computer on the one end to be visible to the other end. In tracert terms: 192.168.78.42>tracert 192.168.69.18 Tracing route to WIN-2K8R2 [192.168.69.18] over a maximum of 30 hops: 1 <1 ms <1 ms <1 ms 192.168.78.17 2 * * * Request timed out. 3 217 ms 78 ms 78 ms WIN-2K8R2 [192.168.69.18] Trace complete. 192.168.78.42>tracert 192.168.69.112 Tracing route to 192.168.69.112 over a maximum of 30 hops 1 <1 ms <1 ms <1 ms 192.168.78.17 2 333 ms * 337 ms WIN-2K8R2 [192.168.86.22] 3/4/5 * * * Request timed out. 6 ^C 192.168.69.18>tracert 192.168.69.112 Tracing route to 192.168.69.112 over a maximum of 30 hops 1 <1 ms <1 ms <1 ms 192.168.69.112 Trace complete. 192.168.69.112>tracert 192.168.78.42 Tracing route to 192.168.78.42 over a maximum of 30 hops 1 1 ms * <1 ms 192.168.69.18 2 79 ms 77 ms 80 ms 192.168.86.21 3 80 ms 77 ms 81 ms 192.168.78.42 Trace complete. Note: the 4 machines are 192.168.69.112 (winXP), 192.168.69.18=192.168.86.22 (win2K8R2), 192.168.86.21=192.168.78.17 (Linux), 192.168.78.42 (win2K3). The VPN is a TAP openvpn connection between 192.168.86.21 and 192.168.86.22. I would say that the problem is in the win2K8 machine, but Windows networking is my weak point.

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• How to configure Apache and Tomcat with vhosts?

  - by Umar Farooq Khawaja

  I have a server with a static, public IP address. I also have a registered domain name. For the sake of illustration, let's suppose they are IP Address: 12.34.56.78 Domain Name: example.com I have a single machine on which I am running the following: A website (over IIS7) available locally at localhost:80 A JetBrains TeamCity instance (over Tomcat) available locally at localhost:1234 A VisualSVN Server instance (over Apache) available locally at localhost:5678/svn I have set up an A record for example.com and the following CNAME records: www.example.com builds.example.com sources.example.com I would like to configure Tomcat and Apache such that: if I point my browser at builds.example.com, I end up at the JetBrains TeamCity instance and, if I point my browser at sources.example.com, I end up at the VisualSVN Server instance. I thought I could configure the Apache to vhost example.com:5678/svn to point to sources.example.com and added the following lines to the Apache httpd.conf file Listen 5678 NameVirtualHost *:5678 <VistualHost *:5678> ServerName sources.example.com DocumentRoot /svn </virtualHost> That broke the VisualSVN instance, so I had to revert that to Listen 5678 Help!

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• Why does my dd backup of MacBook OS X fail to boot upon restore?

  - by James

  I created a backup of a MacBook hard drive (WD2500BEVS-88US) by hooking it up as a secondary drive on my linux system (Ubuntu 10.10). I used the following command: sudo dd if=/dev/sdc of=/home/backup.img bs=2M This appears to have completed with no errors. I noticed that the file is only 68 GB in size even though the drive is 250 GB in capacity. I restored the image to a spare drive (WD2500BEVS) with the following command: sudo dd if=/home/backup.img of=/dev/sdb bs=2M When I boot the spare drive in the Mac, it appears to start up for a few seconds and then shuts down. (It does not appear to load into the OS at all). When I open up the drive that won't boot in GParted, it looks like this: When looking at the information for the middle partition with the little red exclamation mark, it shows this: The original hard drive that boots ok shows up like this: Further info on both drives: sudo fdisk -l Disk /dev/sdb: 250.1 GB, 250059350016 bytes 255 heads, 63 sectors/track, 30401 cylinders Units = cylinders of 16065 * 512 = 8225280 bytes Sector size (logical/physical): 512 bytes / 512 bytes I/O size (minimum/optimal): 512 bytes / 512 bytes Disk identifier: 0x00000000 Device Boot Start End Blocks Id System /dev/sdb1 1 30402 244198580 ee GPT WARNING: GPT (GUID Partition Table) detected on '/dev/sdc'! The util fdisk doesn't support GPT. Use GNU Parted. Disk /dev/sdc: 250.1 GB, 250059350016 bytes 255 heads, 63 sectors/track, 30401 cylinders Units = cylinders of 16065 * 512 = 8225280 bytes Sector size (logical/physical): 512 bytes / 512 bytes I/O size (minimum/optimal): 512 bytes / 512 bytes Disk identifier: 0x00000000 Device Boot Start End Blocks Id System /dev/sdc1 1 30402 244198580 ee GPT So why is my backup or restore failing? Why is dd not creating a byte for byte duplicate?

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• Mediawiki extension error

  - by vinylguitar

  I'm running the latest version of mediawiki using MoWeS Portable II from my desktop. I just installed this extension on the wiki http://www.mediawiki.org/wiki/Extension:MsUpload It adds an option to upload files (to be embedded in an article) to the edit screen of an article. After installing it when I try and edit an article I get the following error: Fatal error: Call to undefined method OutputPage::addModules() in C:\Users\User\Desktop\knowledge mapedia 10 25 13 copy\mowes_portable\www\mediawiki\extensions\MsUpload\msupload.php on line 65 Also here is what I posted in the localsettings.php file (I put it in at the end of localsettings.php if it makes a difference): Start --------------------------------------- MsUpload $wgMSU_ShowAutoKat = false; #autocategorisation $wgMSU_CheckedAutoKat = false; #checkbox for autocategorisation checked $wgMSU_debug = false; #debug mode $wgMSU_ImgParams = '400px'; #default max-size for inserted image $wgMSU_UseDragDrop = true; #show drag&drop area require_once "$IP/extensions/MsUpload/msupload.php"; End --------------------------------------- MsUpload require_once "$IP/extensions/msupload/msupload.php"; At line 65 in the localsettings.php file there is the following: line 64 ## Database settings line 65 $wgDBtype = "mysql"; line 66 $wgDBserver = "localhost"; line 67 $wgDBname = "mediawiki"; line 68 $wgDBuser = "root"; line 69 $wgDBpassword = ""; Any idea what I'm doing wrong?

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• Configure APE-Server on Ubuntu10.10 webserver

  - by sadmicrowave

  I'm having problems configuring my ape-server. First, I reside behind a corporate firewall where our own DNS servers are maintained. I requested a domain name for my server and was provided uslonsweb003.us.mycompany.com from my IT group. Therefore, my website works and can be accessed via (intranet only) at http://uslonsweb003.us.mycompany.com/test.php. I followed the instructions at ape-project.org and run the Check Tool at the end only to find I get an error stating: Running test : Contacting APE Server (adding frequency) Can't contact APE Server. Please check the folowing url is pointing to your APE server : http://0.uslonsweb003.us.mycompany.com:6969 my /etc/apache2/apache2.conf module looks as follows: <VirtualHost *:80> Servername uslonsweb003.us.mycompany.com ServerAlias ape.uslonsweb003.us.mycompany.com ServerAlias *.ape.uslonsweb003.us.mycompany.com DocumentRoot "/var/www/" </VirtualHost> my /var/www/ape-jsf/Demos/config.js config section looks as follows: APE.Config.baseUrl = 'http://uslonsweb003.us.mycompany.com/ape-jsf'; APE.Config.domain = 'uslonsweb003.us.mycompany.com'; APE.Config.server = 'uslonsweb003.us.mycompany.com:6969'; The instructions at ape-project.org tell me that the APE.Config.server should be `ape.mydomain.com:6969'; but that does not work (I'm assuming because my corporate DNS does not understand the 'ape' before the domain name since 'ape' was not registered with the IT DNS). So therefore, I changed it to what you see above. Please help!! Thanks in advance UPDATE 1 per the installation instructions located on this page http://www.ape-project.org/wiki/index.php/Advanced_APE_configuration under 'Configure your Server/Computer' (I'm running it on a server obviously) It says I need to add some lines to my DNS config file. It sounds like (since I'm within a corporate network) I would ask my IT group to add the following lines to the DNS configuration file on their end: ape IN A x.x.x.x ; IP address of my APE server *.ape IN CNAME ape I just want to make sure this is all I have to have them add (or if this is even correct) before I ask them.

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• Excel VBA: select every other cell in a row range to be copied and pasted vertically

  - by terry alexander

  i have a 2200+ page text file. It is delivered from a customer through a data exchange to us with astericks to separate values and tildes (~) to denote the end of a row. The file is sent to me as a text file in Word. Most rows are split in two (1 row covers a full line and part of a second line). i transfer segments (10 page chunks) of it at a time into Excel where, unfortunately, any zeroes that occur at the end of a row get discarded in the "text to columns" procedure. So, i eyeball every "long" row to insure that zeroes were not lost and manually re-enter any that were. Here is a small bit of sample data: SDQ EA 92 1551 378 1601 151 1603 157 1604 83 The "SDQ, EA, and 92" are irrelevant (artifacts of data transmission). i want to use Excel VBA to select 1551, 1601, 1603, and 1604 (these are store numbers) so that i can copy those values and transpose paste them vertically. i will then go back and copy 378, 151, 157, and 83 (sales values) so that i can transpose paste them next to the store numbers. The next two rows of data contain the same store numbers but give the corresponding dollar values. i will only need to copy the dollar values so they can be transpose pasted vertically next to unit values (e.g. 378, 151, 157, and 83). Just being able to put my cursor on the first cell of interest in the row and run a macro to copy every other cell would speed up my work tremendously. i have tried using activecell and offset references to select a range to copy but have not been successful. Does any have any suggestions for me? Thanks in advance for the help.

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• Unable to install Perl Crypt::OpenSSL::RSA module, please help

  - by Willy

  Hi Everyone, I spent several hours but unable to install CPAN Crypt::OpenSSL::RSA module. It's required for Postfix's dkimproxy add-on. What I do is to run the following command in the shell: $ perl -MCPAN -e 'install Crypt::OpenSSL::RSA' When I run this command, several lines displayed and at the end, this is displayed: Checking if your kit is complete... Looks good Warning: prerequisite Crypt::OpenSSL::Random 0 not found. Writing Makefile for Crypt::OpenSSL::RSA ---- Unsatisfied dependencies detected during [I/IR/IROBERTS/Crypt-OpenSSL-RSA-0.26.tar.gz] ----- Crypt::OpenSSL::Random Shall I follow them and prepend them to the queue of modules we are processing right now? [yes] Then I hit enter (yes) and tens of lines generated with error. At the end I get this: ... ... RSA.xs:579: warning: implicit declaration of function ‘RSA_sign’ RSA.xs:579: error: ‘rsaData’ has no member named ‘hashMode’ RSA.xs:579: error: ‘rsaData’ has no member named ‘hashMode’ RSA.xs:579: error: ‘rsaData’ has no member named ‘rsa’ RSA.xs: In function ‘XS_Crypt__OpenSSL__RSA_verify’: RSA.xs:605: error: ‘rsaData’ has no member named ‘rsa’ RSA.xs:610: error: ‘rsaData’ has no member named ‘hashMode’ RSA.xs:611: warning: implicit declaration of function ‘RSA_verify’ RSA.xs:611: error: ‘rsaData’ has no member named ‘hashMode’ RSA.xs:613: error: ‘rsaData’ has no member named ‘hashMode’ RSA.xs:616: error: ‘rsaData’ has no member named ‘rsa’ RSA.xs:619: warning: implicit declaration of function ‘ERR_peek_error’ RSA.xs: In function ‘boot_Crypt__OpenSSL__RSA’: RSA.xs:214: warning: implicit declaration of function ‘ERR_load_crypto_strings’ make: *** [RSA.o] Error 1 /usr/bin/make -- NOT OK Running make test Can't test without successful make Running make install make had returned bad status, install seems impossible What am I doing wrong? Please guide me. Thanks.

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• big speed difference on a network link with and without VPN tunnel

  - by xirtyllo

  Scenario: We have a network link between two offices. The link is provided by a third party company through a VLAN on their network, but to us it is totally transparent -as if we had a simple ethernet cable going from one location to the other-. We have one router at each side of the link, with 3 VPN tunnels in between the two. The test: When I test the speed of the network link with the routers in place, with one laptop directly connected to the router on each side, I consistently get ~30/35Mbps. But if I take out the routers and I test the link connecting the laptops directly to the ethernet cable at each side, I consistently get ~85/88Mbps. It's quite a big performance hit, and I would tend to think that the VPN tunnels are responsible for the slow down. Is it normal that this configuration (two routers with three VPN tunnels between them) takes away so much bandwidth? More info: The encryption algorithm used for the VPN tunnels is AES128. The routers model is Zyxel USG200 and Zyxel USG1000, and their CPU, memory, and storage use is well within normal limits. The nominal bandwidth of the network link is 100Mbps. The network link in question is supplied by a third party company (the building in between our two offices). Basically it passes through their network as a VLAN, but the VLAN is completely transparent to us (e.g. no configuration required on our side, just like one single cable from end to end). Unfortunately (or maybe fortunately) I cannot directly test different routers configurations as I'm not the person in charge of it.

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• Using dnsmasq for accessing multiple nameservers assigned by DHCP

  - by Ash

  At my work desktop running openSUSE 11.4, I have a local network which gets its address, domain (work.site) and nameservers (10.100.1.1, 10.100.1.2) info through DHCP - which get written into /etc/resolv.conf I get to access the internet using the work network, and these 2 nameservers end up returning the entries for any public domain name lookups on the internet. I also have a private VPN that I end up connecting. The nameserver (10.111.1.1) and domain (private.site) are rarely bound to change for this network, but currently they're pushed by the openVPN client into networkmanager, and which also gets merged with the existing /etc/resolv.conf My resolv.conf ultimately ends up looking like this: search private.site work.site nameserver 127.0.0.1 nameserver 10.111.1.1 nameserver 10.100.1.1 As you can see the 2nd nameserver from my work network was pushed out because of the max 3 entry limitations. It is fine still, but would be a problem if that nameserver goes down for maintenance or something. So I found out that dnsmasq could help me here, and hence I setup dnsmasq just as a local DNS resolver without any DHCP support. So right now this is my /etc/dnsmasq.conf: resolv-file=/etc/resolv.conf server=/private.site/10.111.1.1 server=/1.111.10.in-addr.arpa/10.111.1.1 listen-address=127.0.0.1 bind-interfaces log-queries I've made dnsmasq get the list of nameservers from /etc/resolv.conf since NetworkManager seems to be updating this list correctly (for a max of 3 nameservers). I'm able to resolve the host names in both the networks correctly. So these are the questions I have: Is there a way I can make either NetworkManager or dhclient write out the list of nameservers somewhere else which I can make dnsmasq use as resolv-file ? How do I make dnsmasq use certain nameservers as the default for all queries ? Right now I notice that lookups for public domains on the internet are usually sent to both the nameservers - the one on work.site as well as private.site. It would be good if I can limit this only to work.site.

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• When I log on to my company desktop, I log on to a domain. How is this domain name installed?

  - by learnerforever

  Hi, When I have to work on my machine in company, I have noticed that I log on to a domain (named on the basis of company name) and not really on that computer. From, what I understand, this has a few advantages, the primary being that I just need one password for the domain and can work through any of the machines in company. My questions are : What software on desktop/network have to be installed so that the desktop recognizes and gives me option of logging into a domain. I would guess that a software can be installed on desktop, and there we can configure the IP address of domain server of company and port number, which handles authentication. Is this correct? This takes me to another question that how are softwares installed on end machines in a company. Going to each machine physically and installing looks very unweildy from administrator point of view. An obvious solution would be to install softwares (and updates) over network. My question on this are: What protocols,keywords come into picture when administrator installs OS,softwares,updates from his administrator machine to end machine through network. Thanks,

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• Switch Text Paragraphs in OpenOfficeOrg Writer mailmerge

  - by Glen S. Dalton

  I am using mailmerge to write the same letter with minor differenes to many peolpe. I experienced that switching text paragraphs depending on database values was not easy for me. I ended up putting huge text paragraphs into the database becaus switching did not really work for me. Actually I dont' understand how writer does it and maybe the boolean evaluation is buggy? There is some possibility making paragraphs invisible depending on database fields, but it was frustrating. After marking a paragraph as invisible (depending on a condition) it went invisible in the main document and did not come back, I lost the content. An example in pseudocode of what I want in my mailmerge document: {if [[balance]] 10} We owe you money. Please can you send your bank details. {end if} {if [[balance]] < -10} Please transfer the remaining amount to our banc account 123... {end if} Maybe this could be done with makros? But how to combine makros with mailmerge? Can you tell me what are the pitfalls and how to master them? I once did this with ms word, it was a lot easier. The normal mailmerge (including database fields in the letters) works fine for me in OpenOffice writer.

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• Why is my cat5e cable not okay?

  - by torbengb

  My LAN cable seems to work (indicator LED lights up) but the computer can't find a connection. What's wrong? Setup: I had to run a network cable from a router in one room to a computer to another room, through a hole in the wall that was too small to pass the RJ-45 plug through. The plug was cut off and the cable passed through the wall. Then a new plug was crimped on using this detailed explanation. The connection didn't work because the (factory-made!) plug in the other end used a non-standard wire order. I crimped a new plug on again, using the exact same order of the factory-made plug. The LED indicator lights up on both ends, but the computer cannot find a connection. What can be wrong? How can I find out? I don't have a cable tester. By visually inspecting my new plug, I think it's good; the wire order matches the other end, and all wires are all the way inside the plug and reach the connector piece. I've used the cable before (with both factory-made ends) so i don't think that the cable itself has a defect.

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• hMail server - sending copy of an e-mail changing the sender

  - by Beggycev

  Dear All please help me with following request. I am using hMail server in a company(test.com) and have several hundred of guest e-mail accounts ([email protected]). I need to accomplish this: When any of the guest e-mails receives a message(either from internal or external sender) this e-mail(or its copy) is sent to another address "[email protected]" which is the same for all of these guest e-mails. But I need the sender to be identified as the [email protected] not as the original sender which happens when I use forwarding. I tried to prepare a simple VBS script using the OnAcceptMessage event to accomplish this. and it works on my testing machine without internet connectivity but not in the production environment. To be specific, if I send an e-mail to [email protected] in my test env it is delivered to the [email protected] with [email protected] being a sender. But in the production env the e-mail stays in the guest mailbox with the original sender. I am interested in any solution, using a rule in hMail or script, anything is welcome. Thank you for any help! The script: Sub OnAcceptMessage(oClient, oMessage) 'creating application object in order to perform operations as hMail server administrator Dim obApp Set obApp = CreateObject("hMailServer.Application") Dim adminLogin Dim adminPassword 'Enter actual values for administrator account and password 'CHANGE HERE: adminLogin = "Admin_login" adminPassword = "password" Call obApp.Authenticate(adminLogin, adminPassword) Dim addrStart 'Take first 5 characters of recipients address addrStart = Mid(oMessage.To, 1, 5) 'if the recipient's address start with "guest" if addrStart = "guest" then Dim recipient Dim recipientAddress 'enter name of the recipient and respective e-mail address() 'CHANGE HERE: recipient = "FINAL" recipientAddress = "[email protected]" 'change the sender and sender e-mail address to the guest oMessage.FromAddress = oMessage.To oMessage.From = oMessage.To & "<" & oMessage.To & ">" 'delete recipients and enter a new one - the actual mps and its e-mail from the variables set above oMessage.ClearRecipients() oMessage.AddRecipient recipient, recipientAddress 'save the e-mail oMessage.save end if End Sub

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• Computer speakers receive radio station signal

  - by squircle

  I have a set of Logitech 5.1 speakers where each speaker and the source plug into the subwoofer. I'm using a Griffin Firewave with output from my MacBook Pro, and output from my custom-built desktop with a switch in the middle (built it myself out of an old Belkin A/B parallel switch). Recently, I've noticed that I can hear a local Punjabi radio station being picked up by my speakers, and the volume of this interference increases as I increase the volume of the speakers. I'm fairly sure that this radio station is at the low-end of the FM spectrum, below 90MHz (or it may be at the high end, above 105MHz, my memory isn't infallible). It gets quite annoying as I can't put my audio very loud without the interference. I've tried to put a ferrite core on the input cable just before the 3.5mm jacks plug into the subwoofer. I don't know if putting the same core around all three of the cables (green, black, orange) would negate the effects, but I'm assuming not. There has been no change. Is there any reason why this would be happening? I'm assuming the interference is coming somewhere between the FireWave and the subwoofer, because the noise gets amplified with volume increases. If anybody has any suggestions, I'd be grateful!

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• Menu tab completion for recent history in zsh

  - by dat5h

  I am interested in a potential zle widget for zsh. Is there a way to build a widget that mimics the kill-completion selectable menu? Essentially I want to be able to press , tab in vi-command-mode, or maybe !-tab-completion at the shell and get a list of recent history (or related history compared what is already entered at the commandline) that allows me to scroll through it and possibly select a relevant function to call or compare similar calls. Looking through the manual I stumbled onto a similar widget that I have mapped like so: # tab completion history menu (vicmd) autoload -z history-beginning-search-menu zle -N history-beginning-search-menu-space-end history-beginning-search-menu bindkey -M vicmd "\t" history-beginning-search-menu-space-end # emacs binding could be "\e\t"? (I wouldn't know) Therefore, if I enter vicmd and hit tab when I enter something like "grep", then I get a list of all grep calls in history. It also asks me for the list-number and it will perform the numbered item in history. If I enter a space and then try this, it lists ALL of my history history. This is fairly close to what I want, but there are some problems. For example, 1) it prints the entire list of relevant history and does not check the number of lines of the screen so it could easily blow up the space on the terminal; 2) when I type in numbers for selecting an item in history it does not show me the numbers I type, so I may make a mistake and have to start over again; 3) I would love to be able to hook in appearance tweaks. I was wondering if there exists more updated version of this widget or if there is any way to look at the source for kill-completion or history-beginning-search-menu to see if I could think of a way to do it.

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• Create new folder for new sender name and move message into new folder

  - by Dave Jarvis

  Background I'd like to have Outlook 2010 automatically move e-mails into folders designated by the person's name. For example: Click Rules Click Manage Rules & Alerts Click New Rule Select "Move messages from someone to a folder" Click Next The following dialog is shown: Problem The next part usually looks as follows: Click people or public group Select the desired person Click specified Select the desired folder Question How would you automate those problematic manual tasks? Here's the logic for the new rule I'd like to create: Receive a new message. Extract the name of the sender. If it does not exist, create a new folder under Inbox Move the new message into the folder assigned to that person's name I think this will require a VBA macro. Related Links http://www.experts-exchange.com/Software/Office_Productivity/Groupware/Outlook/A_420-Extending-Outlook-Rules-via-Scripting.html http://msdn.microsoft.com/en-us/library/office/ee814735.aspx http://msdn.microsoft.com/en-us/library/office/ee814736.aspx http://stackoverflow.com/questions/11263483/how-do-i-trigger-a-macro-to-run-after-a-new-mail-is-received-in-outlook http://en.kioskea.net/faq/6174-outlook-a-macro-to-create-folders http://blogs.iis.net/robert_mcmurray/archive/2010/02/25/outlook-macros-part-1-moving-emails-into-personal-folders.aspx Update #1 The code might resemble something like: Public WithEvents myOlApp As Outlook.Application Sub Initialize_handler() Set myOlApp = CreateObject("Outlook.Application") End Sub Private Sub myOlApp_NewMail() Dim myInbox As Outlook.MAPIFolder Dim myItem As Outlook.MailItem Set myInbox = myOlApp.GetNamespace("MAPI").GetDefaultFolder(olFolderInbox) Set mySenderName = myItem.SenderName On Error GoTo ErrorHandler Set myDestinationFolder = myInbox.Folders.Add(mySenderName, olFolderInbox) Set myItems = myInbox.Items Set myItem = myItems.Find("[SenderName] = " & mySenderName) myItem.Move myDestinationFolder ErrorHandler: Resume Next End Sub Update #2 Split the code as follows: Sent a test message and nothing happened. The instructions for actually triggering a message when a new message arrives are a little light on details (for example, no mention is made regarding ThisOutlookSession and how to use it). Thank you.

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• Resize Debian in VirtualBox

  - by Poni

  I have a VM with one HD of size 3GB and I'd like to enlarge its HD to 7GB. So I execute this command on the host (while guest is shutdown): VBoxManage modifyhd debian.vdi --resize 7168 Then I run the guest, Debian 6, and then: smith@debian6:~$ df -h Filesystem Size Used Avail Use% Mounted on /dev/sda1 2.8G 2.6G 60M 98% / tmpfs 61M 0 61M 0% /lib/init/rw udev 57M 160K 57M 1% /dev tmpfs 61M 0 61M 0% /dev/shm smith@debian6:~$ sudo parted /dev/sda print Model: ATA VBOX HARDDISK (scsi) Disk /dev/sda: 3221MB Sector size (logical/physical): 512B/512B Partition Table: msdos Number Start End Size Type File system Flags 1 1049kB 3035MB 3034MB primary ext3 boot 2 3036MB 3220MB 185MB extended 5 3036MB 3220MB 185MB logical linux-swap(v1) smith@debian6:~$ cat /proc/partitions major minor #blocks name 8 0 3145728 sda 8 1 2962432 sda1 8 2 1 sda2 8 5 180224 sda5 So, no automatic resizing (detection) of the HD/partition (while VirtualBox, in the host, shows it's 7GB now). Ok... Then I do: smith@debian6:~$ sudo resize2fs /dev/sda1 resize2fs 1.41.12 (17-May-2010) The filesystem is already 740608 blocks long. Nothing to do! smith@debian6:~$ sudo parted GNU Parted 2.3 Using /dev/sda Welcome to GNU Parted! Type 'help' to view a list of commands. (parted) select /dev/sda1 Using /dev/sda1 (parted) resize WARNING: you are attempting to use parted to operate on (resize) a file system. parted's file system manipulation code is not as robust as what you'll find in dedicated, file-system-specific packages like e2fsprogs. We recommend you use parted only to manipulate partition tables, whenever possible. Support for performing most operations on most types of file systems will be removed in an upcoming release. Partition number? 1 Start? 0 End? [3034MB]? Here I'm stuck. At the above parted it asks me to resize to 3GB. No point in that, right.. What should I do in order to enlarge this partition?

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• Plesk wildcard subdomain not working

  - by avdgaag

  I'm trying to set up a wildcard subdomain on my VPS. Ultimately I want to end up with this: main site: my.domain.tld subdomain: sub1.my.domain.tld - should end up serving my.domain.tld/sub1 I am using plesk 8.6. I have created a DNS A record pointing at my VPS' IP. I have then restarted the DNS server and waited up to 24 hours. But trying ping sub1.my.domain.tld results in an unknown host error. So I know there's more stuff involved, configuring apache etc. But so far, I cannot even get the subdomain working at all, let alone serve up the right content. I have also tried a CNAME record, to no effect. I have also tried creating a regular subdomain with a fixed name, which also does not work. Pre-configured subdomains DO work, like ftp.my.domain.tld or mail.my.domain.tld. I am clearly missing something here, but my hosting provider charges a small fortune for any support request not involving hardware physically burning down, so I'm hesitant to ask them. Any ideas?

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• Chef: nested data bag data to template file returns "can't convert String into Integer"

  - by Dalho Park

  I'm creating simple test recipe with a template and data bag. What I'm trying to do is creating a config file from data bag that has simple nested information, but I receive error "can't convert String into Integer" Here are my setting file 1) recipe/default.rb data1 = data_bag_item( 'mytest', 'qa' )['test'] data2 = data_bag_item( 'mytest', 'qa' ) template "/opt/env/test.cfg" do source "test.erb" action :create_if_missing mode 0664 owner "root" group "root" variables({ :pepe1 = data1['part.name'], :pepe2 = data2['transport.tcp.ip2'] }) end 2)my data bag named "mytest" $knife data bag show mytest qa id: qa test: part.name: L12 transport.tcp.ip: 111.111.111.111 transport.tcp.port: 9199 transport.tcp.ip2: 222.222.222.222 3)template file test.erb part.name=<%= @pepe1 % transport.tcp.binding=<%= @pepe2 % Error reurns when I run chef-client on my server, [2013-06-24T19:50:38+00:00] DEBUG: filtered backtrace of compile error: /var/chef/cache/cookbooks/config_test/recipes/default.rb:19:in []',/var/chef/cache/cookbooks/config_test/recipes/default.rb:19:inblock in from_file',/var/chef/cache/cookbooks/config_test/recipes/default.rb:12:in from_file' [2013-06-24T19:50:38+00:00] DEBUG: filtered backtrace of compile error: /var/chef/cache/cookbooks/config_test/recipes/default.rb:19:in[]',/var/chef/cache/cookbooks/config_test/recipes/default.rb:19:in block in from_file',/var/chef/cache/cookbooks/config_test/recipes/default.rb:12:infrom_file' [2013-06-24T19:50:38+00:00] DEBUG: backtrace entry for compile error: '/var/chef/cache/cookbooks/config_test/recipes/default.rb:19:in `[]'' [2013-06-24T19:50:38+00:00] DEBUG: Line number of compile error: '19' Recipe Compile Error in /var/chef/cache/cookbooks/config_test/recipes/default.rb TypeError can't convert String into Integer Cookbook Trace: /var/chef/cache/cookbooks/config_test/recipes/default.rb:19:in []' /var/chef/cache/cookbooks/config_test/recipes/default.rb:19:inblock in from_file' /var/chef/cache/cookbooks/config_test/recipes/default.rb:12:in `from_file' Relevant File Content: /var/chef/cache/cookbooks/config_test/recipes/default.rb: 12: template "/opt/env/test.cfg" do 13: source "test.erb" 14: action :create_if_missing 15: mode 0664 16: owner "root" 17: group "root" 18: variables({ 19 :pepe1 = data1['part.name'], 20: :pepe2 = data2['transport.tcp.ip2'] 21: }) 22: end 23: I tried many things and if I comment out "pepe1 = data1['part.name'],", then :pepe2 = data2['transport.tcp.ip2'] works fine. only nested data "part.name" cannot be set to @pepe1. Does anyone knows why I receive the errors? thanks,

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• stunnel client uses improper SNI when talking to Apache

  - by Huckle

  I have stunnel listening on port 80 and acting as a client connecting to Apache listening on port 443. Configuration is below. What I'm finding is that if I attempt to connect to localhost:80 the connection is fine but if I connect to 127.0.0.1:80 When I check Apache's logs it indicates that stunnel is using localhost as the SNI both times, but the HTTP request lists localhost in one case and 127.0.0.1 in another. Is it possible to tell stunnel to either use whatever is in the HTTP request or to somehow configure two clients each with different SNI values? stunnel.conf: debug = 7 options = NO_SSLv2 [xmlrpc-httpd] client = yes accept = 80 connect = 443 Apache error.log: [error] Hostname localhost provided via SNI and hostname 127.0.0.1 provided via HTTP are different Apache access.log: "GET / HTTP/1.1" 200 2138 "-" "Wget/1.13.4 (linux-gnu)" "GET / HTTP/1.1" 400 743 "-" "Wget/1.13.4 (linux-gnu)" wget: $wget -d localhost ---request begin--- GET / HTTP/1.1 User-Agent: Wget/1.13.4 (linux-gnu) Accept: */* Host: localhost Connection: Keep-Alive ---request end--- $wget -d 127.0.0.1 ---request begin--- GET / HTTP/1.1 User-Agent: Wget/1.13.4 (linux-gnu) Accept: */* Host: 127.0.0.1 Connection: Keep-Alive ---request end--- edit: Apache Config Nothing out of the ordinary, it's just a virtual host listening to 443 <VirtualHost *:443>

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