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  • How important is to sacrifice your free time for accomplishing goals? [closed]

    - by Darf Zon
    I was reading a book about XP programming and about agile teams. While I was reading, I saw this scenario. I've never worked with a development team (just in school). So I would like what do you opine on this situation: Your boss has asked you to deliver software in a time that can only be possible to meet the project team asking if you want to work overtime without pay. All team members have young children. Discuss whether it should accept this request from your boss or should persuade the team to give their time to the organization rather than their families. What could be significant factors in the decision? As a programmer, you are offered an upgrade as project manager, but his feeling is that you can have a more effective contribution in a technical role in one administrative. Write when you should accept that promotion. Somethimes, I sacrifice my free time for accomplishing hits at work, so it's very important to me to know your opinion base of your experience.

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  • At times, you need to hire a professional.

    - by Phil Factor
    After months of increasingly demanding toil, the development team I belonged to was told that the project was to be canned and the whole team would be fired.  I’d been brought into the team as an expert in the data implications of a business re-engineering of a major financial institution. Nowadays, you’d call me a data architect, I suppose.  I’d spent a happy year being paid consultancy fees solving a succession of interesting problems until the point when the company lost is nerve, and closed the entire initiative. The IT industry was in one of its characteristic mood-swings downwards.  After the announcement, we met in the canteen. A few developers had scented the smell of death around the project already hand had been applying unsuccessfully for jobs. There was a sense of doom in the mass of dishevelled and bleary-eyed developers. After giving vent to anger and despair, talk turned to getting new employment. It was then that I perked up. I’m not an obvious choice to give advice on getting, or passing,  IT interviews. I reckon I’ve failed most of the job interviews I’ve ever attended. I once even failed an interview for a job I’d already been doing perfectly well for a year. The jobs I’ve got have mostly been from personal recommendation. Paradoxically though, from years as a manager trying to recruit good staff, I know a lot about what IT managers are looking for.  I gave an impassioned speech outlining the important factors in getting to an interview.  The most important thing, certainly in my time at work is the quality of the résumé or CV. I can’t even guess the huge number of CVs (résumés) I’ve read through, scanning for candidates worth interviewing.  Many IT Developers find it impossible to describe their  career succinctly on two sides of paper.  They leave chunks of their life out (were they in prison?), get immersed in detail, put in irrelevancies, describe what was going on at work rather than what they themselves did, exaggerate their importance, criticize their previous employers, aren’t  aware of the important aspects of a role to a potential employer, suffer from shyness and modesty,  and lack any sort of organized perspective of their work. There are many ways of failing to write a decent CV. Many developers suffer from the delusion that their worth can be recognized purely from the code that they write, and shy away from anything that seems like self-aggrandizement. No.  A resume must make a good impression, which means presenting the facts about yourself in a clear and positive way. You can’t do it yourself. Why not have your resume professionally written? A good professional CV Writer will know the qualities being looked for in a CV and interrogate you to winkle them out. Their job is to make order and sense out of a confused career, to summarize in one page a mass of detail that presents to any recruiter the information that’s wanted. To stand back and describe an accurate summary of your skills, and work-experiences dispassionately, without rancor, pity or modesty. You are no more capable of producing an objective documentation of your career than you are of taking your own appendix out.  My next recommendation was more controversial. This is to have a professional image overhaul, or makeover, followed by a professionally-taken photo portrait. I discovered this by accident. It is normal for IT professionals to face impossible deadlines and long working hours by looking more and more like something that had recently blocked a sink. Whilst working in IT, and in a state of personal dishevelment, I’d been offered the role in a high-powered amateur production of an old ex- Broadway show, purely for my singing voice. I was supposed to be the presentable star. When the production team saw me, the air was thick with tension and despair. I was dragged kicking and protesting through a succession of desperate grooming, scrubbing, dressing, dieting. I emerged feeling like “That jewelled mass of millinery, That oiled and curled Assyrian bull, Smelling of musk and of insolence.” (Tennyson Maud; A Monodrama (1855) Section v1 stanza 6) I was then photographed by a professional stage photographer.  When the photographs were delivered, I was amazed. It wasn’t me, but it looked somehow respectable, confident, trustworthy.   A while later, when the show had ended, I took the photos, and used them for work. They went with the CV to job applications. It did the trick better than I could ever imagine.  My views went down big with the developers. Old rivalries were put immediately to one side. We voted, with a show of hands, to devote our energies for the entire notice period to getting employable. We had a team sourcing the CV Writer,  a team organising the make-overs and photographer, and a third team arranging  mock interviews. A fourth team determined the best websites and agencies for recruitment, with the help of friends in the trade.  Because there were around thirty developers, we were in a good negotiating position.  Of the three CV Writers we found who lived locally, one proved exceptional. She was an ex-journalist with an eye to detail, and years of experience in manipulating language. We tried her skills out on a developer who seemed a hopeless case, and he was called to interview within a week.  I was surprised, too, how many companies were experts at image makeovers. Within the month, we all looked like those weird slick  people in the ‘Office-tagged’ stock photographs who stare keenly and interestedly at PowerPoint slides in sleek chromium-plated high-rise offices. The portraits we used still adorn the entries of many of my ex-colleagues in LinkedIn. After a months’ worth of mock interviews, and technical Q&A, our stutters, hesitations, evasions and periphrastic circumlocutions were all gone.  There is little more to relate. With the résumés or CVs, mugshots, and schooling in how to pass interviews, we’d all got new and better-paid jobs well  before our month’s notice was ended. Whilst normally, an IT team under the axe is a sad and depressed place to belong to, this wonderful group of people had proved the power of organized group action in turning the experience to advantage. It left us feeling slightly guilty that we were somehow cheating, but I guess we were merely leveling the playing-field.

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  • how to convince other we should move to hadoop?

    - by Ramy
    Everything I've read about Hadoop seems like exactly the technology we need to make our enterprise more scalable. We have terabytes of raw data that is in non-relational form (text files of some kind). We're quickly approaching the upper limits of what our centralized file server can handle and everyone is aware of this. Most people on the tech team, especially the more junior members of the tech team are all in favor of moving from the central file system to HDFS. The problem is, there is one key (most senior, etc.) member of the team who is resisting this change and every time Hadoop comes up, he tells us that we could simply add another file server and be in the clear. So, my question (and yes, it's really subjective, but I need more help with this than any of my other questions) is what steps can we take to get upper management to move forward with Hadoop despite the hesitation of one member of the team?

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  • Programming methodologies at stackoverflow

    - by Prototype Stark
    I am in the middle of starting up a software company where we would use ASP.NET MVC and ASP.NET WebAPI extensively at shop. We will be a group of 4 and no more than 10 will work on any particular project at any point in time(these are ground rules). I would like to know, what programming methodologies best suit a small(guerilla) team. Specifically, I would also like to know which ones are being used at famous ASP.NET MVC shops like Stackoverflow. The ones I know are: Scrum and Waterfall(I know its bad). But what's the recommended way of development for smaller, group of 9-10 team. Also, will Test Driven Development help such a team in producing quality software? Are there any other techniques the team will have to know to be good at producing quality software?

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  • Aggregate root & Repository dilemma

    - by mateoc
    I am in a big dilemma here. I have a League, Team and Player entities. I have created a repo for the league only as a Team cannot exists without a League. At first I had bounded the players only with the team but then I realised I would have a problem with free agents so I also bounded the players to the league. Then I was wondering if a player could exists without a League or a Team and I am totally confused to that question. So would you make a player repository or include them in the league repo? Thanks

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  • Think Before You Leap - Life is Dangerous for Change Agents

    - by technodrone
    So you want to introduce agile methods to your team... The following are some "lessons learned" when from someone who advocated agile/scrum to a group that was not ready for it. "Change agents, in my experience, face negative consequences. Sometimes, most of the time at the beginning, it's painful. This is the question you might have to ask yourself. Do you want to be a developer in scrum project or do you want be a scrum master managing the process? I think with proper mentoring/training, you can become good scrum master. But is that what you want? if yes, you can go ahead, take the training. if you want to be a developer, you may not need to be certified  as scrum master. You can just pick up from a book such as Mike Cohn new book Succeeding with Agile, I am reading it now. It's good. In my experience, I did waste my resources by trying to change the culture. It cost me lot. Instead, I should have focused on technical practices that are core to agile. Then look for teams that are good at agile. I would have saved lot of energy, and time. Try baby steps first yourself in the company, and next with the team, starting with technical practices like writing unit tests, SOLID principles, patterns, refactoring, continuous integration, pairing, and peer code reviews. These have inherent pull that can bring collaboration from a team.  Once you see team adaption in core practices, then you can introduce scrum concepts like user stories/task board etc.  This idea of Leading by example seems to be working for most of the agile folks. You can pitch core practices to the manager, and the team, and start showing them how you are doing.  You can put a road map for agile adaption and you can pitch to your manager. I would include need for scrum master training as part of the road map. " I thought about his advice for a couple of weeks and read about the pitfalls of technical debt and the team not having prior awareness of agile methods. The more I read and think about it the more I think he was right.  What do you think?

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  • Oracle OpenWorld Highlights

    - by Doug Reid
    We are in the final days of Oracle OpenWorld 2012 and the data integration team have been hard at work giving sessions, meeting customers, demonstrating product and conducting hands-on labs.    It has been a great conference, but the best part is meeting our customers and learning about all the great implementations of our products.  Wednesday was the last day that the exhibition hall was open and attendees were getting in their final opportunities to see our products and meet with the product management team.   Two hours before the close of the hall, people lined up to learn about GoldenGate 11gR2, Monitor, Adapters, Veridata, and all the different use cases.    Here's a picture of Sjaak Vossepoel, who is our DIS Sales Consulting Manager for EMEA speaking to a potential customer on the options of using Oracle GoldenGate for heterogenous data replication.  Over the last two days, the GoldenGate team ran two labs; Introduction to Oracle GoldenGate Veridata and Deep Dive into Oracle GoldenGate.   Both of the labs were completely booked out and unfortunately we had to turn away people.   BUT,  all of our labs were recorded recently so if you were not able to get into the lab or did not have enough time to complete your labs, visit youtube.com/oraclegoldengate to see a  complete recording of the labs we used at OpenWorld plus more.  Here are a couple pictures from the Deep Dive into Oracle GoldenGate lead by Chis Lawless from the Product Management team.   Thanks to the GoldenGate Hands-on Lab team for putting on a great session!!! We will post more information about where you can find additional details on OpenWorld as they become public.   

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  • how to convince other we should move to hadoop?

    - by Ramy
    Everything I've read about Hadoop seems like exactly the technology we need to make our enterprise more scalable. We have terabytes of raw data that is in non-relational form (text files of some kind). We're quickly approaching the upper limits of what our centralized file server can handle and everyone is aware of this. Most people on the tech team, especially the more junior members of the tech team are all in favor of moving from the central file system to HDFS. The problem is, there is one key (most senior, etc.) member of the team who is resisting this change and every time Hadoop comes up, he tells us that we could simply add another file server and be in the clear. So, my question (and yes, it's really subjective, but I need more help with this than any of my other questions) is what steps can we take to get upper management to move forward with Hadoop despite the hesitation of one member of the team?

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  • Personal/career objectives tracker

    - by scottyab
    Looking for a simple, clean and easy to use personal/career objectives tracker for my team of ~10 developers something like what remember the milk is for tasks. At the moment I track these in a google doc, but ideally like a system where I can browse the teams objectives, add a team objective and it automatically appear on members personal objectives. Also where team members can add/manage their own objectives, browse colleges public/team objectives. Ideally it would also have option for people to add personal out side of work objectives for personal dev projects. Anyone used a tool to do this? our a combination of existing tools like gdocs, rtm?

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  • Do you have to recreate workspaces after upgrading a TFS 2008 server to TFS 2010?

    - by Clara Oscura
    I am just reposting this thread from a MSDN forum since it seems to be unavailable. It was very useful when I was having trouble with my folder mappings after migrating to TFS 2010. Question: I opened VS2008 and connected it to the upgraded 2010 TFS server.  Upon clicking any of our Team Projects in source control explorer I get "Team Foundation Error - The workspace MYWORKSPACE;DOMAIN\MYUsername already exists on computer MYPCNAME." Answer: The same local paths on your machine are mapped to 2 different workspaces, one on the preupgrade server and one on the postupgrade server.  It's not safe to have multiple workspaces on different servers mapped to the same local paths b/c you could pend some changes while connected to one server, and the other server would have no idea what you did.  You should either delete your conflicting workspaces from one of the servers (if you don't need them on both), or test the new TFS instance from a new workspace (on different machine). If you want to test an existing production workspace on both servers, then yes, you will have to mess around with the workspace cache. You don’t have to delete the entire cache, you just need to run "tf workspaces /remove:* /server:<serverurl>" to clear the cached workspaces from a server (the command won't delete the workspaces), and possibly "tf workspaces /server:<server>" to refresh the workspace cache for a given server.  You will also have to do back up and restore the workspace before switching servers or your local files could be inconsistent. From the “Microsoft Visual Studio Team Foundation Server 2010 Beta 1” forum (not available anymore?) Technorati Tags: TFS 2010,TFS Workspaces,Team System,Team Foundation Server 2010

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  • Agile Tools For Handling Multiple Projects

    - by f1dave
    Currently I'm leading our agile team in an iteration manager role as well as doing my regular dev work. One of the difficulties I'm facing as an IM is tracking burn-down/burn-up; not because I can't produce graphs, but because there's multiple projects that this team is working on at one time. At present I have an excel workbook with sheets that contain a whole bunch of graphs, both at an overall team and by-project level. It's clunky and I spend more time tweaking formulas and double checking calculations than I'd really like. As such, I'm interested to know if anyone has used a tool that can effectively produce these sorts of reports, burn-downs, and predictions across multiple projects. I've seen http://www.pivotaltracker.com/ do some nice things, and of course there's JIRA/Greenhopper, but I'm not aware of those being used to track the progress of multiple projects within one team. If anyone's got an idea of some tools, or has faced a similar problem before, I'd love to hear from you.

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  • When is it too late to go back to coding from a management role? [closed]

    - by LeoLambrettra
    Problem solving keeps the mind sharp and if you are like me then it makes you happy. But what if you went from coding up to Team Lead and then to Project Manager? I have a team of 12 and on a good salary but lately have been thinking that the politics and admin tasks of being middle level management in an Investment Bank is not the right path to happiness. I used to be able to design and code as well as manage but lately it's all budgets, admin tasks and people problems. At 39 is it too late to go be a senior developer again? Basically - Team Lead in a flat structure with good people rocks. But if half your team is offshore then it loses something - There's a lot of politics in Project Management and so many meetings that even if you want to code you start letting your team down by missing deadlines and only suited for small units of work The coding skills haven't gone so to pick up WCF services it just takes a bit of reading and then playing around. I reckon I could switch to a Hedge Fund and go back to developing and be far happier and get more money. My 2 doubts though are 1. Mid life crisis in that I'd get bored with coding again 2. Or maybe I'd like it but there aren't many dev jobs for 40+ so I'd be throwing away a high level management role that took 7 years at thee one bank to get to0 Anybody else made to switch back and survived?

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  • Core debugger enhancements in VS2010

    Since my team offers "parallel debugging", we refer to the team delivering all the other debugging features as the "core debugger" team. They have published a video of new VS2010 debugger features that I encourage you to watch to find out about enhancements with DataTips, breakpoints, dump debugging (inc. IL interpreter) and Threads window.The raw list of features with short description is also here. Comments about this post welcome at the original blog.

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  • Many user stories share the same technical tasks: what to do?

    - by d3prok
    A little introduction to my case: As part of a bigger product, my team is asked to realize a small IDE for a DSL. The user of this product will be able to make function calls in the code and we are also asked to provide some useful function libraries. The team, together with the PO, put on the wall a certain number of user stories regarding the various libraries for the IDE user. When estimating the first of those stories, the team decided that the function call mechanism would have been an engaging but not completely obvious task, so the estimate for that user story raised up from a simple 3 to a more dangerous 5. Coming to the problem: The team then moved to the user stories regarding the other libraries, actually 10 stories, and added those 2 points of "function call mechanism" thing to each of those user story. This immediately raised up the total points for the product of 20 points! Everyone in the team knows that each user story could be picked up by the PO for the next iteration at any time, so we shouldn't isolate that part in one user story, but those 20 points feel so awfully unrealistic! I've proposed a solution, but I'm absolutely not satisfied: We created a "Design story" and put those annoying 2 points over it. However when we came to realize and demonstrate it to our customers, we were unable to show something really valuable for them about that story! Here the problem is whether we should ignore the principle of having isolated user stories (without any dependency between them). What would you do, or even better what have you done, in situations like this? (a small foot-note: following a suggestion I've moved this question from stackoverflow)

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  • ActiveRecord Logic Challenge - Smart Ways to Use AR Timestamp

    - by keruilin
    My question is somewhat specific to my app's issue, but the answer should be instructive in terms of use cases for association logic and the record timestamp. I have an NBA pick 'em game where I want to award badges for picking x number of games in a row correctly -- 10, 20, 30. Here are the models, attributes, and associations in-play: User id Pick id result # (values can be 'W', 'L', 'T', or nil. nil means hasn't resolved yet.) resolved # (values can be true, false, or nil.) game_time created_at *Note: There are cases where a pick's result field and resolved field will always be nil. Perhaps the game was cancelled. Badge id Award id user_id badge_id created_at User has many awards. User has many picks. Pick belongs to user. Badge has many awards. Award belongs to user. Award belongs to badge. One of the important rules here to capture in the code is that while a user can be awarded multiple streak badges (e.g., a user can win multiple 10-streak badges), the user CAN'T be awarded another badge for consecutive winning picks that were previously granted an award badge. One way to think of this is that all the dates of the winning picks must come after the date that the streak badge was awarded. For example, let's pretend that a user made 13 winning picks from May 5 to May 8, with the 10th winning pick occurring on May 7, and the last 3 on May 8. The user would be awarded a 10-streak badge on May 7. Now if the user makes another winning pick on May 9, the code must recognize that the user only has a streak of 4 winning picks, not 14, because the user already received an award for the first 10. Now let's assume that the user makes 6 more winning picks. In this case, the code must recognize that all winning picks since May 5 are eligible for a 20-streak badge award, and make the award. Another important rule is that when looking at a winning streak, we don't care about the game time, but rather when the pick was made (created_at). For example, let's say that Team A plays Team B on Sat. And Team C plays Team D on Sun. If the user picks Team C to beat Team D on Thurs, and Team A to beat Team C on Fri, and Team A wins on Sat, but Team C loses on Sun, then the user has a losing streak of 1. So when must the streak-check kick-in? As soon as a pick is a win. If it's a loss or tie, no point in checking. One more note: if the pick is not resolved (false) and the result is nil, that means the game was postponed and must be factored out. With all that said, what is the most efficient, effective and lean way to determine whether a user has a 10-, 20- or 30-win streak?

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  • JPA @Version behaviour

    - by Albert Kam
    Hello, im using JPA2 with Hibernate 3.6.x I have made a simple testing on the @Version. Let's say we have 2 entities, Entity Team has a List of Player Entities, bidirectional relationship, lazy fetchtype, cascade-type All Both entities have @Version And here are the scenarios : Whenever a modification is made to one of the team/player entity, the team/player's version will be increased when flushed/commited (version on the modified record is increased). Adding a new player entity to team's collection using persist, the entity the team's version will be assigned after persist (adding a new entity, that new entity will got it's version). Whenever an addition/modification/removal is made to one of the player entity, the team's version will be increased when flushed/commited. (add/modify/remove child record, parent's version got increased also) I can understand the number 1 and 2, but the number 3, i dont understand, why the team's version got increased ? And that makes me think of other questions : What if i got Parent <- child <- granchildren relation ship. Will an addition or modification on the grandchildren increase the version of child and parent ? In scenario number 2, how can i get the version on the team before it's commited, like perhaps by using flush ? Is it a recommended way to get the parent's version after we do something to the child[s] ? Here's a code sample from my experiment, proving that when ReceivingGoodDetail is the owning side, and the version got increased in the ReceivingGood after flushing. Sorry that this use other entities, but ReceivingGood is like the Team, ReceivingGoodDetail is like the Player. 1 ReceivingGood/Team, many ReceivingGoodDetail/Player. /* Hibernate: select receivingg0_.id as id9_14_, receivingg0_.creationDate as creation2_9_14_, .. too long Hibernate: select product0_.id as id0_4_, product0_.creationDate as creation2_0_4_, .. too long before persisting the new detail, version of header is : 14 persisting the detail 1c9f81e1-8a49-4189-83f5-4484508e71a7 printing the size of the header : Hibernate: select details0_.receivinggood_id as receivi13_9_8_, details0_.id as id8_, details0_.id as id10_7_, .. too long 7 after persisting the new detail, version of header is : 14 Hibernate: insert into ReceivingGoodDetail (creationDate, modificationDate, usercreate_id, usermodify_id, version, buyQuantity, buyUnit, internalQuantity, internalUnit, product_id, receivinggood_id, supplierLotNumber, id) values (?, ?, ?, ?, ?, ?, ?, ?, ?, ?, ?, ?, ?) Hibernate: update ReceivingGood set creationDate=?, modificationDate=?, usercreate_id=?, usermodify_id=?, version=?, purchaseorder_id=?, supplier_id=?, transactionDate=?, transactionNumber=?, transactionType=?, transactionYearMonth=?, warehouse_id=? where id=? and version=? after flushing, version of header is now : 15 */ public void addDetailWithoutTouchingCollection() { String headerId = "3b373f6a-9cd1-4c9c-9d46-240de37f6b0f"; ReceivingGood receivingGood = em.find(ReceivingGood.class, headerId); // create a new detail ReceivingGoodDetail receivingGoodDetailCumi = new ReceivingGoodDetail(); receivingGoodDetailCumi.setBuyUnit("Drum"); receivingGoodDetailCumi.setBuyQuantity(1L); receivingGoodDetailCumi.setInternalUnit("Liter"); receivingGoodDetailCumi.setInternalQuantity(10L); receivingGoodDetailCumi.setProduct(getProduct("b3e83b2c-d27b-4572-bf8d-ac32f6de5eaa")); receivingGoodDetailCumi.setSupplierLotNumber("Supplier Lot 1"); decorateEntity(receivingGoodDetailCumi, getUser("3978fee3-9690-4377-84bd-9fb05928a6fc")); receivingGoodDetailCumi.setReceivingGood(receivingGood); System.out.println("before persisting the new detail, version of header is : " + receivingGood.getVersion()); // persist it System.out.println("persisting the detail " + receivingGoodDetailCumi.getId()); em.persist(receivingGoodDetailCumi); System.out.println("printing the size of the header : "); System.out.println(receivingGood.getDetails().size()); System.out.println("after persisting the new detail, version of header is : " + receivingGood.getVersion()); em.flush(); System.out.println("after flushing, version of header is now : " + receivingGood.getVersion()); }

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  • Software development metrics and reporting

    - by David M
    I've had some interesting conversations recently about software development metrics, in particular how they can be used in a reasonably large organisation to help development teams work better. I know there have been Stack Overflow questions about which metrics are good to use - like this one, but my question is more about which metrics are useful to which stakeholders, and at what level of aggregation. As an example, my view is that code coverage is a useful metric in the following ways (and maybe others): For a team's own internal use when combined with other measurements. For facilitating/enabling/mentoring teams, where it might be instructive when considered on a team-by-team basis as a trend (e.g. if team A and B have coverage this month of 75 and 50, I'd be more concerned with team A than B if the previous month they'd had 80 and 40). For senior management when presented as an aggregated statistic across a number of teams or a whole department. But I don't think it's useful for senior management to see this on a team-by-team basis, as this encourages artifical attempts to bolster coverage with tests that merely exercise, rather than test, code. I'm in an organisation with a couple of levels in its management hierarchy, but where the vast majority of managers are technically minded and able (with many still getting their hands dirty). Some of the development teams are leading the way in driving towards agile development practices, but others lag, and there is now a serious mandate from the top for this to be the way the organisation works. A couple of us are starting a programme to encourage this. In this sort of an organisation, what sort of metrics do you think are useful, to whom, why, and at what level of aggregation? I don't want people to feel their performance is being assessed based on a metric that they can artificially influence; at the same time, the senior management are going to want some sort of evidence that progress is being made. What advice or caveats can you provide based on experience in your own organisations? EDIT We are definitely wanting to use metrics as a tool for organisational improvement not as a tool for individual performance measurement.

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  • Visual Studio 2008: Can't connect to known good TFS 2010 beta 2

    - by p.campbell
    A freshly installed TFS 2010 Beta 2 is at http://serverX:8080/tfs. A Windows 7 developer machine with VS 2008 Pro SP1 and the VS2008 Team Explorer (no SP). The TFS 2008 Service Pack 1 didn't work for me - "None of the products that are addressed by this software update are installed on this computer." The developer machine is able to browse the TFS site at the above URL. The Issue is around trying to add the TFS server into the Team Explorer window in Visual Studio 2008. Here's a screenshot showing the error: unable to connect to this Team Foundation Server. Possible reasons for failure include: The Team Foundation Server name, port number or protocol is incorrect. The Team Foundation Server is offline. Password is expired or incorrect. The TFS server is up and running properly. Firewall ports are open, and is accessible via the browser on the dev machine!! larger image Question: how can you connect from VS 2008 Pro to a TFS 2010 Beta 2 server? Resolution Here's how I solved this problem: installed VS 2008 Team Explorer as above. re-install VS 2008 Service Pack 1 when adding a TFS server to Team Explorer, you MUST specify the URL as such: http://[tfsserver]:[port]/[vdir]/[projectCollection] in my case above, it was http://serverX:8080/tfs/AppDev-TestProject you cannot simply add the TFS server name and have VS look for all Project Collections on the server. TFS 2010 has a new URL (by default) and VS 2008 doesn't recognize how to gather that list.

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  • java and threads: very strange behaviour

    - by Derk
    private synchronized Map<Team, StandingRow> calculateStanding() { System.out.println("Calculate standing for group " + getName()); Map<Team, StandingRow> standing = new LinkedHashMap<Team, StandingRow>(); for (Team team : teams) { standing.put(team, new StandingRow(team)); } StandingRow homeTeamRow, awayTeamRow; for (Match match : matches.values()) { homeTeamRow = standing.get(match.getHomeTeam()); awayTeamRow = standing.get(match.getAwayTeam()); System.out.println("Contains key for " + match.getHomeTeam() + ": " + standing.containsKey(match.getHomeTeam())); System.out.println("Contains key for " + match.getAwayTeam() + ": " + standing.containsKey(match.getAwayTeam())); } } This is my code. matches contains 6 elements, but the problem is that after two matches no keys are anymore found in the standing map. The output is for example Contains key for Zuid-Afrika: true Contains key for Mexico: true Contains key for Uruguay: true Contains key for Frankrijk: true Contains key for Zuid-Afrika: false Contains key for Uruguay: false Contains key for Frankrijk: false Contains key for Mexico: false Contains key for Mexico: false Contains key for Uruguay: false Contains key for Frankrijk: false Contains key for Zuid-Afrika: false This is in a threaded environment, but the method is synchronized so I thought that this would not give a problem? I have also a simple unit test for this method and that works well.

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  • user interface pattern for associating single or many objects to an entity

    - by Samuel
    Need suggestions on implementing associating single or many objects to an entity. All soccer team players are registered individually (e.g. they are part of 'players' table) A soccer team has many players. The click sequence is like this:- a] Soccer team owner provides a name and brief description of the soccer team. b] Now it wants to add players to this team. c] You have the following button 'Add players to team' which lets you navigate to the 'View Players' page and lets you multi select users from there. Assuming this is a paginated list of players, how do you handle the following:- Do you provide a check box against each player and let the manager do a multi selection. If you need to add more players, it doesn't make sense to show the players who have been already added to the team. Do you mark those entries as not selectable or you would adding showing these entries. If you need to filter, do you provide search filters at the top of this page. Am looking for ideas on how to implement this or sites which have already done something similar.

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  • Avoiding repeated subqueries when 'WITH' is unavailable

    - by EloquentGeek
    MySQL v5.0.58. Tables, with foreign key constraints etc and other non-relevant details omitted for brevity: CREATE TABLE `fixture` ( `id` int(11) NOT NULL auto_increment, `competition_id` int(11) NOT NULL, `name` varchar(50) NOT NULL, `scheduled` datetime default NULL, `played` datetime default NULL, PRIMARY KEY (`id`) ); CREATE TABLE `result` ( `id` int(11) NOT NULL auto_increment, `fixture_id` int(11) NOT NULL, `team_id` int(11) NOT NULL, `score` int(11) NOT NULL, `place` int(11) NOT NULL, PRIMARY KEY (`id`) ); CREATE TABLE `team` ( `id` int(11) NOT NULL auto_increment, `name` varchar(50) NOT NULL, PRIMARY KEY (`id`) ); Where: A draw will set result.place to 0 result.place will otherwise contain an integer representing first place, second place, and so on The task is to return a string describing the most recently played result in a given competition for a given team. The format should be "def Team X,Team Y" if the given team was victorious, "lost to Team X" if the given team lost, and "drew with Team X" if there was a draw. And yes, in theory there could be more than two teams per fixture (though 1 v 1 will be the most common case). This works, but feels really inefficient: SELECT CONCAT( (SELECT CASE `result`.`place` WHEN 0 THEN "drew with" WHEN 1 THEN "def" ELSE "lost to" END FROM `result` WHERE `result`.`fixture_id` = (SELECT `fixture`.`id` FROM `fixture` LEFT JOIN `result` ON `result`.`fixture_id` = `fixture`.`id` WHERE `fixture`.`competition_id` = 2 AND `result`.`team_id` = 1 ORDER BY `fixture`.`played` DESC LIMIT 1) AND `result`.`team_id` = 1), ' ', (SELECT GROUP_CONCAT(`team`.`name`) FROM `fixture` LEFT JOIN `result` ON `result`.`fixture_id` = `fixture`.`id` LEFT JOIN `team` ON `result`.`team_id` = `team`.`id` WHERE `fixture`.`id` = (SELECT `fixture`.`id` FROM `fixture` LEFT JOIN `result` ON `result`.`fixture_id` = `fixture`.`id` WHERE `fixture`.`competition_id` = 2 AND `result`.`team_id` = 1 ORDER BY `fixture`.`played` DESC LIMIT 1) AND `team`.`id` != 1) ) Have I missed something really obvious, or should I simply not try to do this in one query? Or does the current difficulty reflect a poor table design?

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  • [Rails] Accessing error_messages on form_tag

    - by aaronrussell
    I have built a custom form for creating a joining model on a has_many :through relationship. The models look roughly like this: class Team has_many :team_members has_many :members, :through => :team_members end class Member has_many :team_members has_many :teams, :through => :team_members end class TeamMember belongs_to :team belongs_to :member # and this model has some validations too end The form I have built is for selecting which members should be in a team. I won't paste the form, but it uses the form_tag method and basically sends an array of hashes which contain a member_id and a squad_number. I then update the database with an action that looks roughly like this (simplified a bit, but you get the jist): @team.transaction do @team.team_members = params[:team_members].collect{|tm| @team.team_members.new(tm)} if @team.save redirect_to ... else render :action => :members end end Everything works great but I am validating the squad_number for uniqueness and numerically. So, when any of those validations fail, how do I get access to them in my view, and how do I ascertain which of the many members it has failed on?

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  • ArchBeat Link-o-Rama for 2012-04-11

    - by Bob Rhubart
    Oracle Technology Network Developer Day: MySQL - New York www.oracle.com Wednesday, May 02, 2012 8:00 AM – 4:30 PM Grand Hyatt New York 109 East 42nd Street, Grand Central Terminal New York, NY 10017 OTN Architect Day - Reston, VA - May 16 www.oracle.com The live one-day event in Reston, VA brings together architects from a broad range of disciplines and domains to share insights and expertise in the use of Oracle technologies to meet the challenges today’s solution architects regularly face. Registration is free, but seating is limited. InfoQ: Seven Secrets Every Architect Should Know www.infoq.com Frank Buschmann’s secrets: User Tasks-based Design, Be Minimalist, Ensure Visibility of Domain Concepts, Use Uncertainty as a Driver, Design Between Things, Check Assumptions, Eat Your Own Dog Food. Roadmaps for the IT shop’s evolution | Andy Mulholland www.capgemini.com Andy Mulholland discusses "the challenge of new technology and the disruptive change it brings, together with the needs to understand and plan, or even try to gain control of end-users implementations." Drive Online Engagement with Intuitive Portals and Websites | Kellsey Ruppel blogs.oracle.com "The web presence must be able to scale to support the delivery of personalized and targeted content to thousands of site visitors without sacrificing performance," says WebCenter blogger Kellsey Ruppel. "And integration between systems becomes more important as well, as organizations strive to obtain one view of the customer culled from WCM data, CRM data and more." New Exadata Customer Cases | Javier Puerta blogs.oracle.com Javier Puerta shares links to four new customer use cases featuring details on the solutions implemented at each of these sizable companies. Invoicing: It's time to catch up! | Jesper Mol www.nl.capgemini.com Capgemini's Jesper Mol diagrams an e-invoicing solution that includes Oracle Service Bus. Using SAP Adapter with OSB 11g (PS3) | Shub Lahiri blogs.oracle.com Shub Lahiri shares a brief overview outlining the steps required to build such a simple project with Oracle Service Bus 11g and SAP Adapter for the PS3 release. Northeast Ohio Oracle Users Group 2 Day Seminar - May 14-15 - Cleveland, OH www.neooug.org More than 20 sessions over 4 tracks, featuring 18 speakers, including Oracle ACE Director Cary Millsap, Oracle ACE Director Rich Niemiec, and Oracle ACE Stewart Brand. Register before April 15 and save. Thought for the Day "Today, most software exists, not to solve a problem, but to interface with other software." — I. O. Angell

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  • PASS: SQLRally Thoughts

    - by Bill Graziano
    The PASS Board recently decided that we wouldn’t put another US-based SQLRally on the calendar until we had a chance to review the program. I wanted to provide some of my thinking around this. Keep in mind that this is the opinion of one Board member. The Board committed to complete two SQLRally events to determine if an event modeled between SQL Saturday and the Summit was viable. We’ve completed the two events and now it’s time to step back and review the program. This is my seventh year on the PASS Board. Over that time people have asked me why PASS does certain things. Many, many times my answer has been “Because that’s the way we did it last year”. And I am tired of giving that answer. We need to take a step back and review the US-based SQLRally before we schedule another one. It would be irresponsible for me as a Board member to commit resources to this without validating that what we’re doing makes sense for the organization and our members. I have no doubt that this was a great event for the attendees. We just need to validate it’s the best use of our resources. Please keep in mind that we haven’t cancelled the event. We’ve just said we need to review it before scheduling another one. My opinion is that some fairly serious changes are needed to the model before we consider it again – IF we do it again. I’ve come to that conclusion after speaking with the Dallas organizers, our HQ team, our Marketing team, other Board members (including one of the Orlando organizers), attendees in Orlando and Dallas and visiting other similar events. I should point out that their views aren’t unanimous on nearly any part of this event -- which is one of the reasons I want to take some time and think about this before continuing. I think it’s helpful to look at the original goals of what we were trying to accomplish. Andy Warren wrote these up in August of 2010. My summary of these goals and some thoughts on each one is below. Many of these thoughts revolve around the growth of SQL Saturdays. In the two years since that document was written these events have grown significantly. The largest SQL Saturdays are now over 500 people which mean they are nearly the same size as our recent SQLRally. Our goals included: Geographic diversity. We wanted an event in an area of the country that was away from any given Summit location. I think that’s still a valid goal. But we also have SQL Saturdays all over the country. What does SQLRally bring to this that SQLSaturday doesn’t? Speaker growth. One of the stated goals was to build a “farm club” for speakers. This gives us a way for speakers to work up to speaking at Summit by speaking in front of larger crowds. What does SQLRally bring to this that the larger SQL Saturdays aren’t providing? Pre-Conference speakers is one obvious answer here. Lower price. On a per-day basis, SQLRally is roughly 1/4th the price of the Summit. We wanted a way for people to experience something Summit-like at a lower price point. The challenge is that we are very budget constrained at that lower price point. International Event Model.  (I need to write more about this but I’m out of time.  I’ll cover it in the next installment.) There are a number of things I really like about SQLRally. I love the smaller conferences. They give me a chance to meet more people than at something the size of Summit. I like the two day format. That gives you two evenings to be at social events with people. Seeing someone a second day is a great way to build a bond with that person. That’s more difficult to do at a SQL Saturday. We also need to talk about the financial aspects of the event. Last year generated a small $17,000 profit on revenues of $200,000. Percentage-wise that’s reasonable but on an absolute basis it’s not a huge amount in our budget. We think this year will lose between $30,000 and $50,000 and take roughly 1,000 hours of HQ time. We don’t have detailed financials back yet but that’s our best guess at this point. Part of that was driven by using a convention center instead of a hotel. Until we get detailed financials back we won’t have the full picture around the financial impact. This event also takes time and mindshare from our Marketing team. This may sound like a small thing but please don’t underestimate it. Our original vision for this was something that would take very little time from our Marketing team and just a few mentions in the Connector. It turned out to need more than that. And all those mentions and emails take up space we could use to talk about other events and other programs. Last I wanted to talk about some of the things I’m thinking about. I don’t think it’s as simple as saying if we just fix “X” it all gets better. Is this that much better of an event than SQL Saturdays? What if we gave a few SQL Saturdays some extra resources? When SQL Saturdays were around 250 people that wasn’t as viable. With some of those events over 500 we need to reconsider this. We need to get back to a hotel venue. That will help with cost and networking. Is this the best use of the 1,000 HQ hours that we invested in the event? Is our price-point correct? I’m leaning toward raising our price closer to Summit on a per-day basis. I think this will let us put on a higher quality event and alleviate much of the budget pressure. Should growing speakers be a focus? Having top-line pre-conference speakers helps market the event. It will also have an impact on pricing and overall profit. We should also ask if it actually does grow speakers. How many of these people will eventually register for Summit? Attend chapters? Is SQLRally a driver into PASS or is it something that chapters, etc. drive people to? Should we have one paid day and one free instead of two paid days? This is a very interesting model that is used by SQLBits in the UK. This gives you the two day aspect as well as offering options for paid and free attendees. I’m very intrigued by this. Should we focus on a topic? Buried in the minutes is a discussion of whether PASS should have a Business Analytics conference separate from Summit. This is an interesting question to consider. Would making SQLRally be focused on a particular topic make it more attractive? Would that even be a SQLRally? Can PASS effectively manage the two events? (FYI - Probably not.) Would it help differentiate it from Summit and SQL Saturday? These are all questions that I think should be asked and answered before we do this event again. And we can’t do that if we don’t take time to have the discussion. I wanted to get this published before I take off for a few days of vacation. When I get back I’d like to write more about why the international events are different and talk about where we go from here.

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