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• How to solve conflicts with another programmer..

  - by Tio

  Hi all.. I've read this question, but I think it doesn't really applies in my case.. I started to work at new company about 2 months ago with the position of senior web developer, there was already one programmer there, my position is above his, but I'm not his boss.. I don't tell him what to do.. Since the day I started to work at the company, I managed to implement a kind of a test server which he refuses to use, implemented a project management tool which he refuses to use also, and I'm in the process of implementing version control using mercurial ( damn Mercurial that's giving me so much headaches ), which he is going to use.. He is a nice guy, but just the other day we had a big discussion about "best practices", and "coding standards".. for me it's absolutely necessary to have this two things, at the place I'm currently working... otherwise it's not going to work.. This discussion, basically revolved about using short tags and the echo shortcut, and how we shouldn't use it anymore ( because I sometimes use short tags ).. this went for about 15 minutes, until I finally dropped the subject because I had work to do.. and of course he didn't budge even a millimeter, he's continuing to use short tags, and the echo shortcut and he not even cares about what I think.. When I mentioned that we are a team, he told me: "We are not a team, you work on your projects and I work on mine".. Let's just say, that the switch in my brain flipped, I raised my voice, and I told him that he was going nuts.. this was the most improper way to deal it with, I know, but there are certain things that can't be said to me.. The question here, is how do I deal with this? I want, to implement more changes on our work workflow, and I know that it's going to be a pain, with him always complaining and saying things like this.. Our boss is going to intervene in a few days, I talked to him today, the other programmer send him an email the day we had the discussion complaining.. Just to clarify, when I talk about implementing changes, I just don't appear at work, the next day with a sheet of paper, and say: "This is our we are doing things from now on! And there is no discussion.." For example, when I was trying to implement the project management tool, I took the time to talk to everybody that was going to be involved in it, to see what they think about it.. everyone was positive except him, he responded that it was just a mean to control us even more.. Does anyone has any idea on how to deal with this? PS: Truth to be told, I didn't start the best way with him, in the 4º day of work at the company, I found a really bad piece of code on our custom CMS, one of those things that I only expect to find in code produced by a programmer that has only 1 month of training in programming, and I talked to my boss about it... he showed up at the time I saw that piece of code, he saw my face and asked about it, so I told him.. I know the worst thing that can be said to a programmer is saying that their code is awful, but I've already learned that my code isn't the best of the world, so I take criticism in a completely different way now.. maybe he doesn't..

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• Lead, Follow, or Get out of the way

  - by Daniel Moth

  This is one of the sayings (attributed to Thomas Paine) that totally resonated with me from the first time I heard it, which was only 3 years ago during some training course at work: "Lead, Follow, or Get out of the way" You'll find many books with this title and you'll find it quoted by politicians and other leaders in various countries at various times... the quote is open to interpretation and works on many levels. To set the tone of what this means to me, I'll use a simple micro example: In any given conversation, you are either leading it or following it, at different times/snapshots of the conversation. If you are not willing or able to lead it, and you are not willing or able to follow it, then you should depart. The bad alternative which this guidance encourages you NOT to do is to stick around and obstruct progress by not following, not leading, and simply complaining or trying to derail the discussion in no particular direction. The same pattern applies at your position/role at work. Either follow your management/leadership team, or try to lead them to what you think is a better place, or change jobs. Don't stick around complaining about the direction things are going, while not actively trying to either change things or make peace with it. In the previous paragraph you can replace the word "your management" with "the people reporting to you" and the guidance still holds. Either lead your direct reports to where you think they should go, or follow their lead, or change jobs. Complaining about folks not taking direction while doing nothing is not a maintainable state. To me this quote is not about a permanent state, it is not about some people always leading and some always following: It is about a role/hat that anybody can play/wear at any given moment. One minute I am leading you, the next I am following you, and the next we are both following someone else and so on... When there is disagreement, debate the different directions for as long as it takes for you to be comfortable that you can either follow or lead. If you don't become comfortable with either of those, get out of the way. Something to remember is that it is impossible to learn how to lead well, without learning how to follow well (probably deserves its own blog entry)... Things go wrong when someone thinks that they must always be leading, or when everybody wants to follow and nobody steps up to lead... Things go wrong when more than one person wants to lead and they don't try to reach agreement on a shared direction, stubbornly sticking to their guns pulling the rest of the team in multiple directions... Things go wrong when more than one person wants to lead and after numerous and lengthy discussions, none of them decides to follow or get out of the way... Things go wrong when people don't want to lead, don't want to follow, and insist on sticking around... While there are a few ways things that can go wrong as enumerated in the previous paragraph, the most common one in my experience is the last one I mentioned. You'll recognize these folks as the ones that always complain about everything that is wrong with their company/product but do nothing about it. Every time you hear someone giving feedback on how something is wrong or suboptimal, ask them "So now that you identified the problem, what do you think the solution is and what are you doing to drive us to that solution?" The next time things start going wrong, step up and remind everyone: Lead, Follow, or Get out of the way. For more perspectives, and for input to help you form your own interpretation, search the web for this phrase to see in what contexts it is being used (bing, google). Finally, regardless of your political views, I hope you can appreciate if only as an example this perspective of someone leading by actually getting out of the way. Comments about this post by Daniel Moth welcome at the original blog.

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• Business School graduate joins Oracle

  - by jessica.ebbelaar(at)oracle.com

  My name is Mathias, I work as an Applications Inside Sales Rep for the French market, and I’d like to give you a brief snapshot of my experience at Oracle. First things first, how did you hear about Oracle? Where have you seen the sharp and recognizable red logo? Was it in Charles de Gaulle Airport when your eyes crossed the 20-metre banner with a picture of a strange big machine in the middle? Was it through reading the Forbes 10 top IT companies worldwide ranking? Or is it because IT is your thing and you cannot but know one of the “big four”? Meeting with a Grenoble Alumnus My story is a little different. My plan was to work in sales, in the IT industry. I had heard about Oracle, but my opinion at the time was that this kind of multinational company was way out of reach for a young graduate, even with high enthusiasm and great excitement to be (finally) on the job market. So, I was really surprised when I had an interesting conversation with a top alumnus of my business school. We were at the Grenoble Ecole de Management graduation ceremony (our graduation!), and before the party got really started, I got to chat with her. She told me of the great experience she was getting by living and working in Dublin. She had already figured it all out: “you work with another 100 young people from 10 different nationalities across Europe, you can be based in Dublin, but then once you work really hard you can move to Malaga Spain or other BUs around the world, you can work with different lines of business and learn about new “techy” and business oriented products, move to the field in your home country or elsewhere, etc.” What, what, what? Moving around Europe, trained by the best sales coaches in the world, acquiring strong IT knowledge and getting on board with one of fastest-growing and most watched companies in the world? Well, I was in. The next day (OK, 3 days after, the time to recover), I sent her my CV, and 3 months later I started as a Business Development Consultant at Oracle in Dublin, representing the latest cloud based CRM across the French market. That was 15 months ago. Since then, I moved line of business twice, I’m always learning new things and working with different and senior stakeholders; I have attended hundreds of hours of sales and product training (priceless when you come from a business background); I passed the Dublin Institute of Technology Sales Certification through different trainings given onsite within Oracle; I’ve led projects based around social media and I’ve gotten involved within various sales deals going on my market. Despite all of these great things, two will remain in my spirit: the multiculturalism that I experience every day in the office, and the American style of management - more direct and open than what you can find in “regular French companies”. Sales Progression Board In May 2012, I passed what we call a ‘Sales Progression Board’ to be promoted to an Inside Sales position. I am now in charge of generating revenue through the sale of Oracle applications on my specific territory. Always keeping in my mind my personal ambition: going to the field one day. Interested to join Oracle in the same role as Mathias? Visit http://campus.oracle.com.

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• Personalize your Experience with the Oracle Partner Store

  - by Kristin Rose

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} "Any sufficiently advanced technology is indistinguishable from magic." - Arthur C. Clarke So it may not be magic, but it’s definitely close!  Partners can now personalize their experience with the Oracle Partner Store and control what and who receives notifications. Let’s take a look at the MyOPS tab in Partner Store and explore more: Under “My Account” select Personal Information.  In the additional Email Addresses box, you can add in email addresses, including distribution lists that you want to be copied for every OPS notification that you receive. If you select Preferences in the drop-down you set the following options: What language you want to receive alerts in Whether or not you want to receive order confirmation and order booked alerts Your default installation country and currency Your default support offering and duration when you add items to the cart Other preferences you can select from the drop down include: Bill to Addresses Ship to Addresses Preferred Bill to/ Ship to Company information Credit Cards Please note that these settings will only affect your account in the Oracle Partner Store – they will not affect other users from your company.  For more information please refer to our training page. So take a moment to set up the Partner Store to meet your needs and save you some time. Abracadabra, Simon Davis Senior Director WW A&C Quote To Order Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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• Feynman's inbox

  - by user12607414

  Here is Richard Feynman writing on the ease of criticizing theories, and the difficulty of forming them: The problem is not just to say something might be wrong, but to replace it by something — and that is not so easy. As soon as any really definite idea is substituted it becomes almost immediately apparent that it does not work. The second difficulty is that there is an infinite number of possibilities of these simple types. It is something like this. You are sitting working very hard, you have worked for a long time trying to open a safe. Then some Joe comes along who knows nothing about what you are doing, except that you are trying to open the safe. He says ‘Why don’t you try the combination 10:20:30?’ Because you are busy, you have tried a lot of things, maybe you have already tried 10:20:30. Maybe you know already that the middle number is 32 not 20. Maybe you know as a matter of fact that it is a five digit combination… So please do not send me any letters trying to tell me how the thing is going to work. I read them — I always read them to make sure that I have not already thought of what is suggested — but it takes too long to answer them, because they are usually in the class ‘try 10:20:30’. (“Seeking New Laws”, page 161 in The Character of Physical Law.) As a sometime designer (and longtime critic) of widely used computer systems, I have seen similar difficulties appear when anyone undertakes to publicly design a piece of software that may be used by many thousands of customers. (I have been on both sides of the fence, of course.) The design possibilities are endless, but the deep design problems are usually hidden beneath a mass of superfluous detail. The sheer numbers can be daunting. Even if only one customer out of a thousand feels a need to express a passionately held idea, it can take a long time to read all the mail. And it is a fact of life that many of those strong suggestions are only weakly supported by reason or evidence. Opinions are plentiful, but substantive research is time-consuming, and hence rare. A related phenomenon commonly seen with software is bike-shedding, where interlocutors focus on surface details like naming and syntax… or (come to think of it) like lock combinations. On the other hand, software is easier than quantum physics, and the population of people able to make substantial suggestions about software systems is several orders of magnitude bigger than Feynman’s circle of colleagues. My own work would be poorer without contributions — sometimes unsolicited, sometimes passionately urged on me — from the open source community. If a Nobel prize winner thought it was worthwhile to read his mail on the faint chance of learning a good idea, I am certainly not going to throw mine away. (In case anyone is still reading this, and is wondering what provoked a meditation on the quality of one’s inbox contents, I’ll simply point out that the volume has been very high, for many months, on the Lambda-Dev mailing list, where the next version of the Java language is being discussed. Bravo to those of my colleagues who are surfing that wave.) I started this note thinking there was an odd parallel between the life of the physicist and that of a software designer. On second thought, I’ll bet that is the story for anybody who works in public on something requiring special training. (And that would be pretty much anything worth doing.) In any case, Feynman saw it clearly and said it well.

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• Something about Property Management or &hellip; the understanding of SharePoint Admins/roles ?!?

  - by Enrique Lima

  When I talk about SharePoint, for some reason it comes to my mind as if it were property management and all the tasks associated with it. So, imagine you have a lot ( a piece of land of sorts), you then decide there is something you want to do with it.  So, you make the choice of having a building built.  Now, in order to go forward with your plan, you need to check what the rules/regulations are.  Has is it been zoned residential, commercial, industrial … you get the idea.  This to me sounds like Governance.  The what am I to do given a defined set of rules. We keep on moving forward based on those rules.  And with this we start the process of building, the building process takes us to survey the land, identify what our boundaries are.  And as we go along we start getting the idea in our head as to what we will do as far as the building goes.  We identify the essentials of the building, basic services and such.  All in all, we plan.  And as with many things we do, we like solid foundations.  What a solid foundation looks like will depend on where and what we build.  The way buildings are built depends in many ways in being able to foresee the potential for natural disasters or to try to leverage the lay of the land.  Sound familiar?  We have done our Requirements Gathering. We have the building in place, we have followed the zoning rules, we have implemented services.  But we need someone to manage the building, now we move on to the human side of the story.  We want to establish a means to normalcy in the building, someone that can be the monitoring agent as to the “what’s going on?” of it.  This person will be tasked with making sure all basic services are functional, that measures are taken if there is an issue and so on.  Enter the Farm Administrator. In a way, we establish an extension of the rules to make sure the building and the apartments/offices build follow a standard set of rules too. Now, in turn you will have people leasing or buying the apartments/offices, they will be the keepers of that space.  So, now we are building sites, we have moved from having the building (farm) ready, to leasing/selling offices/apartments (site collections).  There will be someone assuming responsibility for those offices, that person will authorize or be informed about activities and also who not only gets a code into the building, but perhaps a key to the office.  Enter Site Collection Administrator.  And then perhaps we move on to the person that would be responsible for specifics within the office, for example a Human Resources Manager or Coordinator.  They will have specific control and knowledge about people.  A facilities coordinator, and so on.  I would translate that into Site Administrators. With that said then, we identify the following: Role Name Responsibility (but not limited to) Farm Administrator Infrastructure Site Collection Admin Policies for Content, Hierarchy, Recycle Bin, Security and Access Site Owner (Site Admin) Security and Access, Training, Guidance, Manage Templates All in all there are different levels of responsibility to be handled, but it is very important to understand what they are and what they mean. Here is a link to very well laid out explanation on this … http://www.endusersharepoint.com/2009/08/11/site-managers-and-end-user-expectations-roles-and-responsibilities/

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• Social HCM: Is Your Team Listening?

  - by Mike Stiles

  Does integrating Social HCM into your enterprise make sense? Consider Sam and Christina. Sam is a new hire at a big company. On the job 3 weeks, a question has come up on how to properly file an expense report to get reimbursed. It was covered in the onboarding session, but shockingly enough, Sam didn’t memorize or write down every word of the session. The answer is probably in a handout, in a stack of handouts 2 inches thick. It also might be on the employee web site…somewhere. Christina is a new hire at a different big company. She has the same question. She logs into her company’s social network, goes to the “new hires” group, asks her question and gets an answer in seconds. Christina says, “Cool!” Sam says, “Grrrr.” It’s safe to say the qualified talent your company wants is accustomed to using social platforms to communicate and get quick answers. As such, Christina is comfortable at her new company, whereas Sam is wondering what he’s gotten himself into. Companies that cling to talent communication and management systems that don’t speak to talent’s needs or expectations put themselves at risk. Right from the recruiting stage, prospects can determine if a company has embraced the communications tools of the 21st century. If they don’t see it, alarm bells go off. With great talent more in demand than ever, enterprises should reconsider making “this is the way we do it, you adapt to us” their mantra. Other blogs have clearly outlined that apart from meeting top recruits’ expectations, Social HCM benefits the organization itself in terms of efficiency, talent performance & measurement. Recruiting: Jobvite shows 64% of companies hired using social. 89% of job seekers are using social in their search. Social can give employers access to relevant communities of prospects and advance the brand. Nucleus Research found general hiring software can provide over 1,000% ROI by reducing churn and improving screening. Social talent acquisition should perform at least as well. Learning & Development:Employees, learning from the company or from peers, can be kept on top of the latest needed skillsets and engage in self-paced training so as to advance within the company. Performance Management:Just as gamers are egged on by levels and achievements, talent can reach for workplace kudos, be they shout-outs from peers & managers or formally established milestones. Plus employee reviews become consistent and fair as managers have access to the cumulative feedback social offers. Workflow and Collaboration:With workforces dispersing in terms of physical location, social provides a platform that helps eliminate drawbacks that would have brought just 10 years ago. Finding and connecting with just the right colleague to get the most relevant info at any given time has never been more possible…or expected. While yes, marketing has taken the social lead inside the enterprise, HCM (with the word “human” right there in its name) is the obvious locale for the next big integration of social in business. The technology is there. At Oracle, Fusion HCM apps are deeply embedded with Social HCM…just one example of systems taking social across the enterprise. Christina’s company is communicating with her in ways she’s used to. Sam’s company may as well be trying to talk to him using signal flags. @mikestilesPhoto via stock.xchng

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• PASS Summit 2013 Review

  - by Ajarn Mark Caldwell

  As a long-standing member of PASS who lives in the greater Seattle area and has attended about nine of these Summits, let me start out by saying how GREAT it was to go to Charlotte, North Carolina this year.  Many of the new folks that I met at the Summit this year, upon hearing that I was from Seattle, commented that I must have been disappointed to have to travel to the Summit this year after 5 years in a row in Seattle.  Well, nothing could be further from the truth.  I cheered loudly when I first heard that the 2013 Summit would be outside Seattle.  I have many fond memories of trips to Orlando, Florida and Grapevine, Texas for past Summits (missed out on Denver, unfortunately).  And there is a funny dynamic that takes place when the conference is local.  If you do as I have done the last several years and saved my company money by not getting a hotel, but rather just commuting from home, then both family and coworkers tend to act like you’re just on a normal schedule.  For example, I have a young family, and my wife and kids really wanted to still see me come home “after work”, but there are a whole lot of after-hours activities, social events, and great food to be enjoyed at the Summit each year.  Even more so if you really capitalize on the opportunities to meet face-to-face with people you either met at previous summits or have spoken to or heard of, from Twitter, blogs, and forums.  Then there is also the lovely commuting in Seattle traffic from neighboring cities rather than the convenience of just walking across the street from your hotel.  So I’m just saying, there are really nice aspects of having the conference 2500 miles away. Beyond that, the training was fantastic as usual.  The SQL Server community has many outstanding presenters and experts with deep knowledge of the tools who are extremely willing to share all of that with anyone who wants to listen.  The opening video with PASS President Bill Graziano in a NASCAR race turned dream sequence was very well done, and the keynotes, as usual, were great.  This year I was particularly impressed with how well attended were the Professional Development sessions.  Not too many years ago, those were very sparsely attended, but this year, the two that I attended were standing-room only, and these were not tiny rooms.  I would say this is a testament to both the maturity of the attendees realizing how important these topics are to career success, as well as to the ever-increasing skills of the presenters and the program committee for selecting speakers and topics that resonated with people.  If, as is usually the case, you were not able to get to every session that you wanted to because there were just too darn many good ones, I encourage you to get the recordings. Overall, it was a great time as these events always are.  It was wonderful to see old friends and make new ones, and the people of Charlotte did an awesome job hosting the event and letting their hospitality shine (extra kudos to SQLSentry for all they did with the shuttle, maps, and other event sponsorships).  We’re back in Seattle next year (it is a release year, after all) but I would say that with the success of this year’s event, I strongly encourage the Board and PASS HQ to firmly reestablish the location rotation schedule.  I’ll even go so far as to suggest standardizing on an alternating Seattle – Charlotte schedule, or something like that. If you missed the Summit this year, start saving now, and register early, so you can join us!

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• Taking HRMS to the Cloud to Simplify Human Resources Management

  - by HCM-Oracle

  By Anke Mogannam With human capital management (HCM) a top-of-mind issue for executives in every industry, human resources (HR) organizations are poised to have their day in the sun—proving not just their administrative worth but their strategic value as well.  To make good on that promise, however, HR must modernize. Indeed, if HR is to act as an agent of change—providing the swift reallocation of employees  and the rapid absorption of employee data required for enterprises to shift course on a dime—it must first deal with the disruptive change at its own front door. And increasingly, that means choosing the right technology and human resources management system (HRMS) for managing the entire employee lifecycle. Unfortunately, for most organizations, this task has proved easier said than done. This is because while much has been written about advances in HRMS technology, until recently, most of those advances took the form of disparate on-premises solutions designed to serve very specific purposes. Although this may have resulted in key competencies in certain areas, it also meant that processes for core HR functions like payroll and benefits were being carried out in separate systems from those used for talent management, workforce optimization, training, and so on. With no integration—and no single system of record—processes were disconnected, ease of use was impeded, user experience was diminished, and vital data was left untapped.  Today, however, that scenario has begun to change, and end-to-end cloud-based HCM solutions have moved from wished-for innovations to real-life solutions. Why, then, have HR organizations been so slow in adopting them? The answer—it would seem—is, “It’s complicated.” So complicated, in fact, that 45 percent of the respondents to PwC’s “Annual HR Technology Survey” (for 2013) reported having no formal HR software roadmap, and 40 percent stated that they “did not know” whether their organizations would be increasing their use of cloud or software as a service (SaaS) for HR.  Clearly, HR organizations need help sorting through the morass of HR software options confronting them. But just as clearly, there’s an enormous opportunity awaiting those that do. The trick will come in charting a course that allows HR to leverage existing technology while investing in the cloud-based solutions that will deliver the end-to-end processes, easy-to-understand analytics, and superior adaptability required to simplify—and add value to—every aspect of employee management. The Opportunity therefore is to cut costs, drive Innovation, and increase engagement by moving to cloud-based HCM.  Then you will benefit from one Interface, leverage many access points, and  gain at-a-glance insight across your entire workforce. With many legacy on-premises HR systems not being efficient anymore and cloud-based, integrated systems that span the range of HR functions finally reaching maturity, the time is ripe for moving core HR to the cloud. Indeed, for the first time ever there are more HRMS replacement initiatives than HRMS upgrade initiatives under way, and the majority of them involve moving to the cloud per Cedar Crestone’s 2013-2014 HRMS survey. To learn how you can launch your own cloud HCM initiative and begin using HR to power the enterprise, visit Oracle HRMS in the Cloud and Oracle’s new customer 2 cloud program. Anke Mogannam brings more than 16 years of marketing and human capital management experience in the technology industries to her role at Oracle where she is part of the Human Capital Management applications marketing team. In that role, Anke drives content marketing, messaging, go-to-market activities, integrated marketing campaigns, and field enablement. Prior to joining Oracle, Anke held several roles in communications, marketing, HCM product strategy and product management at PeopleSoft, SAP, Workday and Saba. Follow her on Twitter @amogannam

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• Move on and look elsewhere, or confront the boss?

  - by Meister

  Background: I have my Associates in Applied Science (Comp/Info Tech) with a strong focus in programming, and I'm taking University classes to get my Bachelors. I was recently hired at a local company to be a Software Engineer I on a team of about 8, and I've been told they're looking to hire more. This is my first job, and I was offered what I feel to be an extremely generous starting salary ($30/hr essentially + benefits and yearly bonus). What got me hired was my passion for programming and a strong set of personal projects. Problem: I had no prior experience when I interviewed, so I didn't know exactly what to ask them about the company when I was hired. I've spotted a number of warning signs and annoyances since then, such as: Four developers when I started, with everyone talking about "Ben" or "Ryan" leaving. One engineer hired thirty days before me, one hired two weeks after me. Most of the department has been hiring a large number of people since I started. Extremely limited internet access. I understand the idea from an IT point of view, but not only is Facebook blocked, but so it Youtube, Twitter, and Pandora. I've also figured out that they block all access to non-DNS websites (http://xxx.xxx.xxx.xxx/) and strangely enough Miranda-IM. Low cubicles. Which is fine because I like my immediate coworkers, but they put the developers with the customer service, customer training, and QA department in a huge open room. Noise, noise, noise, and people stop to chitchat all day long. Headphones only go so far. Several emails have been sent out by my boss since I started telling us programmers to not talk about non-work-related-things like Video Games at our cubicles, despite us only spending maybe five minutes every few hours doing so. Further digging tells me that this is because someone keeps complaining that the programmers are "slacking off". People are looking over my shoulder all day. I was in the Freenode webchat to get help with a programming issue, and within minutes I had an email from my boss (to all the developers) telling us that we should NOT be connected to any outside chat servers at work. Version control system from 2005 that we must access with IE and keep the Java 1.4 JRE installed to be able to use. I accidentally updated to Java 6 one day and spent the next two days fighting with my PC to undo this "problem". No source control, no comments on anything, no standards, no code review, no unit testing, no common sense. I literally found a problem in how they handle string resource translations that stems from the simple fact that they don't trim excess white spaces, leading to developers doing: getResource("Date: ") instead of: getResource("Date") + ": ", and I was told to just add the excess white spaces back to the database instead of dealing with the issue directly. Some of these things I'd like to try to understand, but I like having IRC open to talk in a few different rooms during the day and keep in touch with friends/family over IM. They don't break my concentration (not NEARLY as much as the lady from QA stopping by to talk about her son), but because people are looking over my shoulder all day as they walk by they complain when they see something that's not "programmer-looking work". I've been told by my boss and QA that I do good, fast work. I should be judged on my work output and quality, not what I have up on my screen for the five seconds you're walking by So, my question is, even though I'm just barely at my 90 days: How do you decide to move on from a job and looking elsewhere, or when you should start working with your boss to resolve these issues? Is it even possible to get the boss to work with me in many of these things? This is the only place I heard back from even though I sent out several resume's a day for several months, and this place does pay well for putting up with their many flaws, but I'm just starting to get so miserable working here already. Should I just put up with it?

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• Top 5 characteristics Recruiters are looking for

  - by Maria Sandu

  Of course many skills and characteristics recruiters are looking for are job specific. But whether you are a graduate fresh out of college or seasoned in the workplace, recruiters are also looking for generic skills and attitude to see whether you are a good fit to the company. So make sure you prepare and show through examples that you have these skills. 1. Drive/passion Liking the job you are applying for is paramount and something recruiters are always looking for. Show and prove your drive for the role and/or the field you are applying for. Always be prepared to pitch yourself, this shows your drive in the role you are applying for. 2. Communication skills People often make the mistake by thinking this skill is related to how good they are able to talk about their background and expertise. This is important, but as least as important is it that you listen well to questions that are asked. Make sure you answer to the point and ask questions if you want questions to be clarified. This shows your interest in the role and the ability to communicate clearly. This also helps you building trust with the recruiter every time you speak to him/her. 3. Confidence Recruiters are looking for the best candidate for the job. So if you don’t think you are the best candidate why should the recruiter? Show with confidence, without being arrogant (think about building trust), why you are the right person for the job. Confidence also shows in your answers to difficult questions. Be confident enough to explain why some experiences went wrong and how you learnt from them. If you don’t have a direct explanation on a question, it is better to ask for a second to think instead of a random answer. 4. Vision The main reason to hire graduates for many companies is that graduates are perceived to be flexible. The organisation will train and up skill you in the direction best suitable for the organisation. However the most intense learning path is realised when you also know where you want to go. Companies are often happy to accommodate you to support with training and development, but if you don’t have a clear vision on what you want to achieve for yourself and what value you bring to the company, recruiters can decide you are not the right candidate as they are afraid you aren’t going to stay in the company. 5. Business awareness For every job you apply you will get challenged on your knowledge and interest for the market and business they are in. All companies add value in different ways in their respective markets. So make sure you are aware of what a company is doing, what their goal is and why and how they exist and how you can add value for the company in the role you are applying for. /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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• Proving What You are Worth

  - by Ted Henson

  Here is a challenge for everyone. Just about everyone has been asked to provide or calculate the Return on Investment (ROI), so I will assume everyone has a method they use. The problem with stopping once you have an ROI is that those in the C-Suite probably do not care about the ROI as much as Return on Equity (ROE). Shareholders are mostly concerned with their return on the money the invested. Warren Buffett looks at ROE when deciding whether to make a deal or not. This article will outline how you can add more meaning to your ROI and show how you can potentially enhance the ROE of the company.   First I want to start with a base definition I am using for ROI and ROE. Return on investment (ROI) and return on equity (ROE) are ways to measure management effectiveness, parts of a system of measures that also includes profit margins for profitability, price-to-earnings ratio for valuation, and various debt-to-equity ratios for financial strength. Without a set of evaluation metrics, a company's financial performance cannot be fully examined by investors. ROI and ROE calculate the rate of return on a specific investment and the equity capital respectively, assessing how efficient financial resources have been used. Typically, the best way to improve financial efficiency is to reduce production cost, so that will be the focus. Now that the challenge has been made and items have been defined, let’s go deeper. Most research about implementation stops short at system start-up and seldom addresses post-implementation issues. However, we know implementation is a continuous improvement effort, and continued efforts after system start-up will influence the ultimate success of a system.   Most UPK ROI’s I have seen only include the cost savings in developing the training material. Some will also include savings based on reduced Help Desk calls. Using just those values you get a good ROI. To get an ROE you need to go a little deeper. Typically, the best way to improve financial efficiency is to reduce production cost, which is the purpose of implementing/upgrading an enterprise application. Let’s assume the new system is up and running and all users have been properly trained and are comfortable using the system. You provide senior management with your ROI that justifies the original cost. What you want to do now is develop a good base value to a measure the current efficiency. Using usage tracking you can look for various patterns. For example, you may find that users that are accessing UPK assistance are processing a procedure, such as entering an order, 5 minutes faster than those that don’t.  You do some research and discover each minute saved in processing a claim saves the company one dollar. That translates to the company saving five dollars on every transaction. Assuming 100,000 transactions are performed a year, and all users improve their performance, the company will be saving $500,000 a year. That $500,000 can be re-invested, used to reduce debt or paid to the shareholders.   With continued refinement during the life cycle, you should be able to find ways to reduce cost. These are the type of numbers and productivity gains that senior management and shareholders want to see. Being able to quantify savings and increase productivity may also help when seeking a raise or promotion.

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• Windows Phone 7 and WS-Trust

  - by Your DisplayName here!

  A question that I often hear these days is: “Can I connect a Windows Phone 7 device to my existing enterprise services?”. Well – since most of my services are typically issued token based, this requires support for WS-Trust and WS-Security on the client. Let’s see what’s necessary to write a WP7 client for this scenario. First I converted the Silverlight library that comes with the Identity Training Kit to WP7. Some things are not supported in WP7 WCF (like message inspectors and some client runtime hooks) – but besides that this was a simple copy+paste job. Very nice! Next I used the WSTrustClient to request tokens from my STS: private WSTrustClient GetWSTrustClient() {     var client = new WSTrustClient(         new WSTrustBindingUsernameMixed(),         new EndpointAddress("https://identity.thinktecture.com/…/issue.svc/mixed/username"),         new UsernameCredentials(_txtUserName.Text, _txtPassword.Password));     return client; } private void _btnLogin_Click(object sender, RoutedEventArgs e) {     _client = GetWSTrustClient();       var rst = new RequestSecurityToken(WSTrust13Constants.KeyTypes.Bearer)     {         AppliesTo = new EndpointAddress("https://identity.thinktecture.com/rp/")     };       _client.IssueCompleted += client_IssueCompleted;     _client.IssueAsync(rst); } I then used the returned RSTR to talk to the WCF service. Due to a bug in the combination of the Silverlight library and the WP7 runtime – symmetric key tokens seem to have issues currently. Bearer tokens work fine. So I created the following binding for the WCF endpoint specifically for WP7. <customBinding>   <binding name="mixedNoSessionBearerBinary">     <security authenticationMode="IssuedTokenOverTransport"               messageSecurityVersion="WSSecurity11 WSTrust13 WSSecureConversation13 WSSecurityPolicy12 BasicSecurityProfile10">       <issuedTokenParameters keyType="BearerKey" />     </security>     <binaryMessageEncoding />     <httpsTransport/>   </binding> </customBinding> The binary encoding is not necessary, but will speed things up a little for mobile devices. I then call the service with the following code: private void _btnCallService_Click(object sender, RoutedEventArgs e) {     var binding = new CustomBinding(         new BinaryMessageEncodingBindingElement(),         new HttpsTransportBindingElement());       _proxy = new StarterServiceContractClient(         binding,         new EndpointAddress("…"));     using (var scope = new OperationContextScope(_proxy.InnerChannel))     {         OperationContext.Current.OutgoingMessageHeaders.Add(new IssuedTokenHeader(Globals.RSTR));         _proxy.GetClaimsAsync();     } } works. download

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• D&rsquo;Arcy&rsquo;s Book Club - The New Strategic Selling

  - by D'Arcy Lussier

  The New Strategic Selling Miller and Heiman Amazon.ca Amazon.com Chapters Everybody is a salesmen. Every day, without knowing it, we sell something to someone. Now, the typical vision people think of when they hear the word “sales” is the sleazy used car salesperson who does whatever they can to get you to buy the clunker on their lot. But selling is not an action tied to money and products. Selling is about convincing people to see your point of view and act on it. If you want your company to cover a trip to a conference, you may have to sell the idea to your boss. If you want to buy that new big screen TV, you have to sell the idea to your significant other. If you want to go on a weekend fishing trip with the boys you might be called in to help sell the idea to your buddies wife. We all sell, but we don’t all sell very well. So enter The New Strategic Selling, a book based on the sales course put on by the Miller-Heiman group. In fact, this isn’t really a “New” strategy to selling as its been around for a number of years. But the concepts they present, the ideas about selling, these are still very radical based on what most of us have experienced. Gone are the high pressure, win at all cost, GlenGarry-GlenRoss style of sales…instead the book presents a framework to switch to need-based selling. It’s the idea that instead of going in raving about a product or service, you build a relationship where the buyer expresses what their needs are and your response is to present a solution that best fits that need. Instead of focussing on the amount of money you can squeeze out of a client, you focus on whether everyone wins, that they receive win-results from the engagement, that repeat business is developed over time delivering value over and over again. The great thing about the book is that what it teaches…things like how to identify different buying influencers, how to prepare for meetings, techniques to solicit information about what the buyer is really thinking/feeling…these things are entirely applicable in *any* situation that you need to sell to someone…and remember: selling is convincing people to see your point of view and act on it. So that new big screen TV you want to buy but need to convince your wife on? This book can help you. That training opportunity you want your company to send you on? This book can help you. The upgrade to your community park that you want to lobby the local civic authorities for? This book can help you. The book is a bit wordy. I found that the length could have been reduced and the points still have gotten across. That’s really the only knock that I have though; the insight that it provides is so worthwhile that having to chew through extra words is well worth it. You definitely don’t have to be a professional salesperson to benefit from this book. Rating: 4/5

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• The Social Content Conundrum

  - by Mike Stiles

  Here’s the social content conundrum: people who are not entertainers are being asked to entertain. Despite a world of skilled MBAs, marketing savants, technological innovators, analysts, social strategists and consultants, every development in social for brands keeps boomeranging right back to the same unavoidable truth. Success hinges on having content creators who know how to entertain the target audience. You can’t make this all about business-processes. You can’t make this all about technology, though data is critical and helps inform content. This is about having human beings who know the audience, know what they’d love to see, and can create the magic that will draw and hold them. Since showing up in the News Feed is critical for exposition and engagement, and since social ads primarily serve to amplify content that’s performing well, I’m comfortable saying content creators are becoming exponentially recruited and valued. They will no longer be commodities. They’ll be your stars. Social has fundamentally changed the relationship between brand and consumer. No longer can the customer be told to sit down, shut up, and listen to our ads. It’s now all about what consumers are willing to watch or read. Their patience for subjecting themselves to material they aren’t interested in is waning. Therefore, brands must now be producers of entertainment and information content, not merely placers of ads within someone else’s content. Social has given you a huge stage, with an audience sitting out there waiting to see what you’re going to do. What are you putting on that stage? For most corporate environments, entertaining is alien. It’s risky and subjective. Most operate around two foundational principles: control and fear. To entertain and inform with branded content, some control has to go. You control the product. Past that, control is being transferred into the hands of the consumer. The “fear first” culture also has to yield. If you strive to never make waves, you will move absolutely nothing. Because most corporations don’t house entertainers, they must be found then trusted. They’re usually a little weird. The ideas they’ll bring may seem “out there.” But like any business professional, they’ve gone through the training and experiences that make them uniquely good at what they do, even if you don’t quite understand them. It’s okay. It’s what the audience thinks that matters. Get it right, and you’ll be generating one ambassador after another who’s proud to be identified with the brand and will regularly consume and share your content. Entertainment entities are able to shape our culture and succeed beyond their wildest dreams by being beholden to one thing…what the public likes and wants. When brands put the same emphasis on crowd-pleasing content, they too will enjoy brand fame the likes of which they’ve never seen. The stage is yours. Now get out there and go for that applause.

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• What Counts for a DBA: Skill

  - by drsql

  “Practice makes perfect:” right? Well, not exactly. The reality of it all is that this saying is an untrustworthy aphorism. I discovered this in my “younger” days when I was a passionate tennis player, practicing and playing 20+ hours a week. No matter what my passion level was, without some serious coaching (and perhaps a change in dietary habits), my skill level was never going to rise to a level where I could make any money at the sport that involved something other than selling tennis balls at a sporting goods store. My game may have improved with all that practice but I had too many bad practices to overcome. Practice by itself merely reinforces what we know and what we can figure out naturally. The truth is actually closer to the expression used by Vince Lombardi: “Perfect practice makes perfect.” So how do you get to become skilled as a DBA if practice alone isn’t sufficient? Hit the Internet and start searching for SQL training and you can find 100 different sites. There are also hundreds of blogs, magazines, books, conferences both onsite and virtual. But then how do you know who is good? Unfortunately often the worst guide can be to find out the experience level of the writer. Some of the best DBAs are frighteningly young, and some got their start back when databases were stored on stacks of paper with little holes in it. As a programmer, is it really so hard to understand normalization? Set based theory? Query optimization? Indexing and performance tuning? The biggest barrier often is previous knowledge, particularly programming skills cultivated before you get started with SQL. In the world of technology, it is pretty rare that a fresh programmer will gravitate to database programming. Database programming is very unsexy work, because without a UI all you have are a bunch of text strings that you could never impress anyone with. Newbies spend most of their time building UIs or apps with procedural code in C# or VB scoring obvious interesting wins. Making matters worse is that SQL programming requires mastery of a much different toolset than most any mainstream programming skill. Instead of controlling everything yourself, most of the really difficult work is done by the internals of the engine (written by other non-relational programmers…we just can’t get away from them.) So is there a golden road to achieving a high skill level? Sadly, with tennis, I am pretty sure I’ll never discover it. However, with programming it seems to boil down to practice in applying the appropriate techniques for whatever type of programming you are doing. Can a C# programmer build a great database? As long as they don’t treat SQL like C#, absolutely. Same goes for a DBA writing C# code. None of this stuff is rocket science, as long as you learn to understand that different types of programming require different skill sets and you as a programmer must recognize the difference between one of the procedural languages and SQL and treat them differently. Skill comes from practicing doing things the right way and making “right” a habit.

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• Oracle????????(2013?7?)

  - by Steve He(???)

  ???? ?? ?? ???? ?? ????? ???????,??25??????5???Q&A??,????????????,???????,???????????,????????????????????? 7?11?14:00 ?? ?My Oracle Support????????? "?My Oracle Support??????"??????????????????Oracle??????????????????My Oracle Support??????????????????????????? ??????????My Oracle Support?????????,?????????????????????,????My Oracle Support???????,???????????????????:30??? 7?25?14:00 ?? WebLogic Server ????????????? ????WebLogic Server??????????,?????????1???????????????????WebLogic Server ????????????????????????????????? 7?17?14:00 ?? Exadata????: Diagnostic Assistant   ??Exadata???????Diagnostic Assistent (DA). ??????????????,????????????????,??ADR,RDA,OCM,Explorer? ?????????????: ????????,??Diagnostic Assistant?Exadata??????? ?????????????,????????????,????????????? 7?18?14:00 ?? E-Business Suite ?????? ????????????E-Business ???????????,??????????????? ?60???????????E-Business Suite???????????,????????????????DBA? 7?16?14:00 ?? ?????? My Oracle Support ??????????????????????,??? world clock.??????? Oracle ?????????????,??? note 603505.1 ????????????,??????????????(Mandarin)?????? Internet Explorer ??? My Oracle Support ????????????????? ?? ?? ?? ?? Oracle Support Best Practices(Oracle??????)(?) ???? ?? ?? GetProactive: Resolve Fast(??????)(?) ???? ?? ?? WebLogic GC & OutOfMemory Diagnostic(?) ????? ?? ?? Creating Customer Value ???? ?? ?? Oracle Support Basics ???? ?? ?? An Introduction to My Oracle Support ???? ?? ?? Service Request Management ???? ?? ?? Customer User Administration ???? ?? ?? Managing Favorite ???? ?? ?? Quick Search ???? ?? ?? Hot Topic Email ???? ?? ?? Patch and Update ???? ?? ?? Site Alert ???? ?? ?? Search and Browse Features in My Oracle Support ???? ?? ?? Why Use Configuration Manager In The My Oracle Support ???? ?? ?? Enterprise Manager 11g and My Oracle Support ???? ?? ?? Oracle Collaborative Support ???? ?? ?? How to Escalate a Service Request within Oracle Support ???? ?? ?? ????????,?? Support Training Community ??????????

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• SBS 2008 SP2 Backup - Volume Shadow Copy Operation Failed

  - by Robert Ortisi

  Server Setup Exchange 2007 Version: 08.03.0192.001 (Rollup 4) Windows Small Business Server 2008 SP2 (Rollup 5) Exchange set up on D: drive (449 GB / 698 GB Free) 80 GB / 148 GB Free on OS drive. Issue Backup Failure (VSS related) Backup Software Windows Server Backup (ver 1.0) Simplified Error Creation of the shared protection point timed out. Unknown error (0x81000101) The flush and hold writes operation on volume C: timed out while waiting for a release writes command. Volume Shadow Copy Warning: VSS spent 43 seconds trying to flush and hold the volume \?\Volume{b562a5dd-8246-11de-a75b-806e6f6e6963}. This might cause problems when other volumes in the shadow-copy set timeout waiting for the release-writes phase, and it can cause the shadow-copy creation to fail. Trying again when disk activity is lower may solve this problem. What I've tried Server Reboot. Updated Server and Exchange. ReConfigured Sharepoint (Helped resolve last vss error I encountered). registered VSS Dll's (Backups will sometimes work afterwards but VSS writers fail soon after). Tried Implementing Hotfix: http://support.microsoft.com/kb/956136 Tried Implementing Hotfix: http://support.microsoft.com/kb/972135 I left it for a few days and a few backups came through but then began to fail again. Detailed Information Log Name: Application Source: VSS Date: 16/11/2011 8:02:11 PM Event ID: 12341 Task Category: None Level: Warning Keywords: Classic User: N/A Computer: SERVER.DOMAIN.local Description: Volume Shadow Copy Warning: VSS spent 43 seconds trying to flush and hold the volume \?\Volume{b562a5dd-8246-11de-a75b-806e6f6e6963}. This might cause problems when other volumes in the shadow-copy set timeout waiting for the release-writes phase, and it can cause the shadow-copy creation to fail. Trying again when disk activity is lower may solve this problem. Operation: Executing Asynchronous Operation Context: Current State: flush-and-hold writes Volume Name: \?\Volume{b562a5dd-8246-11de-a75b-806e6f6e6963}\ Event Xml: 12341 3 0 0x80000000000000 1651049 Application SERVER.DOMAIN.local 43 \?\Volume{b562a5dd-8246-11de-a75b-806e6f6e6963}\ Operation: Executing Asynchronous Operation Context: Current State: flush-and-hold writes Volume Name: \?\Volume{b562a5dd-8246-11de-a75b-806e6f6e6963}\ ================================================================================= Log Name: System Source: volsnap Date: 16/11/2011 8:02:11 PM Event ID: 8 Task Category: None Level: Error Keywords: Classic User: N/A Computer: SERVER.DOMAIN.local Description: The flush and hold writes operation on volume C: timed out while waiting for a release writes command. Event Xml: 8 2 0 0x80000000000000 987135 System SERVER.DOMAIN.local ================================================================================== Log Name: Application Source: Microsoft-Windows-Backup Date: 16/11/2011 8:11:18 PM Event ID: 521 Task Category: None Level: Error Keywords: User: SYSTEM Computer: SERVER.DOMAIN.local Description: Backup started at '16/11/2011 9:00:35 AM' failed as Volume Shadow copy operation failed for backup volumes with following error code '2155348001'. Please rerun backup once issue is resolved. Event Xml: 521 0 2 0 0 0x8000000000000000 1651065 Application SERVER.DOMAIN.local 2011-11-16T09:00:35.446Z 2155348001 %%2155348001 ================================================================================== Writer name: 'FRS Writer' Writer Id: {d76f5a28-3092-4589-ba48-2958fb88ce29} Writer Instance Id: {ba047fc6-9ce8-44ba-b59f-f2f8c07708aa} State: [5] Waiting for completion Last error: No error Writer name: 'ASR Writer' Writer Id: {be000cbe-11fe-4426-9c58-531aa6355fc4} Writer Instance Id: {0aace3e2-c840-4572-bf49-7fcc3fbcf56d} State: [1] Stable Last error: No error Writer name: 'Shadow Copy Optimization Writer' Writer Id: {4dc3bdd4-ab48-4d07-adb0-3bee2926fd7f} Writer Instance Id: {054593e2-2086-4480-92e5-30386509ed1b} State: [1] Stable Last error: No error Writer name: 'Registry Writer' Writer Id: {afbab4a2-367d-4d15-a586-71dbb18f8485} Writer Instance Id: {840e6f5f-f35a-4b65-bb20-060cf2ee892a} State: [1] Stable Last error: No error Writer name: 'COM+ REGDB Writer' Writer Id: {542da469-d3e1-473c-9f4f-7847f01fc64f} Writer Instance Id: {9486bedc-f6e8-424b-b563-8b849d51b1e1} State: [1] Stable Last error: No error Writer name: 'BITS Writer' Writer Id: {4969d978-be47-48b0-b100-f328f07ac1e0} Writer Instance Id: {29368bb3-e04b-4404-8fc9-e62dae18da91} State: [1] Stable Last error: No error Writer name: 'Dhcp Jet Writer' Writer Id: {be9ac81e-3619-421f-920f-4c6fea9e93ad} Writer Instance Id: {cfb58c78-9609-4133-8fc8-f66b0d25e12d} State: [5] Waiting for completion Last error: No error ==================================================================================

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• IIS7 web farm - local or shared content?

  - by rbeier

  We're setting up an IIS7 web farm with two servers. Should each server have its own local copy of the content, or should they pull content directly from a UNC share? What are the pros and cons of each approach? We currently have a single live server WEB1, with content stored locally on a separate partition. A job periodically syncs WEB1 to a standby server WEB2, using robocopy for content and msdeploy for config. If WEB1 goes down, Nagios notifies us, and we manually run a script to move the IP addresses to WEB2's network interface. Both servers are actually VMs running on separate VMWare ESX 4 hosts. The servers are domain-joined. We have around 50-60 live sites on WEB1 - mostly ASP.NET, with a few that are just static HTML. Most are low-traffic "microsites". A few have moderate traffic, but none are massive. We'd like to change this so both WEB1 and WEB2 are actively serving content. This is mainly for reliability - if WEB1 goes down, we don't want to have to manually intervene to fail things over. Spreading the load is also nice, but the load is not high enough right now for us to need this. We're planning to configure our firewall to balance traffic across the two servers. It will detect when a server goes down and will send all the traffic to the remaining live server. We're planning to use sticky sessions for now... eventually we may move to SQL Server session state and stateless load balancing. But we need a way for the servers to share content. We were originally planning to move all the content to a UNC share. Our storage provider says they can set up a highly available SMB share for us. So if we go the UNC route, the storage shouldn't be a single point of failure. But we're wondering about the downsides to this approach: We'll need to change the physical paths for each site and virtual directory. There are also some projects that have absolute paths in their web.config files - we'll have to update those as well. We'll need to create a domain user for the web servers to access the share, and grant that user appropriate permissions. I haven't looked into this yet - I'm not sure if the application pool identity needs to be changed to this user, or if there's another way to tell IIS to use this account when connecting to the share. Sites will no longer be able to access their content if there's ever an Active Directory problem. In general, it just seems a lot more complicated, with more moving parts that could break. Our storage provider would create a volume for us on their redundant SAN. If I understand correctly, this SAN volume would be mounted on a VM running in their redundant VMWare environment; this VM would then expose the SMB share to our web servers. On the other hand, a benefit of the shared content approach is that we'd only need to deploy code to one place, and there would never be a temporary inconsistency between multiple copies of the content. This thread is pretty interesting, though some of these people are working at a much larger scale. I've just been discussing content so far, but we also need to think about configuration. I don't know if we can just use DFS replication for the applicationHost.config and other files, or if it's best to use the shared configuration feature with the config on a UNC share. What do you think? Thanks for your help, Richard

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• Why can't I build Deluge?

  - by hugemeow

  Deluge is a BitTorrent Client. I am trying to build it from source, since I don't have privilege to install it as root. I am using python setup.py build. But, it failed following message, why? copying deluge/ui/web/themes/images/gray/slider/slider-v-thumb.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/gray/slider copying deluge/ui/web/themes/images/gray/slider/slider-thumb.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/gray/slider copying deluge/ui/web/themes/images/gray/panel/top-bottom.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/gray/panel copying deluge/ui/web/themes/images/gray/tabs/tab-strip-bg.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/gray/tabs copying deluge/ui/web/themes/images/yourtheme/window/right-corners.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/window copying deluge/ui/web/themes/images/yourtheme/window/left-corners.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/window copying deluge/ui/web/themes/images/yourtheme/window/left-right.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/window copying deluge/ui/web/themes/images/yourtheme/window/top-bottom.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/window creating build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/slider copying deluge/ui/web/themes/images/yourtheme/slider/slider-v-thumb.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/slider copying deluge/ui/web/themes/images/yourtheme/slider/slider-thumb.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/slider copying deluge/ui/web/themes/images/yourtheme/slider/slider-bg.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/slider copying deluge/ui/web/themes/images/yourtheme/slider/slider-v-bg.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/slider copying deluge/ui/web/themes/images/yourtheme/panel/top-bottom.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/panel copying deluge/ui/web/themes/images/yourtheme/grid/hmenu-lock.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/grid copying deluge/ui/web/themes/images/yourtheme/grid/hmenu-unlock.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/grid copying deluge/ui/web/themes/images/yourtheme/tabs/tab-strip-bg.png -> build/lib.linux-x86_64-2.4/deluge/ui/web/themes/images/yourtheme/tabs running build_ext building 'libtorrent' extension gcc -pthread -shared -L/usr/lib64 -L/opt/local/lib -lboost_filesystem -lboost_date_time -lboost_iostreams -lboost_python -lboost_thread -lpthread -lssl -lz -o build/lib.linux-x86_64-2.4/deluge/libtorrent.so /usr/bin/ld: cannot find -lboost_filesystem collect2: ld returned 1 exit status error: command 'gcc' failed with exit status 1 [mirror@innov deluge-1.3.5]$ echo $? 1 Edit 1: gcc version and os information $(which gcc) --version gcc (GCC) 4.1.2 20080704 (Red Hat 4.1.2-52) Copyright (C) 2006 Free Software Foundation, Inc. This is free software; see the source for copying conditions. There is NO warranty; not even for MERCHANTABILITY or FITNESS FOR A PARTICULAR PURPOSE. cat /etc/issue CentOS release 5.7 (Final) Kernel \r on an \m Edit 2: boost is referenced by setup.py in deluge 114 if OS == "linux": 115 if os.path.exists(os.path.join(sysconfig.get_config_vars()['LIBDIR'], \ 116 'libboost_filesystem-mt.so')): 117 boost_filesystem = "boost_filesystem-mt" 118 elif os.path.exists(os.path.join(sysconfig.get_config_vars()['LIBDIR'], \ 119 'libboost_filesystem.so')): 120 boost_filesystem = "boost_filesystem" 121 if os.path.exists(os.path.join(sysconfig.get_config_vars()['LIBDIR'], \ 122 'libboost_date_time-mt.so')): 123 boost_date_time = "boost_date_time-mt" 124 elif os.path.exists(os.path.join(sysconfig.get_config_vars()['LIBDIR'], \ 125 'libboost_date_time.so')): 126 boost_date_time = "boost_date_time" 127 if os.path.exists(os.path.join(sysconfig.get_config_vars()['LIBDIR'], \ 128 'libboost_thread-mt.so')): 129 boost_thread = "boost_thread-mt" 130 elif os.path.exists(os.path.join(sysconfig.get_config_vars()['LIBDIR'], \ 131 'libboost_thread.so')): 132 boost_thread = "boost_thread" 133 134 if 'boost_filesystem' not in vars(): 135 boost_filesystem = "boost_filesystem-mt" 136 if 'boost_date_time' not in vars(): 137 boost_date_time = "boost_date_time-mt" 138 if 'boost_thread' not in vars(): 139 boost_thread = "boost_thread-mt" 140 141 elif OS == "freebsd": 142 boost_filesystem = "boost_filesystem" 143 boost_date_time = "boost_date_time" 144 boost_thread = "boost_thread" 145 else: 146 boost_filesystem = "boost_filesystem-mt" 147 boost_date_time = "boost_date_time-mt" 148 boost_thread = "boost_thread-mt" 149 150 librariestype = [boost_filesystem, boost_date_time, 151 boost_thread, 'z', 'pthread', 'ssl', 'crypto']

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• SQL Server Issue: Could not allocate space for object ... primary filegroup is full

  - by Luke

  Trying to figure out a problem at an office that has SQL Server 2005 installed on Windows SBS Server 2008. Here's the setup: It's an office, and the person who set this all up is nowhere to be found. I'm the best hope they have... One of the programs they use on a workstation gives them an error of "Could not allocate space for object 'Billing' in database "MyDatabase" because primary filegroup is full" when trying to save an entry in their software. I searched around for hours, looking for possible solutions. One was to check for available disk space, and another was to defrag. I checked the hard drives on the server, and there is plenty of space free. I also defragged, which may have helped the problem somewhat. It's hard to say, because it seems like with the nature of the error, if you try over and over you might get it to actually save. My next step was to try to see if autogrowth was enabled on the database. This would seem to be a likely / possible solution, but I can't access the database! If I run the SQL Management Studio, I can log in as my Windows user and view the list of databases. However, if I try to do anything (actually view the database, view the properties, add or edit users), I get errors that I don't have permission. For what it's worth, I also tried runing Management Studio as Administrator, in case that would help. No difference, though. Now, what I'm guessing is going on -- from my limited knowledge of SQL and from reading online -- is that though I'm logged in as a Windows administrator, that account does NOT have SQL access. I do see a list of SQL users, including SA, but I again don't have permission to add one or to change the password on an existing one. And nobody at the office has any idea what the SQL passwords could be. So... here's my thinking thus far: 1 - The "Could not allocate" error likely points to a database that needs to be allowed to autogrow. Especially since I verified there is plenty of free space and the HD has been defragmented. 2 - Enabling autogrow would be very easy to do if I had the proper access within SQL Management Stuido. That leads me to this link: http://blogs.technet.com/b/sqlman/archive/2011/06/14/tips-amp-tricks-you-have-lost-access-to-sql-server-now-what.aspx It sounds like it's a step-by-step guide for giving me the access I need to SQL. I'm guessing that if I followed this guide, I would be able to then log in to the SQL server via Management Studio with the proper permissions, and would be able to enable autogrow (or simply view the status of the existing database), and hopefully solve the "Could not allocate space" problem! So I guess I have a few questions: 1 - Would you guys agree with my "diagnosis"? Think I'm barking up the right tree? 2 - Is there any risk at all in hurting / disabling / wrecking the current SQL database or setup with me going through the guide to regain SQL access? I understand that per the guide, I would have to temporarily shut down SQL, so obviously it wouldn't be accessible during that time. But it wouldn't be worth the risk if there's a chance I could mess anything up... Like I said, the workstations ARE currently accessing the database somehow, but nobody knows with what login info or anything. Basically, it's set up, it works (usually), but if they had to reload the software, nobody would know how. Any feedback would be appreciated!! The problem is such that it's not an emergency for them, but an annoyance. If I could fix it, it would be wonderful. But if not, I think they'll manage, especially as they are going to eventually stop using this software. Thank you so much for your time! Luke

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• Nginx + PHP-FPM = "Random" 502 Bad Gateway

  - by david

  I am running Nginx and proxying php requests via FastCGI to PHP-FPM for processing. I will randomly receive 502 Bad Gateway error pages - I can reproduce this issue by clicking around my PHP websites very rapidly/refreshing a page for a minute or two. When I get the 502 error page all I have to do is refresh the browser and the page refreshes properly. Here is my setup: nginx/0.7.64 PHP 5.3.2 (fpm-fcgi) (built: Apr 1 2010 06:42:04) Ubuntu 9.10 (Latest 2.6 Paravirt) I compiled PHP-FPM using this ./configure directive ./configure --enable-fpm --sysconfdir=/etc/php5/conf.d --with-config-file-path=/etc/php5/conf.d/php.ini --with-zlib --with-openssl --enable-zip --enable-exif --enable-ftp --enable-mbstring --enable-mbregex --enable-soap --enable-sockets --disable-cgi --with-curl --with-curlwrappers --with-gd --with-mcrypt --enable-memcache --with-mhash --with-jpeg-dir=/usr/local/lib --with-mysql=/usr/bin/mysql --with-mysqli=/usr/bin/mysql_config --enable-pdo --with-pdo-mysql=/usr/bin/mysql --with-pdo-sqlite --with-pspell --with-snmp --with-sqlite --with-tidy --with-xmlrpc --with-xsl My php-fpm.conf looks like this (the relevant parts): ... <value name="pm"> <value name="max_children">3</value> ... <value name="request_terminate_timeout">60s</value> <value name="request_slowlog_timeout">30s</value> <value name="slowlog">/var/log/php-fpm.log.slow</value> <value name="rlimit_files">1024</value> <value name="rlimit_core">0</value> <value name="chroot"></value> <value name="chdir"></value> <value name="catch_workers_output">yes</value> <value name="max_requests">500</value> ... I've tried increasing the max_children to 10 and it makes no difference. I've also tried setting it to 'dynamic' and setting max_children to 50, and start_server to '5' without any difference. I have tried using both 1 and 5 nginx worker processes. My fastcgi_params conf looks like: fastcgi_connect_timeout 60; fastcgi_send_timeout 180; fastcgi_read_timeout 180; fastcgi_buffer_size 128k; fastcgi_buffers 4 256k; fastcgi_busy_buffers_size 256k; fastcgi_temp_file_write_size 256k; fastcgi_intercept_errors on; fastcgi_param QUERY_STRING $query_string; fastcgi_param REQUEST_METHOD $request_method; fastcgi_param CONTENT_TYPE $content_type; fastcgi_param CONTENT_LENGTH $content_length; fastcgi_param SCRIPT_NAME $fastcgi_script_name; fastcgi_param REQUEST_URI $request_uri; fastcgi_param DOCUMENT_URI $document_uri; fastcgi_param DOCUMENT_ROOT $document_root; fastcgi_param SERVER_PROTOCOL $server_protocol; fastcgi_param GATEWAY_INTERFACE CGI/1.1; fastcgi_param SERVER_SOFTWARE nginx/$nginx_version; fastcgi_param REMOTE_ADDR $remote_addr; fastcgi_param REMOTE_PORT $remote_port; fastcgi_param SERVER_ADDR $server_addr; fastcgi_param SERVER_PORT $server_port; fastcgi_param SERVER_NAME $server_name; fastcgi_param REDIRECT_STATUS 200; Nginx logs the error as: [error] 3947#0: *10530 connect() failed (111: Connection refused) while connecting to upstream, client: 68.40.xxx.xxx, server: www.domain.com, request: "GET /favicon.ico HTTP/1.1", upstream: "fastcgi://127.0.0.1:9000", host: "www.domain.com" PHP-FPM logs the follow at the time of the error: [NOTICE] pid 17161, fpm_unix_init_main(), line 255: getrlimit(nofile): max:1024, cur:1024 [NOTICE] pid 17161, fpm_event_init_main(), line 93: libevent: using epoll [NOTICE] pid 17161, fpm_init(), line 50: fpm is running, pid 17161 [DEBUG] pid 17161, fpm_children_make(), line 403: [pool default] child 17162 started [DEBUG] pid 17161, fpm_children_make(), line 403: [pool default] child 17163 started [DEBUG] pid 17161, fpm_children_make(), line 403: [pool default] child 17164 started [NOTICE] pid 17161, fpm_event_loop(), line 111: ready to handle connections My CPU usage maxes out around 10-15% when I recreate the issue. My Free mem (free -m) is 130MB I had this intermittent 502 Bad Gateway issue when in was using php5-cgi to service my php requests as well. Does anyone know how to fix this?

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• What is consuming so much memory?

  - by Christopher

  Hi, I am having a few problems with my server. It is throwing up intermittant errors and running quite slow. Here is the output from top: top - 07:33:33 up 18:57, 1 user, load average: 0.00, 0.00, 0.00 Tasks: 90 total, 1 running, 82 sleeping, 7 stopped, 0 zombie Cpu(s): 0.0%us, 0.0%sy, 0.0%ni,100.0%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Mem: 1048576k total, 1048576k used, 0k free, 0k buffers Swap: 0k total, 0k used, 0k free, 0k cached Ordered by %MEM: PID USER PR NI VIRT RES SHR S %CPU %MEM TIME+ COMMAND 9597 root 16 0 276m 91m 15m S 0.0 8.9 0:29.38 java 9564 tomcat 15 0 249m 34m 11m S 0.0 3.4 0:11.79 java 9636 root 18 0 54804 24m 9784 S 0.0 2.4 0:02.58 httpd 26139 apache 15 0 57520 23m 5996 S 0.0 2.3 0:00.15 httpd 16264 apache 18 0 56984 23m 6104 S 0.0 2.2 0:00.21 httpd 24294 apache 15 0 57512 22m 5864 S 0.0 2.2 0:00.17 httpd 30231 apache 15 0 57272 22m 5748 S 0.0 2.2 0:00.97 httpd 32257 apache 15 0 57512 22m 5416 S 0.0 2.2 0:00.46 httpd 19947 apache 15 0 57512 22m 5320 S 0.0 2.2 0:00.19 httpd 26148 apache 15 0 56688 22m 5992 S 0.0 2.2 0:00.40 httpd 14039 apache 18 0 57000 22m 5492 S 0.0 2.2 0:00.33 httpd 6051 apache 15 0 57736 22m 5128 S 0.0 2.2 0:00.07 httpd 19937 apache 15 0 56992 22m 5400 S 0.0 2.2 0:00.14 httpd 5200 apache 15 0 56984 22m 5376 S 0.0 2.2 0:00.23 httpd 10001 apache 15 0 55636 21m 5636 S 0.0 2.1 0:01.05 httpd 11734 apache 15 0 56712 21m 4548 S 0.0 2.1 0:00.46 httpd 18193 apache 15 0 55100 20m 5508 S 0.0 2.0 0:00.24 httpd 14036 apache 15 0 55128 20m 5412 S 0.0 2.0 0:00.10 httpd 3981 apache 15 0 55128 19m 4860 S 0.0 1.9 0:00.16 httpd 7588 apache 18 0 55112 19m 4848 S 0.0 1.9 0:00.04 httpd 19768 apache 16 0 55112 19m 4844 S 0.0 1.9 0:00.02 httpd 5827 apache 15 0 55112 19m 4828 S 0.0 1.9 0:00.05 httpd 29774 apache 15 0 55112 19m 4544 S 0.0 1.9 0:00.11 httpd 6064 apache 15 0 55112 19m 4536 S 0.0 1.9 0:00.02 httpd 16253 apache 17 0 55116 19m 4532 S 0.0 1.9 0:00.01 httpd 19922 apache 15 0 55112 19m 4540 S 0.0 1.9 0:00.02 httpd 10010 apache 15 0 55100 19m 4524 S 0.0 1.9 0:00.01 httpd 18195 apache 18 0 55104 18m 3872 S 0.0 1.8 0:00.02 httpd 7361 mysql 15 0 134m 18m 6400 S 0.0 1.8 0:10.18 mysqld 19921 apache 15 0 55088 18m 3588 S 0.0 1.8 0:00.02 httpd 11967 apache 15 0 55080 18m 3584 S 0.0 1.8 0:00.00 httpd 13813 apache 15 0 55088 18m 3576 S 0.0 1.8 0:00.14 httpd 23898 apache 18 0 54968 17m 3212 S 0.0 1.7 0:00.00 httpd 13792 apache 15 0 54968 17m 3088 S 0.0 1.7 0:00.00 httpd 14083 apache 15 0 54968 17m 3088 S 0.0 1.7 0:00.00 httpd 32547 apache 15 0 54944 17m 2924 S 0.0 1.7 0:00.00 httpd 13787 apache 15 0 54944 17m 2908 S 0.0 1.7 0:00.00 httpd 3623 apache 17 0 54944 17m 2908 S 0.0 1.7 0:00.00 httpd 16024 apache 19 0 54944 17m 2860 S 0.0 1.7 0:00.00 httpd 13791 apache 15 0 54944 17m 2864 S 0.0 1.7 0:00.00 httpd 20090 named 19 0 110m 4244 2056 S 0.0 0.4 0:01.55 named 9369 cyrus 15 0 15904 3048 1720 S 0.0 0.3 0:00.24 cyrus-master 32735 root 15 0 8852 2888 2116 T 0.0 0.3 0:00.00 mysql The intermittant error I get using Firefox is: Server not found Firefox can't find the server at XXXXXXX.co. * Check the address for typing errors such as ww.example.com instead of www.example.com * If you are unable to load any pages, check your computer's network connection. * If your computer or network is protected by a firewall or proxy, make sure that Firefox is permitted to access the Web. And on other browsers, the page just loads for about 10 minutes but never appears. The only way to resolve it is to close the browser completely as the error appears to be saved in the cache. Has anyone got any ideas? Many Thanks.

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• Have I pushed the limits of my current VPS or is there room for optimization?

  - by JRameau

  I am currently on a mediatemple DV server (basic) 512mb dedicated ram, this is a CentOS based VPS with Plesk and Virtuozzo. My experience with it from day 1 has been bad and I only could sooth my server issues with several caching "Band-aids," but my sites are not as small as they were a year ago either so the issues have worsen. I have 3 Drupal installs running on separate (plesk) domains, 1 of those drupal installs is a multisite, that consists of 5-6 sites 2 of those sites are bringing in actual traffic. Those caching "Band-aids" I mentioned are APC, which seemed to help alot initially, and Drupal's Boost, which is considered a poorman's Varnish, it makes all my pages static for anonymous users. Last 30day combined estimate on Google Ananlytics: 90k visitors 260k pageviews. Issue: alot of downtime, I am continually checking if my sites are up, and lately I have been finding it down more than 3 times daily. Restarting Apache will bring it back up, for some time. I have google search every error message and looked up ways to optimize my DV server, and I am beyond stump what is my next move. Is this server bad, have I hit a impossibly low restriction such as the 12mb kernel memory barrier (kmemsize), is it on my end, do I need to optimize some more? *I have provided as much information as I can below, any help or suggestions given will be appreciated Common Error messages I see in the log: [error] (12)Cannot allocate memory: fork: Unable to fork new process [error] make_obcallback: could not import mod_python.apache.\n Traceback (most recent call last): File "/usr/lib/python2.4/site-packages/mod_python/apache.py", line 21, in ? import traceback File "/usr/lib/python2.4/traceback.py", line 3, in ? import linecache ImportError: No module named linecache [error] python_handler: no interpreter callback found. [warn-phpd] mmap cache can't open /var/www/vhosts/***/httpdocs/*** - Too many open files in system (pid ***) [alert] Child 8125 returned a Fatal error... Apache is exiting! [emerg] (43)Identifier removed: couldn't grab the accept mutex [emerg] (22)Invalid argument: couldn't release the accept mutex cat /proc/user_beancounters: Version: 2.5 uid resource held maxheld barrier limit failcnt 41548: kmemsize 4582652 5306699 12288832 13517715 21105036 lockedpages 0 0 600 600 0 privvmpages 38151 42676 229036 249036 0 shmpages 16274 16274 17237 17237 2 dummy 0 0 0 0 0 numproc 43 46 300 300 0 physpages 27260 29528 0 2147483647 0 vmguarpages 0 0 131072 2147483647 0 oomguarpages 27270 29538 131072 2147483647 0 numtcpsock 21 29 300 300 0 numflock 8 8 480 528 0 numpty 1 1 30 30 0 numsiginfo 0 1 1024 1024 0 tcpsndbuf 648440 675272 2867477 4096277 1711499 tcprcvbuf 301620 359716 2867477 4096277 0 othersockbuf 4472 4472 1433738 2662538 0 dgramrcvbuf 0 0 1433738 1433738 0 numothersock 12 12 300 300 0 dcachesize 0 0 2684271 2764800 0 numfile 3447 3496 6300 6300 3872 dummy 0 0 0 0 0 dummy 0 0 0 0 0 dummy 0 0 0 0 0 numiptent 14 14 200 200 0 TOP: (In January the load avg was really high 3-10, I was able to bring it down where it is currently is by giving APC more memory play around with) top - 16:46:07 up 2:13, 1 user, load average: 0.34, 0.20, 0.20 Tasks: 40 total, 2 running, 37 sleeping, 0 stopped, 1 zombie Cpu(s): 0.3% us, 0.1% sy, 0.0% ni, 99.7% id, 0.0% wa, 0.0% hi, 0.0% si Mem: 916144k total, 156668k used, 759476k free, 0k buffers Swap: 0k total, 0k used, 0k free, 0k cached MySQLTuner: (after optimizing every table and repairing any table with overage I got the fragmented count down to 86) [--] Data in MyISAM tables: 285M (Tables: 1105) [!!] Total fragmented tables: 86 [--] Up for: 2h 44m 38s (409K q [41.421 qps], 6K conn, TX: 1B, RX: 174M) [--] Reads / Writes: 79% / 21% [--] Total buffers: 58.0M global + 2.7M per thread (100 max threads) [!!] Query cache prunes per day: 675307 [!!] Temporary tables created on disk: 35% (7K on disk / 20K total)

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• Low load average with plenty of cpu-intersive processes

  - by sds

  I see loadavg at about 1 with at least 3 processes running at full tile. How can that be? top - 11:48:32 up 147 days, 5:38, 8 users, load average: 1.08, 1.11, 1.05 Tasks: 416 total, 4 running, 410 sleeping, 2 stopped, 0 zombie Cpu0 : 43.3%us, 13.7%sy, 0.0%ni, 43.0%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu1 : 48.8%us, 12.4%sy, 0.0%ni, 38.8%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu2 : 0.7%us, 0.7%sy, 0.0%ni, 98.3%id, 0.0%wa, 0.0%hi, 0.3%si, 0.0%st Cpu3 : 99.3%us, 0.7%sy, 0.0%ni, 0.0%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu4 : 0.0%us, 0.3%sy, 0.0%ni, 99.7%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu5 : 5.7%us, 0.7%sy, 0.0%ni, 93.6%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu6 : 2.3%us, 0.3%sy, 0.0%ni, 97.4%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu7 : 0.3%us, 0.3%sy, 0.0%ni, 99.0%id, 0.0%wa, 0.0%hi, 0.3%si, 0.0%st Cpu8 : 38.4%us, 17.4%sy, 0.0%ni, 44.2%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu9 : 43.4%us, 13.5%sy, 0.0%ni, 43.1%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu10 : 0.0%us, 0.0%sy, 0.0%ni,100.0%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu11 : 0.0%us, 0.0%sy, 0.0%ni,100.0%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu12 : 0.0%us, 0.0%sy, 0.0%ni,100.0%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu13 : 0.3%us, 0.3%sy, 0.0%ni, 99.3%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu14 : 0.0%us, 0.0%sy, 0.0%ni,100.0%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Cpu15 : 1.0%us, 0.7%sy, 0.0%ni, 98.3%id, 0.0%wa, 0.0%hi, 0.0%si, 0.0%st Mem: 132145404k total, 88125080k used, 44020324k free, 516476k buffers Swap: 8388600k total, 620232k used, 7768368k free, 55729064k cached PID USER PR NI VIRT RES SHR S %CPU %MEM TIME+ COMMAND 25424 jonathan 20 0 4404m 4.1g 3268 R 99.7 3.3 212:58.17 python2.7 20939 sam 20 0 908m 733m 3376 R 81.2 0.6 603:08.07 python2.7 20987 sam 20 0 908m 732m 3376 R 79.8 0.6 598:49.18 python2.7 25428 jonathan 20 0 774m 164m 15m S 14.2 0.1 24:22.60 java 20996 sam 20 0 98.4m 7780 1880 S 4.3 0.0 17:48.15 vw 20941 sam 20 0 161m 70m 1880 S 3.0 0.1 18:10.03 vw 20940 sam 20 0 98.4m 8068 1880 S 2.6 0.0 18:06.28 vw 20942 sam 20 0 98.4m 8080 1880 S 2.6 0.0 17:39.45 vw 20944 sam 20 0 161m 71m 1880 S 2.6 0.1 17:29.29 vw 20947 sam 20 0 161m 71m 1880 S 2.6 0.1 17:25.58 vw 20959 sam 20 0 161m 70m 1880 S 2.6 0.1 17:28.00 vw 20962 sam 20 0 161m 70m 1880 S 2.6 0.1 17:26.96 vw 20963 sam 20 0 98.4m 8076 1880 S 2.6 0.0 18:07.19 vw 20965 sam 20 0 161m 71m 1880 S 2.6 0.1 18:08.13 vw 20995 sam 20 0 161m 71m 1880 S 2.6 0.1 17:38.67 vw 6399 root 20 0 558m 19m 5028 S 2.3 0.0 4329:56 BESClient 20945 sam 20 0 98.4m 8068 1880 S 2.3 0.0 17:35.38 vw 20948 sam 20 0 98.4m 8068 1880 S 2.3 0.0 17:26.01 vw 20950 sam 20 0 161m 70m 1880 S 2.3 0.1 17:25.79 vw 20952 sam 20 0 98.4m 8076 1880 S 2.3 0.0 17:32.94 vw 20955 sam 20 0 161m 70m 1880 S 2.3 0.1 17:26.61 vw 20956 sam 20 0 98.4m 8072 1880 S 2.3 0.0 17:34.76 vw 20960 sam 20 0 98.4m 8072 1880 S 2.3 0.0 17:34.04 vw Adding up CPU loads gives about 300%. The top process list also adds up to about 300%. Why is load average about 1?

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