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  • Software Architecture: Quality Attributes

    Quality is what all software engineers should strive for when building a new system or adding new functionality. Dictonary.com ambiguously defines quality as a grade of excellence. Unfortunately, quality must be defined within the context of a situation in that each engineer must extract quality attributes from a project’s requirements. Because quality is defined by project requirements the meaning of quality is constantly changing base on the project. Software architecture factors that indicate the relevance and effectiveness The relevance and effectiveness of architecture can vary based on the context in which it was conceived and the quality attributes that are required to meet. Typically when evaluating architecture for a specific system regarding relevance and effectiveness the following questions should be asked.   Architectural relevance and effectiveness questions: Does the architectural concept meet the needs of the system for which it was designed? Out of the competing architectures for a system, which one is the most suitable? If we look at the first question regarding meeting the needs of a system for which it was designed. A system that answers yes to this question must meet all of its quality goals. This means that it consistently meets or exceeds performance goals for the system. In addition, the system meets all the other required system attributers based on the systems requirements. The suitability of a system is based on several factors. In order for a project to be suitable the necessary resources must be available to complete the task. Standard Project Resources: Money Trained Staff Time Life cycle factors that affect the system and design The development life cycle used on a project can drastically affect how a system’s architecture is created as well as influence its design. In the case of using the software development life cycle (SDLC) each phase must be completed before the next can begin.  This waterfall approach does not allow for changes in a system’s architecture after that phase is completed. This can lead to major system issues when the architecture for the system is not as optimal because of missed quality attributes. This can occur when a project has poor requirements and makes misguided architectural decisions to name a few examples. Once the architectural phase is complete the concepts established in this phase must move on to the design phase that is bound to use the concepts and guidelines defined in the previous phase regardless of any missing quality attributes needed for the project. If any issues arise during this phase regarding the selected architectural concepts they cannot be corrected during the current project. This directly has an effect on the design of a system because the proper qualities required for the project where not used when the architectural concepts were approved. When this is identified nothing can be done to fix the architectural issues and system design must use the existing architectural concepts regardless of its missing quality properties because the architectural concepts for the project cannot be altered. The decisions made in the design phase then preceded to fall down to the implementation phase where the actual system is coded based on the approved architectural concepts established in the architecture phase regardless of its architectural quality. Conversely projects using more of an iterative or agile methodology to implement a system has more flexibility to correct architectural decisions based on missing quality attributes. This is due to each phase of the SDLC is executed more than once so any issues identified in architecture of a system can be corrected in the next architectural phase. Subsequently the corresponding changes will then be adjusted in the following design phase so that when the project is completed the optimal architectural and design decision are applied to the solution. Architecture factors that indicate functional suitability Systems that have function shortcomings do not have the proper functionality based on the project’s driving quality attributes. What this means in English is that the system does not live up to what is required of it by the stakeholders as identified by the missing quality attributes and requirements. One way to prevent functional shortcomings is to test the project’s architecture, design, and implementation against the project’s driving quality attributes to ensure that none of the attributes were missed in any of the phases. Another way to ensure a system has functional suitability is to certify that all its requirements are fully articulated so that there is no chance for misconceptions or misinterpretations by all stakeholders. This will help prevent any issues regarding interpreting the system requirements during the initial architectural concept phase, design phase and implementation phase. Consider the applicability of other architectural models When considering an architectural model for a project is also important to consider other alternative architectural models to ensure that the model that is selected will meet the systems required functionality and high quality attributes. Recently I can remember talking about a project that I was working on and a coworker suggested a different architectural approach that I had never considered. This new model will allow for the same functionally that is offered by the existing model but will allow for a higher quality project because it fulfills more quality attributes. It is always important to seek alternatives prior to committing to an architectural model. Factors used to identify high-risk components A high risk component can be defined as a component that fulfills 2 or more quality attributes for a system. An example of this can be seen in a web application that utilizes a remote database. One high-risk component in this system is the TCIP component because it allows for HTTP connections to handle by a web server and as well as allows for the server to also connect to a remote database server so that it can import data into the system. This component allows for the assurance of data quality attribute and the accessibility quality attribute because the system is available on the network. If for some reason the TCIP component was to fail the web application would fail on two quality attributes accessibility and data assurance in that the web site is not accessible and data cannot be update as needed. Summary As stated previously, quality is what all software engineers should strive for when building a new system or adding new functionality. The quality of a system can be directly determined by how closely it is implemented when compared to its desired quality attributes. One way to insure a higher quality system is to enforce that all project requirements are fully articulated so that no assumptions or misunderstandings can be made by any of the stakeholders. By doing this a system has a better chance of becoming a high quality system based on its quality attributes

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  • Windows Azure Myths

    - by BuckWoody
    Windows Azure is part of the Microsoft "stack" - the suite of software and services we offer. Because we have so many products in almost every part of technology, it's hard to know everything about all parts of what we do - even for those of us who work here. So it's no surprise that some folks are not as familiar with Windows and SQL Azure as they are, say Windows Server or XBox. As I chat with folks about a solution for a business or organization need, I put Windows Azure into the mix. I always start off with "What do you already know about Windows Azure?" so that I don't bore folks with information they already have. I some cases they've checked out the product ahead of time and have specific questions, in others they aren't as familiar, and in still others there is a fair amount of mis-information. Sometimes that's because of a marketing failure, sometimes it's hearsay, and somtetimes it's active misinformation. I thought I might lay out a few of these misconceptions. As always - do your fact-checking! Never take anyone's word alone (including mine) as gospel. Make sure you educate yourself on your options. Your company or your clients depend on you to have the right information on IT, so make sure you live up to that. Myth 1: Nobody uses Windows Azure It's true that we don't give out numbers on the amount of clients on Windows and SQL Azure. But lots of folks are here - companies you may have heard of like Boeing, NASA, Fujitsu, The City of London, Nuedesic, and many others. I deal with firms small and large that use Windows Azure for mission-critical applications, sometimes totally on Windows and/or SQL Azure, sometimes in conjunction with an on-premises system, sometimes for only a specific component in Windows Azure like storage. The interesting thing is that many sites you visit have a Windows Azure component, or are running on Windows Azure. They just don't announce it. Just like the other cloud providers, the companies have asked to be completely branded themselves - they don't want you to be aware or care that they are on Windows Azure. Sometimes that's for security, other times it's for different reasons. It's just like the web sites you visit. For the most part, they don't advertise which OS or Web Server they use. It really just shouldn't matter. The point is that they just use what works to solve a given problem. Check out a few public case studies here: https://www.windowsazure.com/en-us/home/case-studies/ Myth 2: It's only for Microsoft stuff - can't use Open Source This is the one I face the most, and am the most dismayed by. We work just fine with many open source products, including Java, NodeJS, PHP, Ruby, Python, Hadoop, and many other languages and applications. You can quickly deploy a Wordpress, Umbraco and other "kits". We have software development kits (SDK's) for iPhones, iPads, Android, Windows phones and more. We have an SDK to work with FaceBook and other social networks. In short, we play well with others. More on the languages and runtimes we support here: https://www.windowsazure.com/en-us/develop/overview/ More on the SDK's here: http://www.wadewegner.com/2011/05/windows-azure-toolkit-for-ios/, http://www.wadewegner.com/2011/08/windows-azure-toolkits-for-devices-now-with-android/, http://azuretoolkit.codeplex.com/ Myth 3: Microsoft expects me to switch everything to "the cloud" No, we don't. That would be disasterous, unless the only things you run in your company uses works perfectly in Azure. Use Windows Azure  - or any cloud for that matter - where it works. Whenever I talk to companies, I focus on two things: Something that is broken and needs to be re-architected Something you want to do that is new If something is broken, and you need new tools to scale, extend, add capacity dynamically and so on, then you can consider using Windows or SQL Azure. It can help solve problems that you have, or it may include a component you don't want to write or architect yourself. Sometimes you want to do something new, like extend your company's offerings to mobile phones, to the web, or to a social network. More info on where it works here: http://blogs.msdn.com/b/buckwoody/archive/2011/01/18/windows-azure-and-sql-azure-use-cases.aspx Myth 4: I have to write code to use Windows and SQL Azure If Windows Azure is a PaaS - a Platform as a Service - then don't you have to write code to use it? Nope. Windows and SQL Azure are made up of various components. Some of those components allow you to write and deploy code (like Compute) and others don't. We have lots of customers using Windows Azure storage as a backup, to securely share files instead of using DropBox, to distribute videos or code or firmware, and more. Others use our High Performance Computing (HPC) offering to rent a supercomputer when they need one. You can even throw workloads at that using Excel! In addition there are lots of other components in Windows Azure you can use, from the Windows Azure Media Services to others. More here: https://www.windowsazure.com/en-us/home/scenarios/saas/ Myth 5: Windows Azure is just another form of "vendor lock-in" Windows Azure uses .NET, OSS languages and standard interfaces for the code. Sure, you're not going to take the code line-for-line and run it on a mainframe, but it's standard code that you write, and can port to something else. And the data is yours - you can bring it back whever you want. It's either in text or binary form, that you have complete control over. There are no licenses - you can "pay as you go", and when you're done, you can leave the service and take all your code, data and IP with you.   So go out there, read up, try it. Use it where it works. And don't believe everything you hear - sometimes the Internet doesn't get it all correct. :)

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  • Windows Azure Myths

    - by BuckWoody
    Windows Azure is part of the Microsoft "stack" - the suite of software and services we offer. Because we have so many products in almost every part of technology, it's hard to know everything about all parts of what we do - even for those of us who work here. So it's no surprise that some folks are not as familiar with Windows and SQL Azure as they are, say Windows Server or XBox. As I chat with folks about a solution for a business or organization need, I put Windows Azure into the mix. I always start off with "What do you already know about Windows Azure?" so that I don't bore folks with information they already have. I some cases they've checked out the product ahead of time and have specific questions, in others they aren't as familiar, and in still others there is a fair amount of mis-information. Sometimes that's because of a marketing failure, sometimes it's hearsay, and somtetimes it's active misinformation. I thought I might lay out a few of these misconceptions. As always - do your fact-checking! Never take anyone's word alone (including mine) as gospel. Make sure you educate yourself on your options. Your company or your clients depend on you to have the right information on IT, so make sure you live up to that. Myth 1: Nobody uses Windows Azure It's true that we don't give out numbers on the amount of clients on Windows and SQL Azure. But lots of folks are here - companies you may have heard of like Boeing, NASA, Fujitsu, The City of London, Nuedesic, and many others. I deal with firms small and large that use Windows Azure for mission-critical applications, sometimes totally on Windows and/or SQL Azure, sometimes in conjunction with an on-premises system, sometimes for only a specific component in Windows Azure like storage. The interesting thing is that many sites you visit have a Windows Azure component, or are running on Windows Azure. They just don't announce it. Just like the other cloud providers, the companies have asked to be completely branded themselves - they don't want you to be aware or care that they are on Windows Azure. Sometimes that's for security, other times it's for different reasons. It's just like the web sites you visit. For the most part, they don't advertise which OS or Web Server they use. It really just shouldn't matter. The point is that they just use what works to solve a given problem. Check out a few public case studies here: https://www.windowsazure.com/en-us/home/case-studies/ Myth 2: It's only for Microsoft stuff - can't use Open Source This is the one I face the most, and am the most dismayed by. We work just fine with many open source products, including Java, NodeJS, PHP, Ruby, Python, Hadoop, and many other languages and applications. You can quickly deploy a Wordpress, Umbraco and other "kits". We have software development kits (SDK's) for iPhones, iPads, Android, Windows phones and more. We have an SDK to work with FaceBook and other social networks. In short, we play well with others. More on the languages and runtimes we support here: https://www.windowsazure.com/en-us/develop/overview/ More on the SDK's here: http://www.wadewegner.com/2011/05/windows-azure-toolkit-for-ios/, http://www.wadewegner.com/2011/08/windows-azure-toolkits-for-devices-now-with-android/, http://azuretoolkit.codeplex.com/ Myth 3: Microsoft expects me to switch everything to "the cloud" No, we don't. That would be disasterous, unless the only things you run in your company uses works perfectly in Azure. Use Windows Azure  - or any cloud for that matter - where it works. Whenever I talk to companies, I focus on two things: Something that is broken and needs to be re-architected Something you want to do that is new If something is broken, and you need new tools to scale, extend, add capacity dynamically and so on, then you can consider using Windows or SQL Azure. It can help solve problems that you have, or it may include a component you don't want to write or architect yourself. Sometimes you want to do something new, like extend your company's offerings to mobile phones, to the web, or to a social network. More info on where it works here: http://blogs.msdn.com/b/buckwoody/archive/2011/01/18/windows-azure-and-sql-azure-use-cases.aspx Myth 4: I have to write code to use Windows and SQL Azure If Windows Azure is a PaaS - a Platform as a Service - then don't you have to write code to use it? Nope. Windows and SQL Azure are made up of various components. Some of those components allow you to write and deploy code (like Compute) and others don't. We have lots of customers using Windows Azure storage as a backup, to securely share files instead of using DropBox, to distribute videos or code or firmware, and more. Others use our High Performance Computing (HPC) offering to rent a supercomputer when they need one. You can even throw workloads at that using Excel! In addition there are lots of other components in Windows Azure you can use, from the Windows Azure Media Services to others. More here: https://www.windowsazure.com/en-us/home/scenarios/saas/ Myth 5: Windows Azure is just another form of "vendor lock-in" Windows Azure uses .NET, OSS languages and standard interfaces for the code. Sure, you're not going to take the code line-for-line and run it on a mainframe, but it's standard code that you write, and can port to something else. And the data is yours - you can bring it back whever you want. It's either in text or binary form, that you have complete control over. There are no licenses - you can "pay as you go", and when you're done, you can leave the service and take all your code, data and IP with you.   So go out there, read up, try it. Use it where it works. And don't believe everything you hear - sometimes the Internet doesn't get it all correct. :)

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  • SOA Implementation Challenges

    Why do companies think that if they put up a web service that they are doing Service-Oriented Architecture (SOA)? Unfortunately, the IT and business world love to run on the latest hype or buzz words of which very few even understand the meaning. One of the largest issues companies have today as they consider going down the path of SOA, is the lack of knowledge regarding the architectural style and the over usage of the term SOA. So how do we solve this issue?I am sure most of you are thinking by now that you know what SOA is because you developed a few web services.  Isn’t that SOA, right? No, that is not SOA, but instead Just Another Web Service (JAWS). For us to better understand what SOA is let’s look at a few definitions.Douglas K. Bary defines service-oriented architecture as a collection of services. These services are enabled to communicate with each other in order to pass data or coordinating some activity with other services.If you look at this definition closely you will notice that Bary states that services communicate with each other. Let us compare this statement with my first statement regarding companies that claim to be doing SOA when they have just a collection of web services. In order for these web services to for an SOA application they need to be interdependent on one another forming some sort of architectural hierarchy. Just because a company has a few web services does not mean that they are all interconnected.SearchSOA from TechTarget.com states that SOA defines how two computing entities work collectively to enable one entity to perform a unit of work on behalf of another. Once again, just because a company has a few web services does not guarantee that they are even working together let alone if they are performing work for each other.SearchSOA also points out service interactions should be self-contained and loosely-coupled so that all interactions operate independent of each other.Of all the definitions regarding SOA Thomas Erl’s seems to shed the most light on this concept. He states that “SOA establishes an architectural model that aims to enhance the efficiency, agility, and productivity of an enterprise by positioning services as the primary means through which solution logic is represented in support of the realization of the strategic goals associated with service-oriented computing.” (Erl, 2011) Once again this definition proves that a collection of web services does not mean that a company is doing SOA. However, it does mean that a company has a collection of web services, and that is it.In order for a company to start to go down the path of SOA, they must take  a hard look at their existing business process while abstracting away any technology so that they can define what is they really want to accomplish. Once a company has done this, they can begin to factor out common sub business process like credit card process, user authentication or system notifications in to small components that can be built independent of each other and then reassembled to form new and dynamic services that are loosely coupled and agile in that they can change as a business grows.Another key pitfall of companies doing SOA is the fact that they let vendors drive their architecture. Why do companies do this? Vendors’ do not hold your company’s success as their top priority; in fact they hold their own success as their top priority by selling you as much stuff as you are willing to buy. In my experience companies tend to strive for the maximum amount of benefits with a minimal amount of cost. Does anyone else see any conflicts between this and the driving force behind vendors.Mike Kavis recommends in an article written in CIO.com that companies need to figure out what they need before they talk to a vendor or at least have some idea of what they need. It is important to thoroughly evaluate each vendor and watch them perform a live demo of their system so that you as the company fully understand what kind of product or service the vendor is actually offering. In addition, do research on each vendor that you are considering, check out blog posts, online reviews, and any information you can find on the vendor through various search engines.Finally he recommends companies to verify any recommendations supplied by a vendor. From personal experience this is very important. I can remember when the company I worked for purchased a $200,000 add-on to their phone system that never actually worked as it was intended. In fact, just after my departure from the company started the process of attempting to get their money back from the vendor. This potentially could have been avoided if the company had done the research before selecting this vendor to ensure that their product and vendor would live up to their claims. I know that some SOA vendor offer free training regarding SOA because they know that there are a lot of misconceptions about the topic. Superficially this is a great thing for companies to take part in especially if the company is starting to implement SOA architecture and are still unsure about some topics or are looking for some guidance regarding the topic. However beware that some companies will focus on their product line only regarding the training. As an example, InfoWorld.com claims that companies providing deep seminars disguised as training, focusing more about ESBs and SOA governance technology, and less on how to approach and solve the architectural issues of the attendees.In short, it is important to remember that we as software professionals are responsible for guiding a business’s technology sections should be well informed and fully understand any new concepts that may be considered for implementation. As I have demonstrated already a company that has a few web services does not mean that they are doing SOA.  Additionally, we must not let the new buzz word of the day drive our technology, but instead our technology decisions should be driven from research and proven experience. Finally, it is important to rely on vendors when necessary, however, always take what they say with a grain of salt while cross checking any claims that they may make because we have to live with the aftermath of a system after the vendors are gone.   References: Barry, D. K. (2011). Service-oriented architecture (SOA) definition. Retrieved 12 12, 2011, from Service-Architecture.com: http://www.service-architecture.com/web-services/articles/service-oriented_architecture_soa_definition.html Connell, B. (2003, 9). service-oriented architecture (SOA). Retrieved 12 12, 2011, from SearchSOA: http://searchsoa.techtarget.com/definition/service-oriented-architecture Erl, T. (2011, 12 12). Service-Oriented Architecture. Retrieved 12 12, 2011, from WhatIsSOA: http://www.whatissoa.com/p10.php InfoWorld. (2008, 6 1). Should you get your SOA knowledge from SOA vendors? . Retrieved 12 12, 2011, from InfoWorld.com: http://www.infoworld.com/d/architecture/should-you-get-your-soa-knowledge-soa-vendors-453 Kavis, M. (2008, 6 18). Top 10 Reasons Why People are Making SOA Fail. Retrieved 12 13, 2011, from CIO.com: http://www.cio.com/article/438413/Top_10_Reasons_Why_People_are_Making_SOA_Fail?page=5&taxonomyId=3016  

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  • SQL Server &ndash; Undelete a Table and Restore a Single Table from Backup

    - by Mladen Prajdic
    This post is part of the monthly community event called T-SQL Tuesday started by Adam Machanic (blog|twitter) and hosted by someone else each month. This month the host is Sankar Reddy (blog|twitter) and the topic is Misconceptions in SQL Server. You can follow posts for this theme on Twitter by looking at #TSQL2sDay hashtag. Let me start by saying: This code is a crazy hack that is to never be used unless you really, really have to. Really! And I don’t think there’s a time when you would really have to use it for real. Because it’s a hack there are number of things that can go wrong so play with it knowing that. I’ve managed to totally corrupt one database. :) Oh… and for those saying: yeah yeah.. you have a single table in a file group and you’re restoring that, I say “nay nay” to you. As we all know SQL Server can’t do single table restores from backup. This is kind of a obvious thing due to different relational integrity (RI) concerns. Since we have to maintain that we have to restore all tables represented in a RI graph. For this exercise i say BAH! to those concerns. Note that this method “works” only for simple tables that don’t have LOB and off rows data. The code can be expanded to include those but I’ve tried to leave things “simple”. Note that for this to work our table needs to be relatively static data-wise. This doesn’t work for OLTP table. Products are a perfect example of static data. They don’t change much between backups, pretty much everything depends on them and their table is one of those tables that are relatively easy to accidentally delete everything from. This only works if the database is in Full or Bulk-Logged recovery mode for tables where the contents have been deleted or truncated but NOT when a table was dropped. Everything we’ll talk about has to be done before the data pages are reused for other purposes. After deletion or truncation the pages are marked as reusable so you have to act fast. The best thing probably is to put the database into single user mode ASAP while you’re performing this procedure and return it to multi user after you’re done. How do we do it? We will be using an undocumented but known DBCC commands: DBCC PAGE, an undocumented function sys.fn_dblog and a little known DATABASE RESTORE PAGE option. All tests will be on a copy of Production.Product table in AdventureWorks database called Production.Product1 because the original table has FK constraints that prevent us from truncating it for testing. -- create a duplicate table. This doesn't preserve indexes!SELECT *INTO AdventureWorks.Production.Product1FROM AdventureWorks.Production.Product   After we run this code take a full back to perform further testing.   First let’s see what the difference between DELETE and TRUNCATE is when it comes to logging. With DELETE every row deletion is logged in the transaction log. With TRUNCATE only whole data page deallocations are logged in the transaction log. Getting deleted data pages is simple. All we have to look for is row delete entry in the sys.fn_dblog output. But getting data pages that were truncated from the transaction log presents a bit of an interesting problem. I will not go into depths of IAM(Index Allocation Map) and PFS (Page Free Space) pages but suffice to say that every IAM page has intervals that tell us which data pages are allocated for a table and which aren’t. If we deep dive into the sys.fn_dblog output we can see that once you truncate a table all the pages in all the intervals are deallocated and this is shown in the PFS page transaction log entry as deallocation of pages. For every 8 pages in the same extent there is one PFS page row in the transaction log. This row holds information about all 8 pages in CSV format which means we can get to this data with some parsing. A great help for parsing this stuff is Peter Debetta’s handy function dbo.HexStrToVarBin that converts hexadecimal string into a varbinary value that can be easily converted to integer tus giving us a readable page number. The shortened (columns removed) sys.fn_dblog output for a PFS page with CSV data for 1 extent (8 data pages) looks like this: -- [Page ID] is displayed in hex format. -- To convert it to readable int we'll use dbo.HexStrToVarBin function found at -- http://sqlblog.com/blogs/peter_debetta/archive/2007/03/09/t-sql-convert-hex-string-to-varbinary.aspx -- This function must be installed in the master databaseSELECT Context, AllocUnitName, [Page ID], DescriptionFROM sys.fn_dblog(NULL, NULL)WHERE [Current LSN] = '00000031:00000a46:007d' The pages at the end marked with 0x00—> are pages that are allocated in the extent but are not part of a table. We can inspect the raw content of each data page with a DBCC PAGE command: -- we need this trace flag to redirect output to the query window.DBCC TRACEON (3604); -- WITH TABLERESULTS gives us data in table format instead of message format-- we use format option 3 because it's the easiest to read and manipulate further onDBCC PAGE (AdventureWorks, 1, 613, 3) WITH TABLERESULTS   Since the DBACC PAGE output can be quite extensive I won’t put it here. You can see an example of it in the link at the beginning of this section. Getting deleted data back When we run a delete statement every row to be deleted is marked as a ghost record. A background process periodically cleans up those rows. A huge misconception is that the data is actually removed. It’s not. Only the pointers to the rows are removed while the data itself is still on the data page. We just can’t access it with normal means. To get those pointers back we need to restore every deleted page using the RESTORE PAGE option mentioned above. This restore must be done from a full backup, followed by any differential and log backups that you may have. This is necessary to bring the pages up to the same point in time as the rest of the data.  However the restore doesn’t magically connect the restored page back to the original table. It simply replaces the current page with the one from the backup. After the restore we use the DBCC PAGE to read data directly from all data pages and insert that data into a temporary table. To finish the RESTORE PAGE  procedure we finally have to take a tail log backup (simple backup of the transaction log) and restore it back. We can now insert data from the temporary table to our original table by hand. Getting truncated data back When we run a truncate the truncated data pages aren’t touched at all. Even the pointers to rows stay unchanged. Because of this getting data back from truncated table is simple. we just have to find out which pages belonged to our table and use DBCC PAGE to read data off of them. No restore is necessary. Turns out that the problems we had with finding the data pages is alleviated by not having to do a RESTORE PAGE procedure. Stop stalling… show me The Code! This is the code for getting back deleted and truncated data back. It’s commented in all the right places so don’t be afraid to take a closer look. Make sure you have a full backup before trying this out. Also I suggest that the last step of backing and restoring the tail log is performed by hand. USE masterGOIF OBJECT_ID('dbo.HexStrToVarBin') IS NULL RAISERROR ('No dbo.HexStrToVarBin installed. Go to http://sqlblog.com/blogs/peter_debetta/archive/2007/03/09/t-sql-convert-hex-string-to-varbinary.aspx and install it in master database' , 18, 1) SET NOCOUNT ONBEGIN TRY DECLARE @dbName VARCHAR(1000), @schemaName VARCHAR(1000), @tableName VARCHAR(1000), @fullBackupName VARCHAR(1000), @undeletedTableName VARCHAR(1000), @sql VARCHAR(MAX), @tableWasTruncated bit; /* THE FIRST LINE ARE OUR INPUT PARAMETERS In this case we're trying to recover Production.Product1 table in AdventureWorks database. My full backup of AdventureWorks database is at e:\AW.bak */ SELECT @dbName = 'AdventureWorks', @schemaName = 'Production', @tableName = 'Product1', @fullBackupName = 'e:\AW.bak', @undeletedTableName = '##' + @tableName + '_Undeleted', @tableWasTruncated = 0, -- copy the structure from original table to a temp table that we'll fill with restored data @sql = 'IF OBJECT_ID(''tempdb..' + @undeletedTableName + ''') IS NOT NULL DROP TABLE ' + @undeletedTableName + ' SELECT *' + ' INTO ' + @undeletedTableName + ' FROM [' + @dbName + '].[' + @schemaName + '].[' + @tableName + ']' + ' WHERE 1 = 0' EXEC (@sql) IF OBJECT_ID('tempdb..#PagesToRestore') IS NOT NULL DROP TABLE #PagesToRestore /* FIND DATA PAGES WE NEED TO RESTORE*/ CREATE TABLE #PagesToRestore ([ID] INT IDENTITY(1,1), [FileID] INT, [PageID] INT, [SQLtoExec] VARCHAR(1000)) -- DBCC PACE statement to run later RAISERROR ('Looking for deleted pages...', 10, 1) -- use T-LOG direct read to get deleted data pages INSERT INTO #PagesToRestore([FileID], [PageID], [SQLtoExec]) EXEC('USE [' + @dbName + '];SELECT FileID, PageID, ''DBCC TRACEON (3604); DBCC PAGE ([' + @dbName + '], '' + FileID + '', '' + PageID + '', 3) WITH TABLERESULTS'' as SQLToExecFROM (SELECT DISTINCT LEFT([Page ID], 4) AS FileID, CONVERT(VARCHAR(100), ' + 'CONVERT(INT, master.dbo.HexStrToVarBin(SUBSTRING([Page ID], 6, 20)))) AS PageIDFROM sys.fn_dblog(NULL, NULL)WHERE AllocUnitName LIKE ''%' + @schemaName + '.' + @tableName + '%'' ' + 'AND Context IN (''LCX_MARK_AS_GHOST'', ''LCX_HEAP'') AND Operation in (''LOP_DELETE_ROWS''))t');SELECT *FROM #PagesToRestore -- if upper EXEC returns 0 rows it means the table was truncated so find truncated pages IF (SELECT COUNT(*) FROM #PagesToRestore) = 0 BEGIN RAISERROR ('No deleted pages found. Looking for truncated pages...', 10, 1) -- use T-LOG read to get truncated data pages INSERT INTO #PagesToRestore([FileID], [PageID], [SQLtoExec]) -- dark magic happens here -- because truncation simply deallocates pages we have to find out which pages were deallocated. -- we can find this out by looking at the PFS page row's Description column. -- for every deallocated extent the Description has a CSV of 8 pages in that extent. -- then it's just a matter of parsing it. -- we also remove the pages in the extent that weren't allocated to the table itself -- marked with '0x00-->00' EXEC ('USE [' + @dbName + '];DECLARE @truncatedPages TABLE(DeallocatedPages VARCHAR(8000), IsMultipleDeallocs BIT);INSERT INTO @truncatedPagesSELECT REPLACE(REPLACE(Description, ''Deallocated '', ''Y''), ''0x00-->00 '', ''N'') + '';'' AS DeallocatedPages, CHARINDEX('';'', Description) AS IsMultipleDeallocsFROM (SELECT DISTINCT LEFT([Page ID], 4) AS FileID, CONVERT(VARCHAR(100), CONVERT(INT, master.dbo.HexStrToVarBin(SUBSTRING([Page ID], 6, 20)))) AS PageID, DescriptionFROM sys.fn_dblog(NULL, NULL)WHERE Context IN (''LCX_PFS'') AND Description LIKE ''Deallocated%'' AND AllocUnitName LIKE ''%' + @schemaName + '.' + @tableName + '%'') t;SELECT FileID, PageID , ''DBCC TRACEON (3604); DBCC PAGE ([' + @dbName + '], '' + FileID + '', '' + PageID + '', 3) WITH TABLERESULTS'' as SQLToExecFROM (SELECT LEFT(PageAndFile, 1) as WasPageAllocatedToTable , SUBSTRING(PageAndFile, 2, CHARINDEX('':'', PageAndFile) - 2 ) as FileID , CONVERT(VARCHAR(100), CONVERT(INT, master.dbo.HexStrToVarBin(SUBSTRING(PageAndFile, CHARINDEX('':'', PageAndFile) + 1, LEN(PageAndFile))))) as PageIDFROM ( SELECT SUBSTRING(DeallocatedPages, delimPosStart, delimPosEnd - delimPosStart) as PageAndFile, IsMultipleDeallocs FROM ( SELECT *, CHARINDEX('';'', DeallocatedPages)*(N-1) + 1 AS delimPosStart, CHARINDEX('';'', DeallocatedPages)*N AS delimPosEnd FROM @truncatedPages t1 CROSS APPLY (SELECT TOP (case when t1.IsMultipleDeallocs = 1 then 8 else 1 end) ROW_NUMBER() OVER(ORDER BY number) as N FROM master..spt_values) t2 )t)t)tWHERE WasPageAllocatedToTable = ''Y''') SELECT @tableWasTruncated = 1 END DECLARE @lastID INT, @pagesCount INT SELECT @lastID = 1, @pagesCount = COUNT(*) FROM #PagesToRestore SELECT @sql = 'Number of pages to restore: ' + CONVERT(VARCHAR(10), @pagesCount) IF @pagesCount = 0 RAISERROR ('No data pages to restore.', 18, 1) ELSE RAISERROR (@sql, 10, 1) -- If the table was truncated we'll read the data directly from data pages without restoring from backup IF @tableWasTruncated = 0 BEGIN -- RESTORE DATA PAGES FROM FULL BACKUP IN BATCHES OF 200 WHILE @lastID <= @pagesCount BEGIN -- create CSV string of pages to restore SELECT @sql = STUFF((SELECT ',' + CONVERT(VARCHAR(100), FileID) + ':' + CONVERT(VARCHAR(100), PageID) FROM #PagesToRestore WHERE ID BETWEEN @lastID AND @lastID + 200 ORDER BY ID FOR XML PATH('')), 1, 1, '') SELECT @sql = 'RESTORE DATABASE [' + @dbName + '] PAGE = ''' + @sql + ''' FROM DISK = ''' + @fullBackupName + '''' RAISERROR ('Starting RESTORE command:' , 10, 1) WITH NOWAIT; RAISERROR (@sql , 10, 1) WITH NOWAIT; EXEC(@sql); RAISERROR ('Restore DONE' , 10, 1) WITH NOWAIT; SELECT @lastID = @lastID + 200 END /* If you have any differential or transaction log backups you should restore them here to bring the previously restored data pages up to date */ END DECLARE @dbccSinglePage TABLE ( [ParentObject] NVARCHAR(500), [Object] NVARCHAR(500), [Field] NVARCHAR(500), [VALUE] NVARCHAR(MAX) ) DECLARE @cols NVARCHAR(MAX), @paramDefinition NVARCHAR(500), @SQLtoExec VARCHAR(1000), @FileID VARCHAR(100), @PageID VARCHAR(100), @i INT = 1 -- Get deleted table columns from information_schema view -- Need sp_executeSQL because database name can't be passed in as variable SELECT @cols = 'select @cols = STUFF((SELECT '', ['' + COLUMN_NAME + '']''FROM ' + @dbName + '.INFORMATION_SCHEMA.COLUMNSWHERE TABLE_NAME = ''' + @tableName + ''' AND TABLE_SCHEMA = ''' + @schemaName + '''ORDER BY ORDINAL_POSITIONFOR XML PATH('''')), 1, 2, '''')', @paramDefinition = N'@cols nvarchar(max) OUTPUT' EXECUTE sp_executesql @cols, @paramDefinition, @cols = @cols OUTPUT -- Loop through all the restored data pages, -- read data from them and insert them into temp table -- which you can then insert into the orignial deleted table DECLARE dbccPageCursor CURSOR GLOBAL FORWARD_ONLY FOR SELECT [FileID], [PageID], [SQLtoExec] FROM #PagesToRestore ORDER BY [FileID], [PageID] OPEN dbccPageCursor; FETCH NEXT FROM dbccPageCursor INTO @FileID, @PageID, @SQLtoExec; WHILE @@FETCH_STATUS = 0 BEGIN RAISERROR ('---------------------------------------------', 10, 1) WITH NOWAIT; SELECT @sql = 'Loop iteration: ' + CONVERT(VARCHAR(10), @i); RAISERROR (@sql, 10, 1) WITH NOWAIT; SELECT @sql = 'Running: ' + @SQLtoExec RAISERROR (@sql, 10, 1) WITH NOWAIT; -- if something goes wrong with DBCC execution or data gathering, skip it but print error BEGIN TRY INSERT INTO @dbccSinglePage EXEC (@SQLtoExec) -- make the data insert magic happen here IF (SELECT CONVERT(BIGINT, [VALUE]) FROM @dbccSinglePage WHERE [Field] LIKE '%Metadata: ObjectId%') = OBJECT_ID('['+@dbName+'].['+@schemaName +'].['+@tableName+']') BEGIN DELETE @dbccSinglePage WHERE NOT ([ParentObject] LIKE 'Slot % Offset %' AND [Object] LIKE 'Slot % Column %') SELECT @sql = 'USE tempdb; ' + 'IF (OBJECTPROPERTY(object_id(''' + @undeletedTableName + '''), ''TableHasIdentity'') = 1) ' + 'SET IDENTITY_INSERT ' + @undeletedTableName + ' ON; ' + 'INSERT INTO ' + @undeletedTableName + '(' + @cols + ') ' + STUFF((SELECT ' UNION ALL SELECT ' + STUFF((SELECT ', ' + CASE WHEN VALUE = '[NULL]' THEN 'NULL' ELSE '''' + [VALUE] + '''' END FROM ( -- the unicorn help here to correctly set ordinal numbers of columns in a data page -- it's turning STRING order into INT order (1,10,11,2,21 into 1,2,..10,11...21) SELECT [ParentObject], [Object], Field, VALUE, RIGHT('00000' + O1, 6) AS ParentObjectOrder, RIGHT('00000' + REVERSE(LEFT(O2, CHARINDEX(' ', O2)-1)), 6) AS ObjectOrder FROM ( SELECT [ParentObject], [Object], Field, VALUE, REPLACE(LEFT([ParentObject], CHARINDEX('Offset', [ParentObject])-1), 'Slot ', '') AS O1, REVERSE(LEFT([Object], CHARINDEX('Offset ', [Object])-2)) AS O2 FROM @dbccSinglePage WHERE t.ParentObject = ParentObject )t)t ORDER BY ParentObjectOrder, ObjectOrder FOR XML PATH('')), 1, 2, '') FROM @dbccSinglePage t GROUP BY ParentObject FOR XML PATH('') ), 1, 11, '') + ';' RAISERROR (@sql, 10, 1) WITH NOWAIT; EXEC (@sql) END END TRY BEGIN CATCH SELECT @sql = 'ERROR!!!' + CHAR(10) + CHAR(13) + 'ErrorNumber: ' + ERROR_NUMBER() + '; ErrorMessage' + ERROR_MESSAGE() + CHAR(10) + CHAR(13) + 'FileID: ' + @FileID + '; PageID: ' + @PageID RAISERROR (@sql, 10, 1) WITH NOWAIT; END CATCH DELETE @dbccSinglePage SELECT @sql = 'Pages left to process: ' + CONVERT(VARCHAR(10), @pagesCount - @i) + CHAR(10) + CHAR(13) + CHAR(10) + CHAR(13) + CHAR(10) + CHAR(13), @i = @i+1 RAISERROR (@sql, 10, 1) WITH NOWAIT; FETCH NEXT FROM dbccPageCursor INTO @FileID, @PageID, @SQLtoExec; END CLOSE dbccPageCursor; DEALLOCATE dbccPageCursor; EXEC ('SELECT ''' + @undeletedTableName + ''' as TableName; SELECT * FROM ' + @undeletedTableName)END TRYBEGIN CATCH SELECT ERROR_NUMBER() AS ErrorNumber, ERROR_MESSAGE() AS ErrorMessage IF CURSOR_STATUS ('global', 'dbccPageCursor') >= 0 BEGIN CLOSE dbccPageCursor; DEALLOCATE dbccPageCursor; ENDEND CATCH-- if the table was deleted we need to finish the restore page sequenceIF @tableWasTruncated = 0BEGIN -- take a log tail backup and then restore it to complete page restore process DECLARE @currentDate VARCHAR(30) SELECT @currentDate = CONVERT(VARCHAR(30), GETDATE(), 112) RAISERROR ('Starting Log Tail backup to c:\Temp ...', 10, 1) WITH NOWAIT; PRINT ('BACKUP LOG [' + @dbName + '] TO DISK = ''c:\Temp\' + @dbName + '_TailLogBackup_' + @currentDate + '.trn''') EXEC ('BACKUP LOG [' + @dbName + '] TO DISK = ''c:\Temp\' + @dbName + '_TailLogBackup_' + @currentDate + '.trn''') RAISERROR ('Log Tail backup done.', 10, 1) WITH NOWAIT; RAISERROR ('Starting Log Tail restore from c:\Temp ...', 10, 1) WITH NOWAIT; PRINT ('RESTORE LOG [' + @dbName + '] FROM DISK = ''c:\Temp\' + @dbName + '_TailLogBackup_' + @currentDate + '.trn''') EXEC ('RESTORE LOG [' + @dbName + '] FROM DISK = ''c:\Temp\' + @dbName + '_TailLogBackup_' + @currentDate + '.trn''') RAISERROR ('Log Tail restore done.', 10, 1) WITH NOWAIT;END-- The last step is manual. Insert data from our temporary table to the original deleted table The misconception here is that you can do a single table restore properly in SQL Server. You can't. But with little experimentation you can get pretty close to it. One way to possible remove a dependency on a backup to retrieve deleted pages is to quickly run a similar script to the upper one that gets data directly from data pages while the rows are still marked as ghost records. It could be done if we could beat the ghost record cleanup task.

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  • Another Marketing Conference, part one – the best morning sessions.

    - by Roger Hart
    Yesterday I went to Another Marketing Conference. I honestly can’t tell if the title is just tipping over into smug, but in the balance of things that doesn’t matter, because it was a good conference. There was an enjoyable blend of theoretical and practical, and enough inter-disciplinary spread to keep my inner dilettante grinning from ear to ear. Sure, there was a bumpy bit in the middle, with two back-to-back sales pitches and a rather thin overview of the state of the web. But the signal:noise ratio at AMC2012 was impressively high. Here’s the first part of my write-up of the sessions. It’s a bit of a mammoth. It’s also a bit of a mash-up of what was said and what I thought about it. I’ll add links to the videos and slides from the sessions as they become available. Although it was in the morning session, I’ve not included Vanessa Northam’s session on the power of internal comms to build brand ambassadors. It’ll be in the next roundup, as this is already pushing 2.5k words. First, the important stuff. I was keeping a tally, and nobody said “synergy” or “leverage”. I did, however, hear the term “marketeers” six times. Shame on you – you know who you are. 1 – Branding in a post-digital world, Graham Hales This initially looked like being a sales presentation for Interbrand, but Graham pulled it out of the bag a few minutes in. He introduced a model for brand management that was essentially Plan >> Do >> Check >> Act, with Do and Check rolled up together, and went on to stress that this looks like on overall business management model for a reason. Brand has to be part of your overall business strategy and metrics if you’re going to care about it at all. This was the first iteration of what proved to be one of the event’s emergent themes: do it throughout the stack or don’t bother. Graham went on to remind us that brands, in so far as they are owned at all, are owned by and co-created with our customers. Advertising can offer a message to customers, but they provide the expression of a brand. This was a preface to talking about an increasingly chaotic marketplace, with increasingly hard-to-manage purchase processes. Services like Amazon reviews and TripAdvisor (four presenters would make this point) saturate customers with information, and give them a kind of vigilante power to comment on and define brands. Consequentially, they experience a number of “moments of deflection” in our sales funnels. Our control is lessened, and failure to engage can negatively-impact buying decisions increasingly poorly. The clearest example given was the failure of NatWest’s “caring bank” campaign, where staff in branches, customer support, and online presences didn’t align. A discontinuity of experience basically made the campaign worthless, and disgruntled customers talked about it loudly on social media. This in turn presented an opportunity to engage and show caring, but that wasn’t taken. What I took away was that brand (co)creation is ongoing and needs monitoring and metrics. But reciprocally, given you get what you measure, strategy and metrics must include brand if any kind of branding is to work at all. Campaigns and messages must permeate product and service design. What that doesn’t mean (and Graham didn’t say it did) is putting Marketing at the top of the pyramid, and having them bawl demands at Product Management, Support, and Development like an entitled toddler. It’s going to have to be collaborative, and session 6 on internal comms handled this really well. The main thing missing here was substantiating data, and the main question I found myself chewing on was: if we’re building brands collaboratively and in the open, what about the cultural politics of trolling? 2 – Challenging our core beliefs about human behaviour, Mark Earls This was definitely the best show of the day. It was also some of the best content. Mark talked us through nudging, behavioural economics, and some key misconceptions around decision making. Basically, people aren’t rational, they’re petty, reactive, emotional sacks of meat, and they’ll go where they’re led. Comforting stuff. Examples given were the spread of the London Riots and the “discovery” of the mountains of Kong, and the popularity of Susan Boyle, which, in turn made me think about Per Mollerup’s concept of “social wayshowing”. Mark boiled his thoughts down into four key points which I completely failed to write down word for word: People do, then think – Changing minds to change behaviour doesn’t work. Post-rationalization rules the day. See also: mere exposure effects. Spock < Kirk - Emotional/intuitive comes first, then we rationalize impulses. The non-thinking, emotive, reactive processes run much faster than the deliberative ones. People are not really rational decision makers, so  intervening with information may not be appropriate. Maximisers or satisficers? – Related to the last point. People do not consistently, rationally, maximise. When faced with an abundance of choice, they prefer to satisfice than evaluate, and will often follow social leads rather than think. Things tend to converge – Behaviour trends to a consensus normal. When faced with choices people overwhelmingly just do what they see others doing. Humans are extraordinarily good at mirroring behaviours and receiving influence. People “outsource the cognitive load” of choices to the crowd. Mark’s headline quote was probably “the real influence happens at the table next to you”. Reference examples, word of mouth, and social influence are tremendously important, and so talking about product experiences may be more important than talking about products. This reminded me of Kathy Sierra’s “creating bad-ass users” concept of designing to make people more awesome rather than products they like. If we can expose user-awesome, and make sharing easy, we can normalise the behaviours we want. If we normalize the behaviours we want, people should make and post-rationalize the buying decisions we want.  Where we need to be: “A bigger boy made me do it” Where we are: “a wizard did it and ran away” However, it’s worth bearing in mind that some purchasing decisions are personal and informed rather than social and reactive. There’s a quadrant diagram, in fact. What was really interesting, though, towards the end of the talk, was some advice for working out how social your products might be. The standard technology adoption lifecycle graph is essentially about social product diffusion. So this idea isn’t really new. Geoffrey Moore’s “chasm” idea may not strictly apply. However, his concepts of beachheads and reference segments are exactly what is required to normalize and thus enable purchase decisions (behaviour change). The final thing is that in only very few categories does a better product actually affect purchase decision. Where the choice is personal and informed, this is true. But where it’s personal and impulsive, or in any way social, “better” is trumped by popularity, endorsement, or “point of sale salience”. UX, UCD, and e-commerce know this to be true. A better (and easier) experience will always beat “more features”. Easy to use, and easy to observe being used will beat “what the user says they want”. This made me think about the astounding stickiness of rational fallacies, “common sense” and the pathological willful simplifications of the media. Rational fallacies seem like they’re basically the heuristics we use for post-rationalization. If I were profoundly grimy and cynical, I’d suggest deploying a boat-load in our messaging, to see if they’re really as sticky and appealing as they look. 4 – Changing behaviour through communication, Stephen Donajgrodzki This was a fantastic follow up to Mark’s session. Stephen basically talked us through some tactics used in public information/health comms that implement the kind of behavioural theory Mark introduced. The session was largely about how to get people to do (good) things they’re predisposed not to do, and how communication can (and can’t) make positive interventions. A couple of things stood out, in particular “implementation intentions” and how they can be linked to goals. For example, in order to get people to check and test their smoke alarms (a goal intention, rarely actualized  an information campaign will attempt to link this activity to the clocks going back or forward (a strong implementation intention, well-actualized). The talk reinforced the idea that making behaviour changes easy and visible normalizes them and makes them more likely to succeed. To do this, they have to be embodied throughout a product and service cycle. Experiential disconnects undermine the normalization. So campaigns, products, and customer interactions must be aligned. This is underscored by the second section of the presentation, which talked about interventions and pre-conditions for change. Taking the examples of drug addiction and stopping smoking, Stephen showed us a framework for attempting (and succeeding or failing in) behaviour change. He noted that when the change is something people fundamentally want to do, and that is easy, this gets a to simpler. Coordinated, easily-observed environmental pressures create preconditions for change and build motivation. (price, pub smoking ban, ad campaigns, friend quitting, declining social acceptability) A triggering even leads to a change attempt. (getting a cold and panicking about how bad the cough is) Interventions can be made to enable an attempt (NHS services, public information, nicotine patches) If it succeeds – yay. If it fails, there’s strong negative enforcement. Triggering events seem largely personal, but messaging can intervene in the creation of preconditions and in supporting decisions. Stephen talked more about systems of thinking and “bounded rationality”. The idea being that to enable change you need to break through “automatic” thinking into “reflective” thinking. Disruption and emotion are great tools for this, but that is only the start of the process. It occurs to me that a great deal of market research is focused on determining triggers rather than analysing necessary preconditions. Although they are presumably related. The final section talked about setting goals. Marketing goals are often seen as deriving directly from business goals. However, marketing may be unable to deliver on these directly where decision and behaviour-change processes are involved. In those cases, marketing and communication goals should be to create preconditions. They should also consider priming and norms. Content marketing and brand awareness are good first steps here, as brands can be heuristics in decision making for choice-saturated consumers, or those seeking education. 5 – The power of engaged communities and how to build them, Harriet Minter (the Guardian) The meat of this was that you need to let communities define and establish themselves, and be quick to react to their needs. Harriet had been in charge of building the Guardian’s community sites, and learned a lot about how they come together, stabilize  grow, and react. Crucially, they can’t be about sales or push messaging. A community is not just an audience. It’s essential to start with what this particular segment or tribe are interested in, then what they want to hear. Eventually you can consider – in light of this – what they might want to buy, but you can’t start with the product. A community won’t cohere around one you’re pushing. Her tips for community building were (again, sorry, not verbatim): Set goals Have some targets. Community building sounds vague and fluffy, but you can have (and adjust) concrete goals. Think like a start-up This is the “lean” stuff. Try things, fail quickly, respond. Don’t restrict platforms Let the audience choose them, and be aware of their differences. For example, LinkedIn is very different to Twitter. Track your stats Related to the first point. Keeping an eye on the numbers lets you respond. They should be qualified, however. If you want a community of enterprise decision makers, headcount alone may be a bad metric – have you got CIOs, or just people who want to get jobs by mingling with CIOs? Build brand advocates Do things to involve people and make them awesome, and they’ll cheer-lead for you. The last part really got my attention. Little bits of drive-by kindness go a long way. But more than that, genuinely helping people turns them into powerful advocates. Harriet gave an example of the Guardian engaging with an aspiring journalist on its Q&A forums. Through a series of serendipitous encounters he became a BBC producer, and now enthusiastically speaks up for the Guardian community sites. Cultivating many small, authentic, influential voices may have a better pay-off than schmoozing the big guys. This could be particularly important in the context of Mark and Stephen’s models of social, endorsement-led, and example-led decision making. There’s a lot here I haven’t covered, and it may be worth some follow-up on community building. Thoughts I was quite sceptical of nudge theory and behavioural economics. First off it sounds too good to be true, and second it sounds too sinister to permit. But I haven’t done the background reading. So I’m going to, and if it seems to hold real water, and if it’s possible to do it ethically (Stephen’s presentations suggests it may be) then it’s probably worth exploring. The message seemed to be: change what people do, and they’ll work out why afterwards. Moreover, the people around them will do it too. Make the things you want them to do extraordinarily easy and very, very visible. Normalize and support the decisions you want them to make, and they’ll make them. In practice this means not talking about the thing, but showing the user-awesome. Glib? Perhaps. But it feels worth considering. Also, if I ever run a marketing conference, I’m going to ban speakers from using examples from Apple. Quite apart from not being consistently generalizable, it’s becoming an irritating cliché.

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