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  • Why doesn't this code work correctly?

    - by MisterSir
    I'm working on a website that displays galleries, using jCarousel. But no matter what I try, I can't get it to work, and I need to finish this by today. I have a very urgent schedule. My code basically takes image URLs from a database and sends them to AJAX, which passes it to jCarousel which makes the gallery. But there are a few problems: It doesn't display correctly! I can only get the last item pulled from the database, and it displays on the bottom-most row. After the item pulled from the database is displayed, the first time I click on "prev" there's no scroll effect, and the item just disappears! Only if I click on "next" 2-3 times there's a scroll effect and the item remains visible. My items are always displayed at the end of the carousel! This is urgent.. Please help me fix this. about.html: <!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd"> <html xmlns="http://www.w3.org/1999/xhtml" xml:lang="en-us"> <head> <script type="text/javascript" src="jquery-1.4.4.min.js"></script> <script type="text/javascript" src="/lib/jquery.jcarousel.min.js"></script> <link rel="stylesheet" type="text/css" href="/skins/tango/skin.css" /> <!--<style type="text/css"> #wrapper { width: 700px; margin-left: auto; margin-right: auto; } #carousel { margin-top: 120px; padding-left: 120px; } #side { padding-left: 550px; position: absolute; padding-top: 120px; } #hidden { color: #FFFFFF; } </style>--> <script type="text/javascript"> jQuery.easing['BounceEaseOut'] = function(p, t, b, c, d) { if ((t/=d) < (1/2.75)) { return c*(7.5625*t*t) + b; } else if (t < (2/2.75)) { return c*(7.5625*(t-=(1.5/2.75))*t + .75) + b; } else if (t < (2.5/2.75)) { return c*(7.5625*(t-=(2.25/2.75))*t + .9375) + b; } else { return c*(7.5625*(t-=(2.625/2.75))*t + .984375) + b; } }; function mycarousel_initCallback(carousel) { jQuery('#mycarousel-next').bind('click', function() { carousel.next(); return false; }); jQuery('#mycarousel-prev').bind('click', function() { carousel.prev(); return false; }); }; jQuery(document).ready(function() { jQuery('#mycarousel').jcarousel({ easing: 'BounceEaseOut', wrap: "first", initCallback: mycarousel_initCallback, animation: 1000, scroll: 3, visible: 3, buttonNextHTML: null, buttonPrevHTML: null }); jQuery('#mycarousel2').jcarousel({ easing: 'BounceEaseOut', animation: 1000, wrap: "first", initCallback: mycarousel_initCallback, scroll: 3, visible: 3, buttonNextHTML: null, buttonPrevHTML: null }); jQuery('#mycarousel3').jcarousel({ easing: 'BounceEaseOut', animation: 1000, scroll: 3, wrap: "first", initCallback: mycarousel_initCallback, visible: 3, buttonNextHTML: null, buttonPrevHTML: null }); }); var prevButton = null; function getObject(b, el) { var currbutton = b; var http; var url = "about.php"; var parameters = "d=carousel&cat=" + currbutton; try { http = new XMLHttpRequest(); } catch(e) { try { http = new ActiveXObject("Msxml2.XMLHTTP"); } catch(e) { http = new ActiveXObject("Microsoft.XMLHTTP"); } } function getServer() { if (http.readyState == 4) { var i = 0; var liArr = http.responseText; var built = liArr.split(", "); var li = document.createElement("li"); var ul1 = document.getElementById("mycarousel"); var ul2 = document.getElementById("mycarousel2"); var ul3 = document.getElementById("mycarousel3"); if (el != prevButton) { prevButton = el; while (ul1.hasChildNodes() ) {ul1.removeChild(ul1.lastChild);} while (ul2.hasChildNodes() ) {ul2.removeChild(ul2.lastChild);} while (ul3.hasChildNodes() ) {ul3.removeChild(ul3.lastChild);} } else return 0; while (i < (built.length) / 3) { li.innerHTML = built[i]; ul1.appendChild(li); i++; } while (i < ((built.length) / 3)*2) { li.innerHTML = built[i]; ul2.appendChild(li); i++; } while (i < (built.length)) { li.innerHTML = built[i]; ul3.appendChild(li); i++; } } } http.open("POST", url, true); http.setRequestHeader("Content-type", "application/x-www-form-urlencoded"); http.setRequestHeader("Content-length", parameters.length); http.setRequestHeader("Connection", "close"); http.onreadystatechange = getServer; http.send(parameters); } </script> </head> <body> <span id="hidden"> </span> <div id="wrapper"> <div id="side"> <form name="cats"> <input type="button" value="Hats" onclick="getObject('hats', this);"/><br /> <input type="button" value="Pants" onclick="getObject('pants', this);"/><br /> <input type="button" value="Shirts" onclick="getObject('shirts', this);"/><br /> </form> </div> <div id="carousel"> <ul id="mycarousel" class="jcarousel-skin-tango"> </ul> <ul id="mycarousel2" class="jcarousel-skin-tango"> </ul> <ul id="mycarousel3" class="jcarousel-skin-tango"> </ul> <input type="button" id="mycarousel-prev" value="prev" /> <input type="button" id="mycarousel-next" value="next" /> </div> </div> </body> </html> I commented the CSS because I thought it was giving me trouble, but honestly I have no idea what the hell's going on with jCarousel. about.php: <?php echo "<img width='75' height='75' src='http://static.flickr.com/66/199481236_dc98b5abb3_s.jpg' />, hi, hi, hi, hi, hi, hi, hi, hi"; ?> Also, even if there are no other items than what is displayed, I'm still able to scroll back, but not forward, assumingly because my item is always placed at the end of the carousel. I know it looks like a lot of code but it's really not! My formatting takes a lot of lines, the commented CSS takes a lot, and a lot of the code is HTML and jCarousel configuration, and there's also the BounceEasing effect which takes a few lines. There's not much actual code! So as I said, this is urgent and I need this fixed. But I can't get it to work. Please help me! Thanks for your time! EDIT: I changed the code a bit, but it still does not work. I really need help on this one!! EDIT: I added document.createElement("li"); to each while loop. Now all my items are displayed, but they are displayed vertically and not horizontally on each row. Other than that all other problems are the same. EDIT: Oh and also, in the row my image displays, only the image is there. Maybe jCarousel doesn't accept img and text, I don't know.

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  • Phonegap / jquery mobile slide transition not workign properly on first call

    - by Alexander Casassovici
    I have an awkward visual glitch. I want nice transition when changing pages on the app. Unfortunately first time i change to another page, Instead of sliding current pagg out and new page in , current page is immediately replaces by the new page, then slides out... and when it's out of view it's the new page is shown... the second time around it works like a charm though !!! This is running on iphone with jquery mobile + phonegap I made a video to make the issue clear: http://www.youtube.com/watch?v=Ybvzh_wTnSE <body style="background-color: #000;"> <div id="container" style="display:none;"> <div id="side-menu" style="display:none;"> <div id="header_top"></div> <a href="#dives" onclick="showdives();"><div id="header_dives" class="selected"></div></a> <div id="header_spacer1"></div> <a href="#explore" onclick="showexplore();"><div id="header_explore"></div></a> <div id="header_spacer2"></div> <a href="#search" onclick="showsearch();"><div id="header_search"></div></a> <div id="header_spacer3"></div> <a href="#settings" onclick="showsettings();"><div id="header_settings"></div></a> <div id="header_bottom"></div> </div> <div id="slide_mask"> <!-- START of LOGIN page --> <div data-role="page" id="login"> <div id="home_frame"> <div id="home_logo"></div> <div id="home_fblogin" onclick="login()"></div> <div class="home_login"> <p>Email: <input type="text" name="user[email]" size="30"/></p> <p>Password: <input type="password" name="user[password]" size="30"/></p> <button onclick="show_page_home();">LOGIN</button> </div> </div> </div> <!-- END of LOGIN page --> <!-- START of LOGIN page --> <div data-role="page" id="dives" class="right_pane"> <p>My dives !</p> </div><!-- /content --> <div data-role="page" id="explore" class="hidden right_pane"> <p>My explore !</p> </div><!-- /content --> <div data-role="page" id="search" class="hidden right_pane"> <p>My search !</p> </div><!-- /content --> <div data-role="page" id="settings" class="hidden right_pane"> <p>My settings !</p> <button onclick="logout_db();">logout</button> </div><!-- /content --> <!-- END of LOGIN page --> </div> </div> <div id="log"></div> <div id="data"></div> </body> And the relevant CSS: body {margin: 0; font: 18px Helvetica; text-align: center; background-color: #000; background: url(../img/bg_big.png) repeat; -webkit-user-select: none; /* prevent copy paste for all elements */ } #container { width:320px; height:460px; overflow: hidden;} input{ -webkit-user-select: text; /* enable copy paste for elements with this class */} a {-webkit-user-select: none; /* prevent copy paste for all elements */} span {-webkit-user-select: none; /* prevent copy paste for all elements */} #side-menu {z-index: 1000 !important; position: fixed; height: 460px; width: 56.5px; background: url(../img/bg_big.png) no-repeat; display: inline-block; overflow: hidden; top: 0px; left: 0px; } #header_top {background: url(../img/header/header_top.png) no-repeat; background-size: 56.5px 48.96px; width: 56.5px; height: 48.96px; display: block;} #header_dives {background: url(../img/header/dives.png) no-repeat; background-size: 56.5px 51.75px; width: 56.5px; height: 51.75px; display: block;} #header_dives.selected{background: url(../img/header/dives_selected.png) no-repeat;} #header_spacer1{background: url(../img/header/header_space1.png) no-repeat; background-size: 56.5px 13.9px; width: 56.5px; height: 13.9px; display: block;} #header_explore{background: url(../img/header/explore.png) no-repeat; background-size: 56.5px 51.75px; width: 56.5px; height: 51.75px; display: block;} #header_explore.selected{background: url(../img/header/explore_selected.png) no-repeat;} #header_spacer2{background: url(../img/header/header_space2.png) no-repeat; background-size: 56.5px 15.33px; width: 56.5px; height: 15.33px; display: block;} #header_search{background: url(../img/header/search.png) no-repeat; background-size: 56.5px 51.75px; width: 56.5px; height: 51.75px; display: block;} #header_search.selected{background: url(../img/header/search_selected.png) no-repeat;} #header_spacer3{background: url(../img/header/header_space3.png) no-repeat; background-size: 56.5px 17.73px; width: 56.5px; height: 17.73px; display: block;} #header_settings{background: url(../img/header/settings.png) no-repeat; background-size: 56.5px 51.75px; width: 56.5px; height: 51.75px; display: block;} #header_settings.selected{background: url(../img/header/settings_selected.png) no-repeat;} #header_bottom{background: url(../img/header/header_bottom.png) no-repeat; background-size: 56.5px 160px; width: 56.5px; height: 160px; display: block;} .hidden {display: none;} .right_pane{width: 263.5px !important; background: url(../img/right_bg.png) no-repeat; background-size:263.5px 460px; width: 263.5px; height: 460px; left: 56.5px !important;} #slide_mask{ display: inline-block; overflow: hidden; padding-left: 56.5px; width: 263.5px; height: 460px; top: 0;} and the bit of JS: /////////////////////////////////// //MENU MECHANICS /////////////////////////////////// function showdives(){ $("#side-menu .selected").removeClass("selected"); $("#header_dives").addClass("selected"); } function showexplore(){ $("#side-menu .selected").removeClass("selected"); $("#header_explore").addClass("selected"); } function showsearch(){ $("#side-menu .selected").removeClass("selected"); $("#header_search").addClass("selected"); } function showsettings(){ $("#side-menu .selected").removeClass("selected"); $("#header_settings").addClass("selected"); } the onclick only add/remove the "selected" class to the menu items so... any hint ? been trying eveything for hours and still can't get it neat .. :(

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  • Producer and Consumer Threads Hang

    - by user972425
    So this is my first foray into threads and thus far it is driving me insane. My problem seems to be some kind of synchronization error that causes my consumer thread to hang. I've looked at other code and just about everything I could find and I can't find what my error is. There also seems to be a discrepancy between the code being executed in Eclipse and via javac in the command line. Intention - Using a bounded buffer (with 1000 slots) create and consume 1,000,000 doubles. Use only notify and wait. Problem - In Eclipse the consumer thread will occasionally hang around 940,000 iterations, but other times completes. In the command line the consumer thread always hangs. Output - Eclipse - Successful Producer has produced 100000 doubles. Consumer has consumed 100000 doubles. Producer has produced 200000 doubles. Consumer has consumed 200000 doubles. Producer has produced 300000 doubles. Consumer has consumed 300000 doubles. Producer has produced 400000 doubles. Consumer has consumed 400000 doubles. Producer has produced 500000 doubles. Consumer has consumed 500000 doubles. Producer has produced 600000 doubles. Consumer has consumed 600000 doubles. Producer has produced 700000 doubles. Consumer has consumed 700000 doubles. Producer has produced 800000 doubles. Consumer has consumed 800000 doubles. Producer has produced 900000 doubles. Consumer has consumed 900000 doubles. Producer has produced 1000000 doubles. Producer has produced all items. Consumer has consumed 1000000 doubles. Consumer has consumed all items. Exitting Output - Command Line/Eclipse - Unsuccessful Producer has produced 100000 doubles. Consumer has consumed 100000 doubles. Producer has produced 200000 doubles. Consumer has consumed 200000 doubles. Producer has produced 300000 doubles. Consumer has consumed 300000 doubles. Producer has produced 400000 doubles. Consumer has consumed 400000 doubles. Producer has produced 500000 doubles. Consumer has consumed 500000 doubles. Producer has produced 600000 doubles. Consumer has consumed 600000 doubles. Producer has produced 700000 doubles. Consumer has consumed 700000 doubles. Producer has produced 800000 doubles. Consumer has consumed 800000 doubles. Producer has produced 900000 doubles. Consumer has consumed 900000 doubles. Producer has produced 1000000 doubles. Producer has produced all items. At this point it just sits and hangs. Any help you can provide about where I might have misstepped is greatly appreciated. Code - Producer thread import java.text.DecimalFormat;+ " doubles. Cumulative value of generated items= " + temp) import java.util.*; import java.io.*; public class producer implements Runnable{ private buffer produceBuff; public producer (buffer buff){ produceBuff = buff; } public void run(){ Random random = new Random(); double temp = 0, randomElem; DecimalFormat df = new DecimalFormat("#.###"); for(int i = 1; i<=1000000; i++) { randomElem = (Double.parseDouble( df.format(random.nextDouble() * 100.0))); try { produceBuff.add(randomElem); } catch (InterruptedException e) { // TODO Auto-generated catch block e.printStackTrace(); } temp+= randomElem; if(i%100000 == 0) {produceBuff.print("Producer has produced "+ i ); } } produceBuff.print("Producer has produced all items."); } } Consumer thread import java.util.*; import java.io.*; public class consumer implements Runnable{ private buffer consumBuff; public consumer (buffer buff){ consumBuff = buff; } public void run(){ double temp = 0; for(int i = 1; i<=1000000; i++) { try { temp += consumBuff.get(); } catch (InterruptedException e) { // TODO Auto-generated catch block e.printStackTrace(); } if(i%100000 == 0) {consumBuff.print("Consumer has consumed "+ i ); //if(i>999000) //{System.out.println("Consuming item " + i);} } consumBuff.print("Consumer has consumed all items."); } } Buffer/Main import java.util.*; import java.io.*; public class buffer { private double buff[]; private int addPlace; private int getPlace; public buffer(){ buff = new double[1000]; addPlace = 0; getPlace = 0; } public synchronized void add(double add) throws InterruptedException{ if((addPlace+1 == getPlace) ) { try { wait(); } catch (InterruptedException e) {throw e;} } buff[addPlace] = add; addPlace = (addPlace+1)%1000; notify(); } public synchronized double get()throws InterruptedException{ if(getPlace == addPlace) { try { wait(); } catch (InterruptedException e) {throw e;} } double temp = buff[getPlace]; getPlace = (getPlace+1)%1000; notify(); return temp; } public synchronized void print(String view) { System.out.println(view); } public static void main(String args[]){ buffer buf = new buffer(); Thread produce = new Thread(new producer(buf)); Thread consume = new Thread(new consumer(buf)); produce.start(); consume.start(); try { produce.join(); consume.join(); } catch (InterruptedException e) {return;} System.out.println("Exitting"); } }

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  • Javascript not working in IE but works in Firefox chrome

    - by user1290528
    So i have the following php page with a java script that gets the total of items based on their quatity, then inputs the total into a text box for each item. In ie the text boxes are being filled with $NaN. While in firefox, chrome the text boxes are filled with the correct values. Any help would be graatly appreciated. <?php echo $_SESSION['SESS_MEMBER_ID']; require_once('auth.php'); ?> <!DOCTYPE html PUBLIC "-//W3C//DTD HTML 4.01 Transitional//EN"> <html> <head> <meta content="text/html; charset=ISO-8859-1" http-equiv="Content-Type"> <title>Breakfast Menu</title> <link href="loginmodule.css" rel="stylesheet" type="text/css"> <script type='text/javascript'> var totalarray=new Array(); var totalarray2= new Array(); var runningtotal = 0; var runningtotal2 = 0; var discount = .2; var discounttotal = 0; var discount1 = 0; runningtotal = runningtotal * 1; runningtotal2 = runningtotal2 * 1; function displayResult(price,init) { var newstring = "quantity"+init; var totstring = "total"+init; var quantity = document.getElementById(newstring).value; var quantity = parseFloat(quantity); var test = price * quantity; var test = test.toFixed(2); document.getElementById(newstring).value = quantity; document.getElementById(totstring).value = "$" + test; totalarray[init] = test; getTotal(); } function getTotal(){ runningtotal = 0; var i=0; for (i=0;i<totalarray.length;i++){ totalarray[i] = totalarray[i] *1; runningtotal = runningtotal + totalarray[i]; discounttotal = totalarray[i] * discount; discounttotal = totalarray[i] - discounttotal; This line is where IE shows its first error document.getElementById('totalcost').value="$" + runningtotal.toFixed(2); } var orderpart1 = document.getElementById('totalcost').value; var orderpart1 = orderpart1.substr(1); var orderpart1 = orderpart1 * 1; var orderpart2 = document.getElementById('totalcost2').value; var orderpart2 = orderpart2.substr(1); var orderpart2 = orderpart2 * 1; var ordertot = orderpart1 + orderpart2; document.getElementById('ordertotal').value ="$"+ ordertot.toFixed(2) } function displayResult2(price2,init2) { var newstring2 = "quantity2"+init2; var totstring2 = "total2"+init2; var quantity2 = document.getElementById(newstring2).value; var quantity2 = parseFloat(quantity2); var test2 = price2 * quantity2; var test2 = test2.toFixed(2); document.getElementById(newstring2).value = quantity2; document.getElementById(totstring2).value = "$" + test2; totalarray2[init2] = test2; getTotal2(); } function getTotal2(){ runningtotal2 = 0; var i=0; for (i=0;i<totalarray2.length;i++){ totalarray2[i] = totalarray2[i] *1; runningtotal2 = runningtotal2+ totalarray2[i]; This is where IE shows its second error document.getElementById('totalcost2').value="$" + runningtotal2.toFixed(2); }//IE Shows Second error here var orderpart1 = document.getElementById('totalcost').value; var orderpart1 = orderpart1.substr(1); var orderpart1 = orderpart1 * 1; var orderpart2 = document.getElementById('totalcost2').value; var orderpart2 = orderpart2.substr(1); var orderpart2 = orderpart2 * 1; var ordertot = orderpart1 + orderpart2; document.getElementById('ordertotal').value ="$"+ ordertot.toFixed(2); } </script> </head> <body> <?php include("newnew.php"); ?> <td style="vertical-align: top; width: 80%; height:80%;"><br> <div style="text-align: center;"> <form action="testplaceorder.php" method="post" onSubmit="return confirm('Are you sure?');"> <h4>Employee Breakfast Order Form</h4> <h1 align="left">Breakfest Foods</h1> <table border='0' cellpadding='0' cellspacing='0'> <tr> <td> <table width="100%" border="1"> <tr> <th>Item&nbsp&nbsp&nbsp&nbsp&nbsp</th> <th>Price&nbsp&nbsp&nbsp&nbsp&nbsp </th> <th>Quantity&nbsp&nbsp&nbsp&nbsp&nbsp</th> <th>Total&nbsp&nbsp&nbsp&nbsp&nbsp</th> </tr> <?php mysql_connect("localhost", "seniorproject", "farmingdale123") or die(mysql_error()); mysql_select_db("fsenior") or die(mysql_error()); $result = mysql_query("SELECT name, price,foodid FROM Food where foodtype='br'") or die(mysql_error()); $init = 0; while(list($name, $price, $brId) = mysql_fetch_row($result)) { echo "<tr> <td>$name</td> <td>\$$price</td> <td><select name='quantity$init' id='quantity$init' onchange='displayResult($price,$init)'><option>0</option><option>1</option><option>2</option><option>3</option><option>4</option><option>5</option><option>6</option><option>7</option><option>8</option><option>9</option></td> <td><input name='total$init' type='text' id='total$init' readonly='readonly' value='\$0.00'></td> </tr>" ; echo "<script type='text/javascript'>displayResult($price,$init);</script>"; $foodname = "'SESS_FOODNAME_" . $init . "'"; $foodid = "'SESS_FOODID_" . $init."'"; $_SESSION[$foodname] = $name; $_SESSION[$foodid] = $brId; $init = $init+1; } $_SESSION['SESS_INIT'] = $init; ?> <tr> <td></td> <td></td> <td>Total Cost</td> <td><input name='totalcost' type='text' id='totalcost' readonly='readonly' value='$0.00'></td> </tr> <tr><td></td><td></td><td>Discount</td><td><input name='discountvalue1' id ='discountvalue1' type='text' readonly='readonly' value='20%'></td> </tr> <tr><td></td><td></td><td>Total After Discount</td><td><input name='discounttotal1' id ='discounttotal1' type='text' readonly='readonly' value='$0.00'></td></tr> </table> <tr> <td><br></td> </tr> </table> <h1 align="left">Breakfest Drinks</h1> <table border='0' cellpadding='0' cellspacing='0'> <tr> <td> <table width="100%" border="1"> <tr> <th>Item&nbsp&nbsp&nbsp&nbsp&nbsp</th> <th>Price&nbsp&nbsp&nbsp&nbsp&nbsp </th> <th>Quantity&nbsp&nbsp&nbsp&nbsp&nbsp</th> <th>Total&nbsp&nbsp&nbsp&nbsp&nbsp</th> </tr> <?php mysql_connect("localhost", "****", "***") or die(mysql_error()); mysql_select_db("fsenior") or die(mysql_error()); $result2 = mysql_query("SELECT drinkname, price,drinkid FROM Drinks where drinktype='br'") or die(mysql_error()); $init2 = 0; while(list($name2, $price2, $brId2) = mysql_fetch_row($result2)) { echo "<tr> <td>$name2</td> <td>\$$price2</td> <td><select name='quantity2$init2' id='quantity2$init2' onchange='displayResult2($price2,$init2)'><option>0</option><option>1</option><option>2</option><option>3</option><option>4</option><option>5</option><option>6</option><option>7</option><option>8</option><option>9</option></td> <td><input name='total2$init2' type='text' id='total2$init2' readonly='readonly' value='\$0.00'></td> </tr>" ; echo "<script type='text/javascript'>displayResult2($price2,$init2);</script>"; $drinkname = "'SESS_DRINKNAME_" . $init2 . "'"; $drinkid = "'SESS_DRINKID_" . $init2."'"; $_SESSION[$drinkname] = $name2; $_SESSION[$drinkid] = $brId2; $init2 = $init2+1; } $_SESSION['SESS_INIT2'] = $init2; ?> <tr> <td></td> <td></td> <td>Total Cost</td> <td><input name='totalcost2' type='text' id='totalcost2' readonly='readonly' value='$0.00'></td> </tr> </table> <tr> <td><br></td> </tr> </table> <table border="2"> <tr><td>Total Order Cost:</td><td> <?php echo "<input name='ordertotal' type='text' id='ordertotal' readonly='readonly' value='\$0.00'></td></table>"; ?> <p align="left"><input type='submit' name='submit' value='Submit'/></p> </form> </div></td> </tr> </tbody> </table></td> </tr> </tbody> </table> </body> </html>

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  • Firefox doesn't display text on webpage.

    - by Ram
    hello, I was successful in displaying text on webpage but in firefox, it does not display the text at all. If i see the page source, it has text in there. but why doesn't it display? In Chrome and IE, it works fine. Edit: When i used firebug, it looks like the content is behind the screen. I just guess. What you experts say on this? <asp:Content ID="Content1" ContentPlaceHolderID="ContentPlaceHolder1" runat="Server"> <div> <table id="Table2" width="150%" border="0" cellspacing="0" cellpadding="0" class="main_content"> <tr valign="top"> <td align="left" style="height: auto"> <br /> &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;&nbsp; <asp:Label ID="lblName" runat="server" Font-Bold="True" Font-Size="10pt" ForeColor="#006699" Font-Names="Verdana"></asp:Label>&nbsp;</td> </tr> <tr style="height:32px"> </tr> <tr valign="top"> <td align="center"> <div class="reusableBlueBox" style="width: 500px;height:auto;"> <div class="reusableBlueTop"> <span>&nbsp;</span>&nbsp;</div> <div class="reusableBlueContent"> <table id="Content" border="0" cellpadding="0" cellspacing="4" class="createAccountTable"> <%-- <tr><td align="left" valign="top"><h2 align="center">WELCOME TO OUR SITE...!</h2></td></tr>--%> <tr id="trwelcome" runat="server"> <td> <div style="text-align: center; margin: 0in 0in 0pt;"> <span style="color: #00669f; font-size:large; font-family:Arial; font-weight:bold" > Welcome</span> <br> <span style="color: #00669f; font-size:small; font-family:Arial" > Please look over this welcome page to familiarize yourself with your account. </span> </div> </td> </tr> <tr id="trhelp" runat="server" visible = "false"> <td> <div style="text-align: center; margin: 0in 0in 0pt;"> <span style="color: #00669f; font-size:large; font-family:Arial; font-weight:bold" > Help</span> <br> </div> </td> </tr> <tr style="height:10px"> <td> </td> </tr> <tr> <td id="tdWelcomeContent" runat="server" valign="top" class="listStyleNone"> </td> </tr> <tr id="trthankyou" runat="server"> <td align="left"> <strong><span style="color: rgb(0,102,153); font-size: medium">Thanks for joining.</span></strong> </td> </tr> </table> <table width="200"> <tr> <td style="width: 109px; height: auto"> </td> <td style="width: 100px; height: auto" align="center"> <asp:ImageButton ID="imgbtnEnterMyAccount" runat="server" ImageUrl="~/images/enter_my_account.gif" OnClick="imgbtnEnterMyAccount_Click" Width="185px" /></td> <td style="width: 100px; height: auto"> &nbsp;</td> </tr> </table> </div> <div class="reusableBlueBottom"> <span>&nbsp;</span>&nbsp;</div> </div> <br /> <%-- <table width="200"> <tr> <td style="width: 109px; height: 37px"> <asp:ImageButton ID="btnhelp" runat="server" ImageUrl="~/images/help2.gif" OnClick="btnhelp_Click" Visible="False" /></td> <td style="width: 100px; height: 37px" align="center"> &nbsp;<asp:ImageButton ID="imgbtnEnterMyAccount" runat="server" ImageUrl="~/images/enter_my_account.gif" OnClick="imgbtnEnterMyAccount_Click" Width="185px" /></td> <td style="width: 100px; height: 37px"> &nbsp;</td> </tr> <tr> <td style="width: 109px; height: 47px"> </td> <td style="width: 100px; height: 47px"> </td> <td style="width: 100px; height: 47px"> </td> </tr> </table>--%> </td> </tr> <tr> <td align="center"> </td> </tr> <tr> <td align="center"> &nbsp;</td> </tr> </table> </div> Thanks in advance!

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  • Array structure returned by Yii's model

    - by user1104955
    I am a Yii beginner and am running into a bit of a wall and hope someone will be able to help me get back onto track. I think this might be a fairly straight forward question to the seasoned Yii user. So here goes... In the controller, let's say I run the following call to the model- $variable = Post::model()->findAll(); All works fine and I pass the variable into the view. Here's where I get pretty stuck. The array that is returned in the above query is far more complex than I anticipated and I'm struggling to make sense of it. Here's a sample- print_r($variable); gives- Array ( [0] => Post Object ( [_md:CActiveRecord:private] => CActiveRecordMetaData Object ( [tableSchema] => CMysqlTableSchema Object ( [schemaName] => [name] => tbl_post [rawName] => `tbl_post` [primaryKey] => id [sequenceName] => [foreignKeys] => Array ( ) [columns] => Array ( [id] => CMysqlColumnSchema Object ( [name] => id [rawName] => `id` [allowNull] => [dbType] => int(11) [type] => integer [defaultValue] => [size] => 11 [precision] => 11 [scale] => [isPrimaryKey] => 1 [isForeignKey] => [autoIncrement] => 1 [_e:CComponent:private] => [_m:CComponent:private] => ) [post] => CMysqlColumnSchema Object ( [name] => post [rawName] => `post` [allowNull] => [dbType] => text [type] => string [defaultValue] => [size] => [precision] => [scale] => [isPrimaryKey] => [isForeignKey] => [autoIncrement] => [_e:CComponent:private] => [_m:CComponent:private] => ) ) [_e:CComponent:private] => [_m:CComponent:private] => ) [columns] => Array ( [id] => CMysqlColumnSchema Object ( [name] => id [rawName] => `id` [allowNull] => [dbType] => int(11) [type] => integer [defaultValue] => [size] => 11 [precision] => 11 [scale] => [isPrimaryKey] => 1 [isForeignKey] => [autoIncrement] => 1 [_e:CComponent:private] => [_m:CComponent:private] => ) [post] => CMysqlColumnSchema Object ( [name] => post [rawName] => `post` [allowNull] => [dbType] => text [type] => string [defaultValue] => [size] => [precision] => [scale] => [isPrimaryKey] => [isForeignKey] => [autoIncrement] => [_e:CComponent:private] => [_m:CComponent:private] => ) ) [relations] => Array ( [responses] => CHasManyRelation Object ( [limit] => -1 [offset] => -1 [index] => [through] => [joinType] => LEFT OUTER JOIN [on] => [alias] => [with] => Array ( ) [together] => [scopes] => [name] => responses [className] => Response [foreignKey] => post_id [select] => * [condition] => [params] => Array ( ) [group] => [join] => [having] => [order] => [_e:CComponent:private] => [_m:CComponent:private] => ) ) [attributeDefaults] => Array ( ) [_model:CActiveRecordMetaData:private] => Post Object ( [_md:CActiveRecord:private] => CActiveRecordMetaData Object *RECURSION* [_new:CActiveRecord:private] => [_attributes:CActiveRecord:private] => Array ( ) [_related:CActiveRecord:private] => Array ( ) [_c:CActiveRecord:private] => [_pk:CActiveRecord:private] => [_alias:CActiveRecord:private] => t [_errors:CModel:private] => Array ( ) [_validators:CModel:private] => [_scenario:CModel:private] => [_e:CComponent:private] => [_m:CComponent:private] => ) ) [_new:CActiveRecord:private] => [_attributes:CActiveRecord:private] => Array ( [id] => 1 [post] => User Post ) [_related:CActiveRecord:private] => Array ( ) [_c:CActiveRecord:private] => [_pk:CActiveRecord:private] => 1 [_alias:CActiveRecord:private] => t [_errors:CModel:private] => Array ( ) [_validators:CModel:private] => [_scenario:CModel:private] => update [_e:CComponent:private] => [_m:CComponent:private] => ) ) [sorry if there's an easier way to show this array, I'm not aware of it] Can anyone explain to me why the model returns such a complex array? It doesn't seem to matter what tables or columns or relations are used in your application, they all seem to me to return this format. Also, can someone explain the structure to me so that I can isolate the variables that I want to recover? Many thanks in advance, Nick

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  • XNA: Camera's Rotation and Translation matrices seem to interfere with each other

    - by Danjen
    I've been following the guide here for how to create a custom 2D camera in XNA. It works great, I've implemented it before, but for some reason, the matrix math is throwing me off. public sealed class Camera2D { public Vector2 Origin { get; set; } public Vector2 Position { get; set; } public float Scale { get; set; } public float Rotation { get; set; } } It might be easier to just show you a picture of my problem: http://i.imgur.com/H1l6LEx.png What I want to do is allow the camera to pivot around any given point. Right now, I have the rotations mapped to my shoulder buttons on a gamepad, and if I press them, it should rotate around the point the camera is currently looking at. Then, I use the left stick to move the camera around. The problem is that after it's been rotated, pressing "up" results in it being used relative to the rotation, creating the image above. I understand that matrices have to be applied in a certain order, and that I have to offset the thing to be rotated around the world origin and move it back, but it just won't work! public Matrix GetTransformationMatrix() { Matrix mRotate = Matrix.Identity * Matrix.CreateTranslation(-Origin.X, -Origin.Y, 0.00f) * // Move origin to world center Matrix.CreateRotationZ(MathHelper.ToRadians(Rotation)) * // Apply rotation Matrix.CreateTranslation(+Origin.X, +Origin.Y, 0.00f); // Undo the move operation Matrix mTranslate = Matrix.Identity * Matrix.CreateTranslation(-Position.X, Position.Y, 0.00f); // Apply the actual translation return mRotate * mTranslate; } So to recap, it seems I can have it rotate around an arbitrary point and lose the ability to have "up" move the camera straight up, or I can rotate it around the world origin and have the camera move properly, but not both.

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  • WARNING: unrecognised client name "localhost.local", check server config

    - by dmonder
    I have two machines connected. The server is S1 and the client is C1. section: aliases C1.wcu.edu: C1 end section: links S1: right = C1.wcu.edu C1.wcu.edu: left = S1 end When I start Synergy on both machines, the connection is made but I get the subject WARNING message on the server constantly. On the client, I get the three messages below. ERROR: server refused client with name "localhost.local" WARNING: failed to connect to server: server refused client with our name NOTE: connecting to 'S1.wcu.edu': XXX.XXX.XXX.73:24800 Any idea why I am getting these messages? The connection is working. David

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  • Meraki wireless access point disconnects clients

    - by resolver101
    We have a Meraki MR16 Cloud Managed AP and it disconnects certain clients. The clients with Intel wireless cards work without any disconnects. The Meraki reports the follow in its event log: Sep 4 09:55:47 WPA authentication Sep 4 09:55:47 802.11 association channel: 11, rssi: 64 Sep 4 09:55:38 802.11 disassociation client has left AP Sep 4 09:55:38 WPA deauthentication vap: 0, radio: 0, aid: 1633956416 An example wireless network card which the Meraki disconnects is Realtek RTL8191SE 802.11b/g/n WiFi Adapter. The realtek laptop is sat 2 meters away from the AP and has a lot of signal and the Meraki reports minimal interference. Any ideas why it disconnects non-intel wireless network cards?

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  • What’s New from the Oracle Marketing Cloud at Oracle OpenWorld 2014?

    - by Richard Lefebvre
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 Marketing—CX Central is your hub for all things Marketing related at OpenWorld in San Francisco, September 28-October 2, 2014. Learn how to personalize the modern marketing journey to improve customer loyalty. We’re hosting more than 60 breakout sessions, half of which will highlight customer success stories from marquee brands including Bizo, Comcast, Dell, Epson, John Deere, Lane Bryant, ReadyTalk and Shutterfly. Moscone West, Levels 2 and 3 To learn more about how modern marketing works, visit Moscone West, levels 2 and 3, for exciting demos of each of the Oracle Marketing Cloud solutions (BlueKai, Compendium, Eloqua, Push I/O, and Responsys). You also can check out our stations for Vertical Marketing Best Practices, the Markie Awards, and more! CX Spotlight Sessions “Accelerating Big Profits in Big Data,” Jeff Tanner, Baylor University “Using Content Marketing to Impact Every Stage of the Buyer’s Journey,” Jennifer Agustin, Bizo “Expanding Your Marketing with Proven Testing and Optimization,” Brian Border, Shutterfly and Matthew Balthazor, Epson “Modern Marketing: The New Digital Dialogue,” Cory Treffiletti, Oracle A Special Marquee Session Dell’s Hayden Mugford will speak on “The Digital Ecosystem: Driving Experience Through Contact Engagement.” She will highlight how the organization built a digital ecosystem that supports a behaviorally driven, multivehicle nurturing campaign. The Dell 1:1 Global Marketing team worked with multiple partners to innovate integrations with Oracle Eloqua, Oracle Real-Time Decisions for real-time decision logic, and a content management system (CMS) that enables 100 percent customized e-mails. The program doubled average order values for nurtured contacts versus non-nurtured and tripled open and click-through rates versus push e-mail. Other Oracle Marketing Cloud Session Highlights Thought leadership by role Exploring the benefits of moving to the Cloud Product line roadmaps and innovations in Marketing Technical deep dives for product lines within Marketing Best practices and impactful business measurements Solutions that are Integrated across CX Target Audience Session content is geared toward professionals in Marketing, Marketing Operations, Marketing Demand Generation, Social: Chief Marketing Officers, Vice Presidents, Directors and Managers. Outcomes Customers attending Marketing—CX Central @ OpenWorld will be able to: Gain insight into delivering consistent cross-channel marketing Discover how to provide the right information to the right customer at the right time and with the right channel Get answers to burning questions and advice on business challenges Hear from other Oracle customers about recommended best practices to help their organization move forward Network and share ideas to help create a strategy for connecting with customers in better ways It Wouldn’t Be an Oracle Marketing Cloud Event Without a Party! We’re hosting CX Central Fest:  a unique customer experience specifically designed for attendees of CX Central. It will include a chance to rock out at a private concert featuring Los Angeles indie electronic pop group, Capital Cities! Join us Tuesday, September 30 from 7-9 p.m. OpenWorld is a fabulous way for your customers to see all that Oracle Marketing Cloud has to offer. Pass on an invitation today. By Laura Vogel (Oracle) /* 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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  • HP ACU shows parity initialization failed (with screenshot)

    - by lbanz
    I put in a new drive due to a hard drive failure. When the rebuild got to 100%, the controller fails and I need to reboot the server to bring it online. I had to do this about three times and it eventually finished rebuilding. But I found that it says parity initialization status failed. I've left it for a few hours but it didn't seem to reinitialize. Then I ran the insight online diagnostic tools and it reported the disk that I put in reached read/write error threshold. So I'm beginning to think that the brand new disk I put in is faulty. Before I put in the disk, the parity initialization was at a finished state. Should I replace the new disk I put in? I'm very worried as I think the parity is broken. Or is there a way to kick start the initialization process?

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  • CreationName for SSIS 2008 and adding components programmatically

    If you are building SSIS 2008 packages programmatically and adding data flow components, you will probably need to know the creation name of the component to add. I can never find a handy reference when I need one, hence this rather mundane post. See also CreationName for SSS 2005. We start with a very simple snippet for adding a component: // Add the Data Flow Task package.Executables.Add("STOCK:PipelineTask"); // Get the task host wrapper, and the Data Flow task TaskHost taskHost = package.Executables[0] as TaskHost; MainPipe dataFlowTask = (MainPipe)taskHost.InnerObject; // Add OLE-DB source component - ** This is where we need the creation name ** IDTSComponentMetaData90 componentSource = dataFlowTask.ComponentMetaDataCollection.New(); componentSource.Name = "OLEDBSource"; componentSource.ComponentClassID = "DTSAdapter.OLEDBSource.2"; So as you can see the creation name for a OLE-DB Source is DTSAdapter.OLEDBSource.2. CreationName Reference  ADO NET Destination Microsoft.SqlServer.Dts.Pipeline.ADONETDestination, Microsoft.SqlServer.ADONETDest, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 ADO NET Source Microsoft.SqlServer.Dts.Pipeline.DataReaderSourceAdapter, Microsoft.SqlServer.ADONETSrc, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 Aggregate DTSTransform.Aggregate.2 Audit DTSTransform.Lineage.2 Cache Transform DTSTransform.Cache.1 Character Map DTSTransform.CharacterMap.2 Checksum Konesans.Dts.Pipeline.ChecksumTransform.ChecksumTransform, Konesans.Dts.Pipeline.ChecksumTransform, Version=2.0.0.0, Culture=neutral, PublicKeyToken=b2ab4a111192992b Conditional Split DTSTransform.ConditionalSplit.2 Copy Column DTSTransform.CopyMap.2 Data Conversion DTSTransform.DataConvert.2 Data Mining Model Training MSMDPP.PXPipelineProcessDM.2 Data Mining Query MSMDPP.PXPipelineDMQuery.2 DataReader Destination Microsoft.SqlServer.Dts.Pipeline.DataReaderDestinationAdapter, Microsoft.SqlServer.DataReaderDest, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 Derived Column DTSTransform.DerivedColumn.2 Dimension Processing MSMDPP.PXPipelineProcessDimension.2 Excel Destination DTSAdapter.ExcelDestination.2 Excel Source DTSAdapter.ExcelSource.2 Export Column TxFileExtractor.Extractor.2 Flat File Destination DTSAdapter.FlatFileDestination.2 Flat File Source DTSAdapter.FlatFileSource.2 Fuzzy Grouping DTSTransform.GroupDups.2 Fuzzy Lookup DTSTransform.BestMatch.2 Import Column TxFileInserter.Inserter.2 Lookup DTSTransform.Lookup.2 Merge DTSTransform.Merge.2 Merge Join DTSTransform.MergeJoin.2 Multicast DTSTransform.Multicast.2 OLE DB Command DTSTransform.OLEDBCommand.2 OLE DB Destination DTSAdapter.OLEDBDestination.2 OLE DB Source DTSAdapter.OLEDBSource.2 Partition Processing MSMDPP.PXPipelineProcessPartition.2 Percentage Sampling DTSTransform.PctSampling.2 Performance Counters Source DataCollectorTransform.TxPerfCounters.1 Pivot DTSTransform.Pivot.2 Raw File Destination DTSAdapter.RawDestination.2 Raw File Source DTSAdapter.RawSource.2 Recordset Destination DTSAdapter.RecordsetDestination.2 RegexClean Konesans.Dts.Pipeline.RegexClean.RegexClean, Konesans.Dts.Pipeline.RegexClean, Version=2.0.0.0, Culture=neutral, PublicKeyToken=d1abe77e8a21353e Row Count DTSTransform.RowCount.2 Row Count Plus Konesans.Dts.Pipeline.RowCountPlusTransform.RowCountPlusTransform, Konesans.Dts.Pipeline.RowCountPlusTransform, Version=2.0.0.0, Culture=neutral, PublicKeyToken=b2ab4a111192992b Row Number Konesans.Dts.Pipeline.RowNumberTransform.RowNumberTransform, Konesans.Dts.Pipeline.RowNumberTransform, Version=2.0.0.0, Culture=neutral, PublicKeyToken=b2ab4a111192992b Row Sampling DTSTransform.RowSampling.2 Script Component Microsoft.SqlServer.Dts.Pipeline.ScriptComponentHost, Microsoft.SqlServer.TxScript, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 Slowly Changing Dimension DTSTransform.SCD.2 Sort DTSTransform.Sort.2 SQL Server Compact Destination Microsoft.SqlServer.Dts.Pipeline.SqlCEDestinationAdapter, Microsoft.SqlServer.SqlCEDest, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 SQL Server Destination DTSAdapter.SQLServerDestination.2 Term Extraction DTSTransform.TermExtraction.2 Term Lookup DTSTransform.TermLookup.2 Trash Destination Konesans.Dts.Pipeline.TrashDestination.Trash, Konesans.Dts.Pipeline.TrashDestination, Version=2.0.0.0, Culture=neutral, PublicKeyToken=b8351fe7752642cc TxTopQueries DataCollectorTransform.TxTopQueries.1 Union All DTSTransform.UnionAll.2 Unpivot DTSTransform.UnPivot.2 XML Source Microsoft.SqlServer.Dts.Pipeline.XmlSourceAdapter, Microsoft.SqlServer.XmlSrc, Version=10.0.0.0, Culture=neutral, PublicKeyToken=89845dcd8080cc91 Here is a simple console program that can be used to enumerate the pipeline components installed on your machine, and dumps out a list of all components like that above. You will need to add a reference to the Microsoft.SQLServer.ManagedDTS assembly. using System; using System.Diagnostics; using Microsoft.SqlServer.Dts.Runtime; public class Program { static void Main(string[] args) { Application application = new Application(); PipelineComponentInfos componentInfos = application.PipelineComponentInfos; foreach (PipelineComponentInfo componentInfo in componentInfos) { Debug.WriteLine(componentInfo.Name + "\t" + componentInfo.CreationName); } Console.Read(); } }

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  • Office 2013 OCT unhandled exception when saving .RSP

    - by user52874
    I'm trying to prepare a deployment of office 2013 pro plus. If I deploy an existing .rsp file that was left behind by the old analyst (typing from the client): PS C: \\deploybox\software\Office2013\setup.exe /adminfile \\deploybox\software\Office2013\SWKS.MSP Things seem to deploy just fine. if I make any changes to the .rsp file by doing (all from the client): PS C: \\deploybox\software\Office2013\setup.exe /admin * Open SWKS.MSP * Make changes * Save under a different name SWKS1.MSP I get the following errorbox: Unhandled Exception: MsiGetSummaryInformation call failed. And if I try to deploy the new SWKS1.MSP, PS C: \\deploybox\software\Office2013\setup.exe /adminfile \\deploybox\software\Office2013\SWKS1.MSP it fails with the message: Path or file specified with /adminfile did not contain any customization patches that apply to this product or platform. If I even open the old known good .rsp file SWKS.MSP, and immediately save it as a new name SWKS1.MSP, making no changes, then the same thing happens. So what stupid newbie mistake am I making here? Thanks!

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  • Processing Email in Outlook

    - by Daniel Moth
    A. Why Goal 1 = Help others: Have at most a 24-hour response turnaround to internal (from colleague) emails, typically achieving same day response. Goal 2 = Help projects: Not to implicitly pass/miss an opportunity to have impact on electronic discussions around any project on the radar. Not achieving goals 1 & 2 = Colleagues stop relying on you, drop you off conversations, don't see you as a contributing resource or someone that cares, you are perceived as someone with no peripheral vision. Note this is perfect if all you are doing is cruising at your job, trying to fly under the radar, with no ambitions of having impact beyond your absolute minimum 'day job'. B. DON'T: Leave unread email lurking around Don't: Receive or process all incoming emails in a single folder ('inbox' or 'unread mail'). This is actually possible if you receive a small number of emails (e.g. new to the job, not working at a company like Microsoft). Even so, with (your future) success at any level (company, community) comes large incoming email, so learn to deal with it. With large volumes, it is best to let the system help you by doing some categorization and filtering on your behalf (instead of trying to do that in your head as you process the single folder). See later section on how to achieve this. Don't: Leave emails as 'unread' (or worse: read them, then mark them as unread). Often done by individuals who think they possess super powers ("I can mentally cache and distinguish between the emails I chose not to read, the ones that are actually new, and the ones I decided to revisit in the future; the fact that they all show up the same (bold = unread) does not confuse me"). Interactions with this super-powered individuals typically end up with them saying stuff like "I must have missed that email you are talking about (from 2 weeks ago)" or "I am a bit behind, so I haven't read your email, can you remind me". TIP: The only place where you are "allowed" unread email is in your Deleted Items folder. Don't: Interpret a read email as an email that has been processed. Doing that, means you will always end up with fake unread email (that you have actually read, but haven't dealt with completely so you then marked it as unread) lurking between actual unread email. Another side effect is reading the email and making a 'mental' note to action it, then leaving the email as read, so the only thing left to remind you to carry out the action is… you. You are not super human, you will forget. This is a key distinction. Reading (or even scanning) a new email, means you now know what needs to be done with it, in order for it to be truly considered processed. Truly processing an email is to, for example, write an email of your own (e.g. to reply or forward), or take a non-email related action (e.g. create calendar entry, do something on some website), or read it carefully to gain some knowledge (e.g. it had a spec as an attachment), or keep it around as reference etc. 'Reading' means that you know what to do, not that you have done it. An email that is read is an email that is triaged, not an email that is resolved. Sometimes the thing that needs to be done based on receiving the email, you can (and want) to do immediately after reading the email. That is fine, you read the email and you processed it (typically when it takes no longer than X minutes, where X is your personal tolerance – mine is roughly 2 minutes). Other times, you decide that you don't want to spend X minutes at that moment, so after reading the email you need a quick system for "marking" the email as to be processed later (and you still leave it as 'read' in outlook). See later section for how. C. DO: Use Outlook rules and have multiple folders where incoming email is automatically moved to Outlook email rules are very powerful and easy to configure. Use them to automatically file email into folders. Here are mine (note that if a rule catches an email message then no further rules get processed): "personal" Email is either personal or business related. Almost all personal email goes to my gmail account. The personal emails that end up on my work email account, go to a dedicated folder – that is achieved via a rule that looks at the email's 'From' field. For those that slip through, I use the new Outlook 2010  quick step of "Conversation To Folder" feature to let the slippage only occur once per conversation, and then update my rules. "External" and "ViaBlog" The remaining external emails either come from my blog (rule on the subject line) or are unsolicited (rule on the domain name not being microsoft) and they are filed accordingly. "invites" I may do a separate blog post on calendar management, but suffice to say it should be kept up to date. All invite requests end up in this folder, so that even if mail gets out of control, the calendar can stay under control (only 1 folder to check). I.e. so I can let the organizer know why I won't be attending their meeting (or that I will be). Note: This folder is the only one that shows the total number of items in it, instead of the total unread. "Inbox" The only email that ends up here is email sent TO me and me only. Note that this is also the only email that shows up above the systray icon in the notification toast – all other emails cannot interrupt. "ToMe++" Email where I am on the TO line, but there are other recipients as well (on the TO or CC line). "CC" Email where I am on the CC line. I need to read these, but nobody is expecting a response or action from me so they are not as urgent (and if they are and follow up with me, they'll receive a link to this). "@ XYZ" Emails to aliases that are about projects that I directly work on (and I wasn't on the TO or CC line, of course). Test: these projects are in my commitments that I get measured on at the end of the year. "Z Mass" and subfolders under it per distribution list (DL) Emails to aliases that are about topics that I am interested in, but not that I formally own/contribute to. Test: if I unsubscribed from these aliases, nobody could rightfully complain. "Admin" folder, which resides under "Z Mass" folder Emails to aliases that I was added typically by an admin, e.g. broad emails to the floor/group/org/building/division/company that I am a member of. "BCC" folder, which resides under "Z Mass" Emails where I was not on the TO or the CC line explicitly and the alias it was sent to is not one I explicitly subscribed to (or I have been added to the BCC line, which I briefly touched on in another post). When there are only a few quick minutes to catch up on email, read as much as possible from these folders, in this order: Invites, Inbox, ToMe++. Only when these folders are all read (remember that doesn't mean that each email in them has been fully dealt with), we can move on to the @XYZ and then the CC folders. Only when those are read we can go on to the remaining folders. Note that the typical flow in the "Z Mass" subfolders is to scan subject lines and use the new Ctrl+Delete Outlook 2010 feature to ignore conversations. D. DO: Use Outlook Search folders in combination with categories As you process each folder, when you open a new email (i.e. click on it and read it in the preview pane) the email becomes read and stays read and you have to decide whether: It can take 2 minutes to deal with for good, right now, or It will take longer than 2 minutes, so it needs to be postponed with a clear next step, which is one of ToReply – there may be intermediate action steps, but ultimately someone else needs to receive email about this Action – no email is required, but I need to do something ReadLater – no email is required from the quick scan, but this is too long to fully read now, so it needs to be read it later WaitingFor – the email is informing of an intermediate status and 'promising' a future email update. Need to track. SomedayMaybe – interesting but not important, non-urgent, non-time-bound information. I may want to spend part of one of my weekends reading it. For all these 'next steps' use Outlook categories (right click on the email and assign category, or use shortcut key). Note that I also use category 'WaitingFor' for email that I send where I am expecting a response and need to track it. Create a new search folder for each category (I dragged the search folders into my favorites at the top left of Outlook, above my inboxes). So after the activity of reading/triaging email in the normal folders (where the email arrived) is done, the result is a bunch of emails appearing in the search folders (configure them to show the total items, not the total unread items). To actually process email (that takes more than 2 minutes to deal with) process the search folders, starting with ToReply and Action. E. DO: Get into a Routine Now you have a system in place, get into a routine of using it. Here is how I personally use mine, but this part I keep tweaking: Spend short bursts of time (between meetings, during boring but mandatory meetings and, in general, 2-4 times a day) aiming to have no unread emails (and in the process deal with some emails that take less than 2 minutes). Spend around 30 minutes at the end of each day processing most urgent items in search folders. Spend as long as it takes each Friday (or even the weekend) ensuring there is no unnecessary email baggage carried forward to the following week. F. Other resources Official Outlook help on: Create custom actions rules, Manage e-mail messages with rules, creating a search folder. Video on ignoring conversations (Ctrl+Del). Official blog post on Quick Steps and in particular the Move Conversation to folder. If you've read "Getting Things Done" it is very obvious that my approach to email management is driven by GTD. A very similar approach was described previously by ScottHa (also influenced by GTD), worth reading here. He also described how he sets up 2 outlook rules ('invites' and 'external') which I also use – worth reading that too. Comments about this post welcome at the original blog.

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  • Untrusted file not showing unblock button windows 7

    - by Stewart Griffin
    I downloaded a dll but cannot use it as it is considered untrusted. I opened it using: Notepad.exe filepath\filename:zone.identifier and it informed me that that the file was in zone 3. Despite this I do not get an unblock button in the properties page for the file. Not being able to unblock it with this button I instead changed the value in notepad and saved my changes. When I reopen the zone.identifier info it is as I left it. I have set it to both 2 (trusted) and 0 (no information), but still am unable to use the files. Any one have any ideas? If I cannot unblock the files I will investigate turning this blocking off, but as a first step I'd like to try and just unblock this one file. Note: using Windows 7 Ultimate edition. It is when using MSTest from within Visual Studio 2008 that I hit problems.

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  • SQL SERVER – Shrinking NDF and MDF Files – Readers’ Opinion

    - by pinaldave
    Previously, I had written a blog post about SQL SERVER – Shrinking NDF and MDF Files – A Safe Operation. After that, I have written the following blog post that talks about the advantage and disadvantage of Shrinking and why one should not be Shrinking a file SQL SERVER – SHRINKFILE and TRUNCATE Log File in SQL Server 2008. On this subject, SQL Server Expert Imran Mohammed left an excellent comment. I just feel that his comment is worth a big article itself. For everybody to read his wonderful explanation, I am posting this blog post here. Thanks Imran! Shrinking Database always creates performance degradation and increases fragmentation in the database. I suggest that you keep that in mind before you start reading the following comment. If you are going to say Shrinking Database is bad and evil, here I am saying it first and loud. Now, the comment of Imran is written while keeping in mind only the process showing how the Shrinking Database Operation works. Imran has already explained his understanding and requests further explanation. I have removed the Best Practices section from Imran’s comments, as there are a few corrections. Comments from Imran - Before I explain to you the concept of Shrink Database, let us understand the concept of Database Files. When we create a new database inside the SQL Server, it is typical that SQl Server creates two physical files in the Operating System: one with .MDF Extension, and another with .LDF Extension. .MDF is called as Primary Data File. .LDF is called as Transactional Log file. If you add one or more data files to a database, the physical file that will be created in the Operating System will have an extension of .NDF, which is called as Secondary Data File; whereas, when you add one or more log files to a database, the physical file that will be created in the Operating System will have the same extension as .LDF. The questions now are, “Why does a new data file have a different extension (.NDF)?”, “Why is it called as a secondary data file?” and, “Why is .MDF file called as a primary data file?” Answers: Note: The following explanation is based on my limited knowledge of SQL Server, so experts please do comment. A data file with a .MDF extension is called a Primary Data File, and the reason behind it is that it contains Database Catalogs. Catalogs mean Meta Data. Meta Data is “Data about Data”. An example for Meta Data includes system objects that store information about other objects, except the data stored by the users. sysobjects stores information about all objects in that database. sysindexes stores information about all indexes and rows of every table in that database. syscolumns stores information about all columns that each table has in that database. sysusers stores how many users that database has. Although Meta Data stores information about other objects, it is not the transactional data that a user enters; rather, it’s a system data about the data. Because Primary Data File (.MDF) contains important information about the database, it is treated as a special file. It is given the name Primary Data file because it contains the Database Catalogs. This file is present in the Primary File Group. You can always create additional objects (Tables, indexes etc.) in the Primary data file (This file is present in the Primary File group), by mentioning that you want to create this object under the Primary File Group. Any additional data file that you add to the database will have only transactional data but no Meta Data, so that’s why it is called as the Secondary Data File. It is given the extension name .NDF so that the user can easily identify whether a specific data file is a Primary Data File or a Secondary Data File(s). There are many advantages of storing data in different files that are under different file groups. You can put your read only in the tables in one file (file group) and read-write tables in another file (file group) and take a backup of only the file group that has read the write data, so that you can avoid taking the backup of a read-only data that cannot be altered. Creating additional files in different physical hard disks also improves I/O performance. A real-time scenario where we use Files could be this one: Let’s say you have created a database called MYDB in the D-Drive which has a 50 GB space. You also have 1 Database File (.MDF) and 1 Log File on D-Drive and suppose that all of that 50 GB space has been used up and you do not have any free space left but you still want to add an additional space to the database. One easy option would be to add one more physical hard disk to the server, add new data file to MYDB database and create this new data file in a new hard disk then move some of the objects from one file to another, and put the file group under which you added new file as default File group, so that any new object that is created gets into the new files, unless specified. Now that we got a basic idea of what data files are, what type of data they store and why they are named the way they are, let’s move on to the next topic, Shrinking. First of all, I disagree with the Microsoft terminology for naming this feature as “Shrinking”. Shrinking, in regular terms, means to reduce the size of a file by means of compressing it. BUT in SQL Server, Shrinking DOES NOT mean compressing. Shrinking in SQL Server means to remove an empty space from database files and release the empty space either to the Operating System or to SQL Server. Let’s examine this through an example. Let’s say you have a database “MYDB” with a size of 50 GB that has a free space of about 20 GB, which means 30GB in the database is filled with data and the 20 GB of space is free in the database because it is not currently utilized by the SQL Server (Database); it is reserved and not yet in use. If you choose to shrink the database and to release an empty space to Operating System, and MIND YOU, you can only shrink the database size to 30 GB (in our example). You cannot shrink the database to a size less than what is filled with data. So, if you have a database that is full and has no empty space in the data file and log file (you don’t have an extra disk space to set Auto growth option ON), YOU CANNOT issue the SHRINK Database/File command, because of two reasons: There is no empty space to be released because the Shrink command does not compress the database; it only removes the empty space from the database files and there is no empty space. Remember, the Shrink command is a logged operation. When we perform the Shrink operation, this information is logged in the log file. If there is no empty space in the log file, SQL Server cannot write to the log file and you cannot shrink a database. Now answering your questions: (1) Q: What are the USEDPAGES & ESTIMATEDPAGES that appear on the Results Pane after using the DBCC SHRINKDATABASE (NorthWind, 10) ? A: According to Books Online (For SQL Server 2000): UsedPages: the number of 8-KB pages currently used by the file. EstimatedPages: the number of 8-KB pages that SQL Server estimates the file could be shrunk down to. Important Note: Before asking any question, make sure you go through Books Online or search on the Google once. The reasons for doing so have many advantages: 1. If someone else already has had this question before, chances that it is already answered are more than 50 %. 2. This reduces your waiting time for the answer. (2) Q: What is the difference between Shrinking the Database using DBCC command like the one above & shrinking it from the Enterprise Manager Console by Right-Clicking the database, going to TASKS & then selecting SHRINK Option, on a SQL Server 2000 environment? A: As far as my knowledge goes, there is no difference, both will work the same way, one advantage of using this command from query analyzer is, your console won’t be freezed. You can do perform your regular activities using Enterprise Manager. (3) Q: What is this .NDF file that is discussed above? I have never heard of it. What is it used for? Is it used by end-users, DBAs or the SERVER/SYSTEM itself? A: .NDF File is a secondary data file. You never heard of it because when database is created, SQL Server creates database by default with only 1 data file (.MDF) and 1 log file (.LDF) or however your model database has been setup, because a model database is a template used every time you create a new database using the CREATE DATABASE Command. Unless you have added an extra data file, you will not see it. This file is used by the SQL Server to store data which are saved by the users. Hope this information helps. I would like to as the experts to please comment if what I understand is not what the Microsoft guys meant. Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: Readers Contribution, Readers Question, SQL, SQL Authority, SQL Query, SQL Scripts, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • Processing Email in Outlook

    - by Daniel Moth
    A. Why Goal 1 = Help others: Have at most a 24-hour response turnaround to internal (from colleague) emails, typically achieving same day response. Goal 2 = Help projects: Not to implicitly pass/miss an opportunity to have impact on electronic discussions around any project on the radar. Not achieving goals 1 & 2 = Colleagues stop relying on you, drop you off conversations, don't see you as a contributing resource or someone that cares, you are perceived as someone with no peripheral vision. Note this is perfect if all you are doing is cruising at your job, trying to fly under the radar, with no ambitions of having impact beyond your absolute minimum 'day job'. B. DON'T: Leave unread email lurking around Don't: Receive or process all incoming emails in a single folder ('inbox' or 'unread mail'). This is actually possible if you receive a small number of emails (e.g. new to the job, not working at a company like Microsoft). Even so, with (your future) success at any level (company, community) comes large incoming email, so learn to deal with it. With large volumes, it is best to let the system help you by doing some categorization and filtering on your behalf (instead of trying to do that in your head as you process the single folder). See later section on how to achieve this. Don't: Leave emails as 'unread' (or worse: read them, then mark them as unread). Often done by individuals who think they possess super powers ("I can mentally cache and distinguish between the emails I chose not to read, the ones that are actually new, and the ones I decided to revisit in the future; the fact that they all show up the same (bold = unread) does not confuse me"). Interactions with this super-powered individuals typically end up with them saying stuff like "I must have missed that email you are talking about (from 2 weeks ago)" or "I am a bit behind, so I haven't read your email, can you remind me". TIP: The only place where you are "allowed" unread email is in your Deleted Items folder. Don't: Interpret a read email as an email that has been processed. Doing that, means you will always end up with fake unread email (that you have actually read, but haven't dealt with completely so you then marked it as unread) lurking between actual unread email. Another side effect is reading the email and making a 'mental' note to action it, then leaving the email as read, so the only thing left to remind you to carry out the action is… you. You are not super human, you will forget. This is a key distinction. Reading (or even scanning) a new email, means you now know what needs to be done with it, in order for it to be truly considered processed. Truly processing an email is to, for example, write an email of your own (e.g. to reply or forward), or take a non-email related action (e.g. create calendar entry, do something on some website), or read it carefully to gain some knowledge (e.g. it had a spec as an attachment), or keep it around as reference etc. 'Reading' means that you know what to do, not that you have done it. An email that is read is an email that is triaged, not an email that is resolved. Sometimes the thing that needs to be done based on receiving the email, you can (and want) to do immediately after reading the email. That is fine, you read the email and you processed it (typically when it takes no longer than X minutes, where X is your personal tolerance – mine is roughly 2 minutes). Other times, you decide that you don't want to spend X minutes at that moment, so after reading the email you need a quick system for "marking" the email as to be processed later (and you still leave it as 'read' in outlook). See later section for how. C. DO: Use Outlook rules and have multiple folders where incoming email is automatically moved to Outlook email rules are very powerful and easy to configure. Use them to automatically file email into folders. Here are mine (note that if a rule catches an email message then no further rules get processed): "personal" Email is either personal or business related. Almost all personal email goes to my gmail account. The personal emails that end up on my work email account, go to a dedicated folder – that is achieved via a rule that looks at the email's 'From' field. For those that slip through, I use the new Outlook 2010  quick step of "Conversation To Folder" feature to let the slippage only occur once per conversation, and then update my rules. "External" and "ViaBlog" The remaining external emails either come from my blog (rule on the subject line) or are unsolicited (rule on the domain name not being microsoft) and they are filed accordingly. "invites" I may do a separate blog post on calendar management, but suffice to say it should be kept up to date. All invite requests end up in this folder, so that even if mail gets out of control, the calendar can stay under control (only 1 folder to check). I.e. so I can let the organizer know why I won't be attending their meeting (or that I will be). Note: This folder is the only one that shows the total number of items in it, instead of the total unread. "Inbox" The only email that ends up here is email sent TO me and me only. Note that this is also the only email that shows up above the systray icon in the notification toast – all other emails cannot interrupt. "ToMe++" Email where I am on the TO line, but there are other recipients as well (on the TO or CC line). "CC" Email where I am on the CC line. I need to read these, but nobody is expecting a response or action from me so they are not as urgent (and if they are and follow up with me, they'll receive a link to this). "@ XYZ" Emails to aliases that are about projects that I directly work on (and I wasn't on the TO or CC line, of course). Test: these projects are in my commitments that I get measured on at the end of the year. "Z Mass" and subfolders under it per distribution list (DL) Emails to aliases that are about topics that I am interested in, but not that I formally own/contribute to. Test: if I unsubscribed from these aliases, nobody could rightfully complain. "Admin" folder, which resides under "Z Mass" folder Emails to aliases that I was added typically by an admin, e.g. broad emails to the floor/group/org/building/division/company that I am a member of. "BCC" folder, which resides under "Z Mass" Emails where I was not on the TO or the CC line explicitly and the alias it was sent to is not one I explicitly subscribed to (or I have been added to the BCC line, which I briefly touched on in another post). When there are only a few quick minutes to catch up on email, read as much as possible from these folders, in this order: Invites, Inbox, ToMe++. Only when these folders are all read (remember that doesn't mean that each email in them has been fully dealt with), we can move on to the @XYZ and then the CC folders. Only when those are read we can go on to the remaining folders. Note that the typical flow in the "Z Mass" subfolders is to scan subject lines and use the new Ctrl+Delete Outlook 2010 feature to ignore conversations. D. DO: Use Outlook Search folders in combination with categories As you process each folder, when you open a new email (i.e. click on it and read it in the preview pane) the email becomes read and stays read and you have to decide whether: It can take 2 minutes to deal with for good, right now, or It will take longer than 2 minutes, so it needs to be postponed with a clear next step, which is one of ToReply – there may be intermediate action steps, but ultimately someone else needs to receive email about this Action – no email is required, but I need to do something ReadLater – no email is required from the quick scan, but this is too long to fully read now, so it needs to be read it later WaitingFor – the email is informing of an intermediate status and 'promising' a future email update. Need to track. SomedayMaybe – interesting but not important, non-urgent, non-time-bound information. I may want to spend part of one of my weekends reading it. For all these 'next steps' use Outlook categories (right click on the email and assign category, or use shortcut key). Note that I also use category 'WaitingFor' for email that I send where I am expecting a response and need to track it. Create a new search folder for each category (I dragged the search folders into my favorites at the top left of Outlook, above my inboxes). So after the activity of reading/triaging email in the normal folders (where the email arrived) is done, the result is a bunch of emails appearing in the search folders (configure them to show the total items, not the total unread items). To actually process email (that takes more than 2 minutes to deal with) process the search folders, starting with ToReply and Action. E. DO: Get into a Routine Now you have a system in place, get into a routine of using it. Here is how I personally use mine, but this part I keep tweaking: Spend short bursts of time (between meetings, during boring but mandatory meetings and, in general, 2-4 times a day) aiming to have no unread emails (and in the process deal with some emails that take less than 2 minutes). Spend around 30 minutes at the end of each day processing most urgent items in search folders. Spend as long as it takes each Friday (or even the weekend) ensuring there is no unnecessary email baggage carried forward to the following week. F. Other resources Official Outlook help on: Create custom actions rules, Manage e-mail messages with rules, creating a search folder. Video on ignoring conversations (Ctrl+Del). Official blog post on Quick Steps and in particular the Move Conversation to folder. If you've read "Getting Things Done" it is very obvious that my approach to email management is driven by GTD. A very similar approach was described previously by ScottHa (also influenced by GTD), worth reading here. He also described how he sets up 2 outlook rules ('invites' and 'external') which I also use – worth reading that too. Comments about this post welcome at the original blog.

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  • Postgresql fails to start on Ubuntu 10.04.4 LTS

    - by cancerballs
    I installed postgresql 9.2 from add-apt-repository ppa:pitti/postgresql using apt-get install postgresql-9.2 At the end of the install and every time I try to launch postgresql by using the following command /etc/init.d/postgresql start or service postgresql start I get this error: Error: could not exec /usr/lib/postgresql/9.2/bin/pg_ctl /usr/lib/postgresql/9.2/bin/pg_ctl start -D /var/lib/postgresql/9.2/main -l /var/log/postgresql/postgresql-9.2-main.log -s -o -c config_file="/etc/postgresql/9.2/main/postgresql.conf" : [fail] invoke-rc.d: initscript postgresql, action "start" failed. dpkg: error processing postgresql-9.2 (--configure): subprocess installed post-installation script returned error exit status 1 Errors were encountered while processing: postgresql-9.2 E: Sub-process /usr/bin/dpkg returned an error code (1) I have tried everything found here: How to thoroughly purge and reinstall postgresql on ubuntu and here: Eliminating non working postgresql installations on ubuntu 10-04 and starting af. I have also done dpkg -P --force-remove-reinstreq postgresql-client-9.2 in my attempt to remove everything postgres related from my server. After removing postgresql I have used dpkg --get-selections | grep postg To be sure there is nothing left and I can do a clean install. I have also made sure that the files and folders mentioned in the error message have the right permissions. The /var/log/postgresql/postgresql-9.2-main.log file is empty. I have tried installing every postgresql version from 8.3 to 9.2 and I get the same error on every time. I once managed to compile postgresql from the source provided on their website but then I encountered weird errors with psycopg2 so I figured I'd install postgresql this way and avoid those errors. Also when I type apt-get install postgresql it by default tries to install the 8.3 version even when I can find the package by typing apt-get install postgresql-9.2.

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  • SQL SERVER – Introduction to Wait Stats and Wait Types – Wait Type – Day 1 of 28

    - by pinaldave
    I have been working a lot on Wait Stats and Wait Types recently. Last Year, I requested blog readers to send me their respective server’s wait stats. I appreciate their kind response as I have received  Wait stats from my readers. I took each of the results and carefully analyzed them. I provided necessary feedback to the person who sent me his wait stats and wait types. Based on the feedbacks I got, many of the readers have tuned their server. After a while I got further feedbacks on my recommendations and again, I collected wait stats. I recorded the wait stats and my recommendations and did further research. At some point at time, there were more than 10 different round trips of the recommendations and suggestions. Finally, after six month of working my hands on performance tuning, I have collected some real world wisdom because of this. Now I plan to share my findings with all of you over here. Before anything else, please note that all of these are based on my personal observations and opinions. They may or may not match the theory available at other places. Some of the suggestions may not match your situation. Remember, every server is different and consequently, there is more than one solution to a particular problem. However, this series is written with kept wait stats in mind. While I was working on various performance tuning consultations, I did many more things than just tuning wait stats. Today we will discuss how to capture the wait stats. I use the script diagnostic script created by my friend and SQL Server Expert Glenn Berry to collect wait stats. Here is the script to collect the wait stats: -- Isolate top waits for server instance since last restart or statistics clear WITH Waits AS (SELECT wait_type, wait_time_ms / 1000. AS wait_time_s, 100. * wait_time_ms / SUM(wait_time_ms) OVER() AS pct, ROW_NUMBER() OVER(ORDER BY wait_time_ms DESC) AS rn FROM sys.dm_os_wait_stats WHERE wait_type NOT IN ('CLR_SEMAPHORE','LAZYWRITER_SLEEP','RESOURCE_QUEUE','SLEEP_TASK' ,'SLEEP_SYSTEMTASK','SQLTRACE_BUFFER_FLUSH','WAITFOR', 'LOGMGR_QUEUE','CHECKPOINT_QUEUE' ,'REQUEST_FOR_DEADLOCK_SEARCH','XE_TIMER_EVENT','BROKER_TO_FLUSH','BROKER_TASK_STOP','CLR_MANUAL_EVENT' ,'CLR_AUTO_EVENT','DISPATCHER_QUEUE_SEMAPHORE', 'FT_IFTS_SCHEDULER_IDLE_WAIT' ,'XE_DISPATCHER_WAIT', 'XE_DISPATCHER_JOIN', 'SQLTRACE_INCREMENTAL_FLUSH_SLEEP')) SELECT W1.wait_type, CAST(W1.wait_time_s AS DECIMAL(12, 2)) AS wait_time_s, CAST(W1.pct AS DECIMAL(12, 2)) AS pct, CAST(SUM(W2.pct) AS DECIMAL(12, 2)) AS running_pct FROM Waits AS W1 INNER JOIN Waits AS W2 ON W2.rn <= W1.rn GROUP BY W1.rn, W1.wait_type, W1.wait_time_s, W1.pct HAVING SUM(W2.pct) - W1.pct < 99 OPTION (RECOMPILE); -- percentage threshold GO This script uses Dynamic Management View sys.dm_os_wait_stats to collect the wait stats. It omits the system-related wait stats which are not useful to diagnose performance-related bottleneck. Additionally, not OPTION (RECOMPILE) at the end of the DMV will ensure that every time the query runs, it retrieves new data and not the cached data. This dynamic management view collects all the information since the time when the SQL Server services have been restarted. You can also manually clear the wait stats using the following command: DBCC SQLPERF('sys.dm_os_wait_stats', CLEAR); Once the wait stats are collected, we can start analysis them and try to see what is causing any particular wait stats to achieve higher percentages than the others. Many waits stats are related to one another. When the CPU pressure is high, all the CPU-related wait stats show up on top. But when that is fixed, all the wait stats related to the CPU start showing reasonable percentages. It is difficult to have a sure solution, but there are good indications and good suggestions on how to solve this. I will keep this blog post updated as I will post more details about wait stats and how I reduce them. The reference to Book On Line is over here. Of course, I have selected February to run this Wait Stats series. I am already cheating by having the smallest month to run this series. :) Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: DMV, Pinal Dave, PostADay, SQL, SQL Authority, SQL Optimization, SQL Performance, SQL Query, SQL Scripts, SQL Server, SQL Tips and Tricks, SQL Wait Stats, SQL Wait Types, T SQL, Technology

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  • Agile Development

    - by James Oloo Onyango
    Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

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  • Installing SSL Certificate for use in IIS7, installation "works", but cert listing disappears

    - by Matt
    Windows Server 2008 R2, IIS7. We have an SSL cert from Go Daddy. It's a wildcard cert, so it will work across subdomains (e.g. *.domain.com). I followed the instructions located at http://help.godaddy.com/topic/742/article/4801 for installing the certificate. I get to the IIS step, where I: Click on "Security Certificates" feature when the server is selected in the left pane Click on "Complete Certificate Request" Navigate to the .crt file on the file system Give it a "friendly" name, click finish The cert gets listed on the main pane now of this "Server Certificates" panel. But, if I refresh the page, or navigate away and come back, it's gone. And the cert is not listed as a viable binding when trying to bind a site to https. This seems like a pretty straight forward process, but clearly I'm missing something here. Any ideas?

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  • Stupid Geek Tricks: How to Perform Date Calculations in Windows Calculator

    - by Usman
    Would you like to know how many days old are you today? Can you tell what will be the date 78 days from now? How many days are left till Christmas? How many days have passed since your last birthday? All these questions have their answers hidden within Windows! Curious? Keep reading to see how you can answer these questions in an instant using Windows’ built-in utility called ‘Calculator’. No, no. This isn’t a guide to show you how to perform basic calculations on calculator. This is an application of a unique feature in the Calculator application in Windows, and the feature is called Date Calculation. Most of us don’t really use the Windows’ Calculator that much, and when we do, it’s only for an instant (to do small calculations). However, it is packed with some really interesting features, so lets go ahead and see how Date Calculation works. To start, open Calculator by pressing the winkey, and type calcul… (it should’ve popped up by now, if not, you can type the rest of the ‘…ator’ as well just to be sure). Open it. And by the way, this date calculation function works in both Windows 7 and 8. Why Does 64-Bit Windows Need a Separate “Program Files (x86)” Folder? Why Your Android Phone Isn’t Getting Operating System Updates and What You Can Do About It How To Delete, Move, or Rename Locked Files in Windows

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  • DB2 upgrade database Fails due to descriptor corruption

    - by Jdcc
    Hi Everyone, I've recently upgraded my DB2 9.5 to DB2 9.7, and I am unable to update my database to v9.7. The error I have been receiving is this: "SQL0901N The SQL statement failed because of a non-severe system error. Subsequent SQL statements can be processed. (Reason "Packed descriptor corruption found. Please run RUNSTATS on this table".) SQLSTATE=58004" I have tried to connect with 9.5 clients that worked before the "upgrade" on other machines, but they complain about the DB not being migrated to the current version. So my DB is now somewhere in limbo between 9.5 and 9.7. Would anyone have any clever ideas on how to execute runstats on this DB without being able to connect to it? I'm not concerned so much about the data inside, as I am about the settings (name,optimization stuff, etc) Please let me know if I there is any information I left out. Thanks, Jdcc

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  • TEMP_PART01 and C drive

    - by SmartLemon
    So we have a Samsung series 9 laptop and it has a 128 GB solid state drive, the problem we are having with it is that it has 4 partitions, one that's 100MB (who knows what for), one thats 40 GB (Primary Windows partition), 60 GB partition (TEMP_PART01) and a microsoft office one. The primary windows partition only has less than, 30 MB left, we want to increase this space, I know that I could just move everything to temp_part01 but we are not quite sure on it. What we are thinking of doing is deleting this partition all together and extending the windows volume. The problem is that the extra partition has 55.7 remaining out of 59.7 GB, which means there is something on it, but it shows up with nothing when we go into it, when we change the settings to show hidden files, but still nothing, I then used CMD to list all the files using dir d: and still no files. So would it be safe to delete it and extend the windows volume? Or what should I do? Here's a screen shot:

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  • Go Directly to Desktop Mode in Windows 8 on Login (Without Installing Extra Software)

    - by Asian Angel
    A lot of people are unhappy with being forced to interact with the new Start Screen in Windows 8 first thing once they have logged into their system. But their is a quick and simple work-around to go directly to Desktop Mode that does not require installing extra software or making changes to your system. The first thing that you will need to do is make sure that the Desktop Tile is in the left uppermost position on the Start Screen as seen here. Once the tile has been moved to that position you will need to restart/reboot your system. Once your system has restarted and you are back at the Login Screen, type in your password but do NOT click on the Arrow Button or tap the Enter Key. Instead of tapping the Enter Key simply press down on it and hold it down until you see the regular desktop. Keep in mind that you may see the Start Screen become visible for just a short moment as it is being bypassed for the desktop. How to Use an Xbox 360 Controller On Your Windows PC Download the Official How-To Geek Trivia App for Windows 8 How to Banish Duplicate Photos with VisiPic

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