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• Sharing visual studio macro's with team members

  - by user145100

  Is it possible to add visual studio macro's to a solution, so they would be checked in by svn ? If not, how do you deploy your utilities/scripts with your developer team ?

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• Security vulnerability and nda's [closed]

  - by Chris

  I want to propose a situation and gain insight from the communities thoughts. A customer, call them Customer X has a contract with a vendor, Vendor Y to provide an application and services. Customer X discovers a serious authentication vulnerability in Vendor Y's software. Vendor Y and Customer X has a discussion. Vendor Y acknowledges/confirms flaw. Vendor Y confirms they will put effort to fix. Customer X requests Vendor Y to inform all customers impacted by this. Vendor agrees. Fast forward 2 months, and the flaw has not been fixed. Patches were applied to mitigate but the flaw still exists. However, no customers were informed of issue. At this point customer X contacts Vendor Y to determine the status and understand why customer's were not informed. The vendor nicely reminds the customer they are under an NDA and are still working on the issue. A few questions/discussion pieces out of this. By discussing a software flaw with a vendor, does this imply you have agreed to any type of NDA disclosure? Additionally, what rights as does Customer X have to inform other customers of this vulnerability if vendor does not appear willing to comply? I (the op) am under the impression that when this situation occurs, you are supposed to notify vendor of issue, provide them with ample time to respond and if no response you are able to do what you wish with the information. I am thinking back to the MIT/subway incident where they contacted transit authorities, transit authorities didn't respond in a timely fashion so the students disclosed the information publicly on their own. Few things to note about this: I am not the customer in above situation, also lets assume for purposes of keeping discussion inline that customer X has no intentions of disclosing information, they are merely concerned and interested in making sure other customers are aware until it is fixed so they do not expierence a major security breach. (More information can be supplied if needed to add context to question. )

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• Big Visible Charts

  - by Robert May

  An important part of Agile is the concept of transparency and visibility. In proper functioning teams, stakeholders can look at any team at any time in the iteration or release and see how that team is doing by simply looking at what we call Big Visible Charts. If you’ve done Scrum, you’ve seen these charts. However, interpreting these charts can often be an art form. There are several different charts that can be useful. In this newsletter, I’ll focus on the Iteration Burndown and Cumulative Flow charts. I’ve included a copy of the spreadsheet that I used to create the charts, and if you don’t have a tool that creates them for you, you can use this spreadsheet to do so. Our preferred tool for managing Scrum projects is Rally. Rally creates all of these charts for you, saving you quite a bit of time. The Iteration Burndown and Cumulative Flow Charts This is the main chart that teams use. Although less useful to stakeholders, this chart is critical to the team and provides quite a bit of information to the team about how their iteration is going. Most charts are a combination of the charts below, so you may need to combine aspects of each section to understand what is happening in your iterations. Ideal Ah, isn’t that a pretty picture? Unfortunately, it’s also very unrealistic. I’ve seen iterations that come close to ideal, but never that match perfectly. If your iteration matches perfectly, chances are, someone is playing with the numbers. Reality is just too difficult to have a burndown chart that matches this exactly. Late Planning Iteration started, but the team didn’t. You can tell this by the fact that the real number of estimated hours didn’t appear until day two. In the cumulative flow, you can also see that nothing was defined in Day one and two. You want to avoid situations like this. You’ll note that the team had to burn faster than is ideal to meet the iteration because of the late planning. This often results in long weeks and days. Testing Starved Determining whether or not testing is starved is difficult without the cumulative flow. The pattern in the burndown could be nothing more that developers not completing stories early enough or could be caused by stories being too big. With the cumulative flow, however, you see that only small bites are in progress and stories were completed early, but testing didn’t start testing until the end of the iteration, and didn’t complete testing all stories in the iteration. When this happens, question whether or not your testing resources are sufficient for your team and whether or not acceptance is adequately defined. No Testing With this one, both graphs show the same thing; the team needs testers and testing! Without testing, what was completed cannot be verified to make sure that it is acceptable to the business. If you find yourself in this situation, review your testing practices and acceptance testing process and make changes today. Late Development With this situation, both graphs tell a story. In the top graph, you can see that the hours failed to burn down as quickly as the team expected. This could be caused by the team not correctly estimating their hours or the team could have had illness or some other issue that affected them. Often, when teams are tackling something that is more unknown, they’ll run into technical barriers that cause the burn down to happen slower than expected. In the cumulative flow graph, you can see that not much was completed in the first few days. This could be because of illness or technical barriers or simply poor estimation. Testing was able to keep up with everything that was completed, however. No Tool Updating When you see graphs that look like this, you can be assured that it’s because the team is not updating the tool that generates the graphs. Review your policy for when they are to update. On the teams that I run, I require that each team member updates the tool at least once daily. You should also check to see how well the team is breaking down stories into tasks. If they’re creating few large tasks, graphs can look similar to this. As a general rule, I never allow tasks, other than Unit Testing and Uncertainty, to be greater than eight hours in duration. Scope Increase I always encourage team members to enter in however much time they think they have left on a task, even if that means increasing the total amount of time left to do. You get a much better and more realistic picture this way. Increasing time remaining could explain the burndown graph, but by looking at the cumulative flow graph, we can see that stories were added to the iteration and scope was increased. Since planning should consume all of the hours in the iteration, this is almost always a bad thing. If the scope change happened late in the iteration and the hours remaining were well below the ideal burn, then increasing scope is probably o.k., but estimation needs to get better. However, with the charts above, that’s clearly not what happened and the team was required to do extra work to make the iteration. If you find this happening, your product owner and ScrumMasters need training. The team also needs to learn to say no. Scope Decrease Scope decreases are just as bad as scope increases. Usually, graphs above show that the team did a poor job of estimating their stories and part way through had to reduce scope to change the iteration. This will happen once in a while, but if you find it’s a pattern on your team, you need to re-evaluate planning. Some teams are hopelessly optimistic. In those cases, I’ll introduce a task I call “Uncertainty.” With Uncertainty, the team estimates how many hours they might need if things don’t go well with the tasks they’ve defined. They try to estimate things that could go poorly and increase the time appropriately. Having an Uncertainty task allows them to have a low and high estimate. Uncertainty should not just be an arbitrary buffer. It must correlate to real uncertainty in the tasks that have been defined. Stories are too Big Often, we see graphs like the ones above. Note that the burndown looks fairly good, other than the chunky acceptance of stories. However, when you look at cumulative flow, you can see that at one point, everything is in progress. This is a bad thing. When you see graphs like this, you’re in one of two states. You may just have a very small team and can only handle one or two stories in your iteration. If you have more than one or two people, then the most likely problem is that your stories are far too big. To combat this, break large high hour stories into smaller pieces that can be completed independently and accepted independently. If you don’t, you’ll likely be requiring your testers to do heroic things to complete testing on the last day of the iteration and you’re much more likely to have the entire iteration fail, because of the limited amount of things that can be completed. Summary There are other charts that can be useful when doing scrum. If you don’t have any big visible charts, you really need to evaluate your process and change. These charts can provide the team a wealth of information and help you write better software. If you have any questions about charts that you’re seeing on your team, contact me with a screen capture of the charts and I’ll tell you what I’m seeing in those charts. I always want this information to be useful, so please let me know if you have other questions. Technorati Tags: Agile

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• Enterprise Process Maps: A Process Picture worth a Million Words

  - by raul.goycoolea

  p { margin-bottom: 0.08in; }h1 { margin-top: 0.33in; margin-bottom: 0in; color: rgb(54, 95, 145); page-break-inside: avoid; }h1.western { font-family: "Cambria",serif; font-size: 14pt; }h1.cjk { font-family: "DejaVu Sans"; font-size: 14pt; }h1.ctl { font-size: 14pt; } Getting Started with Business Transformations A well-known proverb states that "A picture is worth a thousand words." In relation to Business Process Management (BPM), a credible analyst might have a few questions. What if the picture was taken from some particular angle, like directly overhead? What if it was taken from only an inch away or a mile away? What if the photographer did not focus the camera correctly? Does the value of the picture depend on who is looking at it? Enterprise Process Maps are analogous in this sense of relative value. Every BPM project (holistic BPM kick-off, enterprise system implementation, Service-oriented Architecture, business process transformation, corporate performance management, etc.) should be begin with a clear understanding of the business environment, from the biggest picture representations down to the lowest level required or desired for the particular project type, scope and objectives. The Enterprise Process Map serves as an entry point for the process architecture and is defined: the single highest level of process mapping for an organization. It is constructed and evaluated during the Strategy Phase of the Business Process Management Lifecycle. (see Figure 1) Fig. 1: Business Process Management Lifecycle Many organizations view such maps as visual abstractions, constructed for the single purpose of process categorization. This, in turn, results in a lesser focus on the inherent intricacies of the Enterprise Process view, which are explored in the course of this paper. With the main focus of a large scale process documentation effort usually underlying an ERP or other system implementation, it is common for the work to be driven by the desire to "get to the details," and to the type of modeling that will derive near-term tangible results. For instance, a project in American Pharmaceutical Company X is driven by the Director of IT. With 120+ systems in place, and a lack of standardized processes across the United States, he and the VP of IT have decided to embark on a long-term ERP implementation. At the forethought of both are questions, such as: How does my application architecture map to the business? What are each application's functionalities, and where do the business processes utilize them? Where can we retire legacy systems? Well-developed BPM methodologies prescribe numerous model types to capture such information and allow for thorough analysis in these areas. Process to application maps, Event Driven Process Chains, etc. provide this level of detail and facilitate the completion of such project-specific questions. These models and such analysis are appropriately carried out at a relatively low level of process detail. (see figure 2) Fig. 2: The Level Concept, Generic Process HierarchySome of the questions remaining are ones of documentation longevity, the continuation of BPM practice in the organization, process governance and ownership, process transparency and clarity in business process objectives and strategy. The Level Concept in Brief Figure 2 shows a generic, four-level process hierarchy depicting the breakdown of a "Process Area" into progressively more detailed process classifications. The number of levels and the names of these levels are flexible, and can be fit to the standards of the organization's chosen terminology or any other chosen reference model that makes logical sense for both short and long term process description. It is at Level 1 (in this case the Process Area level), that the Enterprise Process Map is created. This map and its contained objects become the foundation for a top-down approach to subsequent mapping, object relationship development, and analysis of the organization's processes and its supporting infrastructure. Additionally, this picture serves as a communication device, at an executive level, describing the design of the business in its service to a customer. It seems, then, imperative that the process development effort, and this map, start off on the right foot. Figuring out just what that right foot is, however, is critical and trend-setting in an evolving organization. Key Considerations Enterprise Process Maps are usually not as living and breathing as other process maps. Just as it would be an extremely difficult task to change the foundation of the Sears Tower or a city plan for the entire city of Chicago, the Enterprise Process view of an organization usually remains unchanged once developed (unless, of course, an organization is at a stage where it is capable of true, high-level process innovation). Regardless, the Enterprise Process map is a key first step, and one that must be taken in a precise way. What makes this groundwork solid depends on not only the materials used to construct it (process areas), but also the layout plan and knowledge base of what will be built (the entire process architecture). It seems reasonable that care and consideration are required to create this critical high level map... but what are the important factors? Does the process modeler need to worry about how many process areas there are? About who is looking at it? Should he only use the color pink because it's his boss' favorite color? Interestingly, and perhaps surprisingly, these are all valid considerations that may just require a bit of structure. Below are Three Key Factors to consider when building an Enterprise Process Map: Company Strategic Focus Process Categorization: Customer is Core End-to-end versus Functional Processes Company Strategic Focus As mentioned above, the Enterprise Process Map is created during the Strategy Phase of the Business Process Management Lifecycle. From Oracle Business Process Management methodology for business transformation, it is apparent that business processes exist for the purpose of achieving the strategic objectives of an organization. In a prescribed, top-down approach to process development, it must be ensured that each process fulfills its objectives, and in an aggregated manner, drives fulfillment of the strategic objectives of the company, whether for particular business segments or in a broader sense. This is a crucial point, as the strategic messages of the company must therefore resound in its process maps, in particular one that spans the processes of the complete business: the Enterprise Process Map. One simple example from Company X is shown below (see figure 3). Fig. 3: Company X Enterprise Process Map In reviewing Company X's Enterprise Process Map, one can immediately begin to understand the general strategic mindset of the organization. It shows that Company X is focused on its customers, defining 10 of its process areas belonging to customer-focused categories. Additionally, the organization views these end-customer-oriented process areas as part of customer-fulfilling value chains, while support process areas do not provide as much contiguous value. However, by including both support and strategic process categorizations, it becomes apparent that all processes are considered vital to the success of the customer-oriented focus processes. Below is an example from Company Y (see figure 4). Fig. 4: Company Y Enterprise Process Map Company Y, although also a customer-oriented company, sends a differently focused message with its depiction of the Enterprise Process Map. Along the top of the map is the company's product tree, overarching the process areas, which when executed deliver the products themselves. This indicates one strategic objective of excellence in product quality. Additionally, the view represents a less linear value chain, with strong overlaps of the various process areas. Marketing and quality management are seen as a key support processes, as they span the process lifecycle. Often, companies may incorporate graphics, logos and symbols representing customers and suppliers, and other objects to truly send the strategic message to the business. Other times, Enterprise Process Maps may show high level of responsibility to organizational units, or the application types that support the process areas. It is possible that hundreds of formats and focuses can be applied to an Enterprise Process Map. What is of vital importance, however, is which formats and focuses are chosen to truly represent the direction of the company, and serve as a driver for focusing the business on the strategic objectives set forth in that right. Process Categorization: Customer is Core In the previous two examples, processes were grouped using differing categories and techniques. Company X showed one support and three customer process categorizations using encompassing chevron objects; Customer Y achieved a less distinct categorization using a gradual color scheme. Either way, and in general, modeling of the process areas becomes even more valuable and easily understood within the context of business categorization, be it strategic or otherwise. But how one categorizes their processes is typically more complex than simply choosing object shapes and colors. Previously, it was stated that the ideal is a prescribed top-down approach to developing processes, to make certain linkages all the way back up to corporate strategy. But what about external influences? What forces push and pull corporate strategy? Industry maturity, product lifecycle, market profitability, competition, etc. can all drive the critical success factors of a particular business segment, or the company as a whole, in addition to previous corporate strategy. This may seem to be turning into a discussion of theory, but that is far from the case. In fact, in years of recent study and evolution of the way businesses operate, cross-industry and across the globe, one invariable has surfaced with such strength to make it undeniable in the game plan of any strategy fit for survival. That constant is the customer. Many of a company's critical success factors, in any business segment, relate to the customer: customer retention, satisfaction, loyalty, etc. Businesses serve customers, and so do a business's processes, mapped or unmapped. The most effective way to categorize processes is in a manner that visualizes convergence to what is core for a company. It is the value chain, beginning with the customer in mind, and ending with the fulfillment of that customer, that becomes the core or the centerpiece of the Enterprise Process Map. (See figure 5) Fig. 5: Company Z Enterprise Process Map Company Z has what may be viewed as several different perspectives or "cuts" baked into their Enterprise Process Map. It has divided its processes into three main categories (top, middle, and bottom) of Management Processes, the Core Value Chain and Supporting Processes. The Core category begins with Corporate Marketing (which contains the activities of beginning to engage customers) and ends with Customer Service Management. Within the value chain, this company has divided into the focus areas of their two primary business lines, Foods and Beverages. Does this mean that areas, such as Strategy, Information Management or Project Management are not as important as those in the Core category? No! In some cases, though, depending on the organization's understanding of high-level BPM concepts, use of category names, such as "Core," "Management" or "Support," can be a touchy subject. What is important to understand, is that no matter the nomenclature chosen, the Core processes are those that drive directly to customer value, Support processes are those which make the Core processes possible to execute, and Management Processes are those which steer and influence the Core. Some common terms for these three basic categorizations are Core, Customer Fulfillment, Customer Relationship Management, Governing, Controlling, Enabling, Support, etc. End-to-end versus Functional Processes Every high and low level of process: function, task, activity, process/work step (whatever an organization calls it), should add value to the flow of business in an organization. Suppose that within the process "Deliver package," there is a documented task titled "Stop for ice cream." It doesn't take a process expert to deduce the room for improvement. Though stopping for ice cream may create gain for the one person performing it, it likely benefits neither the organization nor, more importantly, the customer. In most cases, "Stop for ice cream" wouldn't make it past the first pass of To-Be process development. What would make the cut, however, would be a flow of tasks that, each having their own value add, build up to greater and greater levels of process objective. In this case, those tasks would combine to achieve a status of "package delivered." Figure 3 shows a simple example: Just as the package can only be delivered (outcome of the process) without first being retrieved, loaded, and the travel destination reached (outcomes of the process steps), some higher level of process "Play Practical Joke" (e.g., main process or process area) cannot be completed until a package is delivered. It seems that isolated or functionally separated processes, such as "Deliver Package" (shown in Figure 6), are necessary, but are always part of a bigger value chain. Each of these individual processes must be analyzed within the context of that value chain in order to ensure successful end-to-end process performance. For example, this company's "Create Joke Package" process could be operating flawlessly and efficiently, but if a joke is never developed, it cannot be created, so the end-to-end process breaks. Fig. 6: End to End Process Construction That being recognized, it is clear that processes must be viewed as end-to-end, customer-to-customer, and in the context of company strategy. But as can also be seen from the previous example, these vital end-to-end processes cannot be built without the functionally oriented building blocks. Without one, the other cannot be had, or at least not in a complete and organized fashion. As it turns out, but not discussed in depth here, the process modeling effort, BPM organizational development, and comprehensive coverage cannot be fully realized without a semi-functional, process-oriented approach. Then, an Enterprise Process Map should be concerned with both views, the building blocks, and access points to the business-critical end-to-end processes, which they construct. Without the functional building blocks, all streams of work needed for any business transformation would be lost mess of process disorganization. End-to-end views are essential for utilization in optimization in context, understanding customer impacts, base-lining all project phases and aligning objectives. Including both views on an Enterprise Process Map allows management to understand the functional orientation of the company's processes, while still providing access to end-to-end processes, which are most valuable to them. (See figures 7 and 8). Fig. 7: Simplified Enterprise Process Map with end-to-end Access Point The above examples show two unique ways to achieve a successful Enterprise Process Map. The first example is a simple map that shows a high level set of process areas and a separate section with the end-to-end processes of concern for the organization. This particular map is filtered to show just one vital end-to-end process for a project-specific focus. Fig. 8: Detailed Enterprise Process Map showing connected Functional Processes The second example shows a more complex arrangement and categorization of functional processes (the names of each process area has been removed). The end-to-end perspective is achieved at this level through the connections (interfaces at lower levels) between these functional process areas. An important point to note is that the organization of these two views of the Enterprise Process Map is dependent, in large part, on the orientation of its audience, and the complexity of the landscape at the highest level. If both are not apparent, the Enterprise Process Map is missing an opportunity to serve as a holistic, high-level view. Conclusion In the world of BPM, and specifically regarding Enterprise Process Maps, a picture can be worth as many words as the thought and effort that is put into it. Enterprise Process Maps alone cannot change an organization, but they serve more purposes than initially meet the eye, and therefore must be designed in a way that enables a BPM mindset, business process understanding and business transformation efforts. Every Enterprise Process Map will and should be different when looking across organizations. Its design will be driven by company strategy, a level of customer focus, and functional versus end-to-end orientations. This high-level description of the considerations of the Enterprise Process Maps is not a prescriptive "how to" guide. However, a company attempting to create one may not have the practical BPM experience to truly explore its options or impacts to the coming work of business process transformation. The biggest takeaway is that process modeling, at all levels, is a science and an art, and art is open to interpretation. It is critical that the modeler of the highest level of process mapping be a cognoscente of the message he is delivering and the factors at hand. Without sufficient focus on the design of the Enterprise Process Map, an entire BPM effort may suffer. For additional information please check: Oracle Business Process Management.

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• Oracle Unifies Oracle ATG Commerce and Oracle Endeca to Help Businesses Deliver Complete Cross-Channel Customer Experiences

  - by Jeri Kelley

  Today, Oracle announced Oracle Commerce, which unifies Oracle ATG Commerce and Oracle Endeca into one complete commerce solution. Oracle Commerce is designed to help businesses deliver consistent, relevant and personalized cross-channel customer experiences. “Oracle Commerce combines the best web commerce and customer experience solutions to enable businesses, whether B2C or B2B, to optimize the cross channel commerce experience,” said Ken Volpe, SVP, Product Development, Oracle Commerce. “Oracle Commerce demonstrates our focus on helping businesses leverage every aspect of its operations and technology investments to anticipate and exceed customer expectations.”Click here to learn more about this announcement.  

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• State of the (Commerce) Union: What the healthcare.gov hiccups teach us about the commerce customer experience

  - by Katrina Gosek

  Guest Post by Brenna Johnson, Oracle Commerce Product A lot has been said about the healthcare.gov debacle in the last week. Regardless of your feelings about the Affordable Care Act, there’s a hidden issue in this story that most of the American people don’t understand: delivering a great commerce customer experience (CX) is hard. It shouldn’t be, but it is. The reality of the government’s issues getting the healthcare site up and running smooth is something we in the online commerce community know too well.  If there’s one thing the botched launch of the site has taught us, it’s that regardless of the size of your budget or the power of an executive with a high-profile project, some of the biggest initiatives with the most attention (and the most at stake) don’t go as planned. It may even give you a moment of solace – we have the same issues! But why?  Organizations engage too many separate vendors with different technologies, running sections or pieces of a site to get live. When things go wrong, it takes time to identify the problem – and who or what is at the center of it. Unfortunately, this is a brittle way of setting up a site, making it susceptible to breaks, bugs, and scaling issues. But, it’s the reality of running a site with legacy technology constraints in today’s demanding, customer-centric market. This approach also means there’s also a lot of cooks in lots of different kitchens. You’ve got development and IT, the business and the marketing team, an external Systems Integrator to bring it all together, a digital agency or consultant, QA, product experts, 3rd party suppliers, and the list goes on. To complicate things, different business units are held responsible for different pieces of the site and managing different technologies. And again – due to legacy organizational structure and processes, this is all accepted as the normal State of the Union. Digital commerce has been commonplace for 15 years. Yet, getting a site live, maintained and performing requires orchestrating a cast of thousands (or at least, dozens), big dollars, and some finger-crossing. But it shouldn’t. The great thing about the advent of mobile commerce and the continued maturity of online commerce is that it’s forced organizations to think from the outside, in. Consumers – whether they’re shopping for shoes or a new healthcare plan – don’t care about what technology issues or processes you have behind the scenes. They just want it to work.  They want their experience to be easy, fast, and tailored to them and their needs – whatever they are. This doesn’t sound like a tall order to the American consumer – especially since they interact with sites that do work smoothly.  But the reality is that it takes scores of people, teams, check-ins, late nights, testing, and some good luck to get sites to run, and even more so at Black Friday (or October 1st) traffic levels.  The last thing on a customer’s mind is making excuses for why they can’t buy a product – just get it to work. So what is the government doing? My guess is working day and night to get the site performing  - and having to throw big money at the problem. In the meantime they’re sending frustrated online users to the call center, or even a location where a trained “navigator” can help them in-person to complete their selection. Sounds a lot like multichannel commerce (where broken communication between siloed touchpoints will only frustrate the consumer more). One thing we’ve learned is that consumers spend their time and money with brands they know and trust. When sites are easy to use and adapt to their needs, they tend to spend more, come back, and even become long-time loyalists. Achieving this may require moving internal mountains, but there’s too much at stake to ignore the sea change in how organizations are thinking about their customer. If the thought of re-thinking your internal teams, technologies, and processes sounds like a headache, think about the pain associated with losing valuable customers – and dollars. Regardless if you’re in B2B or B2C, it’s guaranteed that your competitors are making CX a priority. Those early to the game who have made CX a priority have already begun to outpace their competition. So as you’re planning for 2014, look to the news this week. Make sure the customer experience is a focus at your organization. Expectations are at record highs. Map your customer’s journey, and think from the outside, in. How easy is it for your customers to do business with you? If they interact with many touchpoints across your organization, are the call center, website, mobile environment, or brick and mortar location in sync? Do you have the technology in place to achieve this? It’s time to give the people what they want!

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• Difficult to replicate objects (object Customer) on the list? [migrated]

  - by gandolf

  I wrote a program that does work with files like delete and update, store, and search And all customers But I have a problem with the method is LoadAll Once the data are read from the file and then Deserialize the object becomes But when I want to save the list of objects in the list are repeated. How can I prevent the duplication in this code? var customerStr = File.ReadAllLines (address); The code is written in CustomerDataAccess class DataAccess Layer. Project File The main problem with the method LoadAll Code: public ICollection<Customer> LoadAll() { var alldata = File.ReadAllLines(address); List<Customer> lst = new List<Customer>(); foreach (var s in alldata) { var objCustomer = customerSerializer.Deserialize(s); lst.Add(objCustomer); } return lst; }

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• how to add shopping cart url under top links in magento through customer.xml

  - by Ela

  I tried a lot to add shopping cart url in magento please show me how to add shopping cart url under top links in magento through customer.xml i did in this way. <default> <!-- Mage_Customer --> <reference name="top.links"> <action method="addLink" translate="label title" module="checkout"><label>Shopping Cart</label><url helper="checkout/getShoppingCartUrl"/><title>Shopping Cart</title><prepare/><urlParams/><position>10</position></action> </reference> </default>

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• Drupal: Two-way communication between unregistered customer and admin

  - by Bryan Folds

  I need to setup a system where customers can choose to Request a Quote for a specific holiday package, where they will enter their personal details as well as their holiday requirements (number of rooms, etc.) and will then allow them to view a page which will have a threaded conversation between them and the admin (so the admin can reply to their quote request on the website). The problem is that most customers won't be registered when they want to request a quote, so I was thinking that the Request a Quote page could silently register the customer as a user (using their personal details) on the same page where it asks for their holiday requirements. The other option I can think of would be to not register them and just email them a unique URL where they can view their quote request and reply to the admin. Could you point me in the right direction on how to do either of those?

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• Redirect Log output to sdcard on customer's phone

  - by Tom

  My customers are having a problem with my app, and I have been unable to reproduce the problem on my development phone. How to debug this problem? The android Log class is great, but my customers do not know how to use 'adb' or the USB debug cable. Is there some way to redirect Log output to a file on the phone's SD card? Then the customer could easily email the log file to me. Even if this redirection requires programming on my part, I could at least distribute a 'debug' version of the app. Thanks, Tom

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• Magento: Customer Comment on order page required field

  - by Shamim Ahmed

  I am using whiteOrderComment module for customer comment on order review page. but in this section text-area field required option not working. I did little bit change on /checkout-onepage-review-button.phtml like this <script type="text/javascript"> function validate(){ if(document.getElementById("whiteOrderComment").value == ""){ alert('Required'); }else{ review.save(); } </script> <button type="submit" title="<?php echo $this->__('Place Order') ?>" class="button btn-checkout" onclick="validate();"><span><span><?php echo $this->__('Place Order') ?></span></span></button> but in this page javascript not working. can you please give any better idea, how can i make this text-area field required. thanks

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• Alert: It is No Longer 1982, So Why is CRM Still There?

  - by Mike Stiles

  Hot off the heels of Oracle’s recent LinkedIn integration announcement and Oracle Marketing Cloud Interact 2014, the Oracle Social Cloud is preparing for another big event, the CRM Evolution conference and exhibition in NYC. The role of social channels in customer engagement continues to grow, and social customer engagement will be a significant theme at the conference. According to Paul Greenberg, CRM Evolution Conference Chair, author, and Managing Principal at The 56 Group, social channels have become so pervasive that there is no longer a clear reason to make a distinction between “social CRM” and traditional CRM systems. Why not? Because social is a communication hub every bit as vital and used as the phone or email. What makes social different is that if you think of it as a phone, it’s a party line. That means customer interactions are far from secret, and social connections are listening in by the hundreds, hearing whether their friend is having a positive or negative experience with your brand. According to a Mention.com study, 76% of brand mentions are neutral, neither positive nor negative. These mentions fail to get much notice. So think what that means about the remaining 24% of mentions. They’re standing out, because a verdict, about you, is being rendered in them, usually with emotion. Suddenly, where the R of CRM has been lip service and somewhat expendable in the past, “relationship” takes on new meaning, seriousness, and urgency. Remarkably, legions of brands still approach CRM as if it were 1982. Today, brands must provide customer experiences the customer actually likes (how dare they expect such things). They must intimately know not only their customers, but each customer, because technology now makes personalized experiences possible. That’s why the Oracle Social Cloud has been so mission-oriented about seamlessly integrating social with sales, marketing and customer service interactions so the enterprise can have an actionable 360-degree view of the customer. It’s the key to that customer-centricity we hear so much about these days. If you’re attending CRM Evolution, Chris Moody, Director of Product Marketing for the Oracle Marketing Cloud, will show you how unified customer experiences and enhanced customer centricity will help you attract and keep ideal customers and brand advocates (“The Pursuit of Customer-Centricity” Aug 19 at 2:45p ET) And Meg Bear, Group Vice President for the Oracle Social Cloud, will sit on a panel talking about “terms of engagement” and the ways tech can now enhance your interactions with customers (Aug 20 at 10a ET). If you can’t be there, we’ll be doing our live-tweeting thing from the @oraclesocial handle, so make sure you’re a faithful follower. You’ll notice NOBODY is writing about the wisdom of “company-centricity.” Now is the time to bring your customer relationship management into the socially connected age. @mikestilesPhoto: Sue Pizarro, freeimages.com

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• Sortable & Filterable PrimeFaces DataTable

  - by Geertjan

  <h:form> <p:dataTable value="#{resultManagedBean.customers}" var="customer"> <p:column id="nameHeader" filterBy="#{customer.name}" sortBy="#{customer.name}"> <f:facet name="header"> <h:outputText value="Name" /> </f:facet> <h:outputText value="#{customer.name}" /> </p:column> <p:column id="cityHeader" filterBy="#{customer.city}" sortBy="#{customer.city}"> <f:facet name="header"> <h:outputText value="City" /> </f:facet> <h:outputText value="#{customer.city}" /> </p:column> </p:dataTable> </h:form> That gives me this: And here's the filter in action: Behind this, I have: import com.mycompany.mavenproject3.entities.Customer; import java.io.Serializable; import java.util.List; import javax.annotation.PostConstruct; import javax.ejb.EJB; import javax.faces.bean.RequestScoped; import javax.inject.Named; @Named(value = "resultManagedBean") @RequestScoped public class ResultManagedBean implements Serializable { @EJB private CustomerSessionBean customerSessionBean; public ResultManagedBean() { } private List<Customer> customers; @PostConstruct public void init(){ customers = customerSessionBean.getCustomers(); } public List<Customer> getCustomers() { return customers; } public void setCustomers(List<Customer> customers) { this.customers = customers; } } And the above refers to the EJB below, which is a standard EJB that I create in all my Java EE 6 demos: import com.mycompany.mavenproject3.entities.Customer; import java.io.Serializable; import java.util.List; import javax.ejb.Stateless; import javax.persistence.EntityManager; import javax.persistence.PersistenceContext; @Stateless public class CustomerSessionBean implements Serializable{ @PersistenceContext EntityManager em; public List getCustomers() { return em.createNamedQuery("Customer.findAll").getResultList(); } } Only problem is that the columns are only sortable after the first time I use the filter.

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• How to prevent Project ASP.NET Configuration and Team Foundation Server from fighting

  - by Brian

  So, I am using visual studio 2005 (and team explorer 2005) with tfs 2008. I have installed both Visual Studio 2005 SP1 and VS80sp1-KB932544-X86-ENU.exe. I perform the following steps: Select Project-ASP.NET Configuration within Visual Studio 2005. Within Visual Studio 2005, attempt to perform either a check-in or a checkout. The following happens: The local server started by Visual Studio starts closing itself. I suspect it is crashing; the systray icons are not properly disposed of. It then reopens itself. It does this over and over again, maybe once every second or two. The TFS progress meter doesn't even budge, it just sits there. Canceling out of the checkout does not work; it says it is cancelling and does nothing. Any suggestions?

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• SQL Server 2008 Express doesn't see my Visual Studio 2008 Team System's SP1

  - by Kamilos

  Hi, I want to install SQL Server 2008 express. I have already Visual Studio 2008 Team System with SP1. VS in help about shows me: MVS version: 9.0.30729.1 SP .NET Framework version: 3.5 SP1 but installator of SQL Server shows me that Visual Studio doesn't have SP1. Anyway I tricked up him by change in win registry HKLM Software Microsoft DevDiv VS Servicing 9.0 IDE 1033 value from RTM on SP1 and instalation runs. But during instalation error was occured about SP1 again. SQL Server was installed without SQL Managment. When I try install it I have allways the same error about SP1. I was install SP1 couple times with success but it does nothing. I was instal SQL Server SP1 also but it does nothing. Reinstall of VS 2008 and SP1 does nothing. What can I do? Thanks for any help, Kamilos

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• Recommendations OutSourcing .NET Work To Indian Team [closed]

  - by MT

  hi there, I've been asked to research outsourcing some of our C# winform development work. The aim is to employ a dedicated Indian team of around 5 developers reporting to myself. A google search provides a plethora of different companies, none of which I have ever heard of before. I'm a little skeptical about this plan at the moment but remain open minded. I was hoping some of you guys had some general advice about how to approach this. Or even better recommendations for companies to contact based upon your experiences? Many thanks

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• Code reviews for larger MVC.NET team using TFS

  - by Parrots

  I'm trying to find a good code review workflow for my team. Most questions similar to this on SO revolve around using shelved changes for the review, however I'm curious about how this works for people with larger teams. We usually have 2-3 people working a story (UI person, Domain/Repository person, sometimes DB person). I've recommended the shelf idea but we're all concerned about how to manage that with multiple people working the same feature. How could you share a shelf between multiple programmers at that point? We worry it would be clunky and we might easily have unintended consequences moving to this workflow. Of course moving to shelfs for each feature avoids having 10 or so checkins per feature (as developers need to share code) making seeing the diffs at code review time painful. Has anyone else been able to successfully deal with this? Are there any tools out there people have found useful aside from shelfs in TFS (preferably open-source)?

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• Managing Team Development with SSAS, TFS, & BIDS

  - by Kevin D. White

  I am currently a single BI developer over a corporate datawarehouse and cube. I use SQL Server 2008, SSAS, and SSIS as my basic toolkit. I use Visual Studio +BIDS and TFS for my IDE and source control. I am about to take on multiple projects with an offshore vendor and I am worried about managing change. My major concern is manging merges and changes between me and the offshore team. Merging and managing changes to SQL & XML for just one person is bad enough but with multiple developers it seems like a nightmare. Any thoughts on how best to structure development knowing that sometimes there is no way to avoid multiple individuals making changes to the same file?

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• Does Team Foundation Server supports Checkpoints?

  - by marco.ragogna

  My dev team used in the past MKS Source Integrity source control and we are not evaluating to migrate to TFS 2010. Some concepts and meaning are a bit different and we need sometime to learn how to do the same things we do before in TFS or how to change our approach. First of all, we used to do Checkpoints for each software release. MKS in this case does a snapshot of all source code files. You can later compare different checkpoints to see the code differences, or extract a whole checkpoint as a build. Does TFS have a similar feature? Do you know where can I read something about it? Thanks in advance, Marco

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• Tools to create maximum velocity in a .NET dev team

  - by Søren Spelling Lund

  If you were to self-fund a software project which tools, frameworks, components would you employ to ensure maximum productivity for the dev team and that the "real" problem is being worked on. What I'm looking for are low friction tools which get the job done with a minimum of fuss. Tools I'd characterize as such are SVN/TortioseSVN, ReSharper, VS itself. I'm looking for frameworks which solve the problems inherient in all software projects like ORM, logging, UI frameworks/components. An example on the UI side would be ASP.NET MVC vs WebForms vs MonoRail.

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• Development team collaboration via Google Wave

  - by Alex N.

  I hope I am not repeating any previously asked question. Anyway, so Google Wave is nice and shiny and sounds like a lot of folks(at least at Google I/O :) used it in a useful for work(!) way. I've been beta-testing Google Wave for sometime now, but can't quite grasp how to improve our workflow using it. We have a medium size team of developers that are spread out around US and Europe and naturally most of communication is happening via IM and Skype and email of course. So what are specific things that could be offloaded to Google Wave to improve collaboration by leaps and bounds(meaning not just replacing IM with nicer IM)?

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• MOSS 2007 team site page title

  - by nav

  Hi, I'm trying to display the page title (html title) on the default.aspx page of a custom site template. The template is based on a MOSS team site template. All that displays is the URL of the page as the page title. Can I change the code in the default.aspx and/or the sites master page to define the title myself? Details of the deafult.aspx and default.master page as below: Thanks. Default.aspx: <asp:Content ContentPlaceHolderId="PlaceHolderPageTitle" runat="server"> <SharePoint:EncodedLiteral runat="server" text="<%$Resources:wss,multipages_homelink_text%>" EncodeMethod="HtmlEncode"/> - <SharePoint:ProjectProperty Property="Title" runat="server"/> </asp:Content> default.master <Title ID=onetidTitle><asp:ContentPlaceHolder id=PlaceHolderPageTitle runat="server"/></Title>

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• TFS and team project portal question

  - by DotnetDude

  The team explorer for my project looks like this: mytfsserver\mycollection -- Project 1 solution -- Project 2 solution -- Project 3 solution When I right click on one of the solutions and do a "Show Project Portal", I see the following hierarchy: mycollection - WSS site Project 1 site with dashboard (appears to be a MOSS site) Project 2 site with dashboard (appears to be a MOSS site) Project 3 site with dashboard (appears to be a MOSS site) Are the dashboard sites MOSS sites? If I want to create a wiki, do I have to create a subsite with the wiki template under each of the Project sites? Can someone point me to a document/video that talks about the sites that area created by TFS by default?

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• Setting up Maven for a team

  - by Bytecode Ninja

  I have used Maven extensively for my personal projects, but now I have to set it up for a small team of 5-7 developers. My main question is, what's the recommended approach for managing dependencies to commercial libraries that are not available in the Maven repos? How can I manage the dependency of these commercial libraries on the open source libraries that they use and are available in Maven repos? Also, are there any other recommendations and advices that I should know or implement to make the setup as efficient, effective, and smooth as possible? Thanks in advance.

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• Looking for Team Development type Software like SVN

  - by SoLoGHoST

  I am in need of a software that is PHP-Based, or similar that can be installed on my server that doesn't offer SVN Perks. It should be somewhat similar to an SVN, however, since the server doesn't support SVN, we'll need another means of doing sort of the same thing. We have a team of Developers and need to accomplish progress in the same way that an SVN does, but without that type of server support. Is there any software that could be installed via webhosting that would be somewhat, if not exactly, similar to an SVN? Please help, Thanks :) P.S. - This is related to development AFAIK, but not exactly code-related.

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