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  • unity, seeing all instances of same open application windows on all virtual desktop

    - by Nasser M. Abbasi
    I noticed this strange issue with unity. I am using 12.04. The desktop has 4 virtual desktops, which I can switch between using the 'workspace switcher' which is very nice. But I noticed the following: When I have 2 instances of the same app (say 2 different firefox windows, or 2 different terminal windows), in 2 different virtual desktops, then I click on the icon for that application located on the launcher panel (the left long strip with icons on it), then I see the application comes into focus. Then when I click again right away (on the same icon on the launcher), then now all instances of this application that are open come into ONE view (may be on was on desktop 1, and the other was on desktop 3 for example) and then I can now click on the one instance window that I want to select to use. This is all very nice actually. But this does NOT work for all applications! I just tried it, and it worked for firefox, and for gedit and for the gnome terminal. I have one firefox window open in virtual desktop 1, and another window open in virtual desktop 2. I clicked once on the firefox icon, then again, and both windows came into the main desktop and I was able to select which one to use. When I tried the same thing on dolphin file manager, which I also had 2 windows (instances) of it open in 2 different virtual desktops, this behavior did not happen. I clicked again, and nothing happened. Only one remained in focus. So I had to fo look for the second dolphin window the hard way. It looks like some apps are supported by this feature and some are not. How does one make it so that all applications are supported like this? This is a very handy feature. Is it a configuration item somewhere? thanks

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  • What Should You Look for In a CRM Demo?

    - by charles.knapp
    I have helped firms evaluate software demos and delivered demos in diverse industries such as manufacturing, healthcare, life sciences, and travel (to name just a few). Here are a few suggestions. First, which vendor has the best fit for your industry? Make sure that the vendor demo staff tell you clearly throughout the demo (not just in a passing comment), what portion of each business process and screen is standard, what has been configured, what has been custom coded, and what has been provided by a partner. If you don't keep asking, what you buy may be less useful than what you saw. This will lead to added (and unbudgeted) costs and time. Second, what are the roles of the primary users? What are their top-most needs, such as exception-oriented dashboards or rapid data entry? Can you get a demo for each key role, showing how the software fits a typical workday? Have the vendor repeatedly tell you what is standard, configured, custom coded, or provided by a partner. Third, how well does the demo balance ease of use with completeness of business processes? One common approach is to hide needed fields or steps that are of low visual value. Another approach is to focus heavily on a visually appealing capability, while downplaying the fit with your key business processes. Result: despite their business acumen, demo attendees may not focus adequately on gaps in business fit So, look for complete disclosure and complete CRM. To arrange a demo from Oracle, please visit http://www.oracle.com/crm.

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  • Kent .Net/SqlServer User Group – Upcoming events

    - by Dave Ballantyne
    At the Kent user group we have two upcoming events.  Both are to be held at F-Keys Training suite http://f-keys.co.uk/ in Rochester, Kent. If you haven’t attended before please note the location here. 14-June Is your code S.O.L.I.D ? Nathan Gloyn Everybody keeps on about SOLID principles but what are they? and why should you care? This session is an introduction to SOLID and I'll aim to walk through each principle telling you about that principle and then show how a code base can be refactored using the principles to make your life easier, Come the end of the session you should have a basic understanding of the principle, why to use it and how using it can improve your code. Building composite applications with OpenRasta 3 Sebastien Lambla A wave of change is coming to Web development on .NET. Packaging technologies are bringing dependency management to .NET for the first time, streamlining development workflow and creating new possibilities for deployment and administration. The sky's the limit, and in this session we'll explore how open frameworks can help us leverage composition for the web. Register here for this event http://www.eventbrite.com/event/1643797643 05-July Tony Rogerson Achieving a throughput of 1.5Terabytes or over 92,000 8Kbyte of 100% random reads per second on kit costing less that 2.5K, and of course what to do with it! The session will focus on commodity kit and how it can be used within business to provide massive performance benefits at little cost. End to End Report Creation and Management using SQL Server Reporting Services  Chris Testa-O'NeillThis session will walk through the authoring, management and delivery of reports with a focus on the new features of Reporting Services 2008 R2. At the end of this session you will understand how to create a report in the new report designer. Be aware of the Report management options available and the delivery mechanisms that can be used to deliver reports. Register here for this event http://www.eventbrite.com/event/1643805667 Hope to see you at one or other ( or even both if you are that way inclined).

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  • Agile Testing Days 2012 – Day 2 – Learn through disagreement

    - by Chris George
    I think I was in the right place! During Day 1 I kept on reading tweets about Lean Coffee that has happened earlier that morning. It intrigued me and I figured in for a penny in for a pound, and set my alarm for 6:45am. Following the award night the night before, it was _really_ hard getting up when it went off, but I did and after a very early breakfast, set off for the 10 min walk to the Dorint. With Lean Coffee due to start at 07:30, I arrived at the hotel and made my way to one of the hotel bars. I soon realised I was in the right place as although the bar was empty, there was a table with post-it’s and pens! This MUST be the place! The premise of Lean Coffee is to have several small timeboxed discussions. Everyone writes down what they would like to discuss on post-its that are then briefly explained and submitted to the pile. Once everyone is done, the group dot-votes on the topics. The topics are then sorted by the dot vote counts and the discussions begin. Each discussion had 8 mins to start with, which meant it prevented the discussions getting off topic too much. After the time elapsed, the group had a vote whether to extend the discussion by a further 4 mins or move on. Several discussion were had around training, soft skills etc. The conversations were really interesting and there were quite a few good ideas. Overall it was a very enjoyable experience, certainly worth the early start! Make Melly Happy Following Lean Coffee was real coffee, and much needed that was! The first keynote of the day was “Let’s help Melly (Changing Work into Life)”by Jurgen Appelo. Draw lines to track happiness This was a very interesting presentation, and set the day nicely. The theme to the keynote was projects are about the people, more-so than the actual tasks. So he started by showing a photo of an employee ‘Melly’ who looked happy enough. He then stated that she looked happy but actually hated her job. In fact 50% of Americans hate their jobs. He went on to say that the world over 50% of people hate Americans their jobs. Jurgen talked about many ways to reduce the feedback cycle, not only of the project, but of the people management. Ideas such as Happiness doors, happiness tracking (drawing lines on a wall indicating your happiness for that day), kudo boxes (to compliment a colleague for good work). All of these (and more) ideas stimulate conversation amongst the team, lead to early detection of issues and investigation of solutions. I’ve massively simplified Jurgen’s keynote and have certainly not done it justice, so I will post a link to the video once it’s available. Following more coffee, the next talk was “How releasing faster changes testing” by Alexander Schwartz. This is a topic very close to our hearts at the moment, so I was eager to find out any juicy morsels that could help us achieve more frequent releases, and Alex did not disappoint. He started off by confirming something that I have been a firm believer in for a number of years now; adding more people can do more harm than good when trying to release. This is for a number of reasons, but just adding new people to a team at such a critical time can be more of a drain on resources than they add. The alternative is to have the whole team have shared responsibility for faster delivery. So the whole team is responsible for quality and testing. Obviously you will have the test engineers on the project who have the specialist skills, but there is no reason that the entire team cannot do exploratory testing on the product. This links nicely with the Developer Exploratory testing presented by Sigge on Day 1, and certainly something that my team are really striving towards. Focus on cycle time, so what can be done to reduce the time between dev cycles, release cycles. What’s stops a release, what delays a release? all good solid questions that can be answered. Alex suggested that perhaps the product doesn’t need to be fully tested. Doing less testing will reduce the cycle time therefore get the release out faster. He suggested a risk-based approach to planning what testing needs to happen. Reducing testing could have an impact on revenue if it causes harm to customers, so test the ‘right stuff’! Determine a set of tests that are ‘face saving’ or ‘smoke’ tests. These tests cover the core functionality of the product and aim to prevent major embarrassment if these areas were to fail! Amongst many other very good points, Alex suggested that a good approach would be to release after every new feature is added. So do a bit of work -> release, do some more work -> release. By releasing small increments of work, the impact on the customer of bugs being introduced is reduced. Red Pill, Blue Pill The second keynote of the day was “Adaptation and improvisation – but your weakness is not your technique” by Markus Gartner and proved to be another very good presentation. It started off quoting lines from the Matrix which relate to adapting, improvising, realisation and mastery. It has alot of nerds in the room smiling! Markus went on to explain how through deliberate practice ( and a lot of it!) you can achieve mastery, but then you never stop learning. Through methods such as code retreats, testing dojos, workshops you can continually improve and learn. The code retreat idea was one that interested me. It involved pairing to write an automated test for, say, 45 mins, they deleting all the code, finding a different partner and writing the same test again! This is another keynote where the video will speak louder than anything I can write here! Markus did elaborate on something that Lisa and Janet had touched on yesterday whilst busting the myth that “Testers Must Code”. Whilst it is true that to be a tester, you don’t need to code, it is becoming more common that there is this crossover happening where more testers are coding and more programmers are testing. Markus made a special distinction between programmers and developers as testers develop tests code so this helped to make that clear. “Extending Continuous Integration and TDD with Continuous Testing” by Jason Ayers was my next talk after lunch. We already do CI and a bit of TDD on my project team so I was interested to see what this continuous testing thing was all about and whether it would actually work for us. At the start of the presentation I was of the opinion that it just would not work for us because our tests are too slow, and that would be the case for many people. Jason started off by setting the scene and saying that those doing TDD spend between 10-15% of their time waiting for tests to run. This can be reduced by testing less often, reducing the test time but this then increases the risk of introduced bugs not being spotted quickly. Therefore, in comes Continuous Testing (CT). CT systems run your unit tests whenever you save some code and runs them in the background so you can continue working. This is a really nice idea, but to do this, your tests must be fast, independent and reliable. The latter two should be the case anyway, and the first is ideal, but hard! Jason makes several suggestions to make tests fast. Firstly keep the scope of the test small, secondly spin off any expensive tests into a suite which is run, perhaps, overnight or outside of the CT system at any rate. So this started to change my mind, perhaps we could re-engineer our tests, and continuously run the quick ones to give an element of coverage. This talk was very interesting and I’ve already tried a couple of the tools mentioned on our product (Mighty Moose and NCrunch). Sadly due to the way our solution is built, it currently doesn’t work, but we will look at whether we can make this work because this has the potential to be a mini-game-changer for us. Using the wrong data Gojko’s Hierarchy of Quality The final keynote of the day was “Reinventing software quality” by Gojko Adzic. He opened the talk with the statement “We’ve got quality wrong because we are using the wrong data”! Gojko then went on to explain that we should judge a bug by whether the customer cares about it, not by whether we think it’s important. Why spend time fixing issues that the customer just wouldn’t care about and releasing months later because of this? Surely it’s better to release now and get customer feedback? This was another reference to the idea of how it’s better to build the right thing wrong than the wrong thing right. Get feedback early to make sure you’re making the right thing. Gojko then showed something which was very analogous to Maslow’s heirachy of needs. Successful – does it contribute to the business? Useful – does it do what the user wants Usable – does it do what it’s supposed to without breaking Performant/Secure – is it secure/is the performance acceptable Deployable Functionally ok – can it be deployed without breaking? He then explained that User Stories should focus on change. In other words they should focus on the users needs, not the users process. Describe what the change will be, how that change will happen then measure it! Networking and Beer Following the day’s closing keynote, there were drinks and nibble for the ‘Networking’ evening. This was a great opportunity to talk to people. I find approaching strangers very uncomfortable but once again, when in Rome! Pete Walen and I had a long conversation about only fixing issues that the customer cares about versus fixing issues that make you proud of your software! Without saying much, and asking the right questions, Pete made me re-evaluate my thoughts on the matter. Clever, very clever!  Oh and he ‘bought’ me a beer! My Takeaway Triple from Day 2: release small and release often to minimize issues creeping in and get faster feedback from ‘the real world’ Focus on issues that the customers care about, not what we think is important It’s okay to disagree with someone, even if they are well respected agile testing gurus, that’s how discussion and learning happens!  

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  • Choosing between PHP and Java

    - by user996459
    I've recently started University, studying Computing and IT. My Uni focuses on Java. My study will consist of mathematics, 'boring' IT related stuff and several Java units such as: -Software development with Java, -Object-oriented Java programming, -Relational databases: theory and practice (using Java), -Developing concurrent distributed systems (using Java), -Software engineering with objects (using Java). I'm trying to determine whenever I should focus on Java and self study it in my free time so that I can actually learn and become a competent Java programmer by the time I graduate, or, only do enough Java to get the degree but in my free time self study PHP and related web technologies. Job market in my area appears to be balanced for the two, salary and availability wise. Regardless of which patch I'd take getting a job should not be a problem however Java does seem to pay almost insignificantly more. In terms of my interest and career expectations, I don't have anything specific planned. I very much enjoy writing code but I don't really care what kind. So far I equally enjoyed writing C, AutoIT, vb.net, PHP and even Java. Basically, I'm happy as long as I get to type in code (be it low level programming or web back-end scripting). So the question really is, would my Uni and their Java focus profit me should I choose PHP? Or should I buy what my university is selling and stick to Java like a fly sticks to poop...? Apologies for cryptic writing, still learning English

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  • SQLRally Nordic gets underway

    - by Rob Farley
    PASS is becoming more international, which is great. The SQL Community has always been international – it’s not as if data is only generated in North America. And while it’s easy for organisations to have a North American focus, PASS is taking steps to become international. Regular readers will be aware that I’m one of three advisors to the PASS Board of Directors, with a focus on developing PASS as a more global organisation. With this in mind, it’s great that today is Day 1 of SQLRally Nordic, being hosted in in Sweden – not only a non-American country, but one that doesn’t have English as its major language. The event has been hosted by the amazing Johan Åhlén and Raoul Illyés, two guys who I met earlier this year, but the thing that amazes me is the incredible support that this event has from the SQL Community. It’s been sold out for a long time, and when you see the list of speakers, it’s not surprising. Some of the industry’s biggest names from Microsoft have turned up, including Mark Souza (who is also a PASS Director), Thomas Kejser and Tobias Thernström. Business Intelligence experts such as Jen Stirrup, Chris Webb, Peter Myers, Marco Russo and Alberto Ferrari are there, as are some of the most awarded SQL MVPs such as Itzik Ben-Gan, Aaron Bertrand and Kevin Kline. The sponsor list is also brilliant, with names such as HP, FusionIO, SQL Sentry, Quest and SolidQ complimented by Swedish companies like Cornerstone, Informator, B3IT and Addskills. As someone who is interested in PASS becoming global, I’m really excited to see this event happening, and I hope it’s a launch-pad into many other international events hosted by the SQL community. If you have the opportunity, thank Johan and Raoul for putting this event on, and the speakers and sponsors for helping support it. The noise from Twitter is that everything is going fantastically well, and everyone involved should be thoroughly congratulated! @rob_farley

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  • Managed Service Architectures Part I

    - by barryoreilly
    Instead of thinking about service oriented architecture, a concept that is continually defined, redefined, abused and mistreated, perhaps it is time to drop the acronym and consider what we actually need to get the job done.   ‘Pure’ SOA involves the modeling of an organisation’s processes, the so called ‘Top Down’ approach, followed by the implementation of these processes as services.     Another approach, more commonly seen in the wild, is the bottom up approach. This usually involves services that simply start popping up in the organization, and SOA in this case is often just an attempt to rein in these services. Such projects, although described as SOA projects for a variety of reasons, have clearly little relation to process driven architecture. Much has been written about these two approaches, with many deciding that a hybrid of both methods is needed to succeed with SOA.   These hybrid methods are a sensible compromise, but one gets the feeling that there is too much focus on ‘Succeeding with SOA’. Organisations who focus too much on bottom up development, or who waste too much time and money on top down approaches that don’t produce results, are often recommended to attempt an ‘agile’(Erl) or ‘middle-out’ (Microsoft) approach in order to succeed with SOA.  The problem with recommending this approach is that, in most cases, succeeding with SOA isn’t the aim of the project. If a project is started with the simple aim of ‘Succeeding with SOA’ then the reasons for the projects existence probably need to be questioned.   There are a number of things we can be sure of: ·         An organisation will have a number of disparate IT systems ·         Some of these systems will have redundant data and functionality ·         Integration will give considerable ROI ·         Integration will already be under way. ·         Services will already exist in the organisation ·         These services will be inconsistent in their implementation and in their governance   So there are three goals here: 1.       Alignment between the business and IT 2.     Integration of disparate systems 3.     Management of services.   2 and 3 are going to happen,  in fact they must happen if any degree of return is expected from the IT department. Ignoring 1 is considered a typical mistake in SOA implementations, as it ignores the business implications. However, the business implication of this approach is the money saved in more efficient IT processes. 2 and 3 are ongoing, and they will continue happening, even if a large project to produce a SOA metamodel is started. The result will then be an unstructured cackle of services, and a metamodel that is already going out of date. So we get stuck in and rebuild our services so that they match the metamodel, with the far reaching consequences that this will have on all our LOB systems are current. Lets imagine that this actually works ( how often do we rip and replace working software because it doesn't fit a certain pattern? Never -that's the point of integration), we will now be working with a metamodel that is out of date, and most likely incomplete if the organisation is large.      Accepting that an object can have more than one model over time, with perhaps more than one model being  at any given time will help us realise the limitations of the top down model. It is entirely normal , and perhaps necessary, for an organisation to be able to view an entity from different perspectives.   So, instead of trying to constantly force these goals in a straight line, why not let them happen in parallel, and manage the changes in each layer.     If  company A has chosen to model their business processes and create a business architecture, there will be a reason behind this. Often the aim is to make the business more flexible and able to cope with change, through alignment between the business and the IT department.   If company B’s IT department recognizes the problem of wild services springing up everywhere, and decides to do something about it, by designing a platform and processes for the introduction of services, is this not a valid approach?   With the hybrid approach, it is recommended that company A begin deploying services as quickly as possible. Based on models that are clearly incomplete, and which will therefore change rapidly and often in the near future. Natural business evolution will also mean that the models can be guaranteed to change in the not so near future. To ‘Succeed with SOA’ Company B needs to go back to the drawing board and start modeling processes and objects. So, in effect, we are telling business analysts to start developing code based on a model they are unsure of, and telling programmers to ignore the obvious and growing problems in their IT department and start drawing lines and boxes.     Could the problem be that there are two different problem domains? And the whole concept of SOA as it being described by clever salespeople today creates an example of oft dreaded ‘tight coupling’ between these two domains?   Could it be that we have taken two large problem areas, and bundled the solution together in order to create a magic bullet? And then convinced ourselves that the bullet actually exists?   Company A wants to have a closer relationship between the business and its IT department, in order to become a more flexible organization. Company B wants to decrease the maintenance costs of its IT infrastructure. If both companies focus on succeeding with SOA, then they aren’t focusing on their actual goals.   If Company A starts building services from incomplete models, without a gameplan, they will end up in the same situation as company B, with wild services. If company B focuses on modeling, they could easily end up with the same problems as company A.   Now we have two companies, who a short while ago had one problem each, that now have two problems each. This has happened because of a focus on ‘Succeeding with SOA’, rather than solving the problem at hand.   This is not to suggest that the two problem domains are unrelated, a strategy that encompasses both will obviously be good for the organization. But only if the organization realizes this and can develop such a strategy. This strategy cannot be bought in a box.       Anyone who has worked with SOA for a while will be used to analyzing the solutions to a problem and judging the solution’s level of coupling. If we have two applications that each perform separate functions, but need to communicate with each other, we create a integration layer between them, perhaps with a service, but we do all we can to reduce the dependency between the two systems. Using the same approach, we can separate the modeling (business architecture) and the service hosting (technical architecture).     The business architecture describes the processes and business objects in the business domain.   The technical architecture describes the hosting and management and implementation of services.   The glue that binds these together, the integration layer in our analogy, is the service contract, where the operations map the processes to their technical implementation, and the messages map business concepts to software objects in the implementation.   If we reduce the coupling between these layers, we should be able to allow developers to develop services, and business analysts to develop models, without the changes rippling through from one side to the other.   This would allow company A to carry on modeling, and company B to develop a service platform, each achieving their intended goal, without necessarily creating the problems seen in pure top down or bottom up approaches. Company B could then at a later date map their service infrastructure to a unified model, and company A could carry on modeling, insulating deployed services from changes in the ongoing modeling.   How do we do this?  The concept of service virtualization has been around for a while, and is instantly realizable in Microsoft’s Managed Services Engine. Here we can create a layer of virtual services, which represent the business analyst’s view, presenting uniform contracts to the outside world. These services can then transform and route messages to the actual service implementations. I like to think of the virtual services with their beautifully modeled interfaces as ‘SOA services’, and the implementations as simple integration ‘adapter’ services providing an interface to a technical implementation. The Managed Services Engine also provides policy based control over services, regardless of where they are deployed, simplifying handling of security, logging, exception handling etc.   This solves a big problem. The pressure to deliver services quickly is always there in projects. It is very important to quickly show value when implementing service architectures. There is also pressure to deliver quality, and you can’t easily do both at the same time. This approach allows quick delivery with quality increasing over time, allowing modeling and service development to occur in parallel and independent of each other. The link between business modeling and service implementation is not one that is obvious to many organizations, and requires a certain maturity to realize and drive forward. It is also completely possible that a company can benefit from one without the other, even if this approach is frowned upon today, there are many companies doing so and seeing ROI.   Of course there are disadvantages to this. The biggest one being the transformations necessary between the virtual interfaces and the service implementations. Bad choices in developing the services in the service implementation could mean that it is impossible to map the modeled processes to the implementation with redevelopment of the service. In many cases the architect will not have a choice here anyway, as proprietary systems are often delivered with predeveloped services. The alternative is to wait until the model is finished and then build the service according the model. However, if that approach worked we wouldn’t be having this discussion! And even when it does work, natural business evolution will mean that the two concepts (model and implementation) will immediately start to drift away from each other, so coupling them tightly together so that they are forever bound to the model that only applies at the time of the modeling work will not really achieve a great deal. Architecture is all about trade offs, and here a choice has to be made. The choice is between something will initially be of low quality but will work, or something that may well be impossible to achieve in most situations.         In conclusion, top-down is a natural approach for business analysts, and bottom-up  is a natural approach for developers. Instead of trying to force something on both that neither want, and which has not shown itself to be successful,  why not let them get on with their jobs, and let an enterprise architect coordinate the processes?

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  • How do "custom software companies" deal with technical debt?

    - by andy
    What are "custom software companies"? By "custom software companies" I mean companies that make their money primarily from building custom, one off, bits of software. Example are agencies or middle-ware companies, or contractors/consultants like Redify. What's the opposite of "custom software companies"? The oposite of the above business model are companies that focus on long term products, whether they be deployable desktop/mobile apps, or SaaS software. A sure fire way to build up technical debt: I work for a company that attempts to focus on a suite of SaaS products. However, due to certain constraints we sometimes end up bending to the will of certain clients and we end building bits of custom software that can only be used for that client. This is a sure fire way to incur technical debt. Now we have a bit of software to maintain that adds nothing to our core product. If custom work is a sure fire way to build technical debt, how do agencies handle it? So that got me thinking. Companies who don't have a core product as the center of their business model, well they're always doing custom software work. How do they cope with the notion of technical debt? How does it not drive them into technical bankruptcy?

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  • Introducing Deep Fried Devcast

    - by Matt Christian
    I've been working on a new podcast for the game development community called the Deep Fried Devcast.  Currently we are in pre-production but should have some episodes up in the near future.  Here is a quick FAQ about the show: What is the Deep Fried Devcast? The Deep Fried Devcast is a bi-weekly show all about game development.  The show will feature developer interviews, a focus on the technical aspects of game development (programming, technical design), the business of team game development (time management, project management), and other areas focused around the actual development of games. Wait, no game design?  No game discussions?! Calm down, calm down.  Although the focus of the podcast is on the technical aspects of game dev, there will be episodes and content focused on all areas of the gaming industry, including discussion on design, story, recent game releases, games we've been playing, etc...  Anything could show up in the Deep Fried Devcast and nothing is off limits. How can I help? We're always looking for new content ideas, emails, and anything you want to send us (within some kind of reason!).  You can even be a guest host if you want!  Email us at: deepfrieddevcast [AT] gmail [DOT] com Where's the podcast?! We're still recording it!  Don't worry, it will be up soon.  Keep an eye on www.deepfrieddevcast.com for the latest updates (that will be up soon too!).

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  • Opportunities in Development in our Swedish office

    - by anca.rosu
    Hi everyone, my name is Henrik and I joined the JRockit group in 2004. Before that my background was Microsoft, as both a Test Competence lead and as a Program Manager. As an Engineering Manager at Oracle I lead a team of 11 developers. I focus on people management and the daily operations of the department with a heavy focus on interaction and dependencies between the groups and departments here at the Stockholm development site. I also make sure my team deliver on our commitments. I would like to give you a brief summary of the Oracle JRockit team: -The development group in Stockholm delivers several products for the Oracle Fusion Middleware stack. Our main products are JRockitVE which allows you to run a Java Virtual Machine without an operating system, the JRockit Java Virtual Machine which is the default jvm for all Oracle middleware products, and the JRockit MissionControl, a set of tools that allows developers to monitor their applications at runtime and perform advanced latency analysis as well as in-production memory leak detection etc. -The office has several departments focusing on different aspects of the product development process, not only to build features and test them but everything from building the infrastructure needed to automatically build and test the products to sustaining engineering that tracks down bugs in customer systems and provide them with patches. Some inspirational lines around what the Oracle JRockit group can offer you in terms of progress, development and learning: - It is a unique chance to get insight and experience building enterprise class software for one of the worlds largest software companies. Here there are almost unlimited possibilities for the right candidate to learn about silicon features and how to implement support for this in software, and to compile optimizations. The position will also give insight into the processes needed to produce software at this level in the industry. If you have any questions related to this article feel free to contact  [email protected].  You can find our job opportunities via http://campus.oracle.com. Technorati Tags: Development,Sweden,Jrockit,Java,Virtual Machine,Oracle Fusion Middleware,software

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  • Big Data Appliance X4-2 Release Announcement

    - by Jean-Pierre Dijcks
    Today we are announcing the release of the 3rd generation Big Data Appliance. Read the Press Release here. Software Focus The focus for this 3rd generation of Big Data Appliance is: Comprehensive and Open - Big Data Appliance now includes all Cloudera Software, including Back-up and Disaster Recovery (BDR), Search, Impala, Navigator as well as the previously included components (like CDH, HBase and Cloudera Manager) and Oracle NoSQL Database (CE or EE). Lower TCO then DIY Hadoop Systems Simplified Operations while providing an open platform for the organization Comprehensive security including the new Audit Vault and Database Firewall software, Apache Sentry and Kerberos configured out-of-the-box Hardware Update A good place to start is to quickly review the hardware differences (no price changes!). On a per node basis the following is a comparison between old and new (X3-2) hardware: Big Data Appliance X3-2 Big Data Appliance X4-2 CPU 2 x 8-Core Intel® Xeon® E5-2660 (2.2 GHz) 2 x 8-Core Intel® Xeon® E5-2650 V2 (2.6 GHz) Memory 64GB 64GB Disk 12 x 3TB High Capacity SAS 12 x 4TB High Capacity SAS InfiniBand 40Gb/sec 40Gb/sec Ethernet 10Gb/sec 10Gb/sec For all the details on the environmentals and other useful information, review the data sheet for Big Data Appliance X4-2. The larger disks give BDA X4-2 33% more capacity over the previous generation while adding faster CPUs. Memory for BDA is expandable to 512 GB per node and can be done on a per-node basis, for example for NameNodes or for HBase region servers, or for NoSQL Database nodes. Software Details More details in terms of software and the current versions (note BDA follows a three monthly update cycle for Cloudera and other software): Big Data Appliance 2.2 Software Stack Big Data Appliance 2.3 Software Stack Linux Oracle Linux 5.8 with UEK 1 Oracle Linux 6.4 with UEK 2 JDK JDK 6 JDK 7 Cloudera CDH CDH 4.3 CDH 4.4 Cloudera Manager CM 4.6 CM 4.7 And like we said at the beginning it is important to understand that all other Cloudera components are now included in the price of Oracle Big Data Appliance. They are fully supported by Oracle and available for all BDA customers. For more information: Big Data Appliance Data Sheet Big Data Connectors Data Sheet Oracle NoSQL Database Data Sheet (CE | EE) Oracle Advanced Analytics Data Sheet

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  • An Oracle Event for Your Facility & Equipment Maintenance Staff

    - by Mark Rosenberg
    The 7th Annual Oracle Maintenance Summit will occur February 4 – 6, 2013 at the Hyatt Regency San Francisco. This year, the Maintenance Summit will be one of the major pillars of a larger Oracle Value Chain Summit. What makes this event different from the other events hosted by Oracle and the PeopleSoft Community’s various user groups is that it is specifically meant to provide a venue for the facility and equipment maintenance community to talk about all things related to maintenance.  Maintenance Planners, Maintenance Schedulers, Vice Presidents and Directors of Physical Plant, Operations Managers, Craft Supervisors, IT management, and IT analysts typically attend this event and find it to be a very valuable experience. The Maintenance pillar will provide the same atmosphere and opportunity to hear from PeopleSoft Maintenance Management customers, Oracle Product Strategy, and partners, as in past years.  For more information, you can access the registration website for the Value Chain Summit. For existing PeopleSoft Maintenance Management customers…if you are interested in participating in the PeopleSoft Maintenance Management Focus Group in which Oracle discusses product roadmap topics with the community of customers who have licensed the PeopleSoft Maintenance Management application, please contact [email protected], [email protected], or [email protected]. The Focus Group will meet on February 7th, and attendance is by invitation only.We look forward to seeing you in San Francisco! P.S.  The Early Bird registration fee is $195. Register before December 31 to take advantage of this introductory low price, as the registration fee will go up to $295 after that date.

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  • Skanska Builds Global Workforce Insight with Cloud-Based HCM System

    - by HCM-Oracle
    By David Baum - Originally posted on Profit Peter Bjork grew up building things. He started his work life learning all sorts of trades at his father’s construction company in the northern part of Sweden. So in college, it was natural for him to pursue a bachelor’s degree in construction engineering—but he broke new ground when he added a master’s degree in finance to his curriculum vitae. Written on a traditional résumé, Bjork’s current title (vice president of information systems strategies) doesn’t reveal the diversity of his experience—that he’s adept with hammer and nails as well as rows and columns. But a big part of his current job is to work with his counterparts in human resources (HR) designing, building, and deploying the systems needed to get a complete view of the skills and potential of Skanska’s 22,000-strong white-collar workforce. And Bjork believes that complete view is essential to Skanska’s success. “Our business is really all about people,” says Bjork, who has worked with Skanska for 16 years. “You can have equipment and financial resources, but to truly succeed in a business like ours you need to have the right people in the right places. That’s what this system is helping us accomplish.” In a global HR environment that suffers from a paradox of high unemployment and a scarcity of skilled labor, managers need to have a complete understanding of workforce capabilities to develop management skills, recruit for open positions, ensure that staff is getting the training they need, and reduce attrition. Skanska’s human capital management (HCM) systems, based on Oracle Talent Management Cloud, play a critical role delivering that understanding. “Skanska’s philosophy of having great people, encouraging their development, and giving them the chance to move across business units has nurtured a culture of collaboration, but managing a diverse workforce spread across the globe is a monumental challenge,” says Annika Lindholm, global human resources system owner in the HR department at Skanska’s headquarters just outside of Stockholm, Sweden. “We depend heavily on Oracle’s cloud technology to support our HCM function.” Construction, Workers For Skanska’s more than 60,000 employees and contractors, managing huge construction projects is an everyday job. Beyond erecting signature buildings, management’s goal is to build a corporate culture where valuable talent can be sought out and developed, bringing in the right mix of people to support and grow the business. “Of all the companies in our space, Skanska is probably one of the strongest ones, with a laser focus on people and people development,” notes Tom Crane, chief HR and communications officer for Skanska in the United States. “Our business looks like equipment and material, but all we really have at the end of the day are people and their intellectual capital. Without them, second only to clients, of course, you really can’t achieve great things in the high-profile environment in which we work.” During the 1990s, Skanska entered an expansive growth phase. A string of successful acquisitions paved the way for the company’s transformation into a global enterprise. “Today the company’s focus is on profitable growth,” continues Crane. “But you can’t really achieve growth unless you are doing a very good job of developing your people and having the right people in the right places and driving a culture of growth.” In the United States alone, Skanska has more than 8,000 employees in four distinct business units: Skanska USA Building, also known as the Construction Manager, builds everything at ground level and above—hospitals, educational facilities, stadiums, airport terminals, and other massive projects. Skanska USA Civil does everything at ground level and below, such as light rail, water treatment facilities, power plants or power industry facilities, highways, and bridges. Skanska Infrastructure Development develops public-private partnerships—projects in which Skanska adds equity and also arranges for outside financing. Skanska Commercial Development acts like a commercial real estate developer, acquiring land and building offices on spec or build-to-suit for its clients. Skanska's international portfolio includes construction of the new Meadowlands Stadium. Getting the various units to operate collaboratatively helps Skanska deliver high value to clients and shareholders. “When we have this collaboration among units, it allows us to enrich each of the business units and, at the same time, develop our future leaders to be more facile in operating across business units—more accepting of a ‘one Skanska’ approach,” explains Crane. Workforce Worldwide But HR needs processes and tools to support managers who face such business dynamics. Oracle Talent Management Cloud is helping Skanska implement world-class recruiting strategies and generate the insights needed to drive quality hiring practices, internal mobility, and a proactive approach to building talent pipelines. With their new cloud system in place, Skanska HR leaders can manage everything from recruiting, compensation, and goal and performance management to employee learning and talent review—all as part of a single, cohesive software-as-a-service (SaaS) environment. Skanska has successfully implemented two modules from Oracle Talent Management Cloud—the recruiting and performance management modules—and is in the process of implementing the learn module. Internally, they call the systems Skanska Recruit, Skanska Talent, and Skanska Learn. The timing is apropos. With high rates of unemployment in recent years, there have been many job candidates on the market. However, talent scarcity continues to frustrate recruiters. Oracle Taleo Recruiting Cloud Service, one of the applications in the Oracle Talent Management cloud portfolio, enables Skanska managers to create more-intelligent recruiting strategies, pulling high-performer profile statistics to create new candidate profiles and using multitiered screening and assessments to ensure that only the best-suited candidate applications make it to the recruiter’s desk. Tools such as applicant tracking, interview management, and requisition management help recruiters and hiring managers streamline the hiring process. Oracle’s cloud-based software system automates and streamlines many other HR processes for Skanska’s multinational organization and delivers insight into the success of recruiting and talent-management efforts. “The Oracle system is definitely helping us to construct global HR processes,” adds Bjork. “It is really important that we have a business model that is decentralized, so we can effectively serve our local markets, and interact with our global ERP [enterprise resource planning] systems as well. We would not be able to do this without a really good, well-integrated HCM system that could support these efforts.” A key piece of this effort is something Skanska has developed internally called the Skanska Leadership Profile. Core competencies, on which all employees are measured, are used in performance reviews to determine weak areas but also to discover talent, such as those who will be promoted or need succession plans. This global profiling system brings consistency to the way HR professionals evaluate and review talent across the company, with a consistent set of ratings and a consistent definition of competencies. All salaried employees in Skanska are tied to a talent management process that gives opportunity for midyear and year-end reviews. Using the performance management module, managers can align individual goals with corporate goals; provide clear visibility into how each employee contributes to the success of the organization; and drive a strategic, end-to-end talent management strategy with a single, integrated system for all talent-related activities. This is critical to a company that is highly focused on ensuring that every employee has a development plan linked to his or her succession potential. “Our approach all along has been to deploy software applications that are seamless to end users,” says Crane. “The beauty of a cloud-based system is that much of the functionality takes place behind the scenes so we can focus on making sure users can access the data when they need it. This model greatly improves their efficiency.” The employee profile not only sets a competency baseline for new employees but is also integrated with Skanska’s other back-office Oracle systems to ensure consistency in the way information is used to support other business functions. “Since we have about a dozen different HR systems that are providing us with information, we built a master database that collects all the information,” explains Lindholm. “That data is sent not only to Oracle Talent Management Cloud, but also to other systems that are dependent on this information.” Collaboration to Scale Skanska is poised to launch a new Oracle module to link employee learning plans to the review process and recruitment assessments. According to Crane, connecting these processes allows Skanska managers to see employees’ progress and produce an updated learning program. For example, as employees take classes, supervisors can consult the Oracle Talent Management Cloud portal to monitor progress and align it to each individual’s training and development plan. “That’s a pretty compelling solution for an organization that wants to manage its talent on a real-time basis and see how the training is working,” Crane says. Rolling out Oracle Talent Management Cloud was a joint effort among HR, IT, and a global group that oversaw the worldwide implementation. Skanska deployed the solution quickly across all markets at once. In the United States, for example, more than 35 offices quickly got up to speed on the new system via webinars for employees and face-to-face training for the HR group. “With any migration, there are moments when you hold your breath, but in this case, we had very few problems getting the system up and running,” says Crane. Lindholm adds, “There has been very little resistance to the system as users recognize its potential. Customizations are easy, and a lasting partnership has developed between Skanska and Oracle when help is needed. They listen to us.” Bjork elaborates on the implementation process from an IT perspective. “Deploying a SaaS system removes a lot of the complexity,” he says. “You can downsize the IT part and focus on the business part, which increases the probability of a successful implementation. If you want to scale the system, you make a quick phone call. That’s all it took recently when we added 4,000 users. We didn’t have to think about resizing the servers or hiring more IT people. Oracle does that for us, and they have provided very good support.” As a result, Skanska has been able to implement a single, cost-effective talent management solution across the organization to support its strategy to recruit and develop a world-class staff. Stakeholders are confident that they are providing the most efficient recruitment system possible for competent personnel at all levels within the company—from skilled workers at construction sites to top management at headquarters. And Skanska can retain skilled employees and ensure that they receive the development opportunities they need to grow and advance.

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  • Stakeholder Management in OUM

    - by user719921
    Where is Stakeholder Management in OUM?  Stakeholder Management typically falls into the purview of the Project Manager, which means much of the associated guidance is found in the OUM Manage Focus Area (a.k.a. Manage).  There is no process in Manage named Stakeholder Management, but this “touch point” can be found in a variety of other processes including Bid Transition (BT), Communication Management (CMM) and Organizational Change Management (OCHM). •         Stakeholder management starts in the Bid Transition process with Stakeholder Analysis •         This Stakeholder Analysis is used to build the Project Team Communication Plan in the Communication Management process. •         Stakeholder management should be executed during the Execution and Control phase.  For example, as issues are resolved, the project manager should take the action item to follow up with the affected stakeholders to ensure they are aware that the issue has been resolved. •       The broader topic of Stakeholder management is also addressed very thoroughly in the Organizational Change Management process in the Implement Focus Area, which is a touch point to the Organizational Change Management process in Manage. Check it out and let me know your thoughts!

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  • what are some good interview questions for a position that consists of reviewing code for security vulnerabilities?

    - by John Smith
    The position is an entry-level position that consists of reading C++ code and identifying lines of code that are vulnerable to buffer overflows, out-of-bounds reads, uncontrolled format strings, and a bunch of other CWE's. We don't expect the average candidate to be knowledgeable in the area of software security nor do we expect him or her to be an expert computer programmer; we just expect them to be able to read the code and correctly identify vulnerabilities. I guess I could ask them the typical interview questions: reverse a string, print a list of prime numbers, etc, but I'm not sure that their ability to write code under pressure (or lack thereof) tells me anything about their ability to read code. Should I instead focus on testing their knowledge of C++? Ask them if they understand what a pointer is and how bitwise operators work? My only concern about asking that kind of question is that I might unfairly weed out people who don't happen to have the knowledge but have the ability to acquire it. After all, it's not like they will be writing a single line of code, and it's not like we are looking only for people who already know C++, since we are willing to train the right candidate. (It is true that I could ask those questions only to those candidates who claim to know C++, but I'd like to give the same "test" to everyone.) Should I just focus on trying to get an idea of their level of intelligence? In other words, should I get them to talk and pay attention to the way they articulate their thoughts, and so on?

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  • good literature for teaching object oriented thinking in C [closed]

    - by Dipan Mehta
    Quite often C is the primary platform for the development. And when things are large scale, I have seen partitioning of the system as different objects is quite a natural thing. Some or many of the object orientated analysis and design principles are used here very well. This is not a debate question about whether or not C is a good candidate for object oriented programming or not. This is also NOT a question how to do OO in C. You can refer to this question and there are probably many such citations. As far as I am concerned, I have learned some of this things while working with many open source and commercial projects. (libjpeg, ffmpeg, Gstreamer which is based on GObject). I can probably extend a few references that explains some of these concepts such as - 1. Event Helix article, 2. Linux Mag article 3. one of my answers which links Schreiner's reference. Unfortunately, when we induct younger folks, it seems too hard to make them learn all of it the hard way. Usually, when we say it's C, a general reaction is to throw away all of the "Object thinking". Looking for help extending above references from those who have been in the similar areas of work. Are there any good formal literature that explains how Object thinking can be made to use while you are working in C? I have seen tons of book on general "object oriented paradigms" but they all focus on advanced languages mostly not in C. You see most C books - but most focus only on the syntax and the obfuscated corners of C and that's it. There are hardly ANY good reference, specially books or any systematic (I mean formal) literature on how to apply OO in C. This is very surprising given that so many large scale open source projects use C which are truly using this very well; but we hardly see any good formal literature on this subject.

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  • EMEA OTN Virtual Technology Summit - Hands-On Learning

    - by Thanos Terentes Printzios
    The Oracle Technology Network (OTN) is excited to invite you to our first Virtual Technology Summit. EMEA – Thursday July 10th / 9am to 1pm BST / 10am – 2pm CET / 12pm to 4pm MSK / GST - Register Now Learn first hand from Oracle ACEs, Java Champions, and Oracle product experts, as they share their insight and expertise on using Oracle technologies to meet today’s IT challenges. This interactive, online event offers four technical tracks, each with a unique focus on specific tools, technologies, and tips in these focus areas. Java – Big Trends and Technologies – Java lets you mine Big Data, build robust apps with HTML5, JavaScript and Java EE, and expand into the Internet of Things. Experts will present and you’ll be able to chat with them live online. Don’t miss out on this great opportunity to learn from some of the best minds in the Java community. Systems – OS Tips and Tricks for Sysadmins – Learn first hand how to configure Oracle Linux to run Oracle Database 11g and 12c, how to use the latest networking capabilities in Oracle Solaris 11, and how to troubleshoot networking problems in Unix and Linux systems. Database – Mastering Oracle Database Management & Development Techniques – Experts will present advanced features and management methods that will help you master your Oracle Database capabilities and drive greater performance, agility and manageability of your IT implementation. This track will build upon your skills with data management, migration, and performance. Middleware – The Architecture of Analytics: Big Time Big Data and Business Intelligence – This track will present a solution architect’s perspective on how business intelligence products in Oracle’s Fusion Middleware family and beyond fit into an effective big data architecture, and present insight and expertise from Oracle ACEs specializing in business Intelligence to help you meet your big data business intelligence challenges. This same content is being offered at 3 different dates listed below, at times convenient for all regions Americas - Wednesday July 9th EMEA – Thursday July 10th APAC English - July 16th 9am to 1pm PST12pm to 4pm  EST1 to 5 pm BRTRegister 9am to 1pm BST10am – 2pm CET12pm to 4pm MSK / GSTRegister IST – 10:00amSG – 12:30pmAEST – 2:30pmRegister The full event agenda is available at https://wikis.oracle.com/display/OTNVirtualTechSummit/Home

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  • Team Software Development using Ruby on Rails

    - by Panoy
    I used to work alone on small to medium sized programming projects before and have no experience working in a team environment. Currently, there will be 3 of us in an in-house software development team that is tasked to develop a number of software for an academic institution. We have decided to use the web for the majority of the projects and are planning to choose Ruby on Rails for this and I would like to ask for your inputs, advices and approaches with regards to software development as a team using the RoR web framework. One thing that has really confounded me is how you divide the programming tasks of a project if there are 3 of you that are really doing the coding. It’s obvious that we as developers approach a problem in a modular way and finish it one after another. If the project consists of 3 modules, should each one of us focus on each of those modules? Would it be faster that way? How about if the 3 of us would focus on one module first (that’s what I really prefer). Is using a distributed version control system such as Git the answer to this type of problem? Please don’t forget to put your tips and experiences with regards to team software development. Cheers!

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  • Sustainability at Oracle OpenWorld

    - by Oracle OpenWorld Blog Team
    By Evelyn Neumayr Leading businesses - not to mention individuals - recognize that environmental responsibility is good business. Well-thought out and well-structured environmental practices deliver triple benefit: to people, profits, and our planet. IT, as a central part of most organizations' business strategies, plays a pivotal role in developing environmental initiatives. Any Oracle OpenWorld attendee interested in learning how to use Oracle products to reduce both their organization’s environmental footprint, as well as their costs, should attend one of the many sustainability sessions being held at the conference. If you can only attend one sustainability-focused session, this is the one not to miss, where you can learn about innovative sustainability practices from customers on the leading edge. Eco-Enterprise Innovation Awards and the Business Case for SustainabilityWednesday, October 3, Moscone West 300510:15 - 11:15 a.m. If you can attend several sessions that have a sustainability focus, look here to find the listing of sessions that drill down into a specific product, where the discussion will focus on how that product can help achieve sustainability while improving enterprise operational efficiencies. Regardless of size and scope, all efforts are worthwhile. To learn more, go to the Sustainability Matters blog.

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  • What are some good seminar topics that can be used to improve designer&developer communication?

    - by tactoth
    Hello guys the thing I'll tell is what happens in the company I work for but I know it's more like a common issue in software companies. I'm development team leader in a internet service company that provides service that's very similar to dropbox. In our company we have mainly two divisions: the tech division and the designers division, both have their own reporting hierarchy. Designers focus on designing UI and prioritizing features, while developers focus on implement designers' ideas (more like being driven as our big boss has said). Then here comes our issue: the DEV team and DES team communicate very bad. DEV complain DES for these reasons: Too frequent changing of requirements Too complicated interaction (our DEV team has actually learned many HCI principles) Documents for design are incomplete, usually you just get 'design principles' and it's up to DEV to complete design details. When you find design defects, you ask DES team to resolve them, then DES team quickly change the principles and you gonna spend another several weeks because the change is so fundamental. While DES complain DEV for these reasons: Code architecture is not good enough to adapt to changing requirements (Obviously DES knows something about software development) Product design is about principles, not details. DEV fails to realize this. Communication should be quick and should be mainly oral. Trying to make most feature discussion in document for reference is too overloaded and doesn't make sense. As you can see, DEV and DES have different ideas on product design, and encourages very different practice. We have this difference because of the way we work. So our solution is that we should plan some seminars to make each part more aware of the way the other part work. Then my question is, what are some good topics for such seminars? Guessing some people may not think seminars can solve this problem, please also suggest your solution.

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  • tdd is about design not verification what does it concretely mean?

    - by sigo
    I've been wondering about this. What do we exactly mean by design and verification. Should I just apply tdd to make sure my code is SOLID and not check is correct external behaviour ? Should I use Bdd for the correct behaviour part ? Where I get confused also is regarding TDD code katas, to me they looked like more about verification than design... shouldn't they be called bdd katas instead of tdd katas? I reckon that for example uncle bob bowling kata leads in the end to a simple and nice internal design but I felt that most of the process was more around vérification than design. Design seemed to be a side effect of testing incrementally the external behaviour. I didnt feel so much that we were focusing most of our efforts on design but more on vérification. While normally we are told the contrary, that in TDD, verification is a side effect, design is the main purpose. So my question is what should i focus exactly on when i do tdd: SOLID, external Api usability, what else...? And how can I do that without being focused on verification ? What do you guys focus your energy on when you are practicing TDD ?

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  • Oracle Open World / Public Sector / Identity Platform

    - by user12604761
    For those attending Oracle Open World (Oct. 1st - 3rd, 2012 at the Moscone Center in San Francisco), the following details are recommended:  OOW Focus on Public Sector. Also, Oracle's foundational Identity and Access Management and Database Security products that support government security ICAM solutions are covered extensively during the event, the following will be available: The focus is on Oracle's Modern Identity Management Platform.   Integrated Identity Governance Mobile Access Management Complete Access Management Low Risk Upgrades The options for attendees include 18 sessions for Identity and Access Management, 9 Identity and Access Management demonstration topics at the Identity Management Demo Grounds, and 2 hands on labs, as well as 21 database security sessions. Oracle Public Sector Reception at OOW:  Join Oracle's Public Sector team on Monday, October 1 for a night of food and sports in a casual setting at Jillian’s, adjacent to Moscone Center on Fourth Street. In addition to meeting the Public Sector team, you can enjoy Monday Night Football on several big screen TVs in a fun sports atmosphere. When: Monday, October 1, 6:30 p.m.–9:30 p.m. Where: Jillian's, 101 Fourth Street, San Francisco 

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  • Can i change the order of these OpenGL / Win32 calls?

    - by Adam Naylor
    I've been adapting the NeHe ogl/win32 code to be more object orientated and I don't like the way some of the calls are structured. The example has the following pseudo structure: Register window class Change display settings with a DEVMODE Adjust window rect Create window Get DC Find closest matching pixel format Set the pixel format to closest match Create rendering context Make that context current Show the window Set it to foreground Set it to having focus Resize the GL scene Init GL The points in bold are what I want to move into a rendering class (the rest are what I see being pure win32 calls) but I'm not sure if I can call them after the win32 calls. Essentially what I'm aiming for is to encapsulate the Win32 calls into a Platform::Initiate() type method and the rest into a sort of Renderer::Initiate() method. So my question essentially boils down to: "Would OpenGL allow these methods to be called in this order?" Register window class Adjust window rect Create window Get DC Show the window Set it to foreground Set it to having focus Change display settings with a DEVMODE Find closest matching pixel format Set the pixel format to closest match Create rendering context Make that context current Resize the GL scene Init GL (obviously passing through the appropriate window handles and device contexts.) Thanks in advance.

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  • Quicker alternative to gnome-screenshot? (no animation!, quick!, no frills)

    - by humanityANDpeace
    I want to take screenshots in Ubuntu. This is normally no big problem with the standard gnome-screenshot program is working good. But just now I ran into trouble because I need to take a screenshot of some window which appears only for about 0.5 seconds. The Problem is that the gnome-screenshot is using a (from me at least disappreciated animation when used... this fancy thing kind of delays all and I really cannot manage to take the picture..) So what I need is a "no frills" "down to the ground" alternative to the gnome-screenshot. I really disklike the animation - now because it makes me so much trouble. I also hate it that there appears to be no way to disable it after all. Everybody is forced to accept this animation that looks like "a flash light is going on". I am not against being fancy... but this animation in gnome-screenshot is impacting/reducing its functionality. Indeed in my case the shortly appearing window hides when loosing focus. The animaiton -as I assume- triggers the "loosing of focus". So because of the animation I cannot take the screenshot. Anyhow I have looked for "less frills" alternatives and I have found that shutter is a programme that commes with quite some baggage.. But maybe somebody knows a very light-weight programm that serves the very sinple (do nothing else) purpose of just taking a screenshot...

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  • Entry level engineer question regarding memory mangement

    - by Ealianis
    It has been a few months since I started my position as an entry level software developer. Now that I am past some learning curves (e.g. the language, jargon, syntax of VB and C#) I'm starting to focus on more esoteric topics, as to write better software. A simple question I presented to a fellow coworker was responded with "I'm focusing on the wrong things." While I respect this coworker I do disagree that this is a "wrong thing" to focus upon. Here was the code (in VB) and followed by the question. Note: The Function GenerateAlert() returns an integer. Dim alertID as Integer = GenerateAlert() _errorDictionary.Add(argErrorID, NewErrorInfo(Now(), alertID)) vs... _errorDictionary.Add(argErrorID, New ErrorInfo(Now(), GenerateAlert())) I originally wrote the ladder and rewrote it with the "Dim alertID" so that someone else might find it easier to read. But here was my concern and question. "Should one write this with the Dim AlertID, it would in fact take up more memory; finite but more, and should this method be called many times could it lead to an issue? How will .NET handle this object AlertID. Outside of .NET should one manually dispose of the object after use (near the end of the sub)." I want to ensure I become a knowledgeable programmer that does not just rely upon garbage collection. Am I over thinking this? Am I focusing on the wrong things?

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