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  • Recommended ASP.NET Shared Hosting (USA)

    - by coffeeaddict
    Ok, I have to admit I'm getting fed up with www.discountasp.net's pricing model and this annoyance has built up over the past 8 years or so. I've been with them for years and absolutely love them on the technical side, however it's getting ridiculously expensive for so little that you get. I mean here's my scenario: 1) I am running 2 SQL Server databases which costs me $10/ea per month so that's $20/month for 2 and I only get 500 mb disk space which is horrible 2) I am paying $10/mo just for the hosting itself which I only get 1 gig of disk space! I mean common! 3) I am simply running 2 small apps (Screwturn Wiki & Subtext Blog)...so I don't really care if it's up 99% or not, it's not worth paying a total of $300 just to keep these 2 apps running over discountasp.net Anyone else feel the same? Yes, I know they have great support, probably have great servers running behind this but in the end I really don't care as long as my site is up 95% or better. Yes, the hosting toolset rocks. But you know I bet you I can find a similar set somewhere else. I like how I can totally control IIS 7 at discountasp and I can control my own app pool etc. That's very powerful and essential. But anyone have any good alternatives to discountasp that gives me close to the same at a much more reasonable cost point? I mean http://www.m6.net/prices.aspx gives you 10 SQL Databases for $7 and 200 gigs disk space! I don't know about their tools or support but just looking at those numbers and some other hosts I've seen, I feel that discountasp.net is way out of line. They don't even offer any purchasing discounts such as it would be nice if my 2nd SQL Server is only $5/month not $10...stuff like this, to make it much more realistic and fair. Opinions (people who do have discountasp.net, people who have left them, or people who have another host they like)??? But geez $300 just to host a couple DBs and lightweight open source apps? Not worth the price they are charging. I'm almost at a price point that enables me to get a decent dedicated server! I really don't care about beta ASP.NET frameworks support. Not a big deal to me. If you have alternative suggestions rather than your experience with discountasp, I'd like to know how their toolset is. Do you have complete control over your DB in terms of adding users, and same goes for the web app pool, etc.? Discountasp.net's control panel rocks. I don't want to loose the ability to at least control and add virtual directories, recycle my dedicated app pool myself, backup my sql database myself, through tools which is what discountasp does give you. I'd also want to know that the hoster at least gets the latest and greatest in terms of non-beta ASP.NET related frameworks available to its shared hosters.

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  • PHP-CGI Not working on CentOS 5?

    - by EJay
    Just started working with CentOS 5 after wanting to leave Ubuntu server for something a bit more industry-standard, and while trying to configure php-cgi, I run into this: [root@~~~~~~~ run]# /etc/init.d/php_cgi start Starting php-cgi: spawn-fcgi: child exited with: 255 [FAILED] Not 100% sure what's happening here, but no Google result returns anything regarding error code 255. I was following this guide: http://bash.cyberciti.biz/web-server/rhel-fedora-php-fastcgi-initd-script/ if it helps. EDIT: Forgot to mention this is with Nginx, not Lighttpd. Many thanks, Elliot

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  • Eclipse version in Debian package directories too old. Alternatives to manual install?

    - by Håvard Geithus
    Ian Murdock, the founder of Debian, has commented that package management is "the single biggest advancement Linux has brought to the industry". (Wikipedia) But for some reason I'm forced to install eclipse manually if I want the most recent version, rather than the ancient eclipse 3.5.2 from the Debian package directories. Why? Is there a more convenient way to get the newer version? (I know the manual install is very little work, but I still think it should be unnecessary)

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  • Parallelism in .NET – Part 3, Imperative Data Parallelism: Early Termination

    - by Reed
    Although simple data parallelism allows us to easily parallelize many of our iteration statements, there are cases that it does not handle well.  In my previous discussion, I focused on data parallelism with no shared state, and where every element is being processed exactly the same. Unfortunately, there are many common cases where this does not happen.  If we are dealing with a loop that requires early termination, extra care is required when parallelizing. Often, while processing in a loop, once a certain condition is met, it is no longer necessary to continue processing.  This may be a matter of finding a specific element within the collection, or reaching some error case.  The important distinction here is that, it is often impossible to know until runtime, what set of elements needs to be processed. In my initial discussion of data parallelism, I mentioned that this technique is a candidate when you can decompose the problem based on the data involved, and you wish to apply a single operation concurrently on all of the elements of a collection.  This covers many of the potential cases, but sometimes, after processing some of the elements, we need to stop processing. As an example, lets go back to our previous Parallel.ForEach example with contacting a customer.  However, this time, we’ll change the requirements slightly.  In this case, we’ll add an extra condition – if the store is unable to email the customer, we will exit gracefully.  The thinking here, of course, is that if the store is currently unable to email, the next time this operation runs, it will handle the same situation, so we can just skip our processing entirely.  The original, serial case, with this extra condition, might look something like the following: foreach(var customer in customers) { // Run some process that takes some time... DateTime lastContact = theStore.GetLastContact(customer); TimeSpan timeSinceContact = DateTime.Now - lastContact; // If it's been more than two weeks, send an email, and update... if (timeSinceContact.Days > 14) { // Exit gracefully if we fail to email, since this // entire process can be repeated later without issue. if (theStore.EmailCustomer(customer) == false) break; customer.LastEmailContact = DateTime.Now; } } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; } Here, we’re processing our loop, but at any point, if we fail to send our email successfully, we just abandon this process, and assume that it will get handled correctly the next time our routine is run.  If we try to parallelize this using Parallel.ForEach, as we did previously, we’ll run into an error almost immediately: the break statement we’re using is only valid when enclosed within an iteration statement, such as foreach.  When we switch to Parallel.ForEach, we’re no longer within an iteration statement – we’re a delegate running in a method. This needs to be handled slightly differently when parallelized.  Instead of using the break statement, we need to utilize a new class in the Task Parallel Library: ParallelLoopState.  The ParallelLoopState class is intended to allow concurrently running loop bodies a way to interact with each other, and provides us with a way to break out of a loop.  In order to use this, we will use a different overload of Parallel.ForEach which takes an IEnumerable<T> and an Action<T, ParallelLoopState> instead of an Action<T>.  Using this, we can parallelize the above operation by doing: Parallel.ForEach(customers, (customer, parallelLoopState) => { // Run some process that takes some time... DateTime lastContact = theStore.GetLastContact(customer); TimeSpan timeSinceContact = DateTime.Now - lastContact; // If it's been more than two weeks, send an email, and update... if (timeSinceContact.Days > 14) { // Exit gracefully if we fail to email, since this // entire process can be repeated later without issue. if (theStore.EmailCustomer(customer) == false) parallelLoopState.Break(); else customer.LastEmailContact = DateTime.Now; } }); There are a couple of important points here.  First, we didn’t actually instantiate the ParallelLoopState instance.  It was provided directly to us via the Parallel class.  All we needed to do was change our lambda expression to reflect that we want to use the loop state, and the Parallel class creates an instance for our use.  We also needed to change our logic slightly when we call Break().  Since Break() doesn’t stop the program flow within our block, we needed to add an else case to only set the property in customer when we succeeded.  This same technique can be used to break out of a Parallel.For loop. That being said, there is a huge difference between using ParallelLoopState to cause early termination and to use break in a standard iteration statement.  When dealing with a loop serially, break will immediately terminate the processing within the closest enclosing loop statement.  Calling ParallelLoopState.Break(), however, has a very different behavior. The issue is that, now, we’re no longer processing one element at a time.  If we break in one of our threads, there are other threads that will likely still be executing.  This leads to an important observation about termination of parallel code: Early termination in parallel routines is not immediate.  Code will continue to run after you request a termination. This may seem problematic at first, but it is something you just need to keep in mind while designing your routine.  ParallelLoopState.Break() should be thought of as a request.  We are telling the runtime that no elements that were in the collection past the element we’re currently processing need to be processed, and leaving it up to the runtime to decide how to handle this as gracefully as possible.  Although this may seem problematic at first, it is a good thing.  If the runtime tried to immediately stop processing, many of our elements would be partially processed.  It would be like putting a return statement in a random location throughout our loop body – which could have horrific consequences to our code’s maintainability. In order to understand and effectively write parallel routines, we, as developers, need a subtle, but profound shift in our thinking.  We can no longer think in terms of sequential processes, but rather need to think in terms of requests to the system that may be handled differently than we’d first expect.  This is more natural to developers who have dealt with asynchronous models previously, but is an important distinction when moving to concurrent programming models. As an example, I’ll discuss the Break() method.  ParallelLoopState.Break() functions in a way that may be unexpected at first.  When you call Break() from a loop body, the runtime will continue to process all elements of the collection that were found prior to the element that was being processed when the Break() method was called.  This is done to keep the behavior of the Break() method as close to the behavior of the break statement as possible. We can see the behavior in this simple code: var collection = Enumerable.Range(0, 20); var pResult = Parallel.ForEach(collection, (element, state) => { if (element > 10) { Console.WriteLine("Breaking on {0}", element); state.Break(); } Console.WriteLine(element); }); If we run this, we get a result that may seem unexpected at first: 0 2 1 5 6 3 4 10 Breaking on 11 11 Breaking on 12 12 9 Breaking on 13 13 7 8 Breaking on 15 15 What is occurring here is that we loop until we find the first element where the element is greater than 10.  In this case, this was found, the first time, when one of our threads reached element 11.  It requested that the loop stop by calling Break() at this point.  However, the loop continued processing until all of the elements less than 11 were completed, then terminated.  This means that it will guarantee that elements 9, 7, and 8 are completed before it stops processing.  You can see our other threads that were running each tried to break as well, but since Break() was called on the element with a value of 11, it decides which elements (0-10) must be processed. If this behavior is not desirable, there is another option.  Instead of calling ParallelLoopState.Break(), you can call ParallelLoopState.Stop().  The Stop() method requests that the runtime terminate as soon as possible , without guaranteeing that any other elements are processed.  Stop() will not stop the processing within an element, so elements already being processed will continue to be processed.  It will prevent new elements, even ones found earlier in the collection, from being processed.  Also, when Stop() is called, the ParallelLoopState’s IsStopped property will return true.  This lets longer running processes poll for this value, and return after performing any necessary cleanup. The basic rule of thumb for choosing between Break() and Stop() is the following. Use ParallelLoopState.Stop() when possible, since it terminates more quickly.  This is particularly useful in situations where you are searching for an element or a condition in the collection.  Once you’ve found it, you do not need to do any other processing, so Stop() is more appropriate. Use ParallelLoopState.Break() if you need to more closely match the behavior of the C# break statement. Both methods behave differently than our C# break statement.  Unfortunately, when parallelizing a routine, more thought and care needs to be put into every aspect of your routine than you may otherwise expect.  This is due to my second observation: Parallelizing a routine will almost always change its behavior. This sounds crazy at first, but it’s a concept that’s so simple its easy to forget.  We’re purposely telling the system to process more than one thing at the same time, which means that the sequence in which things get processed is no longer deterministic.  It is easy to change the behavior of your routine in very subtle ways by introducing parallelism.  Often, the changes are not avoidable, even if they don’t have any adverse side effects.  This leads to my final observation for this post: Parallelization is something that should be handled with care and forethought, added by design, and not just introduced casually.

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  • When Your Boss Doesn't Want you to Succeed

    - by Phil Factor
    You're working hard to get an application finished. You are programming long into the evenings sometimes, and eating sandwiches at your desk instead of taking a lunch break. Then one day you glance up at the IT manager, serene in his mysterious round of meetings, and think 'Does he actually care whether this project succeeds or not?'. The question may seem absurd. Of course the project must succeed. The truth, as always, is often far more complex. Your manager may even be doing his best to make sure you don't succeed. Why? There have always been rich pickings for the unscrupulous in IT.  In extreme cases, where administrators struggle with scarcely-comprehended technical issues, huge sums of money can be lost and gained without any perceptible results. In a very few cases can fraud be proven: most of the time, the intricacies of the 'game' are such that one can do little more than harbor suspicion.  Where does over-enthusiastic salesmanship end and fraud begin? The Business of Information Technology provides rich opportunities for White-collar crime. The poor developer has his, or her, hands full with the task of wrestling with the sheer complexity of building an application. He, or she, has no time for following the complexities of the chicanery of the management that is directing affairs.  Most likely, the developers wouldn't even suspect that their company management had ulterior motives. I'll illustrate what I mean with an entirely fictional, hypothetical, example. The Opportunist and the Aged Charities often do good, unexciting work that is funded by the income from a bequest that dates back maybe hundreds of years.  In our example, it isn't exciting work, for it involves the welfare of elderly people who have fallen on hard times.  Volunteers visit, giving a smile and a chat, and check that they are all right, but are able to spend a little money on their discretion to ameliorate any pressing needs for these old folk.  The money is made to work very hard and the charity averts a great deal of suffering and eases the burden on the state. Daisy hears the garden gate creak as Mrs Rainer comes up the path. She looks forward to her twice-weekly visit from the nice lady from the trust. She always asked ‘is everything all right, Love’. Cheeky but nice. She likes her cheery manner. She seems interested in hearing her memories, and talking about her far-away family. She helps her with those chores in the house that she couldn’t manage and once even paid to fill the back-shed with coke, the other year. Nice, Mrs. Rainer is, she thought as she goes to open the door. The trustees are getting on in years themselves, and worry about the long-term future of the charity: is it relevant to modern society? Is it likely to attract a new generation of workers to take it on. They are instantly attracted by the arrival to the board of a smartly dressed University lecturer with the ear of the present Government. Alain 'Stalin' Jones is earnest, persuasive and energetic. The trustees welcome him to the board and quickly forgive his humorless political-correctness. He talks of 'diversity', 'relevance', 'social change', 'equality' and 'communities', but his eye is on that huge bequest. Alain first came to notice as a Trotskyite union official, who insinuated himself into one of the duller Trades Unions and turned it, through his passionate leadership, into a radical, headline-grabbing organization.  Middle age, and the rise of European federal socialism, had brought him quiet prosperity and charcoal suits, an ear in the current government, and a wide influence as a member of various Quangos (government bodies staffed by well-paid unelected courtiers).  He was employed as a 'consultant' by several organizations that relied on government contracts. After gaining the confidence of the trustees, and showing a surprising knowledge of mundane processes and the regulatory framework of charities, Alain launches his plan.  The trust will expand their work by means of a bold IT initiative that will coordinate the interventions of several 'caring agencies', and provide  emergency cover, a special Website so anxious relatives can see how their elderly charges are doing, and a vastly more efficient way of coordinating the work of the volunteer carers. It will also provide a special-purpose site that gives 'social networking' facilities, rather like Facebook, to the few elderly folk on the lists with access to the internet. The trustees perk up. Their own experience of the internet is restricted to the occasional scanning of railway timetables, but they can see that it is 'relevant'. In his next report to the other trustees, Alain proudly announces that all this glamorous and exciting technology can be paid for by a grant from the government. He admits darkly that he has influence. True to his word, the government promises a grant of a size that is an order of magnitude greater than any budget that the trustees had ever handled. There was the understandable proviso that the company that would actually do the IT work would have to be one of the government's preferred suppliers and the work would need to be tendered under EU competition rules. The only company that tenders, a multinational IT company with a long track record of government work, quotes ten million pounds for the work. A trustee questions the figure as it seems enormous for the reasonably trivial internet facilities being built, but the IT Salesmen dazzle them with presentations and three-letter acronyms until they subside into quiescent acceptance. After all, they can’t stay locked in the Twentieth century practices can they? The work is put in hand with a large project team, in a splendid glass building near west London. The trustees see rooms of programmers working diligently at screens, and who talk with enthusiasm of the project. Paul, the project manager, looked through his resource schedule with growing unease. His initial excitement at being given his first major project hadn’t lasted. He’d been allocated a lackluster team of developers whose skills didn’t seem right, and he was allowed only a couple of contractors to make good the deficit. Strangely, the presentation he’d given to his management, where he’d saved time and resources with a OTS solution to a great deal of the development work, and a sound conservative architecture, hadn’t gone down nearly as big as he’d hoped. He almost got the feeling they wanted a more radical and ambitious solution. The project starts slipping its dates. The costs build rapidly. There are certain uncomfortable extra charges that appear, such as the £600-a-day charge by the 'Business Manager' appointed to act as a point of liaison between the charity and the IT Company.  When he appeared, his face permanently split by a 'Mr Sincerity' smile, they'd thought he was provided at the cost of the IT Company. Derek, the DBA, didn’t have to go to the server room quite some much as he did: but It got him away from the poisonous despair of the development group. Wave after wave of events had conspired to delay the project.  Why the management had imposed hideous extra bureaucracy to cover ISO 9000 and 9001:2008 accreditation just as the project was struggling to get back on-schedule was  beyond belief.  Then  the Business manager was coming back with endless changes in scope, sorrowing saying that the Trustees were very insistent, though hopelessly out in touch with the reality of technical challenges. Suddenly, the costs mount to the point of consuming the government grant in its entirety. The project remains tantalizingly just out of reach. Alain Jones gives an emotional rallying speech at the trustees review meeting, urging them not to lose their nerve. Sadly, the trustees dip into the accumulated capital of the trust, the seed-corn of all their revenues, in order to save the IT project. A few months later it is all over. The IT project is never delivered, even though it had seemed so incredibly close.  With the trust's capital all gone, the activities it funded have to be terminated and the trust becomes just a shell. There aren't even the funds to mount a legal challenge against the IT company, even had the trust's solicitor advised such a foolish thing. Alain leaves as suddenly as he had arrived, only to pop up a few months later, bronzed and rested, at another charity. The IT workers who were permanent employees are dispersed to other projects, and the contractors leave to other contracts. Within months the entire project is but a vague memory. One or two developers remain  puzzled that their managers had been so obstructive when they should have welcomed progress toward completion of the project, but they put it down to incompetence and testosterone. Few suspected that they were actively preventing the project from getting finished. The relationships between the IT consultancy, and the government of the day are intricate, and made more complex by the Private Finance initiatives and political patronage.  The losers in this case were the taxpayers, and the beneficiaries of the trust, and, perhaps the soul of the original benefactor of the trust, whose bid to give his name some immortality had been scuppered by smooth-talking white-collar political apparatniks.  Even now, nobody is certain whether a crime was ever committed. The perfect heist, I guess. Where’s the victim? "I hear that Daisy’s cottage is up for sale. She’s had to go into a care home.  She didn’t want to at all, but then there is nobody to keep an eye on her since she had that minor stroke a while back.  A charity used to help out. The ‘social’ don’t have the funding, evidently for community care. Yes, her old cat was put down. There was a good clearout, and now the house is all scrubbed and cleared ready for sale. The skip was full of old photos and letters, memories. No room in her new ‘home’."

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  • Are your personal insecurities screwing up your internal communications?

    - by Lucy Boyes
    I do some internal comms as part of my job. Quite a lot of it involves talking to people about stuff. I’m spending the next couple of weeks talking to lots of people about internal comms itself, because we haven’t done a lot of audience/user feedback gathering, and it turns out that if you talk to people about how they feel and what they think, you get some pretty interesting insights (and an idea of what to do next that isn’t just based on guesswork and generalising from self). Three things keep coming up from talking to people about what we suck at  in terms of internal comms. And, as far as I can tell, they’re all examples where personal insecurity on the part of the person doing the communicating makes the experience much worse for the people on the receiving end. 1. Spending time telling people how you’re going to do something, not what you’re doing and why Imagine you’ve got to give an update to a lot of people who don’t work in your area or department but do have an interest in what you’re doing (either because they want to know because they’re curious or because they need to know because it’s going to affect their work too). You don’t want to look bad at your job. You want to make them think you’ve got it covered – ideally because you do*. And you want to reassure them that there’s lots of exciting work going on in your area to make [insert thing of choice] happen to [insert thing of choice] so that [insert group of people] will be happy. That’s great! You’re doing a good job and you want to tell people about it. This is good comms stuff right here. However, you’re slightly afraid you might secretly be stupid or lazy or incompetent. And you’re exponentially more afraid that the people you’re talking to might think you’re stupid or lazy or incompetent. Or pointless. Or not-adding-value. Or whatever the thing that’s the worst possible thing to be in your company is. So you open by mentioning all the stuff you’re going to do, spending five minutes or so making sure that everyone knows that you’re DOING lots of STUFF. And the you talk for the rest of the time about HOW you’re going to do the stuff, because that way everyone will know that you’ve thought about this really hard and done tons of planning and had lots of great ideas about process and that you’ve got this one down. That’s the stuff you’ve got to say, right? To prove you’re not fundamentally worthless as a human being? Well, maybe. But probably not. See, the people who need to know how you’re going to do the stuff are the people doing the stuff. And those are the people in your area who you’ve (hopefully-please-for-the-love-of-everything-holy) already talked to in depth about how you’re going to do the thing (because else how could they help do it?). They are the only people who need to know the how**. It’s the difference between strategy and tactics. The people outside of your bubble of stuff-doing need to know the strategy – what it is that you’re doing, why, where you’re going with it, etc. The people on the ground with you need the strategy and the tactics, because else they won’t know how to do the stuff. But the outside people don’t really need the tactics at all. Don’t bother with the how unless your audience needs it. They probably don’t. It might make you feel better about yourself, but it’s much more likely that Bob and Jane are thinking about how long this meeting has gone on for already than how personally impressive and definitely-not-an-idiot you are for knowing how you’re going to do some work. Feeling marginally better about yourself (but, let’s face it, still insecure as heck) is not worth the cost, which in this case is the alienation of your audience. 2. Talking for too long about stuff This is kinda the same problem as the previous problem, only much less specific, and I’ve more or less covered why it’s bad already. Basic motivation: to make people think you’re not an idiot. What you do: talk for a very long time about what you’re doing so as to make it sound like you know what you’re doing and lots about it. What your audience wants: the shortest meaningful update. Some of this is a kill your darlings problem – the stuff you’re doing that seems really nifty to you seems really nifty to you, and thus you want to share it with everyone to show that you’re a smart person who thinks up nifty things to do. The downside to this is that it’s mostly only interesting to you – if other people don’t need to know, they likely also don’t care. Think about how you feel when someone is talking a lot to you about a lot of stuff that they’re doing which is at best tangentially interesting and/or relevant. You’re probably not thinking that they’re really smart and clearly know what they’re doing (unless they’re talking a lot and being really engaging about it, which is not the same as talking a lot). You’re probably thinking about something totally unrelated to the thing they’re talking about. Or the fact that you’re bored. You might even – and this is the opposite of what they’re hoping to achieve by talking a lot about stuff – be thinking they’re kind of an idiot. There’s another huge advantage to paring down what you’re trying to say to the barest possible points – it clarifies your thinking. The lightning talk format, as well as other formats which limit the time and/or number of slides you have to say a thing, are really good for doing this. It’s incredibly likely that your audience in this case (the people who need to know some things about your thing but not all the things about your thing) will get everything they need to know from five minutes of you talking about it, especially if trying to condense ALL THE THINGS into a five-minute talk has helped you get clear in your own mind what you’re doing, what you’re trying to say about what you’re doing and why you’re doing it. The bonus of this is that by being clear in your thoughts and in what you say, and in not taking up lots of people’s time to tell them stuff they don’t really need to know, you actually come across as much, much smarter than the person who talks for half an hour or more about things that are semi-relevant at best. 3. Waiting until you’ve got every detail sorted before announcing a big change to the people affected by it This is the worst crime on the list. It’s also human nature. Announcing uncertainty – that something important is going to happen (big reorganisation, product getting canned, etc.) but you’re not quite sure what or when or how yet – is scary. There are risks to it. Uncertainty makes people anxious. It might even paralyse them. You can’t run a business while you’re figuring out what to do if you’ve paralysed everyone with fear over what the future might bring. And you’re scared that they might think you’re not the right person to be in charge of [thing] if you don’t even know what you’re doing with it. Best not to say anything until you know exactly what’s going to happen and you can reassure them all, right? Nope. The people who are going to be affected by whatever it is that you don’t quite know all the details of yet aren’t stupid***. You wouldn’t have hired them if they were. They know something’s up because you’ve got your guilty face on and you keep pulling people into meeting rooms and looking vaguely worried. Here’s the deal: it’s a lot less stressful for everyone (including you) if you’re up front from the beginning. We took this approach during a recent company-wide reorganisation and got really positive feedback. People would much, much rather be told that something is going to happen but you’re not entirely sure what it is yet than have you wait until it’s all fixed up and then fait accompli the heck out of them. They will tell you this themselves if you ask them. And here’s why: by waiting until you know exactly what’s going on to communicate, you remove any agency that the people that the thing is going to happen to might otherwise have had. I know you’re scared that they might get scared – and that’s natural and kind of admirable – but it’s also patronising and infantilising. Ask someone whether they’d rather work on a project which has an openly uncertain future from the beginning, or one where everything’s great until it gets shut down with no forewarning, and very few people are going to tell you they’d prefer the latter. Uncertainty is humanising. It’s you admitting that you don’t have all the answers, which is great, because no one does. It allows you to be consultative – you can actually ask other people what they think and how they feel and what they’d like to do and what they think you should do, and they’ll thank you for it and feel listened to and respected as people and colleagues. Which is a really good reason to start talking to them about what’s going on as soon as you know something’s going on yourself. All of the above assumes you actually care about talking to the people who work with you and for you, and that you’d like to do the right thing by them. If that’s not the case, you can cheerfully disregard the advice here, but if it is, you might want to think about the ways above – and the inevitable countless other ways – that making internal communication about you and not about your audience could actually be doing the people you’re trying to communicate with a huge disservice. So take a deep breath and talk. For five minutes or so. About the important things. Not the other things. As soon as you possibly can. And you’ll be fine.   *Of course you do. You’re good at your job. Don’t worry. **This might not always be true, but it is most of the time. Other people who need to know the how will either be people who you’ve already identified as needing-to-know and thus part of the same set as the people in you’re area you’ve already discussed this with, or else they’ll ask you. But don’t bring this stuff up unless someone asks for it, because most of the people in the audience really don’t care and you’re wasting their time. ***I mean, they might be. But let’s give them the benefit of the doubt and assume they’re not.

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  • Top 20 Daily Deal Sites In India

    - by Damodhar
    If you have never heard of Groupon recently, you probably are not working in the tech industry because it is all over the blogosphere. After all, growing from zero to US$1.35 billion valuation in 18 months is pretty AMAZING. Inspired by this, the following bunch of Groupon clone’s are already rising in India. Definitely this business model is emerging and changes the way online shopping happens in India. SnapDeal SnapDeal features a Best deals Coupons at an unbeatable price on the best stuff to do, see, eat, and buy in our city. It provides vouchers and discounts in all the major cities like Delhi, Mumbai, Chennai and Bangalore. KhojGuru Exclusive Discount coupons from hundreds of brands and retailers. These discounts can be easily downloaded as an SMS on to the mobile phone or their print out can be taken. MyDala A platform which gets us great deals in our city.Leveraging the “power of group buying”. Group buying happens when like minded people come together to get deals that we can never get on our own as individuals. SoSasta Great place which would not only tell us about the hidden treasures of our city — but also made them affordable to us at the end of the month. DealsAndYou Deals and You is a group buying portal that features a daily deal on the best stuff in some of India’s leading cities. AajKaCatch Its concept is to provide you the most unique, useful and qualitative product at a very low price. So you can now shop without the hassles of clustered products. BindassBargain Bindaas Bargain offers a new deal every day! Great stuff ranging from cool gadgets, home theatres, luxury watches, smash games. MasthiDeals It get you a great deal on a great stuff to do, eat, buy or see in your city. They have a team of about 25 wonderful people working in Chennai office working side by side with folks in MasthiDeal’s other cities. Koovs Founded by a team of IIT alumni who have brought in their expertise from the internet industry. Koovs is a Bangalore based start up and one point solution for all your desires. Taggle It brings you a variety of offers from some of the most respected brands in the country.This website uses collective buying to create a win-win for local businesses and their customers. BuzzInTown Buzzintown.com is a portal owned by Wortal Inc. There are a US headquartered company, with a presence pan-India through their India subsidiary, managed by a vastly experienced set of global leaders from the media, entertainment and technology industries. BuyThePrice It lines up the best win – win deals for both consumers and vendors and also ensures that each of the orders are dispatched in the shortest time possible. 24HoursLoot 24hoursLoot is an online store for selling a new t-shirt (sometime other products) everyday at deep discounted price in limited quantity/stock. DealMagic Customers get exposure to the best their city has to offer, at unbeatable prices (50-90% off).  We never feature more than one business on our website on any given day, so we have to be very very selective on who gets featured. Dealivore ICUMI Technologies Pvt Ltd is the company operating the Dealivore service. Founded in December 2009, ICUMI is privately owned and funded. LootMore An online store that exclusively focuses on selling cool quality stuff at cheap prices. Here you’ll always find the latest and greatest brands at prices you can afford. Foodome The deals features the best coupons at an unbeatable price on restaurants, fine dining on where to spend your birthday party.They provide coupon only in Chennai as of now. Top Online Shopping Sites- Nation Wide ebay.in eBay is The World’s Online Marketplace, enabling trade on a local, national and international basis. With a diverse and passionate community of individuals and small businesses, eBay offers an online platform where millions of items are traded each day. FutureBazzar Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of India’s leading business houses with multiple businesses spanning across the consumption space. TradeUs Launched in July 2009 and in a short span of time it has turned into one of India’s foremost shopping portals setting the Indian e-commerce abode aflame. BigShoeBazzar (BSB) is the largest online authorized shoe store in South Asia. Croma Promoted by Infiniti Retail Ltd, a 100% subsidiary of Tata Sons.One of the world’s leading retailers, ensuring that you buy nothing but the best. This article titled,Top 20 Daily Deal Sites In India, was originally published at Tech Dreams. Grab our rss feed or fan us on Facebook to get updates from us.

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  • What is the Oracle Utilities Application Framework?

    - by Anthony Shorten
    The Oracle Utilities Application Framework is a reusable, scalable and flexible java based framework which allows other products to be built, configured and implemented in a standard way. Note: Even though the Framework is built in java it can be integrated with COBOL based extensions for backward compatibility. When Oracle Utilities Customer Care & Billing was migrated from V1 to V2, it was decided that the technical aspects of that product be separated to allow for reuse and independence from technical issues. The idea was that all the technical aspects would be concentrated in this separate product (i.e. a framework) and allow all products using the framework to concentrate on delivering superior functionality. The product was named the Oracle Utilities Application Framework (oufw is the product code). The technical components are contained in the Oracle Utilities Application Framework which can be summarized as follows: Metadata - The Oracle Utilities Application Framework is responsible for defining and using the metadata to define the runtime behavior of the product. All the metadata definition and management is contained within the Oracle Utilities Application Framework. UI Management - The Oracle Utilities Application Framework is responsible for defining and rendering the pages and responsible for ensuring the pages are in the appropriate format for the locale. Integration - The Oracle Utilities Application Framework is responsible for providing the integration points to the architecture. Refer to the Oracle Utilities Application Framework Integration Overview for more details Tools - The Oracle Utilities Application Framework provides a common set of facilities and tools that can be used across all products. Technology - The Oracle Utilities Application Framework is responsible for all technology standards compliance, platform support and integration. There are a number of products from the Tax and Utilities Global Business Unit as well as from the Financial Services Global Business Unit that are built upon the Oracle Utilities Application Framework. These products require the Oracle Utilities Application Framework to be installed first and then the product itself installed onto the framework to complete the installation process. There are a number of key benefits that the Oracle Utilities Application Framework provides to these products: Common facilities - The Oracle Utilities Application Framework provides a standard set of technical facilities that mean that products can concentrate in the unique aspects of their markets rather than making technical decisions. Common methods of configuration - The Oracle Utilities Application Framework standardizes the technical configuration process for a product. Customers can effectively reuse the configuration process across products. Multi-lingual and Multi-platform - The Oracle Utilities Application Framework allows the products to be offered in more markets and across multiple platforms for maximized flexibility. Common methods of implementation - The Oracle Utilities Application Framework standardizes the technical aspects of a product implementation. Customers can effectively reuse the technical implementation process across products. Quicker adoption of new technologies - As new technologies and standards are identified as being important for the product line, they can be integrated centrally benefiting multiple products. Cross product reuse - As enhancements to the Oracle Utilities Application Framework are identified by a particular product, all products can potentially benefit from the enhancement. Note: Use of the Oracle Utilities Application Framework does not preclude the introduction of product specific technologies or facilities to satisfy market needs. The framework minimizes the need and assists in the quick integration of a new product specific piece of technology (if necessary). The Framework is not available as a product itself and is bundled with Tax and Utilities Global Business Unit prodicts. At the present time the following products are on the Framework: Oracle Utilities Customer Care And Billing (V2 and above) Oracle Enterprise Taxation Management (V2 and above) Oracle Utilities Business Intelligence (V2 and above) Oracle Utilities Mobile Workforice Management (V2 and above)

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  • Oracle Communications Data Model

    - by jean-pierre.dijcks
    I've mentioned OCDM in previous posts but found the following (see end of the post) podcast on the topic and figured it is worthwhile to spread the news some more. ORetailDM and OCommunicationsDM are the two data models currently available from Oracle. Both are intended to capture: Business best practices and industry knowledge Pre-built advanced analytics intended to predict future events before they happen (like the Churn model shown below) Oracle technology best practices to ensure optimal performance of the model All of this typically comes with a reduced time to implementation, or as the marketing slogan goes, reduced time to value. Here are the links: Podcast on OCDM OTN pages for OCDM and ORDM

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  • Transforming Customer Experiences Through Agile Commerce With Forrester Research’s Brian Walker – April 4th Webinar

    - by Jeri Kelley
    eBusiness today has fundamentally changed. Platforms and technologies must be flexible to support a number of business functions - marketing, merchandising, shopping, customer service - across a variety of digital channels and provide customers with a seamless, well-designed brand experience. Join us for this complimentary webinar on Wednesday, April 4th, 2012 at 12:00pm ET as Forrester Research’s Brian Walker provides expert insight on: The latest innovations, best practices, and industry trends in agile commerce, and how brands can maximize efforts How forward-thinking companies today are leveraging technology to deliver powerful customer experiences across touchpoints  The future of eBusiness and agile commerce Register Now!

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  • Transforming Customer Experiences Through Agile Commerce With Forrester Research’s Brian Walker – April 4th Webinar

    - by Jeri Kelley
    eBusiness today has fundamentally changed. Platforms and technologies must be flexible to support a number of business functions - marketing, merchandising, shopping, customer service - across a variety of digital channels and provide customers with a seamless, well-designed brand experience. Join us for this complimentary webinar on Wednesday, April 4th, 2012 at 12:00pm ET as Forrester Research’s Brian Walker provides expert insight on: The latest innovations, best practices, and industry trends in agile commerce, and how brands can maximize efforts How forward-thinking companies today are leveraging technology to deliver powerful customer experiences across touchpoints  The future of eBusiness and agile commerce Register Now!

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  • Developer’s Life – Every Developer is a Batman

    - by Pinal Dave
    Batman is one of the darkest superheroes in the fantasy canon.  He does not come to his powers through any sort of magical coincidence or radioactive insect, but through a lot of psychological scarring caused by witnessing the death of his parents.  Despite his dark back story, he possesses a lot of admirable abilities that I feel bear comparison to developers. Batman has the distinct advantage that his alter ego, Bruce Wayne is a millionaire (or billionaire in today’s reboots).  This means that he can spend his time working on his athletic abilities, building a secret lair, and investing his money in cool tools.  This might not be true for developers (well, most developers), but I still think there are many parallels. So how are developers like Batman? Well, read on my list of reasons. Develop Skills Batman works on his skills.  He didn’t get the strength to scale Gotham’s skyscrapers by inheriting his powers or suffering an industrial accident.  Developers also hone their skills daily.  They might not be doing pull-ups and scaling buldings, but I think their skills are just as impressive. Clear Goals Batman is driven to build a better Gotham.  He knows that the criminal who killed his parents was a small-time thief, not a super villain – so he has larger goals in mind than simply chasing one villain.  He wants his city as a whole to be better.  Developers are also driven to make things better.  It can be easy to get hung up on one problem, but in the end it is best to focus on the well-being of the system as a whole. Ultimate Teamplayers Batman is the hero Gotham needs – even when that means appearing to be the bad guys.  Developers probably know that feeling well.  Batman takes the fall for a crime he didn’t commit, and developers often have to deliver bad news about the limitations of their networks and servers.  It’s not always a job filled with glory and thanks, but someone has to do it. Always Ready Batman and the Boy Scouts have this in common – they are always prepared.  Let’s add developers to this list.  Batman has an amazing tool belt with gadgets and gizmos, and let’s not even get into all the functions of the Batmobile!  Developers’ skills might be the knowledge and skills they have developed, not tools they can carry in a utility belt, but that doesn’t make them any less impressive. 100% Dedication Bruce Wayne cultivates the personality of a playboy, never keeping the same girlfriend for long and spending his time partying.  Even though he hides it, his driving force is his deep concern and love for his friends and the city as a whole.  Developers also care a lot about their company and employees – even when it is driving them crazy.  You do your best work when you care about your job on a personal level. Quality Output Batman believes the city deserves to be saved.  The citizens might have a love-hate relationship with both Batman and Bruce Wayne, and employees might not always appreciate developers.  Batman and developers, though, keep working for the best of everyone. I hope you are all enjoying reading about developers-as-superheroes as much as I am enjoying writing about them.  Please tell me how else developers are like Superheroes in the comments – especially if you know any developers who are faster than a speeding bullet and can leap tall buildings in a single bound. Reference: Pinal Dave (http://blog.sqlauthority.com)Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL Tagged: Developer, Superhero

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  • Steve Miranda is the Next Guest on The Bill Kutik Radio Show®

    - by Jay Richey, HCM Product Marketing
    Be sure to catch Steve Miranda, Senior Vice President for Oracle Fusion Development, tomorrow on The Bill Kutik Radio Show®.  Bill will be asking the tough questions once again and Steve will be answering.  It is sure to be a lively discussion, with more details on Fusion and Oracle's co-existence strategy with PeopleSoft, E-Business Suite, and JD Edwards HCM applications.  Wednesday, March 28, at noon ET, 9 am PT.  Listen live, afterward to the replay, or download from iTunes. http://www.knowledgeinfusion.com/ondemand/docs/DOC-9903 Produced by Knowledge Infusion and hosted by independent industry analyst Bill Kutik, the bi-weekly interview show provides leading HR business content and insight into up-to-the-minute trends.

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  • SQL Server Reporting Services Report Viewer wrapper for ASP.NET MVC has been released!

    - by Ilya Verbitskiy
    Originally posted on: http://geekswithblogs.net/ilich/archive/2013/11/04/sql-server-reporting-services-report-viewer-wrapper-for-asp.net-mvc.aspxSQL Server Reporting Services is rich and popular reporting solution that you have free with SQL Server. It is widely used in the industry: from small family businesses running on SQL Server 2008/2012 express to huge corporations with SQL Server clusters. There is one issue with the solution. Microsoft has not release SSRS viewer for ASP.NET MVC yet. That is why people usually mixing modern ASP.NET MVC enterprise applications with ASP.NET Web Forms pages to view report. Today I released ASP.NET MVC HTML helper which renders a basic ASP.NET Web Forms ReportViewer control inside an iframe. You can get it from NuGet. The package name is MvcReportViewer. The documentation and source code are available on GitHub under MIT license: https://github.com/ilich/MvcReportViewer. Bug reports, patches and other contributions are welcome!

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  • USB software protection dongle for Java with an SDK which is cross-platform “for real”. Does it exist?

    - by Unai Vivi
    What I'd like to ask is if anybody knows about an hardware USB-dongle for software protection which offers a very complete out-of-the-box API support for cross-platform Java deployments. Its SDK should provide a jar (only one, not one different library per OS & bitness) ready to be added to one's project as a library. The jar should contain all the native stuff for the various OSes and bitnesses From the application's point of view, one should continue to write (api calls) once and run everywhere, without having to care where the end-user will run the software The provided jar should itself deal with loading the appropriate native library Does such a thing exist? With what I've tried so far, you have different APIs and compiled libraries for win32, linux32, win64, linux64, etc (or you even have to compile stuff yourself on the target machine), but hey, we're doing Java here, we don't know (and don't care) where the program will run! And we can't expect the end-user to be a software engineer, tweak (and break!) its linux server, link libraries, mess with gcc, litter the filesystem, etc... In general, Java support (in a transparent cross-platform fashion) is quite bad with the dongle SDKs I've evaluated so far (e.g. KeyLok and SecuTech's UniKey). I even purchased (no free evaluation kit available) SecureMetric SDKs&dongles (they should've been "soooo" straighforward to integrate -- according to marketing material :\ ) and they were the worst ever: SecureDongle X has no 64bit support and SecureDongle SD is not cross-platform at all. So, has anyone out there been through this and found the ultimate Java security usb dongle for cross-platform deployments? Note: software is low-volume, high-value; application is off-line (intranet with no internet access), so no online-activation alternatives and the like. -- EDIT Tried out HASP dongles (used to be called "Aladdin"), and added them to the no-no list: here, too, there is no out-of-the-box (out-of-the-jar) support: e.g. end-linux-user has to manually put the .so library (the specific file for the appropriate bitness) in the right place on his filesystem, and export an env. variable accordingly. -- EDIT 2 I really don't understand all the negativity and all the downvoting: is this a taboo topic? Is it so hard to understand that a freelance developer has to put food on the table everyday to feed its family and pay the bills at the end of the month? Please don't talk about "adding value" as a supplier, because that'd be off-topic. Furthermore I'm not in direct contact with end-customers, but there's an intermediate reselling entity: it's this entity I want to prevent selling copies of the software without sharing the revenue. -- EDIT 3 I'd like to emphasize the fact that the question is looking for a technical answer, not one about opinions concerning business models, philosophical lucubrations on the concept of value, resellers' reliability, etc. I cannot change resellers, because this isn't a "general purpose" kind of sw, but a very vertical one and (for some reasons it's not worth explaining here) I must go through them. I just need to prevent the "we sold 2 copies, here's your share [bwahaha we sold 10]" scenario.

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  • What's In Storage?

    - by [email protected]
    Oracle Flies South for Storage Networking Event Storage Networking World (now simply called SNW) is the place you'll find the most-comprehensive education on storage, infrastructure, and the datacenter in the spring of 2010. It's also the place where you'll see Oracle. During the April 12-15 event in Orlando, Florida, the industry's premiere presentations on storage trends and best practices are combined with hands-on labs covering storage management and IP storage. You'll also have the opportunity to learn about Oracle's Sun storage solutions, from Flash and open storage to enterprise disk and tape. Plus, if you stop by booth 207 in the expo hall, you might walk away with a bookish prize: an Amazon Kindle, courtesy of Oracle. Proving, once again, that education can be quite rewarding.

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  • Big Data – Buzz Words: What is MapReduce – Day 7 of 21

    - by Pinal Dave
    In yesterday’s blog post we learned what is Hadoop. In this article we will take a quick look at one of the four most important buzz words which goes around Big Data – MapReduce. What is MapReduce? MapReduce was designed by Google as a programming model for processing large data sets with a parallel, distributed algorithm on a cluster. Though, MapReduce was originally Google proprietary technology, it has been quite a generalized term in the recent time. MapReduce comprises a Map() and Reduce() procedures. Procedure Map() performance filtering and sorting operation on data where as procedure Reduce() performs a summary operation of the data. This model is based on modified concepts of the map and reduce functions commonly available in functional programing. The library where procedure Map() and Reduce() belongs is written in many different languages. The most popular free implementation of MapReduce is Apache Hadoop which we will explore tomorrow. Advantages of MapReduce Procedures The MapReduce Framework usually contains distributed servers and it runs various tasks in parallel to each other. There are various components which manages the communications between various nodes of the data and provides the high availability and fault tolerance. Programs written in MapReduce functional styles are automatically parallelized and executed on commodity machines. The MapReduce Framework takes care of the details of partitioning the data and executing the processes on distributed server on run time. During this process if there is any disaster the framework provides high availability and other available modes take care of the responsibility of the failed node. As you can clearly see more this entire MapReduce Frameworks provides much more than just Map() and Reduce() procedures; it provides scalability and fault tolerance as well. A typical implementation of the MapReduce Framework processes many petabytes of data and thousands of the processing machines. How do MapReduce Framework Works? A typical MapReduce Framework contains petabytes of the data and thousands of the nodes. Here is the basic explanation of the MapReduce Procedures which uses this massive commodity of the servers. Map() Procedure There is always a master node in this infrastructure which takes an input. Right after taking input master node divides it into smaller sub-inputs or sub-problems. These sub-problems are distributed to worker nodes. A worker node later processes them and does necessary analysis. Once the worker node completes the process with this sub-problem it returns it back to master node. Reduce() Procedure All the worker nodes return the answer to the sub-problem assigned to them to master node. The master node collects the answer and once again aggregate that in the form of the answer to the original big problem which was assigned master node. The MapReduce Framework does the above Map () and Reduce () procedure in the parallel and independent to each other. All the Map() procedures can run parallel to each other and once each worker node had completed their task they can send it back to master code to compile it with a single answer. This particular procedure can be very effective when it is implemented on a very large amount of data (Big Data). The MapReduce Framework has five different steps: Preparing Map() Input Executing User Provided Map() Code Shuffle Map Output to Reduce Processor Executing User Provided Reduce Code Producing the Final Output Here is the Dataflow of MapReduce Framework: Input Reader Map Function Partition Function Compare Function Reduce Function Output Writer In a future blog post of this 31 day series we will explore various components of MapReduce in Detail. MapReduce in a Single Statement MapReduce is equivalent to SELECT and GROUP BY of a relational database for a very large database. Tomorrow In tomorrow’s blog post we will discuss Buzz Word – HDFS. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Big Data, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL

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  • Converting Openfire IM datetime values in SQL Server to / from VARCHAR(15) and DATETIME data types

    - by Brian Biales
    A client is using Openfire IM for their users, and would like some custom queries to audit user conversations (which are stored by Openfire in tables in the SQL Server database). Because Openfire supports multiple database servers and multiple platforms, the designers chose to store all date/time stamps in the database as 15 character strings, which get converted to Java Date objects in their code (Openfire is written in Java).  I did some digging around, and, so I don't forget and in case someone else will find this useful, I will put the simple algorithms here for converting back and forth between SQL DATETIME and the Java string representation. The Java string representation is the number of milliseconds since 1/1/1970.  SQL Server's DATETIME is actually represented as a float, the value being the number of days since 1/1/1900, the portion after the decimal point representing the hours/minutes/seconds/milliseconds... as a fractional part of a day.  Try this and you will see this is true:     SELECT CAST(0 AS DATETIME) and you will see it returns the date 1/1/1900. The difference in days between SQL Server's 0 date of 1/1/1900 and the Java representation's 0 date of 1/1/1970 is found easily using the following SQL:   SELECT DATEDIFF(D, '1900-01-01', '1970-01-01') which returns 25567.  There are 25567 days between these dates. So to convert from the Java string to SQL Server's date time, we need to convert the number of milliseconds to a floating point representation of the number of days since 1/1/1970, then add the 25567 to change this to the number of days since 1/1/1900.  To convert to days, you need to divide the number by 1000 ms/s, then by  60 seconds/minute, then by 60 minutes/hour, then by 24 hours/day.  Or simply divide by 1000*60*60*24, or 86400000.   So, to summarize, we need to cast this string as a float, divide by 86400000 milliseconds/day, then add 25567 days, and cast the resulting value to a DateTime.  Here is an example:   DECLARE @tmp as VARCHAR(15)   SET @tmp = '1268231722123'   SELECT @tmp as JavaTime, CAST((CAST(@tmp AS FLOAT) / 86400000) + 25567 AS DATETIME) as SQLTime   To convert from SQL datetime back to the Java time format is not quite as simple, I found, because floats of that size do not convert nicely to strings, they end up in scientific notation using the CONVERT function or CAST function.  But I found a couple ways around that problem. You can convert a date to the number of  seconds since 1/1/1970 very easily using the DATEDIFF function, as this value fits in an Int.  If you don't need to worry about the milliseconds, simply cast this integer as a string, and then concatenate '000' at the end, essentially multiplying this number by 1000, and making it milliseconds since 1/1/1970.  If, however, you do care about the milliseconds, you will need to use DATEPART to get the milliseconds part of the date, cast this integer to a string, and then pad zeros on the left to make sure this is three digits, and concatenate these three digits to the number of seconds string above.  And finally, I discovered by casting to DECIMAL(15,0) then to VARCHAR(15), I avoid the scientific notation issue.  So here are all my examples, pick the one you like best... First, here is the simple approach if you don't care about the milliseconds:   DECLARE @tmp as VARCHAR(15)   DECLARE @dt as DATETIME   SET @dt = '2010-03-10 14:35:22.123'   SET @tmp = CAST(DATEDIFF(s, '1970-01-01 00:00:00' , @dt) AS VARCHAR(15)) + '000'   SELECT @tmp as JavaTime, @dt as SQLTime If you want to keep the milliseconds:   DECLARE @tmp as VARCHAR(15)   DECLARE @dt as DATETIME   DECLARE @ms as int   SET @dt = '2010-03-10 14:35:22.123'   SET @ms as DATEPART(ms, @dt)   SET @tmp = CAST(DATEDIFF(s, '1970-01-01 00:00:00' , @dt) AS VARCHAR(15))           + RIGHT('000' + CAST(@ms AS VARCHAR(3)), 3)   SELECT @tmp as JavaTime, @dt as SQLTime Or, in one fell swoop:   DECLARE @dt as DATETIME   SET @dt = '2010-03-10 14:35:22.123'   SELECT @dt as SQLTime     , CAST(DATEDIFF(s, '1970-01-01 00:00:00' , @dt) AS VARCHAR(15))           + RIGHT('000' + CAST( DATEPART(ms, @dt) AS VARCHAR(3)), 3) as JavaTime   And finally, a way to simply reverse the math used converting from Java date to SQL date. Note the parenthesis - watch out for operator precedence, you want to subtract, then multiply:   DECLARE @dt as DATETIME   SET @dt = '2010-03-10 14:35:22.123'   SELECT @dt as SQLTime     , CAST(CAST((CAST(@dt as Float) - 25567.0) * 86400000.0 as DECIMAL(15,0)) as VARCHAR(15)) as JavaTime Interestingly, I found that converting to SQL Date time can lose some accuracy, when I converted the time above to Java time then converted  that back to DateTime, the number of milliseconds is 120, not 123.  As I am not interested in the milliseconds, this is ok for me.  But you may want to look into using DateTime2 in SQL Server 2008 for more accuracy.

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  • Grontmij|Carl Bro A/S Relies on Telerik Reporting for Data Presentation and Analysis of Critical Bus

    Grontmij | Carl Bro A/S, an international company providing consultancy services in the fields of building, transportation, water, environment, energy and industry is using Telerik Reporting to save coding time and build an expandable  solution with swift performance and rich users interface. The main objective was to design and develop a web application that would provide users with an overview of construction budgets, contacts and all documents related to the properties and buildings they managed....Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Road Trip with Carl Franklin and Richard Campbell

    I was lucky enough to got invited to join Carl and Richard on their road trip from Redlands to Phoenix. You can be the lucky one on their next stop. What an experience to share 5 hours on a RV with them, there isnt anywhere to hide in a RV, they pretty much gracefully answered all my questions. No many times you are given the chance to borrow brilliant minds. I can listen to them all day long talking about technology and what the industry changes during the year, I enjoyed the laid down from...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Address Regulatory Mandates for Data Encryption Without Changing Your Applications

    - by Troy Kitch
    The Payment Card Industry Data Security Standard, US state-level data breach laws, and numerous data privacy regulations worldwide all call for data encryption to protect personally identifiable information (PII). However encrypting PII data in applications requires costly and complex application changes. Fortunately, since this data typically resides in the application database, using Oracle Advanced Security, PII can be encrypted transparently by the Oracle database without any application changes. In this ISACA webinar, learn how Oracle Advanced Security offers complete encryption for data at rest, in transit, and on backups, along with built-in key management to help organizations meet regulatory requirements and save money. You will also hear from TransUnion Interactive, the consumer subsidiary of TransUnion, a global leader in credit and information management, which maintains credit histories on an estimated 500 million consumers across the globe, about how they addressed PCI DSS encryption requirements using Oracle Database 11g with Oracle Advanced Security. Register to watch the webinar now.

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  • Reach for the Stars…Even if you Miss you’ll Land in the Cloud

    - by Kristin Rose
    “You make investment in the next generation of technology, while continuing to invest in your existing.” – Larry Ellison Last week’s Oracle Cloud and Oracle Platinum Services announcement highlighted some of the exciting ways in which Oracle made the switch from being an On-Premise Application provider to both an On-Premise and Cloud Application provider. The announcement was lead by Oracle CEO Larry Ellison, and Oracle President Mark Hurd. Together they announced the industry’s broadest and most advanced Cloud strategy and introduced Oracle Cloud Social Services, a broad Enterprise Social Platform offering. Attendees also anxiously awaited Larry’s first tweet.Be sure to watch the webcast replay below to learn more about the new developments in Oracle's Cloud strategy, and game-changing advances in Oracle Support. Sending you Cloud Dreams and Twitter Wishes,The OPN Communications Team

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  • Donald Farmer comes to SQLBits

    What do medieval archaeology, fish farming, Southwestern University of Chongqing and Microsoft Business Intelligence have in common? If you know, you should tell Donald Farmer, because he has been deeply involved in all of them at various times. Donald has worked in the Microsoft Business Intelligence team for 8 years covering many subject areas: data integration, information quality, metadata intelligence, master data management, OLAP, predictive analytics and self-service BI. He is a well-known speaker at Microsoft and other industry events, and the author of several books and articles.   Great news from SQLBits! We can now confirm that Donald Farmer has agreed to do a pre-conference training day and the key note for our SQL Server 2008 and SQL Server 2008 R2 day. As Program Manager for Project Gemini, no-one is better placed to tell you what is going to be in R2 and what is not! More information about the Pre-conference Training Day and SQL 2008 and R2 Friday will be released soon.

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  • Silent Partner

    - by [email protected]
    The Team Behind the Man Behind the Mask As a continuing sponsor of the blockbuster Iron Man franchise, Oracle has been quietly preparing for the explosive sequel blasting its way into theaters this May. Through a series of advertising campaigns, immersive online experiences, and contests, Oracle plans to highlight its backstage efforts to help Marvel Entertainment hone its newfound superpowers. By driving the performance of critical systems, Oracle technologies are helping Marvel transform itself from mild-mannered comic book publisher to film industry power broker. You can learn more about this dynamic duo, and get free movie memorabilia, by visiting our Iron Man 2 showcase site.

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  • Oracle Cloud Office and Oracle Open Office 3.3

    - by trond-arne.undheim
    Industry's First Complete, Open Standards-Based Office Productivity Suites for Desktop, Web and Mobile Users were launched today, 15 December 2010 (press release). Based on the Open Document Format (ODF) and open web standards, Oracle Open Office enables users to share files on any system as it is compatible with both legacy Microsoft Office documents and de facto formats, Portable Document Format (PDF), and modern web 2.0 publishing. Oracle Cloud Office is the foundation of the open standard office stack based on the open document format (ODF), and has powerful social sharing capability, ubiquitous document authoring and collaboration. Together, the two solutions enable cross-company, enterprise class collaboration with true interoperability, including the flexibility to support users across a wide variety of devices and platforms.

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