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  • Big Data – Is Big Data Relevant to me? – Big Data Questionnaires – Guest Post by Vinod Kumar

    - by Pinal Dave
    This guest post is by Vinod Kumar. Vinod Kumar has worked with SQL Server extensively since joining the industry over a decade ago. Working on various versions of SQL Server 7.0, Oracle 7.3 and other database technologies – he now works with the Microsoft Technology Center (MTC) as a Technology Architect. Let us read the blog post in Vinod’s own voice. I think the series from Pinal is a good one for anyone planning to start on Big Data journey from the basics. In my daily customer interactions this buzz of “Big Data” always comes up, I react generally saying – “Sir, do you really have a ‘Big Data’ problem or do you have a big Data problem?” Generally, there is a silence in the air when I ask this question. Data is everywhere in organizations – be it big data, small data, all data and for few it is bad data which is same as no data :). Wow, don’t discount me as someone who opposes “Big Data”, I am a big supporter as much as I am a critic of the abuse of this term by the people. In this post, I wanted to let my mind flow so that you can also think in the direction I want you to see these concepts. In any case, this is not an exhaustive dump of what is in my mind – but you will surely get the drift how I am going to question Big Data terms from customers!!! Is Big Data Relevant to me? Many of my customers talk to me like blank whiteboard with no idea – “why Big Data”. They want to jump into the bandwagon of technology and they want to decipher insights from their unexplored data a.k.a. unstructured data with structured data. So what are these industry scenario’s that come to mind? Here are some of them: Financials Fraud detection: Banks and Credit cards are monitoring your spending habits on real-time basis. Customer Segmentation: applies in every industry from Banking to Retail to Aviation to Utility and others where they deal with end customer who consume their products and services. Customer Sentiment Analysis: Responding to negative brand perception on social or amplify the positive perception. Sales and Marketing Campaign: Understand the impact and get closer to customer delight. Call Center Analysis: attempt to take unstructured voice recordings and analyze them for content and sentiment. Medical Reduce Re-admissions: How to build a proactive follow-up engagements with patients. Patient Monitoring: How to track Inpatient, Out-Patient, Emergency Visits, Intensive Care Units etc. Preventive Care: Disease identification and Risk stratification is a very crucial business function for medical. Claims fraud detection: There is no precise dollars that one can put here, but this is a big thing for the medical field. Retail Customer Sentiment Analysis, Customer Care Centers, Campaign Management. Supply Chain Analysis: Every sensors and RFID data can be tracked for warehouse space optimization. Location based marketing: Based on where a check-in happens retail stores can be optimize their marketing. Telecom Price optimization and Plans, Finding Customer churn, Customer loyalty programs Call Detail Record (CDR) Analysis, Network optimizations, User Location analysis Customer Behavior Analysis Insurance Fraud Detection & Analysis, Pricing based on customer Sentiment Analysis, Loyalty Management Agents Analysis, Customer Value Management This list can go on to other areas like Utility, Manufacturing, Travel, ITES etc. So as you can see, there are obviously interesting use cases for each of these industry verticals. These are just representative list. Where to start? A lot of times I try to quiz customers on a number of dimensions before starting a Big Data conversation. Are you getting the data you need the way you want it and in a timely manner? Can you get in and analyze the data you need? How quickly is IT to respond to your BI Requests? How easily can you get at the data that you need to run your business/department/project? How are you currently measuring your business? Can you get the data you need to react WITHIN THE QUARTER to impact behaviors to meet your numbers or is it always “rear-view mirror?” How are you measuring: The Brand Customer Sentiment Your Competition Your Pricing Your performance Supply Chain Efficiencies Predictive product / service positioning What are your key challenges of driving collaboration across your global business?  What the challenges in innovation? What challenges are you facing in getting more information out of your data? Note: Garbage-in is Garbage-out. Hold good for all reporting / analytics requirements Big Data POCs? A number of customers get into the realm of setting a small team to work on Big Data – well it is a great start from an understanding point of view, but I tend to ask a number of other questions to such customers. Some of these common questions are: To what degree is your advanced analytics (natural language processing, sentiment analysis, predictive analytics and classification) paired with your Big Data’s efforts? Do you have dedicated resources exploring the possibilities of advanced analytics in Big Data for your business line? Do you plan to employ machine learning technology while doing Advanced Analytics? How is Social Media being monitored in your organization? What is your ability to scale in terms of storage and processing power? Do you have a system in place to sort incoming data in near real time by potential value, data quality, and use frequency? Do you use event-driven architecture to manage incoming data? Do you have specialized data services that can accommodate different formats, security, and the management requirements of multiple data sources? Is your organization currently using or considering in-memory analytics? To what degree are you able to correlate data from your Big Data infrastructure with that from your enterprise data warehouse? Have you extended the role of Data Stewards to include ownership of big data components? Do you prioritize data quality based on the source system (that is Facebook/Twitter data has lower quality thresholds than radio frequency identification (RFID) for a tracking system)? Do your retention policies consider the different legal responsibilities for storing Big Data for a specific amount of time? Do Data Scientists work in close collaboration with Data Stewards to ensure data quality? How is access to attributes of Big Data being given out in the organization? Are roles related to Big Data (Advanced Analyst, Data Scientist) clearly defined? How involved is risk management in the Big Data governance process? Is there a set of documented policies regarding Big Data governance? Is there an enforcement mechanism or approach to ensure that policies are followed? Who is the key sponsor for your Big Data governance program? (The CIO is best) Do you have defined policies surrounding the use of social media data for potential employees and customers, as well as the use of customer Geo-location data? How accessible are complex analytic routines to your user base? What is the level of involvement with outside vendors and third parties in regard to the planning and execution of Big Data projects? What programming technologies are utilized by your data warehouse/BI staff when working with Big Data? These are some of the important questions I ask each customer who is actively evaluating Big Data trends for their organizations. These questions give you a sense of direction where to start, what to use, how to secure, how to analyze and more. Sign off Any Big data is analysis is incomplete without a compelling story. The best way to understand this is to watch Hans Rosling – Gapminder (2:17 to 6:06) videos about the third world myths. Don’t get overwhelmed with the Big Data buzz word, the destination to what your data speaks is important. In this blog post, we did not particularly look at any Big Data technologies. This is a set of questionnaire one needs to keep in mind as they embark their journey of Big Data. I did write some of the basics in my blog: Big Data – Big Hype yet Big Opportunity. Do let me know if these questions make sense?  Reference: Pinal Dave (http://blog.sqlauthority.com)Filed under: Big Data, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL

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  • Computer hobby and more?

    - by John
    I have been a fulltime student recently working on graduate work to complete a graduate degree. While continuing my studies I have maintained my computer hobby. However, recently my computer hobby has been threatening to turn into a full-fledged side business. Because I am starting to have people come to me for computer help who I have never met before (who generally heard word-of-mouth from other people whose computers I looked at) I am seriously considering putting my conditions for working on a computer into writing (for potential damage control and perhaps liability reasons). Are there any standards for this that I should reference? Should responsibility be waived for times when the computer is left in my care or any time I look at a machine? Any advice you can provide here would be appreciated. What other lessons have you learned that I should be aware of in relation to helping people while continuing my studies as a hobby? Thank you in advance.

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  • Computer hobby and repairs

    - by John
    I have been a fulltime student recently working on graduate work to complete a graduate degree. While continuing my studies I have maintained my computer hobby. However, recently my computer hobby has been threatening to turn into a full-fledged side business. Because I am starting to have people come to me for computer help who I have never met before (who generally heard word-of-mouth from other people whose computers I looked at) I am seriously considering putting my conditions for working on a computer into writing (for potential damage control and perhaps liability reasons). Are there any standards for this that I should reference? Should responsibility be waived for times when the computer is left in my care or any time I look at a machine? Any advice you can provide here would be appreciated. What other lessons have you learned that I should be aware of in relation to helping people while continuing my studies as a hobby? Thank you in advance.

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  • 5 New Java Champions

    - by Tori Wieldt
    The Java Champions have nominated and accepted five new members to their group: Jonas Bonér, James Strachan, Rickard Oberg, Régina ten Bruggencate, and Clara Ko. Congratulations, and we look forward to hearing more from each of them!Jonas Bonér (Sweden) is a Java entrepreneur, programmer, teacher, speaker and author. He is an active contributor to the Open Source community; and most notably created the Akka Project, AspectWerkz Aspect-Oriented Programming (AOP) framework. James Strachan (UK) has more than 20 years experience in enterprise software development with a background in finance and middleware and is also committer on a number of open source projects, including Apache Karaf, Maven, Lift and Jersey.Rickard Oberg (Malaysia) has worked on several Open Source projects that involve JEE development, such as JBoss, XDoclet and WebWork. He has also been the principal architect of the SiteVision CMS/portal platform, where he used AOP as the foundation. Now he works for Jayway, developing the Qi4j framework and Composite Oriented Programming paradigm.Régina ten Bruggencate (Netherlands) is a senior Java developer for iProfs with 10-plus years of Java experience, mainly on enterprise applications. Régina is the current president of Duchess, and as such has the responsibility for the site and community. Duchess is a global organization for women in Java technology, currently with 350 members in over 50 countries.Clara Ko (Netherlands) is a freelance Java/J2EE professional living in Amsterdam. She has worked as a developer, architect, and project manager. She promotes the use of open source software and has led initiatives to adopt agile practices across multiple organizations. Clara is also co-founder of Duchess.The Java Champions are an exclusive group of passionate Java technology and community leaders who are community-nominated and selected under a project sponsored by Oracle. Java Champions get the opportunity to provide feedback, ideas, and direction that will help Oracle grow the Java Platform. This interchange may be in the form of technical discussions and/or community-building activities with Oracle's Java Development and Developer Program teams. Full bios and details about the champions are on http://java-champions.java.net/.

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  • #altnetseattle &ndash; CQRS

    - by GeekAgilistMercenary
    This is a topic I know nothing about, and thus, may be supremely disparate notes.  Have fun translating.  : )   . . .and coolness that the session is well past capacity. Separates things form the UI and everything that needs populated is done through commands.  The domain and reports have separate storage. Events populate these stores of data, such as "sold event". What it looks like, is that the domain controls the requests by event, which would be a product order or something similar. Event sourcing is a key element of the logic. DDD (Domain Driven Design) is part of the core basis for this methodology/structure. The architecture/methodology/structure is perfect for blade style plugin hardware as needed. Good blog entry DDDD: Why I love CQRS and another Command and Query Responsibility Segregation (CQRS), more, CQRS à la Greg Young, a bit by Udi Dahan and there are more.  Google, Bing, etc are there for a reason. It appears the core underpinning architectural element of this is the break out of unique identifiable actions, or I suppose better described as events.  Those events then act upon specific pipelines such as read requests, write requests, etc.  I will be doing more research on this topic and will have something written up shortly.  At this time it seems like nothing new, just a large architectural break out of identifiable needs of the entire enterprise system.  The reporting is in one segment of the architecture, the domain is in another, hydration broken out to interfaces, and events are executed to incur events on the Reports, or what appears by the description to be events on the domain. Anyway, more to come on this later.

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  • Oracle IRM video demonstration of seperating duties of document security

    - by Simon Thorpe
    One thing an Information Rights Management technology should do well is separate out three main areas of responsibility.The business process of defining and controlling the classifications to which content is secured and the definition of the roles employees, customers, partners and contractors have when accessing secured content. Allow IT to manage the server and perform the role of authorizing the creation of new classifications to meet business needs but yet once the classification has been created and handed off to the business, IT no longer plays a role on the ongoing management. Empower the business to take ownership of classifications to which their own content is secured. For example an employee who is leading an acquisition project should be responsible for defining who has access to confidential project documents. This person should be able to manage the rights users have in the classification and also be the point of contact for those wishing to gain rights. Oracle IRM has since it's creation in the late 1990's had this core model at the heart of its design. Due in part to the important seperation of rights from the documents themselves, Oracle IRM places the right functionality within the right parts of the business. For example some IRM technologies allow the end user to make decisions about what users can print, edit or save a secured document. This in practice results in a wide variety of content secured with a plethora of options that don't conform to any policy. With Oracle IRM users choose from a list of classifications to which they have been given the ability to secure information against. Their role in the classification was given to them by the business owner of the classification, yet the definition of the role resides within the realm of corporate security who own the overall business classification policies. It is this type of design and philosophy in Oracle IRM that makes it an enterprise solution that works beyond a few users and a few secured documents to hundreds of thousands of users and millions of documents. This following video shows how Oracle IRM 11g, the market leading document security solution, lets the security organization manage and create classifications whilst the business owns and manages them. If you want to experience using Oracle IRM secured content and the effects of different roles users have, why not sign up for our free demonstration.

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  • Data Quality Through Data Governance

    Data Quality Governance Data quality is very important to every organization, bad data cost an organization time, money, and resources that could be prevented if the proper governance was put in to place.  Data Governance Program Criteria: Support from Executive Management and all Business Units Data Stewardship Program  Cross Functional Team of Data Stewards Data Governance Committee Quality Structured Data It should go without saying but any successful project in today’s business world must get buy in from executive management and all stakeholders involved with the project. If management does not fully support a project because they see it is in there and the company’s best interest then they will remove/eliminate funding, resources and allocated time to work on the project. In essence they can render a project dead until it is official killed by the business. In addition, buy in from stake holders is also very important because they can cause delays increased spending in time, money and resources because they do not support a project. Data Stewardship programs are administered by a data steward manager who primary focus is to support, train and manage a cross functional data stewards team. A cross functional team of data stewards are pulled from various departments act to ensure that all systems work to ensure that an organization’s goals are achieved. Typically, data stewards are subject matter experts that act as mediators between their respective departments and IT. Data Quality Procedures Data Governance Committees are composed of data stewards, Upper management, IT Leadership and various subject matter experts depending on a company. The primary goal of this committee is to define strategic goals, coordinate activities, set data standards and offer data guidelines for the business. Data Quality Policies In 1997, Claudia Imhoff defined a Data Stewardship’s responsibility as to approve business naming standards, develop consistent data definitions, determine data aliases, develop standard calculations and derivations, document the business rules of the corporation, monitor the quality of the data in the data warehouse, define security requirements, and so forth. She further explains data stewards responsible for creating and enforcing polices on the following but not limited to issues. Resolving Data Integration Issues Determining Data Security Documenting Data Definitions, Calculations, Summarizations, etc. Maintaining/Updating Business Rules Analyzing and Improving Data Quality

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  • Some people suddenly say they cant access my site, but me and all others can

    - by Cain
    I have had this problem many times before and im still unable to find out what is causing it. It happned to me some months ago but it got fixed by itself and had already gone back to normal. Everything was working fine for quite a while until 2 days ago. Some people are reporting they cant access my site, they get a 404 error, however i can access it normally and many other users cant. I dont know whats the common denominator since both groups of people are from the same countries, use the same browsers, OS, etc. so the issue doesnt seem related to that. I have reported this problem before to my both my host and domain registrar but none of them claim responsibility for that. Who is then to blame? Waht can i do to find out whats causing the issue and solve it? Thank you.

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  • Promoting Organizational Visibility for SOA and SOA Governance Initiatives – Part I by Manuel Rosa and André Sampaio

    - by JuergenKress
    The costs of technology assets can become significant and the need to centralize, monitor and control the contribution of each technology asset becomes a paramount responsibility for many organizations. Through the implementation of various mechanisms, it is possible to obtain a holistic vision and develop synergies between different assets, empowering their re-utilization and analyzing the impact on the organization caused by IT changes. When the SOA domain is considered, the issue of governance should therefore always come into play. Although SOA governance is mandatory to achieve any measure of SOA success, its value still passes incognito in most organizations, mostly due to the lack of visibility and the detached view of the SOA initiatives. There are a number of problems that jeopardize the visibility of these initiatives: Understanding and measuring the value of SOA governance and its contribution – SOA governance tools are too technical and isolated from other systems. They are inadequate for anyone outside of the domain (Business Analyst, Project Managers, or even some Enterprise Architects), and are especially harsh at the CxO level. Lack of information exchange with the business, other operational areas and project management – It is not only a matter of lack of dialog but also the question of using a common vocabulary (textual or graphic) that is adequate for all the stakeholders. We need to generate information that can be useful for a wider scope of stakeholders like Business and enterprise architectures. In this article we describe how an organization can leverage from the existing best practices, and with the help of adequate exploration and communication tools, achieve and maintain the level of quality and visibility that is required for SOA and SOA governance initiatives. Introduction Understanding and implementing effective SOA governance has become a corporate imperative in order to ensure coherence and the attainment of the basic objectives of SOA initiatives: develop the correct services control costs and risks bound to the development process reduce time-to-market Read the full article 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 Mix Forum Technorati Tags: SOA Governance,Link Consulting,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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  • Business Objects - Containers or functional?

    - by Walter
    This is a question I asked a while back on SO, but it may get discussed better here... Where I work, we've gone back and forth on this subject a number of times and are looking for a sanity check. Here's the question: Should Business Objects be data containers (more like DTOs) or should they also contain logic that can perform some functionality on that object. Example - Take a customer object, it probably contains some common properties (Name, Id, etc), should that customer object also include functions (Save, Calc, etc.)? One line of reasoning says separate the object from the functionality (single responsibility principal) and put the functionality in a Business Logic layer or object. The other line of reasoning says, no, if I have a customer object I just want to call Customer.Save and be done with it. Why do I need to know about another class to save a customer if I'm consuming the object? Our last two projects have had the objects separated from the functionality, but the debate has been raised again on a new project. Which makes more sense and why??

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  • How much should I charge for setting up a client web server? [closed]

    - by Vincent
    I have quite the eccentric client who wants to move all his ecommerce websites (about 5-10, all PHP/MySQL) to his own web server that I'm supposed to build. He doesn't want to hear anything about VPS hosting and all the issues and expenses related to owning a server. My responsibility would be to buy all the hardware, install and configure software, etc. How much should I charge for this? I'm planning to start with two relatively moderate Dell PowerEdge C2100 servers, one for web (NGINX), one for db (MySQL).

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  • What is the Sarbanes-Oxley (SOX) Act?

    In 2002 after the wake of the Enron and World Com Financial scandals Senator Paul Sarbanes and Representative Michael Oxley lead the creation of the Sarbanes-Oxley Act. This act administered by the Securities and Exchange Commission (SEC) dramatically altered corporate financial practices and data governance. In addition, it also set specific deadlines for compliance. The Sarbanes-Oxley is not a set of standard business rules and does not specify how a company should retain its records; In fact, this act outlines which pieces of data are to be stored as well as the storage duration. The SOX act targets the financial side of companies, but its impacts can be seen within the technology arena as well because it is their responsibility to store all of a company’s electronic records regardless of file type. This act specifies that all records and electronic messages must be saved for no less than five years according to SearchCIO. In addition, consequences for non-compliance are fines, imprisonment, or both. Sarbanes-Oxley Act: Rules that affect the management of Electronic records according to SearchCIO. Allowed practices regarding destruction, alteration, or falsification of records. Retention period for records storage. Best practices indicate that corporations securely store all business records using the same guidelines set for public accountants. Types of business records that need to be stored Business Records  Business Communications Including Electronic Communications References: SOXLaw: The Sarbanes-Oxley Act 2002 Retrieved May 2011 from http://www.soxlaw.com/ SearchCIO: What is Sarbanes-Oxley Act (SOX)? Retrieved May 2011 from http://searchcio.techtarget.com/definition/Sarbanes-Oxley-Act

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  • Integration Patterns with Azure Service Bus Relay, Part 1: Exposing the on-premise service

    - by Elton Stoneman
    We're in the process of delivering an enabling project to expose on-premise WCF services securely to Internet consumers. The Azure Service Bus Relay is doing the clever stuff, we register our on-premise service with Azure, consumers call into our .servicebus.windows.net namespace, and their requests are relayed and serviced on-premise. In theory it's all wonderfully simple; by using the relay we get lots of protocol options, free HTTPS and load balancing, and by integrating to ACS we get plenty of security options. Part of our delivery is a suite of sample consumers for the service - .NET, jQuery, PHP - and this set of posts will cover setting up the service and the consumers. Part 1: Exposing the on-premise service In theory, this is ultra-straightforward. In practice, and on a dev laptop it is - but in a corporate network with firewalls and proxies, it isn't, so we'll walkthrough some of the pitfalls. Note that I'm using the "old" Azure portal which will soon be out of date, but the new shiny portal should have the same steps available and be easier to use. We start with a simple WCF service which takes a string as input, reverses the string and returns it. The Part 1 version of the code is on GitHub here: on GitHub here: IPASBR Part 1. Configuring Azure Service Bus Start by logging into the Azure portal and registering a Service Bus namespace which will be our endpoint in the cloud. Give it a globally unique name, set it up somewhere near you (if you’re in Europe, remember Europe (North) is Ireland, and Europe (West) is the Netherlands), and  enable ACS integration by ticking "Access Control" as a service: Authenticating and authorizing to ACS When we try to register our on-premise service as a listener for the Service Bus endpoint, we need to supply credentials, which means only trusted service providers can act as listeners. We can use the default "owner" credentials, but that has admin permissions so a dedicated service account is better (Neil Mackenzie has a good post On Not Using owner with the Azure AppFabric Service Bus with lots of permission details). Click on "Access Control Service" for the namespace, navigate to Service Identities and add a new one. Give the new account a sensible name and description: Let ACS generate a symmetric key for you (this will be the shared secret we use in the on-premise service to authenticate as a listener), but be sure to set the expiration date to something usable. The portal defaults to expiring new identities after 1 year - but when your year is up *your identity will expire without warning* and everything will stop working. In production, you'll need governance to manage identity expiration and a process to make sure you renew identities and roll new keys regularly. The new service identity needs to be authorized to listen on the service bus endpoint. This is done through claim mapping in ACS - we'll set up a rule that says if the nameidentifier in the input claims has the value serviceProvider, in the output we'll have an action claim with the value Listen. In the ACS portal you'll see that there is already a Relying Party Application set up for ServiceBus, which has a Default rule group. Edit the rule group and click Add to add this new rule: The values to use are: Issuer: Access Control Service Input claim type: http://schemas.xmlsoap.org/ws/2005/05/identity/claims/nameidentifier Input claim value: serviceProvider Output claim type: net.windows.servicebus.action Output claim value: Listen When your service namespace and identity are set up, open the Part 1 solution and put your own namespace, service identity name and secret key into the file AzureConnectionDetails.xml in Solution Items, e.g: <azure namespace="sixeyed-ipasbr">    <!-- ACS credentials for the listening service (Part1):-->   <service identityName="serviceProvider"            symmetricKey="nuR2tHhlrTCqf4YwjT2RA2BZ/+xa23euaRJNLh1a/V4="/>  </azure> Build the solution, and the T4 template will generate the Web.config for the service project with your Azure details in the transportClientEndpointBehavior:           <behavior name="SharedSecret">             <transportClientEndpointBehavior credentialType="SharedSecret">               <clientCredentials>                 <sharedSecret issuerName="serviceProvider"                               issuerSecret="nuR2tHhlrTCqf4YwjT2RA2BZ/+xa23euaRJNLh1a/V4="/>               </clientCredentials>             </transportClientEndpointBehavior>           </behavior> , and your service namespace in the Azure endpoint:         <!-- Azure Service Bus endpoints -->          <endpoint address="sb://sixeyed-ipasbr.servicebus.windows.net/net"                   binding="netTcpRelayBinding"                   contract="Sixeyed.Ipasbr.Services.IFormatService"                   behaviorConfiguration="SharedSecret">         </endpoint> The sample project is hosted in IIS, but it won't register with Azure until the service is activated. Typically you'd install AppFabric 1.1 for Widnows Server and set the service to auto-start in IIS, but for dev just navigate to the local REST URL, which will activate the service and register it with Azure. Testing the service locally As well as an Azure endpoint, the service has a WebHttpBinding for local REST access:         <!-- local REST endpoint for internal use -->         <endpoint address="rest"                   binding="webHttpBinding"                   behaviorConfiguration="RESTBehavior"                   contract="Sixeyed.Ipasbr.Services.IFormatService" /> Build the service, then navigate to: http://localhost/Sixeyed.Ipasbr.Services/FormatService.svc/rest/reverse?string=abc123 - and you should see the reversed string response: If your network allows it, you'll get the expected response as before, but in the background your service will also be listening in the cloud. Good stuff! Who needs network security? Onto the next post for consuming the service with the netTcpRelayBinding.  Setting up network access to Azure But, if you get an error, it's because your network is secured and it's doing something to stop the relay working. The Service Bus relay bindings try to use direct TCP connections to Azure, so if ports 9350-9354 are available *outbound*, then the relay will run through them. If not, the binding steps down to standard HTTP, and issues a CONNECT across port 443 or 80 to set up a tunnel for the relay. If your network security guys are doing their job, the first option will be blocked by the firewall, and the second option will be blocked by the proxy, so you'll get this error: System.ServiceModel.CommunicationException: Unable to reach sixeyed-ipasbr.servicebus.windows.net via TCP (9351, 9352) or HTTP (80, 443) - and that will probably be the start of lots of discussions. Network guys don't really like giving servers special permissions for the web proxy, and they really don't like opening ports, so they'll need to be convinced about this. The resolution in our case was to put up a dedicated box in a DMZ, tinker with the firewall and the proxy until we got a relay connection working, then run some traffic which the the network guys monitored to do a security assessment afterwards. Along the way we hit a few more issues, diagnosed mainly with Fiddler and Wireshark: System.Net.ProtocolViolationException: Chunked encoding upload is not supported on the HTTP/1.0 protocol - this means the TCP ports are not available, so Azure tries to relay messaging traffic across HTTP. The service can access the endpoint, but the proxy is downgrading traffic to HTTP 1.0, which does not support tunneling, so Azure can’t make its connection. We were using the Squid proxy, version 2.6. The Squid project is incrementally adding HTTP 1.1 support, but there's no definitive list of what's supported in what version (here are some hints). System.ServiceModel.Security.SecurityNegotiationException: The X.509 certificate CN=servicebus.windows.net chain building failed. The certificate that was used has a trust chain that cannot be verified. Replace the certificate or change the certificateValidationMode. The evocation function was unable to check revocation because the revocation server was offline. - by this point we'd given up on the HTTP proxy and opened the TCP ports. We got this error when the relay binding does it's authentication hop to ACS. The messaging traffic is TCP, but the control traffic still goes over HTTP, and as part of the ACS authentication the process checks with a revocation server to see if Microsoft’s ACS cert is still valid, so the proxy still needs some clearance. The service account (the IIS app pool identity) needs access to: www.public-trust.com mscrl.microsoft.com We still got this error periodically with different accounts running the app pool. We fixed that by ensuring the machine-wide proxy settings are set up, so every account uses the correct proxy: netsh winhttp set proxy proxy-server="http://proxy.x.y.z" - and you might need to run this to clear out your credential cache: certutil -urlcache * delete If your network guys end up grudgingly opening ports, they can restrict connections to the IP address range for your chosen Azure datacentre, which might make them happier - see Windows Azure Datacenter IP Ranges. After all that you've hopefully got an on-premise service listening in the cloud, which you can consume from pretty much any technology.

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  • Disable DirectDraw, but still have Direct3D?

    - by GodsBoss
    I have a Windows XP SP3 machine, with up-to-date patches. It has DirectX 9.0c, version number 4.09.00.0904. Can I disable DirectDraw, but have Direct3D still active? I read the Wikipedia articles about DirectDraw and Direct3D, but do not know if I understand them correctly: That is, it contains many commands for 3D rendering; however, since version 8, Direct3D has superseded the old DirectDraw framework and also taken responsibility for the rendering of 2D graphics. Does that mean DirectDraw is now a part of Direct3D? Because I cannot disable DirectDraw without disabling Direct3D, but it works the other way around.

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  • Changing CSS with jQuery syntax in Silverlight using jLight

    - by Timmy Kokke
    Lately I’ve ran into situations where I had to change elements or had to request a value in the DOM from Silverlight. jLight, which was introduced in an earlier article, can help with that. jQuery offers great ways to change CSS during runtime. Silverlight can access the DOM, but it isn’t as easy as jQuery. All examples shown in this article can be looked at in this online demo. The code can be downloaded here.   Part 1: The easy stuff Selecting and changing properties is pretty straight forward. Setting the text color in all <B> </B> elements can be done using the following code:   jQuery.Select("b").Css("color", "red");   The Css() method is an extension method on jQueryObject which is return by the jQuery.Select() method. The Css() method takes to parameters. The first is the Css style property. All properties used in Css can be entered in this string. The second parameter is the value you want to give the property. In this case the property is “color” and it is changed to “red”. To specify which element you want to select you can add a :selector parameter to the Select() method as shown in the next example.   jQuery.Select("b:first").Css("font-family", "sans-serif");   The “:first” pseudo-class selector selects only the first element. This example changes the “font-family” property of the first <B></B> element to “sans-serif”. To make use of intellisense in Visual Studio I’ve added a extension methods to help with the pseudo-classes. In the example below the “font-weight” of every “Even” <LI></LI> is set to “bold”.   jQuery.Select("li".Even()).Css("font-weight", "bold");   Because the Css() extension method returns a jQueryObject it is possible to chain calls to Css(). The following example show setting the “color”, “background-color” and the “font-size” of all headers in one go.   jQuery.Select(":header").Css("color", "#12FF70") .Css("background-color", "yellow") .Css("font-size", "25px");   Part 2: More complex stuff In only a few cases you need to change only one style property. More often you want to change an entire set op style properties all in one go.  You could chain a lot of Css() methods together. A better way is to add a class to a stylesheet and define all properties in there. With the AddClass() method you can set a style class to a set of elements. This example shows how to add the “demostyle” class to all <B></B> in the document.   jQuery.Select("b").AddClass("demostyle");   Removing the class works in the same way:   jQuery.Select("b").RemoveClass("demostyle");   jLight is build for interacting with to the DOM from Silverlight using jQuery. A jQueryObjectCss object can be used to define different sets of style properties in Silverlight. The over 60 most common Css style properties are defined in the jQueryObjectCss class. A string indexer can be used to access all style properties ( CssObject1[“background-color”] equals CssObject1.BackgroundColor). In the code below, two jQueryObjectCss objects are defined and instantiated.   private jQueryObjectCss CssObject1; private jQueryObjectCss CssObject2;   public Demo2() { CssObject1 = new jQueryObjectCss { BackgroundColor = "Lime", Color="Black", FontSize = "12pt", FontFamily = "sans-serif", FontWeight = "bold", MarginLeft = 150, LineHeight = "28px", Border = "Solid 1px #880000" }; CssObject2 = new jQueryObjectCss { FontStyle = "Italic", FontSize = "48", Color = "#225522" }; InitializeComponent(); }   Now instead of chaining to set all different properties you can just pass one of the jQueryObjectCss objects to the Css() method. In this case all <LI></LI> elements are set to match this object.   jQuery.Select("li").Css(CssObject1); When using the jQueryObjectCss objects chaining is still possible. In the following example all headers are given a blue backgroundcolor and the last is set to match CssObject2.   jQuery.Select(":header").Css(new jQueryObjectCss{BackgroundColor = "Blue"}) .Eq(-1).Css(CssObject2);   Part 3: The fun stuff Having Silverlight call JavaScript and than having JavaScript to call Silverlight requires a lot of plumbing code. Everything has to be registered and strings are passed back and forth to execute the JavaScript. jLight makes this kind of stuff so easy, it becomes fun to use. In a lot of situations jQuery can call a function to decide what to do, setting a style class based on complex expressions for example. jLight can do the same, but the callback methods are defined in Silverlight. This example calls the function() method for each <LI></LI> element. The callback method has to take a jQueryObject, an integer and a string as parameters. In this case jLight differs a bit from the actual jQuery implementation. jQuery uses only the index and the className parameters. A jQueryObject is added to make it simpler to access the attributes and properties of the element. If the text of the listitem starts with a ‘D’ or an ‘M’ the class is set. Otherwise null is returned and nothing happens.   private void button1_Click(object sender, RoutedEventArgs e) { jQuery.Select("li").AddClass(function); }   private string function(jQueryObject obj, int index, string className) { if (obj.Text[0] == 'D' || obj.Text[0] == 'M') return "demostyle"; return null; }   The last thing I would like to demonstrate uses even more Silverlight and less jLight, but demonstrates the power of the combination. Animating a style property using a Storyboard with easing functions. First a dependency property is defined. In this case it is a double named Intensity. By handling the changed event the color is set using jQuery.   public double Intensity { get { return (double)GetValue(IntensityProperty); } set { SetValue(IntensityProperty, value); } }   public static readonly DependencyProperty IntensityProperty = DependencyProperty.Register("Intensity", typeof(double), typeof(Demo3), new PropertyMetadata(0.0, IntensityChanged));   private static void IntensityChanged(DependencyObject d, DependencyPropertyChangedEventArgs e) { var i = (byte)(double)e.NewValue; jQuery.Select("span").Css("color", string.Format("#{0:X2}{0:X2}{0:X2}", i)); }   An animation has to be created. This code defines a Storyboard with one keyframe that uses a bounce ease as an easing function. The animation is set to target the Intensity dependency property defined earlier.   private Storyboard CreateAnimation(double value) { Storyboard storyboard = new Storyboard(); var da = new DoubleAnimationUsingKeyFrames(); var d = new EasingDoubleKeyFrame { EasingFunction = new BounceEase(), KeyTime = KeyTime.FromTimeSpan(TimeSpan.FromSeconds(1.0)), Value = value }; da.KeyFrames.Add(d); Storyboard.SetTarget(da, this); Storyboard.SetTargetProperty(da, new PropertyPath(Demo3.IntensityProperty)); storyboard.Children.Add(da); return storyboard; }   Initially the Intensity is set to 128 which results in a gray color. When one of the buttons is pressed, a new animation is created an played. One to animate to black, and one to animate to white.   public Demo3() { InitializeComponent(); Intensity = 128; }   private void button2_Click(object sender, RoutedEventArgs e) { CreateAnimation(255).Begin(); }   private void button3_Click(object sender, RoutedEventArgs e) { CreateAnimation(0).Begin(); }   Conclusion As you can see jLight can make the life of a Silverlight developer a lot easier when accessing the DOM. Almost all jQuery functions that are defined in jLight use the same constructions as described above. I’ve tried to stay as close as possible to the real jQuery. Having JavaScript perform callbacks to Silverlight using jLight will be described in more detail in a future tutorial about AJAX or eventing.

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  • What are the boundaries between the responsibilities of a web designer and a web developer?

    - by Beofett
    I have been hired to do functional development for several web site redesigns. The company I work for has a relatively low technical level, and the previous development of the web sites were completed by a graphic designer who is self taught as far as web development is concerned. My responsibilities have extended beyond basic development, as I have been also tasked with creating the development environment, and migrating hosting from external CMS hosting to internal servers incorporating scripting languages (I opted for PHP/MySQL). I am working with the graphic designer, and he is responsible for the creative design of the web. We are running into a bit of friction over confusion between the boundaries of our respective tasks. For example, we had some differences of opinion on navigation. I was primarily concerned with ease-of-use (the majority of our userbase are not particularly web-savvy), as well as meeting W3 WAI standards (many of our users are older, and we have a higher than average proportion of users with visual impairment). His sole concern was what looked best for the website, and I felt that the direction he was pushing for caused some functional problems. I feel color choices, images, fonts, etc. are clearly his responsibility, and my expectation was that he would simply provide me with the CSS pages and style classes and IDs to use, but some elements of page layout also seem to fall more under the realm of "usability", which to me translates as near-synonymous with "functionality". I've been tasked with selecting the tools we'll use, which include frameworks, scripting languages, database design, and some open source applications (Moodle for example, and quite probably Drupal in the future). While these tools are quite customizable, working directly with some of the interfaces is beyond his familiarity with CSS, HTML, and PHP. This limits how much direct control he has over the appearance, which has lead to some discussion about the tool choices. Is there a generally accepted dividing line between the roles of a web designer and a web developer? Does his relatively inexperienced background in web technologies influence that dividing line?

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  • How can we make agile enjoyable for developers that like to personally, independently own large chunks from start to finish

    - by Kris
    We’re roughly midway through our transition from waterfall to agile using scrum; we’ve changed from large teams in technology/discipline silos to smaller cross-functional teams. As expected, the change to agile doesn’t suit everyone. There are a handful of developers that are having a difficult time adjusting to agile. I really want to keep them engaged and challenged, and ultimately enjoying coming to work each day. These are smart, happy, motivated people that I respect on both a personal and a professional level. The basic issue is this: Some developers are primarily motivated by the joy of taking a piece of difficult work, thinking through a design, thinking through potential issues, then solving the problem piece by piece, with only minimal interaction with others, over an extended period of time. They generally complete work to a high level of quality and in a timely way; their work is maintainable and fits with the overall architecture. Transitioning to a cross-functional team that values interaction and shared responsibility for work, and delivery of working functionality within shorter intervals, the teams evolve such that the entire team knocks that difficult problem over. Many people find this to be a positive change; someone that loves to take a problem and own it independently from start to finish loses the opportunity for work like that. This is not an issue with people being open to change. Certainly we’ve seen a few people that don’t like change, but in the cases I’m concerned about, the individuals are good performers, genuinely open to change, they make an effort, they see how the rest of the team is changing and they want to fit in. It’s not a case of someone being difficult or obstructionist, or wanting to hoard the juiciest work. They just don’t find joy in work like they used to. I’m sure we can’t be the only place that hasn’t bumped up on this. How have others approached this? If you’re a developer that is motivated by personally owning a big chunk of work from end to end, and you’ve adjusted to a different way of working, what did it for you?

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  • The Business of Winning Innovation: An Exclusive Blog Series

    - by Kerrie Foy
    "The Business of Winning Innovation” is a series of articles authored by Oracle Agile PLM experts on what it takes to make innovation a successful and lucrative competitive advantage. Our customers have proven Agile PLM applications to be enormously flexible and comprehensive, so we’ve launched this article series to showcase some of the most fascinating, value-packed use cases. In this article by Keith Colonna, we kick-off the series by taking a look at the science side of innovation within the Consumer Products industry and how PLM can help companies innovate faster, cheaper, smarter. This article will review how innovation has become the lifeline for growth within consumer products companies and how certain companies are “winning” by creating a competitive advantage for themselves by taking a more enterprise-wide,systematic approach to “innovation”.   Managing the Science of Innovation within the Consumer Products Industry By: Keith Colonna, Value Chain Solution Manager, Oracle The consumer products (CP) industry is very mature and competitive. Most companies within this industry have saturated North America (NA) with their products thus maximizing their NA growth potential. Future growth is expected to come from either expansion outside of North America and/or by way of new ideas and products. Innovation plays an integral role in both of these strategies, whether you’re innovating business processes or the products themselves, and may cause several challenges for the typical CP company, Becoming more innovative is both an art and a science. Most CP companies are very good at the art of coming up with new innovative ideas, but many struggle with perfecting the science aspect that involves the best practice processes that help companies quickly turn ideas into sellable products and services. Symptoms and Causes of Business Pain Struggles associated with the science of innovation show up in a variety of ways, like: · Establishing and storing innovative product ideas and data · Funneling these ideas to the chosen few · Time to market cycle time and on-time launch rates · Success rates, or how often the best idea gets chosen · Imperfect decision making (i.e. the ability to kill projects that are not projected to be winners) · Achieving financial goals · Return on R&D investment · Communicating internally and externally as more outsource partners are added globally · Knowing your new product pipeline and project status These challenges (and others) can be consolidated into three root causes: A lack of visibility Poor data with limited access The inability to truly collaborate enterprise-wide throughout your extended value chain Choose the Right Remedy Product Lifecycle Management (PLM) solutions are uniquely designed to help companies solve these types challenges and their root causes. However, PLM solutions can vary widely in terms of configurability, functionality, time-to-value, etc. Business leaders should evaluate PLM solution in terms of their own business drivers and long-term vision to determine the right fit. Many of these solutions are point solutions that can help you cure only one or two business pains in the short term. Others have been designed to serve other industries with different needs. Then there are those solutions that demo well but are owned by companies that are either unable or unwilling to continuously improve their solution to stay abreast of the ever changing needs of the CP industry to grow through innovation. What the Right PLM Solution Should Do for You Based on more than twenty years working in the CP industry, I recommend investing in a single solution that can help you solve all of the issues associated with the science of innovation in a totally integrated fashion. By integration I mean the (1) integration of the all of the processes associated with the development, maintenance and delivery of your product data, and (2) the integration, or harmonization of this product data with other downstream sources, like ERP, product catalogues and the GS1 Global Data Synchronization Network (or GDSN, which is now a CP industry requirement for doing business with most retailers). The right PLM solution should help you: Increase Revenue. A best practice PLM solution should help a company grow its revenues by consolidating product development cycle-time and helping companies get new and improved products to market sooner. PLM should also eliminate many of the root causes for a product being returned, refused and/or reclaimed (which takes away from top-line growth) by creating an enterprise-wide, collaborative, workflow-driven environment. Reduce Costs. A strong PLM solution should help shave many unnecessary costs that companies typically take for granted. Rationalizing SKU’s, components (ingredients and packaging) and suppliers is a major opportunity at most companies that PLM should help address. A natural outcome of this rationalization is lower direct material spend and a reduction of inventory. Another cost cutting opportunity comes with PLM when it helps companies avoid certain costs associated with process inefficiencies that lead to scrap, rework, excess and obsolete inventory, poor end of life administration, higher cost of quality and regulatory and increased expediting. Mitigate Risk. Risks are the hardest to quantify but can be the most costly to a company. Food safety, recalls, line shutdowns, customer dissatisfaction and, worst of all, the potential tarnishing of your brands are a few of the debilitating risks that CP companies deal with on a daily basis. These risks are so uniquely severe that they require an enterprise PLM solution specifically designed for the CP industry that safeguards product information and processes while still allowing the art of innovation to flourish. Many CP companies have already created a winning advantage by leveraging a single, best practice PLM solution to establish an enterprise-wide, systematic approach to innovation. Oracle’s Answer for the Consumer Products Industry Oracle is dedicated to solving the growth and innovation challenges facing the CP industry. Oracle’s Agile Product Lifecycle Management for Process solution was originally developed with and for CP companies and is driven by a specialized development staff solely focused on maintaining and continuously improving the solution per the latest industry requirements. Agile PLM for Process helps CP companies handle all of the processes associated with managing the science of the innovation process, including: specification management, new product development/project and portfolio management, formulation optimization, supplier management, and quality and regulatory compliance to name a few. And as I mentioned earlier, integration is absolutely critical. Many Oracle CP customers, both with Oracle ERP systems and non-Oracle ERP systems, report benefits from Oracle’s Agile PLM for Process. In future articles we will explain in greater detail how both existing Oracle customers (like Gallo, Smuckers, Land-O-Lakes and Starbucks) and new Oracle customers (like ConAgra, Tyson, McDonalds and Heinz) have all realized the benefits of Agile PLM for Process and its integration to their ERP systems. More to Come Stay tuned for more articles in our blog series “The Business of Winning Innovation.” While we will also feature articles focused on other industries, look forward to more on how Agile PLM for Process addresses innovation challenges facing the CP industry. Additional topics include: Innovation Data Management (IDM), New Product Development (NPD), Product Quality Management (PQM), Menu Management,Private Label Management, and more! . Watch this video for more info about Agile PLM for Process

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  • Separation of development responsibilities in a new project

    - by dreza
    We have very recently started a new project (MVC 3.0) and some of our early discussion has been around how the work and development will be split amongst the team members to ensure we get the least amount of overlap of work and so help make it a bit easier for each developer to get on and do their work. The project is expected to take about 6 months - 1 year (although not all developers are likely to be on and might filter off towards the end), Our team is going to be small so this will help out a bit I believe. The team will essentially consist of: 3 x developers (All different levels i.e. more senior, intermediate and junior) 1 x project manager / product owner / tester An external company responsbile for doing our design work General project/development decisions so far have included: Develop in an Agile way using SCRUM techniques (We are still very much learning this approach as a company) Use MVVM archectecture Use Ninject and DI where possible Attempt to use as TDD as much as possible to drive development. Keep our controllers as skinny as possible Keep our views as simple as possible During our discussions two approaches have been broached as too how to seperate the workload given our objectives outlined above. OPTION 1: A framework seperation where each person is responsible for conceptual areas with overlap and discussion primarily in the integration areas. The integration areas would the responsibily of both developers as required. View prototypes (**Graphic designer**) | - Mockups | Views (Razor and view helpers etc) & Javascript (**Developer 1**) | - View models (Integration point) | Controllers and Application logic (**Developer 2**) | - Models (Integration point) | Domain model and persistence (**Developer 3**) OPTION 2: A more task orientated approach where each person is responsible for the completion of the entire task (story) from view - controller - model. QUESTION: For those who have worked in small teams developing MVC projects how have you managed the workload distribution in this situation. I can't imagine the junior would be responsible for building parts of the underlying architecture so would given them responsibility for the view make sense considering we are trying to keep it simple?

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  • Triple ghost animated cursor

    - by R G A
    Since installing the driver for Intuos 4 Graphics tablet, animated cursors display as a triple ghost cursor. I cannot find any reference to this problem elsewhere. System specifications: new Dell XPS, Windows 7, ATI Mobility Radeon HD 4670. Graphics tablet and graphics software are virtually useless since the cursor hotspot is nearly impossible to identify. All drivers and software are current. Any thoughts? Vendors deny any knowledge or responsibility. Removing the Intuos driver does not fix this.

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  • How do managers know if a person is a good or a bad programmer?

    - by Pavel Shved
    In most companies that do programming teams and divisions consist of programmers who design and write code and managers who... well, do the management stuff. Aside from just not writing code, managers usually do not even look at the code the team develops, and may even have no proper IDE installed on their work machines. Still, the managers are to judge if a person works well, if he or she should be put in charge of something, or if particular developer should be assigned to a task of the most importance and responsibility. And last, but not least: the managers usually assign the quarterly bonuses! To do the above effectively, a manager should know if a person is a good programmer—among other traits, of course. The question is, how do they do it? They don't even look at the code people write, they can't directly assess the quality of the components programmers develop... but their estimates of who is a good coder, and who is "not as good" are nevertheless correct in most cases! What is the secret?

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  • How can we make agile enjoyable for developers that like to personally, independently own large chunks from start to finish

    - by Kris
    We’re roughly midway through our transition from waterfall to agile using scrum; we’ve changed from large teams in technology/discipline silos to smaller cross-functional teams. As expected, the change to agile doesn’t suit everyone. There are a handful of developers that are having a difficult time adjusting to agile. I really want to keep them engaged and challenged, and ultimately enjoying coming to work each day. These are smart, happy, motivated people that I respect on both a personal and a professional level. The basic issue is this: Some developers are primarily motivated by the joy of taking a piece of difficult work, thinking through a design, thinking through potential issues, then solving the problem piece by piece, with only minimal interaction with others, over an extended period of time. They generally complete work to a high level of quality and in a timely way; their work is maintainable and fits with the overall architecture. Transitioning to a cross-functional team that values interaction and shared responsibility for work, and delivery of working functionality within shorter intervals, the teams evolve such that the entire team knocks that difficult problem over. Many people find this to be a positive change; someone that loves to take a problem and own it independently from start to finish loses the opportunity for work like that. This is not an issue with people being open to change. Certainly we’ve seen a few people that don’t like change, but in the cases I’m concerned about, the individuals are good performers, genuinely open to change, they make an effort, they see how the rest of the team is changing and they want to fit in. It’s not a case of someone being difficult or obstructionist, or wanting to hoard the juiciest work. They just don’t find joy in work like they used to. I’m sure we can’t be the only place that hasn’t bumped up on this. How have others approached this? If you’re a developer that is motivated by personally owning a big chunk of work from end to end, and you’ve adjusted to a different way of working, what did it for you?

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  • How do developers verify that software requirement changes in one system do not violate a requirement of downstream software systems?

    - by Peter Smith
    In my work, I do requirements gathering, analysis and design of business solutions in addition to coding. There are multiple software systems and packages, and developers are expected to work on any of them, instead of being assigned to make changes to only 1 system or just a few systems. How developers ensure they have captured all of the necessary requirements and resolved any conflicting requirements? An example of this type of scenario: Bob the developer is asked to modify the problem ticket system for a hypothetical utility repair business. They contract with a local utility company to provide this service. The old system provides a mechanism for an external customer to create a ticket indicating a problem with utility service at a particular address. There is a scheduling system and an invoicing system that is dependent on this data. Bob's new project is to modify the ticket placement system to allow for multiple addresses to entered by a landlord or other end customer with multiple properties. The invoicing system bills per ticket, but should be modified to bill per address. What practices would help Bob discover that the invoicing system needs to be changed as well? How might Bob discover what other systems in his company might need to be changed in order to support the new changes\business model? Let's say there is a documented specification for each system involved, but there are many systems and Bob is not familiar with all of them. End of example. We're often in this scenario, and we do have design reviews but management places ultimate responsibility for any defects (business process or software process) on the developer who is doing the design and the work. Some organizations seem to be better at this than others. How do they manage to detect and solve conflicting or incomplete requirements across software systems? We currently have a lot of tribal knowledge and just a few developers who understand the entire business and software chain. This seems highly ineffective and leads to problems at the requirements level.

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  • Takeaways From CSO Roundtable New York

    - by Naresh Persaud
    Thanks to everyone who attended the Chief Security Officer Roundtable in New York last week. We were lucky to have Dennis Brixus, CSO of McGraw-Hill  as a guest speaker. In addition, Jeff Henley, provided a board level perspective on security. Amit Jasuja discussed Oracle's security formula.  A few takeaways from Jeff's talk that were interesting: Security is a board level issue. The challenge at the board level is that boards have short attention span. The CSO needs to be vigilant in educating the board on the strategic importance of security. Every CSO needs to think about cost. The CSO has to look at the economics of security and demonstrate fiduciary responsibility. We have to think of security as a business enabler. Security is the enabler that helps us expand into new markets and connect better with our customers and partners. While the CSO can't prevent every threat, we have to expect the CSO to have a plan. Oracle security-formula View more PowerPoint from OracleIDM

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  • Is it useful to unit test methods where the only logic is guards?

    - by Vaccano
    Say I have a method like this: public void OrderNewWidget(Widget widget) { if ((widget.PartNumber > 0) && (widget.PartAvailable)) { WigdetOrderingService.OrderNewWidgetAsync(widget.PartNumber); } } I have several such methods in my code (the front half to an async Web Service call). I am debating if it is useful to get them covered with unit tests. Yes there is logic here, but it is only guard logic. (Meaning I make sure I have the stuff I need before I allow the web service call to happen.) Part of me says "sure you can unit test them, but it is not worth the time" (I am on a project that is already behind schedule). But the other side of me says, if you don't unit test them, and someone changes the Guards, then there could be problems. But the first part of me says back, if someone changes the guards, then you are just making more work for them (because now they have to change the guards and the unit tests for the guards). For example, if my service assumes responsibility to check for Widget availability then I may not want that guard any more. If it is under unit test, I have to change two places now. I see pros and cons in both ways. So I thought I would ask what others have done.

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