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  • Get to Know a Candidate (9 of 25): Gary Johnson&ndash;Libertarian Party

    - by Brian Lanham
    DISCLAIMER: This is not a post about “Romney” or “Obama”. This is not a post for whom I am voting. Information sourced for Wikipedia. Johnson served as the 29th Governor of New Mexico from 1995 to 2003, as a member of the Republican Party, and is known for his low-tax libertarian views and his strong emphasis on personal health and fitness. While a student at the University of New Mexico in 1974, Johnson sustained himself financially by working as a door-to-door handyman. In 1976 he founded Big J Enterprises, which grew from this one-person venture to become one of New Mexico's largest construction companies. He entered politics for the first time by running for Governor of New Mexico in 1994 on a fiscally conservative, low-tax, anti-crime platform. Johnson won the Republican Party of New Mexico's gubernatorial nomination, and defeated incumbent Democratic governor Bruce King by 50% to 40%. He cut the 10% annual growth in the budget: in part, due to his use of the gubernatorial veto 200 times during his first six months in office, which gained him the nickname "Governor Veto". Johnson sought re-election in 1998, winning by 55% to 45%. In his second term, he concentrated on the issue of school voucher reforms, as well as campaigning for marijuana decriminalization and opposition to the War on Drugs. During his tenure as governor, Johnson adhered to a stringent anti-tax and anti-bureaucracy policy driven by a cost–benefit analysis rationale, setting state and national records for his use of veto powers: more than the other 49 contemporary governors put together. Term-limited, Johnson could not run for re-election at the end of his second term. As a fitness enthusiast, Johnson has taken part in several Ironman Triathlons, and he climbed Mount Everest in May 2003. After leaving office, Johnson founded the non-profit Our America Initiative in 2009, a political advocacy committee seeking to promote policies such as free enterprise, foreign non-interventionism, limited government and privatization. The Libertarian Party is the third largest political party in the United States. It is also identified by many as the fastest growing political party in the United States. The political platform of the Libertarian Party reflects the ideas of libertarianism, favoring minimally regulated markets, a less powerful state, strong civil liberties (including support for Same-sex marriage and other LGBT rights), cannabis legalization and regulation, separation of church and state, open immigration, non-interventionism and neutrality in diplomatic relations (i.e., avoiding foreign military or economic entanglements with other nations), freedom of trade and travel to all foreign countries, and a more responsive and direct democracy. Members of the Libertarian Party have also supported the repeal of NAFTA, CAFTA, and similar trade agreements, as well as the United States' exit from the United Nations, WTO, and NATO. Although there is not an officially labeled political position of the party, it is considered by many to be more right-wing than the Democratic Party but more left-wing than the Republican Party when comparing the parties' positions to each other, placing it at or above the center. In the 30 states where voters can register by party, there are over 282,000 voters registered as Libertarians. Hundreds of Libertarian candidates have been elected or appointed to public office, and thousands have run for office under the Libertarian banner. The Libertarian Party has many firsts in its credit, such as being the first party to get an electoral vote for a woman in a United States presidential election. Learn more about Gary Johnson and Libertarian Party on Wikipedia.

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  • So You Want to Be a Social Media Director

    - by Mike Stiles
    Do you want to be a Social Media Director? Some say the title is already losing its relevance; that social should be a basic skill that is required and used no matter what your position is inside the enterprise. I suppose that’s visionary, and a fun thing for thought leaders to say. But in the vast majority of business organizations, we’re so far away from that reality that the thought of not having someone driving social’s implementation and guiding its proper usage conjures up images of anarchy. That said, social media has become so broad, so catch-all, and so extended across business functions, that today’s Social Media Director, depending on the size of their staff, must make jacks-of-all-trades look like one-trick-ponies. Just as the purview of the CMO has grown all-encompassing, the disciplines required of their heads of social are stacking up. Master of Content Every social pipeline you build must stay filled, with quantity and quality. Content takes time, and the job never stops. Never. And no, it’s not true that anybody can write. Master of Customer Experience You must have a passion for hearing from customers and making them really happy. Master of PR You must know how to communicate and leverage the trust you’ve built when crises strike. Couldn’t hurt to be a Master of Politics. Master of Social Technology So many social management tools on the market. You have to know what social tech ecosystem makes sense and avoid piecemeal point solutions. Master of Business Development Social for selling and prospecting is hot, and you have to know how to use social to do it. Master of Analytics Nothing else matters if you can’t prove social is helping the brand. That’s right, creative content guy has to also be a math and stats geek. Good luck with that. Master of Paid Media You’ve got to learn the language, learn the tactics, learn the vendors and learn how to measure results. Master of Education Guess who gets to teach everyone who has no clue how to use social for business. Master of Personal Likability You’ll be leading the voice, tone, image and personality of the brand. If you don’t instinctively know how to be liked by actual people, the brand will be starting from a deficit. How deep must you go in this parade of masteries? Again, that depends on your employer’s maturity level in social. Serious players recognize these as distinct disciplines requiring true experts for maximum effect. Less serious players will need you to execute personally in many of these areas. Do the best you can, and try to grow quickly at each. If you’re the sole person executing all social…well…you’re in the game of managing expectations and trying to socially educate your employer. The good news is, you should be making a certifiable killing. If you’re alone and your salary is modest, time to understand how many brands out there crave what you’ve mastered. Not to push back against thought leaders, but the need for brand social leadership has not gone away…not even a little bit. @mikestiles @oraclesocialPhoto: Stefan Wagner, freeimages.com

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  • What Counts For A DBA: ESP

    - by Louis Davidson
    Now I don’t want to get religious here, and I’m not going to, but what I’m going to describe in this ‘What Counts for a DBA’ installment sometimes feels like magic. Often  I will spend hours thinking about the solution to a design issue or coding problem, working diligently to try to come up with a solution and then finally just give up with the feeling that I’m not even qualified to be a data entry clerk, much less a data architect.  At this point I often take a walk (or sometimes a nap), and then it hits me. I realize that I have the answer just sitting in my brain, ready to implement.  This phenomenon is not limited to walks either; it can happen almost any time after I stop my obsession about a problem. I call this phenomena ESP (or Extra-Sensory Programming.)  Another term for this could be ‘sleeping on it’, and while the idiom tends to mean to let time pass to actively think about a problem, sleeping on a problem also lets you relax and let your brain do the work. I first noticed this back in my college days when I would play video games for hours on end. We would get stuck deep in some dungeon unable to find a way out, playing for days on end until we were beaten down tired. Once we gave up and walked away, the solution would usually be there waiting for one of us before we came back to play the next day.  Sometimes it would be in the form of a dream, and sometimes it would just be that the problem was now easy to solve when we started to play again.  While it worked great for video games, it never occurred when I studied English Literature for hours on end, or even when I worked for the same sort of frustrating hours attempting to solve a homework problem in Calculus.  I believe that the difference was that I was passionate about the video game, and certainly far less so about homework where people used the word “thou” instead of “you” or x to represent a number. This phenomenon occurs somewhat more often in my current work as a professional data programmer, because I am very passionate about SQL and love those aspects of my career choice.  Every day that I get to draw a new data model to solve a customer issue, or write a complex SELECT statement to ferret out the answer to a complex data question, is a great day. I hope it is the same for any reader of this blog.  But, unfortunately, while the day on a whole is great, a heck of a lot of noise is generated in work life. There are the typical project deadlines, along with the requisite project manager sitting on your shoulders shouting slogans to try to make you to go faster: Add in office politics, and the occasional family issues that permeate the mind, and you lose the ability to think deeply about any problem, not to mention occasionally forgetting your own name.  These office realities coupled with a difficult SQL problem staring at you from your widescreen monitor will slowly suck the life force out of your body, making it seem impossible to solve the problem This is when the walk starts; or a nap. Maybe you hide from the madness under your desk like George Costanza hides from Steinbrenner on Seinfeld.  Forget about the problem. Free your mind from the insanity of the problem and your surroundings. Then let your training and education deep in your brain take over and see if it will passively do the rest for you. If you don’t end up with a solution, the worst case scenario is that you have a bit of exercise or rest, and you won’t have heard the phrase “better is the enemy of good enough” even once…which certainly will do your brain some good. Once you stop expecting whipping your brain for information, inspiration may just strike and instead of a humdrum solution you find a solution you hadn’t even considered, almost magically. So, my beloved manager, next time you have an urgent deadline and you come across me taking a nap, creep away quietly because I’m working, doing some extra-sensory programming.

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  • Standards Corner: Preventing Pervasive Monitoring

    - by independentid
     Phil Hunt is an active member of multiple industry standards groups and committees and has spearheaded discussions, creation and ratifications of industry standards including the Kantara Identity Governance Framework, among others. Being an active voice in the industry standards development world, we have invited him to share his discussions, thoughts, news & updates, and discuss use cases, implementation success stories (and even failures) around industry standards on this monthly column. Author: Phil Hunt On Wednesday night, I watched NBC’s interview of Edward Snowden. The past year has been tumultuous one in the IT security industry. There has been some amazing revelations about the activities of governments around the world; and, we have had several instances of major security bugs in key security libraries: Apple's ‘gotofail’ bug  the OpenSSL Heartbleed bug, not to mention Java’s zero day bug, and others. Snowden’s information showed the IT industry has been underestimating the need for security, and highlighted a general trend of lax use of TLS and poorly implemented security on the Internet. This did not go unnoticed in the standards community and in particular the IETF. Last November, the IETF (Internet Engineering Task Force) met in Vancouver Canada, where the issue of “Internet Hardening” was discussed in a plenary session. Presentations were given by Bruce Schneier, Brian Carpenter,  and Stephen Farrell describing the problem, the work done so far, and potential IETF activities to address the problem pervasive monitoring. At the end of the presentation, the IETF called for consensus on the issue. If you know engineers, you know that it takes a while for a large group to arrive at a consensus and this group numbered approximately 3000. When asked if the IETF should respond to pervasive surveillance attacks? There was an overwhelming response for ‘Yes'. When it came to 'No', the room echoed in silence. This was just the first of several consensus questions that were each overwhelmingly in favour of response. This is the equivalent of a unanimous opinion for the IETF. Since the meeting, the IETF has followed through with the recent publication of a new “best practices” document on Pervasive Monitoring (RFC 7258). This document is extremely sensitive in its approach and separates the politics of monitoring from the technical ones. Pervasive Monitoring (PM) is widespread (and often covert) surveillance through intrusive gathering of protocol artefacts, including application content, or protocol metadata such as headers. Active or passive wiretaps and traffic analysis, (e.g., correlation, timing or measuring packet sizes), or subverting the cryptographic keys used to secure protocols can also be used as part of pervasive monitoring. PM is distinguished by being indiscriminate and very large scale, rather than by introducing new types of technical compromise. The IETF community's technical assessment is that PM is an attack on the privacy of Internet users and organisations. The IETF community has expressed strong agreement that PM is an attack that needs to be mitigated where possible, via the design of protocols that make PM significantly more expensive or infeasible. Pervasive monitoring was discussed at the technical plenary of the November 2013 IETF meeting [IETF88Plenary] and then through extensive exchanges on IETF mailing lists. This document records the IETF community's consensus and establishes the technical nature of PM. The draft goes on to further qualify what it means by “attack”, clarifying that  The term is used here to refer to behavior that subverts the intent of communicating parties without the agreement of those parties. An attack may change the content of the communication, record the content or external characteristics of the communication, or through correlation with other communication events, reveal information the parties did not intend to be revealed. It may also have other effects that similarly subvert the intent of a communicator.  The past year has shown that Internet specification authors need to put more emphasis into information security and integrity. The year also showed that specifications are not good enough. The implementations of security and protocol specifications have to be of high quality and superior testing. I’m proud to say Oracle has been a strong proponent of this, having already established its own secure coding practices. 

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  • Where Twitter Stands Heading Into 2013

    - by Mike Stiles
    As Twitter continued throughout 2012 to be a stage on which global politics and culture played itself out, the company itself underwent some adjustments that give us a good indication of what users and brands can expect from the platform in 2013. The power of the network did anything but fade. Celebrities continued to use it to connect one-on-one. Even the Pope signed on this year. It continued to fuel revolutions. It played an exponentially large factor in this US Presidential election. And around the world, the freedom to speak was challenged as users were fired, sued, sometimes even jailed for their tweets. Expect more of the same in 2013, as Twitter has entrenched itself, for individuals, causes and brands, as the fastest, easiest, most efficient way to message the masses so some measure of impact can come from it. It’s changed everything, and it’s not finished. These fun facts reveal the position of strength with which Twitter enters 2013: It now generates a billion tweets every 2.5 days It has 500 million+ users The average Twitter user has tweeted 307 times 32% of everyone using the Internet uses Twitter It’s expected to bring in $540 million in ad revenue by 2014 11 new accounts are created every second High-level Executive Summary: people love it, people use it, and they’re going to keep loving and using it. Whether or not outside developers love it is a different matter. 2012 marked a shift from welcoming the third party support that played at least some role in Twitter being so warmly embraced, to discouraging anything that replicates what Twitter can do itself…or plans to do itself. It’s not the open playground it once was. Now Twitter must spend 2013 proving it can innovate in-house and keep us just as entranced. Likewise, Twitter is distancing itself from Facebook. Images from the #1 platform’s Instagram don’t work on Twitter anymore, and Twitter’s rolling out their own photo filter product. Where the two have lived in a “plenty of room for everybody” symbiosis up to now, 2013 could see the giants ramping up a full-on rivalry. Twitter is exhibiting a deliberate strategy. Updates have centered on more visually appealing search results, and making finding and sharing content easier. Deals have been cut with some media entities so their content stands out. CEO Dick Costolo has said tweets aren’t the attraction, they’re what leads you to content. Twitter aims to be a key distributor of media and info. Add the addition of former News Corp. President Peter Chernin to the board, and their hashtag landing page experience for events, and their media behemoth ambitions get pretty clear. There are challenges ahead and Costolo has also laid those out; entry into China, figuring out how to have Twitter deliver both comprehensive and relevant, targeted experiences, and the visualization of big data. What does this mean for corporations? They can expect a more media-rich evolution and growing emphases on imagery. They can expect more opportunities to create great media content and leverage Twitter for its distribution. And they can expect new ways to surface in searches. Are brands diving in? 56% of customer tweets to companies get completely and totally ignored. Ugh. A study Twitter recently conducted with Compete shows people who see tweets from retailers are more likely to buy a product. And, the more retailer tweets they see, the more likely they are to purchase on the retail site. As more of those tweets point to engaging media content from the brand, the results should get even better. Twitter appears ready for 2013. Enterprise brands have some work to do. @mikestilesPhoto Stuart Miles, freedigitalphotos.net

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  • Get to Know a Candidate (3 of 25): Virgil Goode&ndash;Constitution Party

    - by Brian Lanham
    DISCLAIMER: This is not a post about “Romney” or “Obama”. This is not a post for whom I am voting. Information sourced for Wikipedia. Meet Virgil Goode of the Constitution Party Goode was served as a Republican member of the United States House of Representatives from 1997 to 2009. He represented the 5th congressional district of Virginia. Goode was born in Richmond, Virginia, the son of Alice Clara (née Besecker) and Virgil Hamlin Goode. He has spent most of his life in Rocky Mount. Goode graduated with a B.A. from the University of Richmond (Phi Beta Kappa) and with a J.D. from the University of Virginia School of Law. He also is a member of Lambda Chi Alpha Fraternity and served in the Army National Guard from 1969 to 1975. Goode grew up as a Democrat. He entered politics soon after graduating from law school. At the age of 27, he won a special election to the state Senate from a Southside district as an independent after the death of the Democratic incumbent. One of his major campaign focuses at the time was advocacy for the Equal Rights Amendment. Soon after being elected, he joined the Democrats. Goode wore his party ties very loosely. He became famous for his support of the tobacco industry, expressing his fear that "his elderly mother would be denied 'the one last pleasure' of smoking a cigarette on her hospital deathbed." He was an ardent defender of gun rights while being an enthusiastic supporter of L. Douglas Wilder, who later became the first elected black governor in the history of the United States. At the Democratic Party's state political convention in 1985, Goode nominated Wilder for lieutenant governor. However, while governor, Wilder cracked down on the sale of guns in the state. After the 1995 elections resulted in a 20–20 split between Democrats and Republicans in the State Senate, Goode seriously considered voting with the Republicans on organizing the chamber. Had he done so, the State Senate would have been under Republican control for the first time since Reconstruction (the Republicans ultimately won control outright in 1999). Goode's actions at the time "forced his party to share power with Republican lawmakers in the state legislature," which further upset the Democratic Party. Goode is on the ballot in CA, FL, ID, IO, LA, MI, MN, MS, MI, NJ, NM, NY, NV, ND, OH, SC, SD, TN, UT, VA, WA, WI, WY.  He is a write-in candidate in CA, CT, DC, GA, IL, IN, ME, MD, MA, MO, NC, TX, VT, WV Constitution Party This party was founded as the “U.S. Taxpayers’ Party” and considers itself conservative. The party's platform is predicated on the principles of the nation's founding documents. The party puts a large focus on immigration, calling for stricter penalties towards illegal immigrants and a moratorium on legal immigration until all federal subsidies to immigrants are discontinued.The party absorbed the American Independent Party, originally founded for George Wallace's 1968 presidential campaign. The American Independent Party of California has been an affiliate of the Constitution Party since its founding; however, current party leadership is disputed and the issue is in court to resolve this conflict. The Constitution Party has some substantial support from the Christian Right and in 2010 achieved major party status in Colorado. Learn more about Virgil Goode and Constitution Party on Wikipedia.

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  • Capgemini Global Business Process Management Report

    - by JuergenKress
    Welcome to the Capgemini Global Business Process Management (BPM) Report. This report is an exploration of key trends in BPM as seen by CXOs across a broad selection of sectors and geographies. BPM is perhaps at a tipping point - it’s certainly at an exciting stage in its evolution. As both an engineer and an Operational Research practitioner in my early career, and subsequently as a consultant, I have seen BPM through its development over the last 26 years. BPM has its roots in management practices such as Total Quality Management, Business Process Reengineering & Model Based Development; but the advent of the new generation of sophisticated modelling and process execution technologies has greatly enhanced BPM’s power to truly transform businesses. This has created one of the most rapidly growing and attractive market sectors for both services and technology. We see BPM as a critical management discipline that when executed against clear, cross organizational business objectives, can deliver exceptional value to that organization. However, we also see that the potential for BPM is not well understood. Our decision to conduct this global survey stemmed from discussions with our clients. We sought to gain a better impression of their understanding of BPM, how they measure its value, and how far it is prioritized within their Business and Technology Transformation efforts. This research confirms our belief that BPM needs to be a jointly owned Business and IT discipline. It also demonstrates that it is starting to gain significant traction in the market and investments are starting to pay dividends to the early adopters. At Capgemini we are being asked by our clients to help them simplify and improve their business models and the technology that supports them and we are already seeing BPM become an integral and key part of this proposition. Business Process Management is becoming ever more relevant to both large and small organizations in the current economic climate. At a time when many different market sectors are facing slow revenue growth, customer churn and increased pressures on costs, BPM becomes a critical weapon in the battle for efficiency and effectiveness in processes. Furthermore, in a challenging and changing business environment that is characterized by uncertainty, it allows organizations to adapt, be more agile and fleet of foot. Capgemini is seeing strong demand for BPM services in markets such as the USA, the UK, the Netherlands and France; and there are clear signs of increased interest in other geographies such as, Germany, Sweden, Spain, Italy and Australia. In sector terms, the financial services industry has led the way in BPM adoption over the recent past, driven by increased focus on customer- centricity and regulatory compliance. Other sectors, public sector, utilities, telco, retail and manufacturing are now not only catching up, but are starting o use BPM in new ways to create new business models to serve customers and outsmart the competition. The research findings also show however that this is a complex landscape, and we are not seeing adoption of BPM in a clear and consistent way. This report also looks at some of the barriers to adoption, with organizational silos being a major obstacle. Waters are further muddied by fragmented budgets, lack of clear governance and ownership and internal politics. The objective of our investment in this research project was to shed some light on these elements with a view to assisting organizations to create strategies that avoid or at least mitigate some of these barriers to success. Management of change in such endea vours is a key part in enabling the appropriate alignment of business and technology to support their transformation efforts. I hope that you find this report of benefit in the further adoption of Business Process Management. Get the full report here. SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Facebook Wiki Technorati Tags: Capgemini,bpm report,bpm market,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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  • College Ratings via the Federal Government

    - by user9147039
    A few weeks back you might remember news about a higher education rating system proposal from the Obama administration. As I've discussed previously, political and stakeholder pressures to improve outcomes and increase transparency are stronger than ever before. The executive branch proposal is intended to make progress in this area. Quoting from the proposal itself, "The ratings will be based upon such measures as: Access, such as percentage of students receiving Pell grants; Affordability, such as average tuition, scholarships, and loan debt; and Outcomes, such as graduation and transfer rates, graduate earnings, and advanced degrees of college graduates.” This is going to be quite complex, to say the least. Most notably, higher ed is not monolithic. From community and other 2-year colleges, to small private 4-year, to professional schools, to large public research institutions…the many walks of higher ed life are, well, many. Designing a ratings system that doesn't wind up with lots of unintended consequences and collateral damage will be difficult. At best you would end up potentially tarnishing the reputation of certain institutions that were actually performing well against the metrics and outcome measures that make sense in their "context" of education. At worst you could spend a lot of time and resources designing a system that would lose credibility with its "customers". A lot of institutions I work with already have in place systems like the one described above. They are tracking completion rates, completion timeframes, transfers to other institutions, job placement, and salary information. As I talk to these institutions there are several constants worth noting: • Deciding on which metrics to measure is complicated. While employment and salary data are relatively easy to track, qualitative measures are more difficult. How do you quantify the benefit to someone who studies in one field that may not compensate him or her as well as another field but that provides huge personal fulfillment and reward is a difficult measure to quantify? • The data is available but the systems to transform the data into actual information that can be used in meaningful ways are not. Too often in higher ed information is siloed. As such, much of the data that need to be a part of a comprehensive system sit in multiple organizations, oftentimes outside the reach of core IT. • Politics and culture are big barriers. One of the areas that my team and I spend a lot of time talking about with higher ed institutions all over the world is the imperative to optimize for student success. This, like the tracking of the students’ achievement after graduation, requires a level or organizational capacity that does not currently exist. The primary barrier is the culture of "data islands" in higher ed, and the need for leadership to drive out the divisions between departments, schools, colleges, etc. and institute academy-wide analytics and data stewardship initiatives that will enable student success. • Data quality is a very big issue. So many disparate systems exist (some on premise, some "in the cloud") that keep data about "persons" using different means to identify them. Establishing a single source of truth about an individual and his or her data is difficult without some type of data quality policy and tools. Good tools actually exist but are seldom leveraged. Don't misunderstand - I think it's a great idea to drive additional transparency and accountability into the system of higher education. And not just at home, but globally. Students and parents need access to key data to make informed, responsible choices. The tools exist to not only enable this kind of information to be shared but to capture the very metrics stakeholders care most about and in a way that makes sense in the context of a given institution's "place" in the overall higher ed panoply.

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  • How to find Part Time development/IT work?

    - by Jonathan
    I've been working in the IT field now for 10 years. Originally trained as an Engineer, started out with C++ and have been a .Net specialist since beta. Currently seconded to a major city and working in the finance industry as freelance, I really feel like i've hit the glass ceiling. Have been contracting now for 5 years as the company politics and frustration of not being promoted and poor pay rises for excellent work but during the last decade of corporate cost cutting took its toll on my morale. Freelance made all the difference and i've had a very decorated career for good clients. What any Engineering student could ever dream of when starting out. The problem is, it doesn't particularly make me happy. It's good work, and i enjoy the problem solving aspects of it and having something to do each day. However there is always a large overhead of non-technical work and dealing with poor managers etc. I guess the Engineering was always a bit of a mistake i made the best out of, and now having 10 years behind a computer hasn't done wonders for my health or eye sight. In a nutshell i am in the process of retraining as a therapist and would like to open my own clinic. However, never having done this before, the fast pace IT skills outdate and the fact that all my experience and skills are non transferrable, i am a little worried. Any ideas how i can find part time IT work as i build up my business? (it's incredibly hard to find freelancing work that doesn't require long hours and overtime). Or other ideas to make the transition easier, and perhaps backout if it financially doesn't work/or i have enough marketing skills? I'd be interested to hear from people who have made a similar transition, successfully or unsuccessfully. Many thanks

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  • subtotals in columns usind reshape2 in R

    - by user1043144
    I have spent some time now learning RESHAPE2 and plyr but I still do not get it. This time I have a problem with (a) subtotals and (b) passing different aggregate functions . Here an example using data from the excellent tutorial on the blog of mrdwab http://news.mrdwab.com/ # libraries library(plyr) library(reshape2) # get data and add few more variables book.sales = read.csv("http://news.mrdwab.com/data-booksales") book.sales$Stock = book.sales$Quantity + 10 book.sales$SubjCat[(book.sales$Subject == 'Economics') | (book.sales$Subject == 'Management') ] <- '1_EconSciences' book.sales$SubjCat[book.sales$Subject %in% c('Anthropology', 'Politics', 'Sociology') ] <- '2_SocSciences' book.sales$SubjCat[book.sales$Subject %in% c('Communication', 'Fiction', 'History', 'Research', 'Statistics') ] <- '3_other' # to get to my starting dataframe (close to the project I am working on) book.sales1 <- ddply(book.sales, c('Region', 'Representative', 'SubjCat', 'Subject', 'Publisher'), summarize, Stock = sum(Stock), Sold = sum(Quantity), Ratio = round((100 * sum(Quantity)/ sum(Stock)), digits = 1)) #melt it m.book.sales = melt(data = book.sales1, id.vars = c('Region', 'Representative', 'SubjCat', 'Subject', 'Publisher'), measured.vars = c('Stock', 'Sold', 'Ratio')) # cast it Tab1 <- dcast(data = m.book.sales, formula = Region + Representative ~ Publisher + variable, fun.aggregate = sum, margins = c('Region', 'Representative')) Now my questions : I have been able to add the subtotals in rows. But is it possible also to add margins in the columns. Say for example, Totals of Stock for one Publisher ? Sorry I meant to say example total sold for all publishers There is a problem with the columns with “ratio”. How can I get “mean” instead of “sum” for this variable ? P.S: I have seen some examples using reshape. Will you recommend to use it instead of reshape2 (which seems not to include the functionalities of two functions).

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  • Why are (almost) all the on-line games written in ActionScript (Flash) not Java?

    - by MasterPeter
    I absolutely love good defender games (e.g. Gemcraft, Protector: reclaiming the throne) as they can be intellectually quite challenging; it's like playing chess but a little less thinking a bit more action. Sadly, there are not that many good ones out there and I thought I would create one myself and share it with the rest of the world by making it available on-line. I have never worked with ActionScript but when it comes to on-line games, this is the main choice. I have tried to find a decent 2D game in the form of a Java applet but to no avail. Why is this so? I could write the game, most comfortably, in Delphi for Win32 but then people would need to download the executable, which could deter some form downloading it, and also it would only work on Windows. I am also familiar with Java, having worked with Java for the last four years or so. Although I don't have much experience with games programming. Should I note be deterred by the fact that all online games are written for in Flash and create my defender game as a Java applet, or should I consider learning ActionScript and games development for the ActionScript Virtual Machine (AS3 looks very much like Java... but still, it's an entirely new technology to me and I might never use it professionally.) Could you, please, just answer the the question in the title? Why Flash, not Java applets? Is it only 'politics'?

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  • Cannot use Java 7 instalation if Java 8 is installed

    - by Sebastien Diot
    I normally still use Java 7 for all my coding projects (it's a company "politics" issue), but I installed Java 8 for one third-party project I am contributing to. Now, it seems I cannot have Java 8 installed in Windows 7 x64, and still use Java 7 by default: C:\>"%JAVA_HOME%\bin\java.exe" -version java version "1.7.0_55" Java(TM) SE Runtime Environment (build 1.7.0_55-b13) Java HotSpot(TM) 64-Bit Server VM (build 24.55-b03, mixed mode) C:\>java.exe -version java version "1.8.0_05" Java(TM) SE Runtime Environment (build 1.8.0_05-b13) Java HotSpot(TM) 64-Bit Server VM (build 25.5-b02, mixed mode) As you can see, JAVA_HOME is completely ignored. I also have Java in the path, using "%JAVA_HOME%\bin", which resolve correctly to Java 7 when I check the path in a DOS box, but it still makes no difference. I checked in the "Java Control Panel" (not sure if this affects the default command-line Java version). Under the "Java" tab, the "View..." button, you get to see "registered" Java versions. I can add all the versions under the "User" tab, but under "System" there is only Java 8, and no way to change it. Am I missing something, or did Oracle just make it impossible to use Java 7, unless I de-install Java 8? I don't want to have to specify the "source" and "target" everywhere, and I don't even know if it is possible for me to specify it everywhere, where Java is used. EDIT: What I did is I de-installed all Java. Then installed the latest Java7 (both 86 and x64), and then the latest Java8 (both 86 and x64). After I did that, I noticed that the x64 JDK was gone. It seems Java8 killed it. So I re-installed the JDK 7 x64, after the JDK 8 x64. Still, JDK7 x64 did not seem to "replace" the "java.exe" which is copied into the "Windows" directory itself (I assume THAT is the problem).

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  • calling plugin inside ajax call function problem

    - by zurna
    I pull categories of one section from an XML. Problem is, pulled categories need to recognize tab plugin so I tried to add tab plugin to CategoryName variable. But it is not working. I get the following error. Error: CategoryName.find is not a function Source File: http://www.refinethetaste.com/FLPM/ Line: 23 Test website: http://www.refinethetaste.com/FLPM/ $.ajax({ dataType: "xml", url: "/FLPM/content/home/index.cs.asp?Process=ViewVCategories", success: function(xml) { $(xml).find('row').each(function(){ var id = $(this).attr('id'); var CategoryName = $(this).find('CategoryName').text(); $("<div class='tab fleft'><a href='http://www.refinethetaste.com/FLPM/content/home/index.cs.asp?Process=ViewVideos&CATEGORYID="+ id +"'>"+ CategoryName + "</a></div>").appendTo("#VCategories"); CategoryName.find("div.row-title .red").tabs("div.panes > div"); }); } }); pulled categories displayed here: <div class="row-title clear" id="VCategories"> categories xml <rows> - <row id="1"> <CategoryName>Nation</CategoryName> </row> - <row id="2"> <CategoryName>Politics</CategoryName> </row> - <row id="3"> <CategoryName>Health</CategoryName> </row> - <row id="4"> <CategoryName>Business</CategoryName> </row> - <row id="5"> <CategoryName>Culture</CategoryName> </row> </rows> </div>

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  • Absence of property syntax in Java

    - by Vojislav Stojkovic
    C# has syntax for declaring and using properties. For example, one can declare a simple property, like this: public int Size { get; set; } One can also put a bit of logic into the property, like this: public string SizeHex { get { return String.Format("{0:X}", Size); } set { Size = int.Parse(value, NumberStyles.HexNumber); } } Regardless of whether it has logic or not, a property is used in the same way as a field: int fileSize = myFile.Size; I'm no stranger to either Java or C# -- I've used both quite a lot and I've always missed having property syntax in Java. I've read in this question that "it's highly unlikely that property support will be added in Java 7 or perhaps ever", but frankly I find it too much work to dig around in discussions, forums, blogs, comments and JSRs to find out why. So my question is: can anyone sum up why Java isn't likely to get property syntax? Is it because it's not deemed important enough when compared to other possible improvements? Are there technical (e.g. JVM-related) limitations? Is it a matter of politics? (e.g. "I've been coding in Java for 50 years now and I say we don't need no steenkin' properties!") Is it a case of bikeshedding?

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  • Worpress WorkFlow Modfications

    - by blgnklc
    Hi All WordPress Lovers, I would like to ask a help about Zensor which is a plugin that you publish a post then a moderator approves the post to be published on the wordpress blog site. When a post is awating for approval, each awaiting post is appearing "waiting moderation". But, I dont want any link appears before moderator approval. Actually I found the joing sentence below; 1- Must be added to the end of JOIN part of any query: LEFT JOIN wp_zensor ON ID = wp_zensor.post_id 2- Must be added to the end of WHERE condition : AND wp_zensor.moderation_status = 'approved' Could you please show me; where should I add these modification on the category link presentation below: <h2>Politics</h2> <?php $recent = new WP_Query("cat=31&showposts=1"); while($recent->have_posts()) : $recent->the_post();?> <b><a href="<?php the_permalink() ?>" rel="bookmark"><?php the_title(); ?></a></b> <?php the_content_limit(140, "devami &raquo;"); ?> <div class="hppostmeta"> <p><?php the_time('j F Y, H:i'); ?> | <?php the_author_posts_link(); ?></p> </div> <?php endwhile; ?> Or any general solutions will be welcomed. Thanks. BK

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  • Redirecting http to https for a directory, via .htaccess, using mod_alias only

    - by Belinda
    I have the common problem of wanting to redirect requests for a certain restricted access directory from http to https, so that users' login credentials are sent in a secure way. However, I do not have mod_rewrite enabled on my server. I only have mod_alias. This means I have to use the RedirectMatch command. I can't use the usual solutions that use RewriteCond and RewriteRule. (A note on the politics: I am a small-fry subsite maintainer in a very large organisation, so the server admins are unlikely to be willing to change the server config for me!) The following line works, but forms an infinite loop (because the rewritten URL is still caught by the initial regular expression): RedirectMatch permanent ^/intranet(.*)$ https://example.com/intranet$1 One of my internal IT guys has suggested I avoid the infinite loop by moving the files to a new directory with a new name (eg /intranet2/). That seems pretty ugly to me. And people could still accidentally/deliberately revert to an insecure connection by visiting http://example.com/intranet2/ directly. Then I tried this, but it didn't work: RedirectMatch permanent ^http:(.*)/intranet(.*)$ https://example.com/intranet$1 I suspect it didn't work because the first argument must be a file path from the root directory, so it can't start with "http:". So: any better ideas how to do this?

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  • Why Software Sucks...and What You Can Do About It – book review

    - by DigiMortal
        How do our users see the products we are writing for them and how happy they are with our work? Are they able to get their work done without fighting with cool features and crashes or are they just switching off resistance part of their brain to survive our software? Yeah, the overall picture of software usability landscape is not very nice. Okay, it is not even nice. But, fortunately, Why Software Sucks...and What You Can Do About It by David S. Platt explains everything. Why Software Sucks… is book for software users but I consider it as a-must reading also for developers and specially for their managers whose politics often kills all usability topics as soon as they may appear. For managers usability is soft topic that can be manipulated the way it is best in current state of project. Although developers are not UI designers and usability experts they are still very often forced to deal with these topics and this is how usability problems start (of course, also designers are able to produce designs that are stupid and too hard to use for users, but this blog here is about development). I found this book to be very interesting and funny reading. It is not humor book but it explains you all so you remember later very well what you just read. It took me about three evenings to go through this book and I am still enjoying what I found and how author explains our weird young working field to end users. I suggest this book to all developers – while you are demanding your management to hire or outsource usability expert you are at least causing less pain to end users. So, go and buy this book, just like I did. And… they thanks to mr. Platt :) There is one book more I suggest you to read if you are interested in usability - Don't Make Me Think: A Common Sense Approach to Web Usability, 2nd Edition by Steve Krug. Editorial review from Amazon Today’s software sucks. There’s no other good way to say it. It’s unsafe, allowing criminal programs to creep through the Internet wires into our very bedrooms. It’s unreliable, crashing when we need it most, wiping out hours or days of work with no way to get it back. And it’s hard to use, requiring large amounts of head-banging to figure out the simplest operations. It’s no secret that software sucks. You know that from personal experience, whether you use computers for work or personal tasks. In this book, programming insider David Platt explains why that’s the case and, more importantly, why it doesn’t have to be that way. And he explains it in plain, jargon-free English that’s a joy to read, using real-world examples with which you’re already familiar. In the end, he suggests what you, as a typical user, without a technical background, can do about this sad state of our software—how you, as an informed consumer, don’t have to take the abuse that bad software dishes out. As you might expect from the book’s title, Dave’s expose is laced with humor—sometimes outrageous, but always dead on. You’ll laugh out loud as you recall incidents with your own software that made you cry. You’ll slap your thigh with the same hand that so often pounded your computer desk and wished it was a bad programmer’s face. But Dave hasn’t written this book just for laughs. He’s written it to give long-overdue voice to your own discovery—that software does, indeed, suck, but it shouldn’t. Table of contents Acknowledgments xiii Introduction Chapter 1: Who’re You Calling a Dummy? Where We Came From Why It Still Sucks Today Control versus Ease of Use I Don’t Care How Your Program Works A Bad Feature and a Good One Stopping the Proceedings with Idiocy Testing on Live Animals Where We Are and What You Can Do Chapter 2: Tangled in the Web Where We Came From How It Works Why It Still Sucks Today Client-Centered Design versus Server-Centered Design Where’s My Eye Opener? It’s Obvious—Not! Splash, Flash, and Animation Testing on Live Animals What You Can Do about It Chapter 3: Keep Me Safe The Way It Was Why It Sucks Today What Programmers Need to Know, but Don’t A Human Operation Budgeting for Hassles Users Are Lazy Social Engineering Last Word on Security What You Can Do Chapter 4: Who the Heck Are You? Where We Came From Why It Still Sucks Today Incompatible Requirements OK, So Now What? Chapter 5: Who’re You Looking At? Yes, They Know You Why It Sucks More Than Ever Today Users Don’t Know Where the Risks Are What They Know First Milk You with Cookies? Privacy Policy Nonsense Covering Your Tracks The Google Conundrum Solution Chapter 6: Ten Thousand Geeks, Crazed on Jolt Cola See Them in Their Native Habitat All These Geeks Who Speaks, and When, and about What Selling It The Next Generation of Geeks—Passing It On Chapter 7: Who Are These Crazy Bastards Anyway? Homo Logicus Testosterone Poisoning Control and Contentment Making Models Geeks and Jocks Jargon Brains and Constraints Seven Habits of Geeks Chapter 8: Microsoft: Can’t Live With ’Em and Can’t Live Without ’Em They Run the World Me and Them Where We Came From Why It Sucks Today Damned if You Do, Damned if You Don’t We Love to Hate Them Plus ça Change Growing-Up Pains What You Can Do about It The Last Word Chapter 9: Doing Something About It 1. Buy 2. Tell 3. Ridicule 4. Trust 5. Organize Epilogue About the Author

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  • SanjayP&rsquo;s venture after Microsoft involves no Microsoft

    - by eddraper
    When I was at Microsoft, I always found Sanjay Parthasarathy to be a bright and passionate leader.  While he was a bit disconnected at times with what was really going on out in the trenches, I always thought he was true believer in what we in Developer Platform and Evangelism (DPE) were doing.  He got it.  He had started DPE and kicked a lot of doors down up in Redmond to make it happen.  Back in the early 2000s, battles over platform choices at large customers was trench warfare… bayonets and hand grenades at the P-Code level.  This model was not at all suited to Microsoft’s org structure at the time.  While there were plenty of people fully able to have competitive conversations around Windows Server, or AD, or Exchange, or the desktop, there weren’t many that could have deep technical conversations around Java vs .NET and the platform “stack” as a cohesive, unified unit of value.  This task fell to DPE. Sanjay ended up leaving Microsoft a number of months before me in 2009 and I remember thinking these exact words: “holy shit, SanjayP left Microsoft.”  When SanjayP left DPE years before that,  Sheila Gulati had stepped into his shoes and I thought we where starting to miss a beat.  Sheila had built an amazing business at Microsoft India, but I don’t recall being inspired by her as a leader.  SanjayP’s talks felt like the opening scene of “Patton” with George C. Scott pacing in front of the American flag.  Sheila was a voice on a con-call.  When she moved on in 2007, Walid Abu-Hadba was given the reigns.  Personally, I don’t ever recall even seeing his face.  I think I might recall hearing his voice on some con-calls, but for all intents and purposes he was invisible to me.  Perhaps this was the beginning of my carelessness around seeking “visibility.” Fast forward to Build 2011.  First off, we have no PDC – we have Build.  Microsoft had made an 11 year investment by this time in building an organization to make its technology relevant to developers.  One would think such an org would be in the driver’s seat of such an event, but we see Windows product group people on the podiums.  Watching, I could see the messaging unfold… but no story.  It was like the old days.  Demos and PowerPoints by team members building the tech, and in many cases VPs.  The ensuing confusion is almost legendary now.  Windows 8 was, and is, a pretty big deal… but who is telling the story – not just features and benefits, but the story around how it all fits together. Having been out of Microsoft for two years now, and looking in, I can only conclude that the “DPE of old” has at best been emasculated, and at worst been completely marginalized by internal politics, or perhaps the eternal march of the corporate entropy generator that resides at all large companies.  I don’t think this is a good thing for anyone. And now, back to Sanjay who is the father of Microsoft DPE… I noticed that he has moved back to India and is doing start-up work.  His current company Indix looks to be doing some interesting things with “big data” and here’s their stack: Nary a trace of anything Microsoft.  What could account for this?  I wonder….  Better availability of labor and expertise in India for this stack?  Donno, but even in India, leet R and Hadoop skills have to be hard to find. Technical superiority?  This, I sincerely doubt. This stack, with SanjayP’s name as CEO leaves me with an unsettling feeling.  If he did believe, he no longer does.  One doesn’t place bets with real money on things they don’t believe in.  Perhaps he never did believe, and was a corporate creature seeking to find a niche for himself after which he manipulated me and others.  Or perhaps… anger… be it passive aggression or an outright “in your face F*** you” to his former masters. I guess in the end, only he knows the true reason… But I have my theory...

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  • Converting LINQ to Twitter to Twitter API v1.1

    - by Joe Mayo
    Twitter recently updated their API to v1.1 (Current status: API v1.1). Naturally, LINQ to Twitter  needed to be updated too. This blog post outlines the changes made to LINQ to Twitter during this conversion and highlights important features that LINQ to Twitter developers will want to know. Overall Impact Generally speaking, Twitter API v1.1 is semantically very much the same as it’s predecessor. The base URL changed and so did a few resource segments, but the resources themselves are still intact. The good news is that LINQ to Twitter has always shielded the developer from this plumbing, so the entities, types, and filters didn’t change much at all.  The following sections describe what did  change. Authentication In Twitter API v1.0 authentication was not required for some resources, such as user timelines and search. However, that’s all changed because *all* queries must be authenticated in Twitter API v1.1. LINQ to Twitter has various types of authorizers you can use, supporting whatever OAuth options are available via Twitter.  You can see the LINQ to Twitter documentation, Securing Your Applications, for more info on OAuth support. The New Search One of the larger changes to the API was Search. To be more specific, the Search entity now contains a List<Status>, named Statuses, to hold results.  Additionally, any meta-data associated with the search is now in a property named SearchMetaData. The change to the Search entity and responses is the big change, but the good news is that your Search query syntax doesn’t change. Different Rate Limits The issue of rate limits itself is contentious, but this discussion is focused on the coding experience and I’ll leave the politics to those who prefer to engage in that activity. What’s important here is that both headers and resources have changed. You should review Twitter’s Rate Limit documentation to understand what the changes mean.  A quick explanation is that rate limits are applied individually to each resource in 15 minute time intervals. In LINQ to Twitter these changes surface on the Help entity, via HelpType.RateLimits. The RateLimits query has a Resources filter where you can specify a comma-separated list of categories to return rate limit info for.  The results materialize in the RateLimits dictionary, keyed on category. The Help entity also has a RateLimitsAuthorizationContext, holding the Access Token for the user performing queries – and to whom the rate limits apply. In addition to the new RateLimits query, there are new RateLimit headers that appear in the query response, whose HTTP header name is of the form X-Rate-Limit… which is different from the previous header name. LINQ to Twitter surfaces these headers via the existing properties of the TwitterContext instance. For anyone who retrieved rate limit information via the Headers property of TwitterContext, you should be aware of the new header names.  I haven’t done anything with Feature rate limit properties yet, but they appear to no longer be available – this will require more follow-up. Error Handling Twitter API v1.1 has a new format for Error Codes & Responses. LINQ to Twitter wraps these messages in the TwitterQueryException, which has been updated appropriately. The Message property of TwitterQueryException now reflects the Twitter error message, when available. There’s also a new ErrorCode that’s populated with the message error code. Parameters Most parameters stayed the same, but one of interest is Include Entities (different from LINQ to Twitter data object entities). Entities are metadata hanging off tweets, that provide start/end position in the tweet and other information for mentions, urls, hash tags, and media. Entities used to not be included unless you specified you wanted them. Now, in v1.1, entities are included by default for all APIs that return a Status.  If you were always setting IncludeEntities to true, then you won’t see a change. However, be aware that you’ll now be receiving additional data in your response from Twitter, which will explain a sudden increase in bandwidth utilization. This might or might not  matter to you  depending on the requirements of your application, but you should be aware of it. Everything Else There might be small changes here and there that I haven’t mentioned, but these were the ones you should be most aware of.  Streams didn’t change, but Twitter will be deprecating username/password authentication on public streams, in favor of OAuth, so you’ll be seeing me make that change some time in the future.  Also, Twitter will continue to evolve the API and you can expect that LINQ to Twitter will change accordingly. Summary The big changes to Twitter API were Authentication, Search, Rate Limits, and Error Handling. All API calls must be authenticated. You’ll need to change your code to read Search results differently, but the query is much the same as you use now. There’s a new RateLimits API, one of the Help queries.  Also, the new error messages are integrated into TwitterQueryException. Besides these changes, I expect  most others to be small or affect a smaller percentage of developers.  You can get the latest version of LINQ to Twitter from NuGet or visit the LINQ to Twitter download page at CodePlex.com.   @JoeMayo

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  • The Enterprise is a Curmudgeon

    - by John K. Hines
    Working in an enterprise environment is a unique challenge.  There's a lot more to software development than developing software.  A project lead or Scrum Master has to manage personalities and intra-team politics, has to manage accomplishing the task at hand while creating the opportunities and a reputation for handling desirable future work, has to create a competent, happy team that actually delivers while being careful not to burn bridges or hurt feelings outside the team.  Which makes me feel surprised to read advice like: " The enterprise should figure out what is likely to work best for itself and try to use it." - Ken Schwaber, The Enterprise and Scrum. The enterprises I have experience with are fundamentally unable to be self-reflective.  It's like asking a Roman gladiator if he'd like to carve out a little space in the arena for some silent meditation.  I'm currently wondering how compatible Scrum is with the top-down hierarchy of life in a large organization.  Specifically, manufacturing-mindset, fixed-release, harmony-valuing large organizations.  Now I understand why Agile can be a better fit for companies without much organizational inertia. Recently I've talked with nearly two dozen software professionals and their managers about Scrum and Agile.  I've become convinced that a developer, team, organization, or enterprise can be Agile without using Scrum.  But I'm not sure about what process would be the best fit, in general, for an enterprise that wants to become Agile.  It's possible I should read more than just the introduction to Ken's book. I do feel prepared to answer some of the questions I had asked in a previous post: How can Agile practices (including but not limited to Scrum) be adopted in situations where the highest-placed managers in a company demand software within extremely aggressive deadlines? Answer: In a very limited capacity at the individual level.  The situation here is that the senior management of this company values any software release more than it values developer well-being, end-user experience, or software quality.  Only if the developing organization is given an immediate refactoring opportunity does this sort of development make sense to a person who values sustainable software.   How can Agile practices be adopted by teams that do not perform a continuous cycle of new development, such as those whose sole purpose is to reproduce and debug customer issues? Answer: It depends.  For Scrum in particular, I don't believe Scrum is meant to manage unpredictable work.  While you can easily adopt XP practices for bug fixing, the project-management aspects of Scrum require some predictability.  My question here was meant toward those who want to apply Scrum to non-development teams.  In some cases it works, in others it does not. How can a team measure if its development efforts are both Agile and employ sound engineering practices? Answer: I'm currently leaning toward measuring these independently.  The Agile Principles are a terrific way to measure if a software team is agile.  Sound engineering practices are those practices which help developers meet the principles.  I think Scrum is being mistakenly applied as an engineering practice when it is essentially a project management practice.  In my opinion, XP and Lean are examples of good engineering practices. How can Agile be explained in an accurate way that describes its benefits to sceptical developers and/or revenue-focused non-developers? Answer: Agile techniques will result in higher-quality, lower-cost software development.  This comes primarily from finding defects earlier in the development cycle.  If there are individual developers who do not want to collaborate, write unit tests, or refactor, then these are simply developers who are either working in an area where adding these techniques will not add value (i.e. they are an expert) or they are a developer who is satisfied with the status quo.  In the first case they should be left alone.  In the second case, the results of Agile should be demonstrated by other developers who are willing to receive recognition for their efforts.  It all comes down to individuals, doesn't it?  If you're working in an organization whose Agile adoption consists exclusively of Scrum, consider ways to form individual Agile teams to demonstrate its benefits.  These can even be virtual teams that span people across org-chart boundaries.  Once you can measure real value, whether it's Scrum, Lean, or something else, people will follow.  Even the curmudgeons.

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  • Revisiting the Generations

    - by Row Henson
    I was asked earlier this year to contribute an article to the IHRIM publication – Workforce Solutions Review.  My topic focused on the reality of the Gen Y population 10 years after their entry into the workforce.  Below is an excerpt from that article: It seems like yesterday that we were all talking about the entry of the Gen Y'ers into the workforce and what a radical change that would have on how we attract, retain, motivate, reward, and engage this new, younger segment of the workforce.  We all heard and read that these youngsters would be more entrepreneurial than their predecessors – the Gen X'ers – who were said to be more loyal to their profession than their employer. And, we heard that these “youngsters” would certainly be far less loyal to their employers than the Baby Boomers or even earlier Traditionalists. It was also predicted that – at least for the developed parts of the world – they would be more interested in work/life balance than financial reward; they would need constant and immediate reinforcement and recognition and we would be lucky to have them in our employment for two to three years. And, to keep them longer than that we would need to promote them often so they would be continuously learning since their long-term (10-year) goal would be to own their own business or be an independent consultant.  Well, it occurred to me recently that the first of the Gen Y'ers are now in their early 30s and it is time to look back on some of these predictions. Many really believed the Gen Y'ers would enter the workforce with an attitude – expect everything to be easy for them – have their employers meet their demands or move to the next employer, and I believe that we can now say that, generally, has not been the case. Speaking from personal experience, I have mentored a number of Gen Y'ers and initially felt that with a 40-year career in Human Resources and Human Resources Technology – I could share a lot with them. I found out very quickly that I was learning at least as much from them! Some of the amazing attributes I found from these under-30s was their fearlessness, ease of which they were able to multi-task, amazing energy and great technical savvy. They were very comfortable with collaborating with colleagues from both inside the company and peers outside their organization to problem-solve quickly. Most were eager to learn and willing to work hard.  This brings me to the generation that will follow the Gen Y'ers – the Generation Z'ers – those born after 1998. We have come full circle. If we look at the Silent Generation or Traditionalists, we find a workforce that preceded the television and even very early telephones. We Baby Boomers (as I fall right squarely in this category) remembered the invention of the television and telephone – but laptop computers and personal digital assistants (PDAs) were a thing of “StarTrek” and other science fiction movies and publications. Certainly, the Gen X'ers and Gen Y'ers grew up with the comfort of these devices just as we did with calculators. But, what of those under the age of 10 – how will the workplace look in 15 more years and what type of workforce will be required to operate in the mobile, global, virtual world. I spoke to a friend recently who had her four-year-old granddaughter for a visit. She said she found her in the den in front of the TV trying to use her hand to get the screen to move! So, you see – we have come full circle. The under-70 Traditionalist grew up in a world without TV and the Generation Z'er may never remember the TV we knew just a few years ago. As with every generation – we spend much time generalizing on their characteristics. The most important thing to remember is every generation – just like every individual – is different. The important thing for those of us in Human Resources to remember is that one size doesn’t fit all. What motivates one employee to come to work for you and stay there and be productive is very different than what the next employee is looking for and the organization that can provide this fluidity and flexibility will be the survivor for generations to come. And, finally, just when we think we have it figured out, a multitude of external factors such as the economy, world politics, industries, and technologies we haven’t even thought about will come along and change those predictions. As I reach retirement age – I do so believing that our organizations are in good hands with the generations to follow – energetic, collaborative and capable of working hard while still understanding the need for balance at work, at home and in the community! 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  • How to better create stacked bar graphs with multiple variables from ggplot2?

    - by deoksu
    I often have to make stacked barplots to compare variables, and because I do all my stats in R, I prefer to do all my graphics in R with ggplot2. I would like to learn how to do two things: First, I would like to be able to add proper percentage tick marks for each variable rather than tick marks by count. Counts would be confusing, which is why I take out the axis labels completely. Second, there must be a simpler way to reorganize my data to make this happen. It seems like the sort of thing I should be able to do natively in ggplot2 with plyR, but the documentation for plyR is not very clear (and I have read both the ggplot2 book and the online plyR documentation. My best graph looks like this, the code to create it follows: the R code I use to get it is the following: library(epicalc) ### recode the variables to factors ### recode(c(int_newcoun, int_newneigh, int_neweur, int_newusa, int_neweco, int_newit, int_newen, int_newsp, int_newhr, int_newlit, int_newent, int_newrel, int_newhth, int_bapo, int_wopo, int_eupo, int_educ), c(1,2,3,4,5,6,7,8,9, NA), c('Very Interested','Somewhat Interested','Not Very Interested','Not At All interested',NA,NA,NA,NA,NA,NA)) ### Combine recoded variables to a common vector Interest1<-c(int_newcoun, int_newneigh, int_neweur, int_newusa, int_neweco, int_newit, int_newen, int_newsp, int_newhr, int_newlit, int_newent, int_newrel, int_newhth, int_bapo, int_wopo, int_eupo, int_educ) ### Create a second vector to label the first vector by original variable ### a1<-rep("News about Bangladesh", length(int_newcoun)) a2<-rep("Neighboring Countries", length(int_newneigh)) [...] a17<-rep("Education", length(int_educ)) Interest2<-c(a1, a2, a3, a4, a5, a6, a7, a8, a9, a10, a11, a12, a13, a14, a15, a16, a17) ### Create a Weighting vector of the proper length ### Interest.weight<-rep(weight, 17) ### Make and save a new data frame from the three vectors ### Interest.df<-cbind(Interest1, Interest2, Interest.weight) Interest.df<-as.data.frame(Interest.df) write.csv(Interest.df, 'C:\\Documents and Settings\\[name]\\Desktop\\Sweave\\InterestBangladesh.csv') ### Sort the factor levels to display properly ### Interest.df$Interest1<-relevel(Interest$Interest1, ref='Not Very Interested') Interest.df$Interest1<-relevel(Interest$Interest1, ref='Somewhat Interested') Interest.df$Interest1<-relevel(Interest$Interest1, ref='Very Interested') Interest.df$Interest2<-relevel(Interest$Interest2, ref='News about Bangladesh') Interest.df$Interest2<-relevel(Interest$Interest2, ref='Education') [...] Interest.df$Interest2<-relevel(Interest$Interest2, ref='European Politics') detach(Interest) attach(Interest) ### Finally create the graph in ggplot2 ### library(ggplot2) p<-ggplot(Interest, aes(Interest2, ..count..)) p<-p+geom_bar((aes(weight=Interest.weight, fill=Interest1))) p<-p+coord_flip() p<-p+scale_y_continuous("", breaks=NA) p<-p+scale_fill_manual(value = rev(brewer.pal(5, "Purples"))) p update_labels(p, list(fill='', x='', y='')) I'd very much appreciate any tips, tricks or hints. Thanks.

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  • How do I reward my developers for the little things they get right?

    - by Nat
    I am in a tech lead role and my developers get stuff right most of the time. How do I communicate to them thier value to me? (I.e. they have value because I do not have to go through and point out mistakes which means I do not have to watch them like a hawk which frees me to do more useful things). In summary For doing the mundane well on a day to day basis, it is good to recognise the developers effort verbally to them. An honest thankyou that mentions the specific behaviour and its positive repercussions to you personally will be well received, adjust the language to suite each individual. (Note that other developers within earshot may also respond to this by increasing their efforts in this specific activity.) Other things that should be done regularly are: Team drinks In many cultures this is an entirely worthy way of giving the team some time to socialise and relax. Be sure that you do not exclude people who do not drink or are not keen on pub culture. Shared meals are another option. Formal written (email) acknowledgment and praise to senior managers of the teams efforts and successes. (Note that acknowledging individuals alone may damage team spirit) Work the hours you expect your team to do. If they absolutely must work late for a deadline, be there in support Go to bat for the team. Refuse to let them be forced to work long periods of overtime without compensation. Protect them from level politics and stress. Give your team the best equipment you can afford. Good tools show respect and improve productivity. Small or large team rewards where appropriate can consist of many interesting activities/ items. If it allows the team to get together in a fun and even lightly competitive manner it will work (foosball table, go-karting, darts board, video game console etc). Don’t forget to listen to what the team wants, each team will have different ideas. Ensure they are getting a fair deal financially from the company. While different people may have different expectations of their pay, someone being paid unfairly will rot morale for the entire team

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  • added div does not recognize jquery function

    - by zurna
    I pull categories of one section from a XML. Problem is, pulled categories need to recognize tab plugin but they do not recognize it. I am not sure if I made sense, please let me know if I didnt make any sense. I will try to explain it again. :) $.ajax({ dataType: "xml", url: "/FLPM/content/home/index.cs.asp?Process=ViewVCategories", success: function(xml) { $(xml).find('row').each(function(){ var id = $(this).attr('id'); var CategoryName = $(this).find('CategoryName').text(); $("<div class='tab fleft'><a href='#'>"+ CategoryName + "</a></div>").appendTo("#VCategories"); }); } }); $("div.row-title").tabs("div.panes > div", {effect: 'ajax'}, function(i) { // get the pane to be opened var pane = this.getPanes().eq(i); // load it with a page specified in the tab's href attribute pane.html('<img src="http://www.refinethetaste.com/html/cp/images/loading.gif" alt="Loading..." />') .load(this.getTabs().eq(i).attr("href")); }); pulled categories displayed here: <div class="row-title clear" id="VCategories"> categories xml <rows> - <row id="1"> <CategoryName>Nation</CategoryName> </row> - <row id="2"> <CategoryName>Politics</CategoryName> </row> - <row id="3"> <CategoryName>Health</CategoryName> </row> - <row id="4"> <CategoryName>Business</CategoryName> </row> - <row id="5"> <CategoryName>Culture</CategoryName> </row> </rows> </div>

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  • Connect to SQLite Database using Eclipse (Java)

    - by bnabilos
    Hello, I'm trying to connect to SQLite database with Ecplise but I have some errors. This is my Java code and the errors that I get on output. Please see if you can help me. Thank you in advance. package jdb; import java.sql.*; public class Test { public static void main(String[] args) throws Exception { Class.forName("org.sqlite.JDBC"); Connection conn = DriverManager.getConnection("jdbc:sqlite:/Applications/MAMP/db/sqlite/test.sqlite"); Statement stat = conn.createStatement(); stat.executeUpdate("drop table if exists people;"); stat.executeUpdate("create table people (name, occupation);"); PreparedStatement prep = conn.prepareStatement( "insert into people values (?, ?);"); prep.setString(1, "Gandhi"); prep.setString(2, "politics"); prep.addBatch(); prep.setString(1, "Turing"); prep.setString(2, "computers"); prep.addBatch(); prep.setString(1, "Wittgenstein"); prep.setString(2, "smartypants"); prep.addBatch(); conn.setAutoCommit(false); prep.executeBatch(); conn.setAutoCommit(true); ResultSet rs = stat.executeQuery("select * from people;"); while (rs.next()) { System.out.println("name = " + rs.getString("name")); System.out.println("job = " + rs.getString("occupation")); } rs.close(); conn.close(); } } ans that what I get in Ecplise : Exception in thread "main" java.lang.ClassNotFoundException: org.sqlite.JDBC at java.net.URLClassLoader$1.run(URLClassLoader.java:200) at java.security.AccessController.doPrivileged(Native Method) at java.net.URLClassLoader.findClass(URLClassLoader.java:188) at java.lang.ClassLoader.loadClass(ClassLoader.java:315) at sun.misc.Launcher$AppClassLoader.loadClass(Launcher.java:330) at java.lang.ClassLoader.loadClass(ClassLoader.java:250) at java.lang.ClassLoader.loadClassInternal(ClassLoader.java:398) at java.lang.Class.forName0(Native Method) at java.lang.Class.forName(Class.java:169) at jdb.Test.main(Test.java:7) Thank you

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