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  • The Art of Productivity

    - by dwahlin
    Getting things done has always been a challenge regardless of gender, age, race, skill, or job position. No matter how hard some people try, they end up procrastinating tasks until the last minute. Some people simply focus better when they know they’re out of time and can’t procrastinate any longer. How many times have you put off working on a term paper in school until the very last minute? With only a few hours left your mental energy and focus seem to kick in to high gear especially as you realize that you either get the paper done now or risk failing. It’s amazing how a little pressure can turn into a motivator and allow our minds to focus on a given task. Some people seem to specialize in procrastinating just about everything they do while others tend to be the “doers” who get a lot done and ultimately rise up the ladder at work. What’s the difference between these types of people? Is it pure laziness or are other factors at play? I think that some people are certainly more motivated than others, but I also think a lot of it is based on the process that “doers” tend to follow - whether knowingly or unknowingly. While I’ve certainly fought battles with procrastination, I’ve always had a knack for being able to get a lot done in a relatively short amount of time. I think a lot of my “get it done” attitude goes back to the the strong work ethic my parents instilled in me at a young age. I remember my dad saying, “You need to learn to work hard!” when I was around 5 years old. I remember that moment specifically because I was on a tractor with him the first time I heard it while he was trying to move some large rocks into a pile. The tractor was big but so were the rocks and my dad had to balance the tractor perfectly so that it didn’t tip forward too far. It was challenging work and somewhat tedious but my dad finished the task and taught me a few important lessons along the way including persistence, the importance of having a skill, and getting the job done right without skimping along the way. In this post I’m going to list a few of the techniques and processes I follow that I hope may be beneficial to others. I blogged about the general concept back in 2009 but thought I’d share some updated information and lessons learned since then. Most of the ideas that follow came from learning and refining my daily work process over the years. However, since most of the ideas are common sense (at least in my opinion), I suspect they can be found in other productivity processes that are out there. Let’s start off with one of the most important yet simple tips: Start Each Day with a List. Start Each Day with a List What are you planning to get done today? Do you keep track of everything in your head or rely on your calendar? While most of us think that we’re pretty good at managing “to do” lists strictly in our head you might be surprised at how affective writing out lists can be. By writing out tasks you’re forced to focus on the most important tasks to accomplish that day, commit yourself to those tasks, and have an easy way to track what was supposed to get done and what actually got done. Start every morning by making a list of specific tasks that you want to accomplish throughout the day. I’ll even go so far as to fill in times when I’d like to work on tasks if I have a lot of meetings or other events tying up my calendar on a given day. I’m not a big fan of using paper since I type a lot faster than I write (plus I write like a 3rd grader according to my wife), so I use the Sticky Notes feature available in Windows. Here’s an example of yesterday’s sticky note: What do you add to your list? That’s the subject of the next tip. Focus on Small Tasks It’s no secret that focusing on small, manageable tasks is more effective than trying to focus on large and more vague tasks. When you make your list each morning only add tasks that you can accomplish within a given time period. For example, if I only have 30 minutes blocked out to work on an article I don’t list “Write Article”. If I do that I’ll end up wasting 30 minutes stressing about how I’m going to get the article done in 30 minutes and ultimately get nothing done. Instead, I’ll list something like “Write Introductory Paragraphs for Article”. The next day I may add, “Write first section of article” or something that’s small and manageable – something I’m confident that I can get done. You’ll find that once you’ve knocked out several smaller tasks it’s easy to continue completing others since you want to keep the momentum going. In addition to keeping my tasks focused and small, I also make a conscious effort to limit my list to 4 or 5 tasks initially. I’ve found that if I list more than 5 tasks I feel a bit overwhelmed which hurts my productivity. It’s easy to add additional tasks as you complete others and you get the added benefit of that confidence boost of knowing that you’re being productive and getting things done as you remove tasks and add others. Getting Started is the Hardest (Yet Easiest) Part I’ve always found that getting started is the hardest part and one of the biggest contributors to procrastination. Getting started working on tasks is a lot like getting a large rock pushed to the bottom of a hill. It’s difficult to get the rock rolling at first, but once you manage to get it rocking some it’s really easy to get it rolling on its way to the bottom. As an example, I’ve written 100s of articles for technical magazines over the years and have really struggled with the initial introductory paragraphs. Keep in mind that these are the paragraphs that don’t really add that much value (in my opinion anyway). They introduce the reader to the subject matter and nothing more. What a waste of time for me to sit there stressing about how to start the article. On more than one occasion I’ve spent more than an hour trying to come up with 2-3 paragraphs of text.  Talk about a productivity killer! Whether you’re struggling with a writing task, some code for a project, an email, or other tasks, jumping in without thinking too much is the best way to get started I’ve found. I’m not saying that you shouldn’t have an overall plan when jumping into a task, but on some occasions you’ll find that if you simply jump into the task and stop worrying about doing everything perfectly that things will flow more smoothly. For my introductory paragraph problem I give myself 5 minutes to write out some general concepts about what I know the article will cover and then spend another 10-15 minutes going back and refining that information. That way I actually have some ideas to work with rather than a blank sheet of paper. If I still find myself struggling I’ll write the rest of the article first and then circle back to the introductory paragraphs once I’m done. To sum this tip up: Jump into a task without thinking too hard about it. It’s better to to get the rock at the top of the hill rocking some than doing nothing at all. You can always go back and refine your work.   Learn a Productivity Technique and Stick to It There are a lot of different productivity programs and seminars out there being sold by companies. I’ve always laughed at how much money people spend on some of these motivational programs/seminars because I think that being productive isn’t that hard if you create a re-useable set of steps and processes to follow. That’s not to say that some of these programs/seminars aren’t worth the money of course because I know they’ve definitely benefited some people that have a hard time getting things done and staying focused. One of the best productivity techniques I’ve ever learned is called the “Pomodoro Technique” and it’s completely free. This technique is an extremely simple way to manage your time without having to remember a bunch of steps, color coding mechanisms, or other processes. The technique was originally developed by Francesco Cirillo in the 80s and can be implemented with a simple timer. In a nutshell here’s how the technique works: Pick a task to work on Set the timer to 25 minutes and work on the task Once the timer rings record your time Take a 5 minute break Repeat the process Here’s why the technique works well for me: It forces me to focus on a single task for 25 minutes. In the past I had no time goal in mind and just worked aimlessly on a task until I got interrupted or bored. 25 minutes is a small enough chunk of time for me to stay focused. Any distractions that may come up have to wait until after the timer goes off. If the distraction is really important then I stop the timer and record my time up to that point. When the timer is running I act as if I only have 25 minutes total for the task (like you’re down to the last 25 minutes before turning in your term paper….frantically working to get it done) which helps me stay focused and turns into a “beat the clock” type of game. It’s actually kind of fun if you treat it that way and really helps me focus on a the task at hand. I automatically know how much time I’m spending on a given task (more on this later) by using this technique. I know that I have 5 minutes after each pomodoro (the 25 minute sprint) to waste on anything I’d like including visiting a website, stepping away from the computer, etc. which also helps me stay focused when the 25 minute timer is counting down. I use this technique so much that I decided to build a program for Windows 8 called Pomodoro Focus (I plan to blog about how it was built in a later post). It’s a Windows Store application that allows people to track tasks, productive time spent on tasks, interruption time experienced while working on a given task, and the number of pomodoros completed. If a time estimate is given when the task is initially created, Pomodoro Focus will also show the task completion percentage. I like it because it allows me to track my tasks, time spent on tasks (very useful in the consulting world), and even how much time I wasted on tasks (pressing the pause button while working on a task starts the interruption timer). I recently added a new feature that charts productive and interruption time for tasks since I wanted to see how productive I was from week to week and month to month. A few screenshots from the Pomodoro Focus app are shown next, I had a lot of fun building it and use it myself to as I work on tasks.   There are certainly many other productivity techniques and processes out there (and a slew of books describing them), but the Pomodoro Technique has been the simplest and most effective technique I’ve ever come across for staying focused and getting things done.   Persistence is Key Getting things done is great but one of the biggest lessons I’ve learned in life is that persistence is key especially when you’re trying to get something done that at times seems insurmountable. Small tasks ultimately lead to larger tasks getting accomplished, however, it’s not all roses along the way as some of the smaller tasks may come with their own share of bumps and bruises that lead to discouragement about the end goal and whether or not it is worth achieving at all. I’ve been on several long-term projects over my career as a software developer (I have one personal project going right now that fits well here) and found that repeating, “Persistence is the key!” over and over to myself really helps. Not every project turns out to be successful, but if you don’t show persistence through the hard times you’ll never know if you succeeded or not. Likewise, if you don’t persistently stick to the process of creating a daily list, follow a productivity process, etc. then the odds of consistently staying productive aren’t good.   Track Your Time How much time do you actually spend working on various tasks? If you don’t currently track time spent answering emails, on phone calls, and working on various tasks then you might be surprised to find out that a task that you thought was going to take you 30 minutes ultimately ended up taking 2 hours. If you don’t track the time you spend working on tasks how can you expect to learn from your mistakes, optimize your time better, and become more productive? That’s another reason why I like the Pomodoro Technique – it makes it easy to stay focused on tasks while also tracking how much time I’m working on a given task.   Eliminate Distractions I blogged about this final tip several years ago but wanted to bring it up again. If you want to be productive (and ultimately successful at whatever you’re doing) then you can’t waste a lot of time playing games or on Twitter, Facebook, or other time sucking websites. If you see an article you’re interested in that has no relation at all to the tasks you’re trying to accomplish then bookmark it and read it when you have some spare time (such as during a pomodoro break). Fighting the temptation to check your friends’ status updates on Facebook? Resist the urge and realize how much those types of activities are hurting your productivity and taking away from your focus. I’ll admit that eliminating distractions is still tough for me personally and something I have to constantly battle. But, I’ve made a conscious decision to cut back on my visits and updates to Facebook, Twitter, Google+ and other sites. Sure, my Klout score has suffered as a result lately, but does anyone actually care about those types of scores aside from your online “friends” (few of whom you’ve actually met in person)? :-) Ultimately it comes down to self-discipline and how badly you want to be productive and successful in your career, life goals, hobbies, or whatever you’re working on. Rather than having your homepage take you to a time wasting news site, game site, social site, picture site, or others, how about adding something like the following as your homepage? Every time your browser opens you’ll see a personal message which helps keep you on the right track. You can download my ubber-sophisticated homepage here if interested. Summary Is there a single set of steps that if followed can ultimately lead to productivity? I don’t think so since one size has never fit all. Every person is different, works in their own unique way, and has their own set of motivators, distractions, and more. While I certainly don’t consider myself to be an expert on the subject of productivity, I do think that if you learn what steps work best for you and gradually refine them over time that you can come up with a personal productivity process that can serve you well. Productivity is definitely an “art” that anyone can learn with a little practice and persistence. You’ve seen some of the steps that I personally like to follow and I hope you find some of them useful in boosting your productivity. If you have others you use please leave a comment. I’m always looking for ways to improve.

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  • VS 2012 Code Review &ndash; Before Check In OR After Check In?

    - by Tarun Arora
    “Is Code Review Important and Effective?” There is a consensus across the industry that code review is an effective and practical way to collar code inconsistency and possible defects early in the software development life cycle. Among others some of the advantages of code reviews are, Bugs are found faster Forces developers to write readable code (code that can be read without explanation or introduction!) Optimization methods/tricks/productive programs spread faster Programmers as specialists "evolve" faster It's fun “Code review is systematic examination (often known as peer review) of computer source code. It is intended to find and fix mistakes overlooked in the initial development phase, improving both the overall quality of software and the developers' skills. Reviews are done in various forms such as pair programming, informal walkthroughs, and formal inspections.” Wikipedia No where does the definition mention whether its better to review code before the code has been committed to version control or after the commit has been performed. No matter which side you favour, Visual Studio 2012 allows you to request for a code review both before check in and also request for a review after check in. Let’s weigh the pros and cons of the approaches independently. Code Review Before Check In or Code Review After Check In? Approach 1 – Code Review before Check in Developer completes the code and feels the code quality is appropriate for check in to TFS. The developer raises a code review request to have a second pair of eyes validate if the code abides to the recommended best practices, will not result in any defects due to common coding mistakes and whether any optimizations can be made to improve the code quality.                                             Image 1 – code review before check in Pros Everything that gets committed to source control is reviewed. Minimizes the chances of smelly code making its way into the code base. Decreases the cost of fixing bugs, remember, the earlier you find them, the lesser the pain in fixing them. Cons Development Code Freeze – Since the changes aren’t in the source control yet. Further development can only be done off-line. The changes have not been through a CI build, hard to say whether the code abides to all build quality standards. Inconsistent! Cumbersome to track the actual code review process.  Not every change to the code base is worth reviewing, a lot of effort is invested for very little gain. Approach 2 – Code Review after Check in Developer checks in, random code reviews are performed on the checked in code.                                                      Image 2 – Code review after check in Pros The code has already passed the CI build and run through any code analysis plug ins you may have running on the build server. Instruct the developer to ensure ZERO fx cop, style cop and static code analysis before check in. Code is cleaner and smell free even before the code review. No Offline development, developers can continue to develop against the source control. Cons Bad code can easily make its way into the code base. Since the review take place much later in the cycle, the cost of fixing issues can prove to be much higher. Approach 3 – Hybrid Approach The community advocates a more hybrid approach, a blend of tooling and human accountability quotient.                                                               Image 3 – Hybrid Approach 1. Code review high impact check ins. It is not possible to review everything, by setting up code review check in policies you can end up slowing your team. More over, the code that you are reviewing before check in hasn't even been through a green CI build either. 2. Tooling. Let the tooling work for you. By running static analysis, fx cop, style cop and other plug ins on the build agent, you can identify the real issues that in my opinion can't possibly be identified using human reviews. Configure the tooling to report back top 10 issues every day. Mandate the manual code review of individuals who keep making it to this list of shame more often. 3. During Merge. I would prefer eliminating some of the other code issues during merge from Main branch to the release branch. In a scrum project this is still easier because cheery picking the merges is a possibility and the size of code being reviewed is still limited. Let the tooling work for you, if some one breaks the CI build often, put them on a gated check in build course until you see improvement. If some one appears on the top 10 list of shame generated via the build then ensure that all their code is reviewed till you see improvement. At the end of the day, the goal is to ensure that the code being delivered is top quality. By enforcing a code review before any check in, you force the developer to work offline or stay put till the review is complete. What do the experts say? So I asked a few expects what they thought of “Code Review quality gate before Checking in code?" Terje Sandstrom | Microsoft ALM MVP You mean a review quality gate BEFORE checking in code????? That would mean a lot of code staying either local or in shelvesets, and not even been through a CI build, and a green CI build being the main criteria for going further, f.e. to the review state. I would not like code laying around with no checkin’s. Having a requirement that code is checked in small pieces, 4-8 hours work max, and AT LEAST daily checkins, a manual code review comes second down the lane. I would expect review quality gates to happen before merging back to main, or before merging to release.  But that would all be on checked-in code.  Branching is absolutely one way to ease the pain.   Another way we are using is automatic quality builds, running metrics, coverage, static code analysis.  Unfortunately it takes some time, would be great to be on CI’s – but…., so it’s done scheduled every night. Based on this we get, among other stuff,  top 10 lists of suspicious code, which is then subjected to reviews.  If a person seems to be very popular on these top 10 lists, we subject every check in from that person to a review for a period. That normally helps.   None of the clients I have can afford to have every checkin reviewed, so we need to find ways around it. I don’t disagree with the nicety of having all the code reviewed, but I find it hard to find those resources in today’s enterprises. David V. Corbin | Visual Studio ALM Ranger I tend to agree with both sides. I hate having code that is not checked in, but at the same time hate having “bad” code in the repository. I have found that branching is one approach to solving this dilemma. Code is checked into the private/feature branch before the review, but is not merged over to the “official” branch until after the review. I advocate both, depending on circumstance (especially team dynamics)   - The “pre-checkin” is usually for elements that may impact the project as a whole. Think of it as another “gate” along with passing unit tests. - The “post-checkin” may very well not be at the changeset level, but correlates to a review at the “user story” level.   Again, this depends on team dynamics in play…. Robert MacLean | Microsoft ALM MVP I do not think there is no right answer for the industry as a whole. In short the question is why do you do reviews? Your question implies risk mitigation, so in low risk areas you can get away with it after check in while in high risk you need to do it before check in. An example is those new to a team or juniors need it much earlier (maybe that is before checkin, maybe that is soon after) than seniors who have shipped twenty sprints on the team. Abhimanyu Singhal | Visual Studio ALM Ranger Depends on per scenario basis. We recommend post check-in reviews when: 1. We don't want to block other checks and processes on manual code reviews. Manual reviews take time, and some pieces may not require manual reviews at all. 2. We need to trace all changes and track history. 3. We have a code promotion strategy/process in place. For risk mitigation, post checkin code can be promoted to Accepted branches. Or can be rejected. Pre Checkin Reviews are used when 1. There is a high risk factor associated 2. Reviewers are generally (most of times) have immediate availability. 3. Team does not have strict tracking needs. Simply speaking, no single process fits all scenarios. You need to select what works best for your team/project. Thomas Schissler | Visual Studio ALM Ranger This is an interesting discussion, I’m right now discussing details about executing code reviews with my teams. I see and understand the aspects you brought in, but there is another side as well, I’d like to point out. 1.) If you do reviews per check in this is not very practical as a hard rule because this will disturb the flow of the team very often or it will lead to reduce the checkin frequency of the devs which I would not accept. 2.) If you do later reviews, for example if you review PBIs, it is not easy to find out which code you should review. Either you review all changesets associate with the PBI, but then you might review code which has been changed with a later checkin and the dev maybe has already fixed the issue. Or you review the diff of the latest changeset of the PBI with the first but then you might also review changes of other PBIs. Jakob Leander | Sr. Director, Avanade In my experience, manual code review: 1. Does not get done and at the very least does not get redone after changes (regardless of intentions at start of project) 2. When a project actually do it, they often do not do it right away = errors pile up 3. Requires a lot of time discussing/defining the standard and for the team to learn it However code review is very important since e.g. even small memory leaks in a high volume web solution have big consequences In the last years I have advocated following approach for code review - Architects up front do “at least one best practice example” of each type of component and tell the team. Copy from this one. This should include error handling, logging, security etc. - Dev lead on project continuously browse code to validate that the best practices are used. Especially that patterns etc. are not broken. You can do this formally after each sprint/iteration if you want. Once this is validated it is unlikely to “go bad” even during later code changes Agree with customer to rely on static code analysis from Visual Studio as the one and only coding standard. This has HUUGE benefits - You can easily tweak to reach the level you desire together with customer - It is easy to measure for both developers/management - It is 100% consistent across code base - It gets validated all the time so you never end up getting hammered by a customer review in the end - It is easy to tell the developer that you do not want code back unless it has zero errors = minimize communication You need to track this at least during nightly builds and make sure team sees total # issues. Do not allow #issues it to grow uncontrolled. On the project I run I require code analysis to have run on code before checkin (checkin rule). This means -  You have to have clean compile (or CA wont run) so this is extra benefit = very few broken builds - You can change a few of the rules to compile as errors instead of warnings. I often do this for “missing dispose” issues which you REALLY do not want in your app Tip: Place your custom CA rules files as part of solution. That  way it works when you do branching etc. (path to CA file is relative in VS) Some may argue that CA is not as good as manual inspection. But since manual inspection in reality suffers from the 3 issues in start it is IMO a MUCH better (and much cheaper) approach from helicopter perspective Tirthankar Dutta | Director, Avanade I think code review should be run both before and after check ins. There are some code metrics that are meant to be run on the entire codebase … Also, especially on multi-site projects, one should strive to architect in a way that lets men manage the framework while boys write the repetitive code… scales very well with the need to review less by containment and imposing architectural restrictions to emphasise the design. Bruno Capuano | Microsoft ALM MVP For code reviews (means peer reviews) in distributed team I use http://www.vsanywhere.com/default.aspx  David Jobling | Global Sr. Director, Avanade Peer review is the only way to scale and its a great practice for all in the team to learn to perform and accept. In my experience you soon learn who's code to watch more than others and tune the attention. Mikkel Toudal Kristiansen | Manager, Avanade If you have several branches in your code base, you will need to merge often. This requires manual merging, when a file has been changed in both branches. It offers a good opportunity to actually review to changed code. So my advice is: Merging between branches should be done as often as possible, it should be done by a senior developer, and he/she should perform a full code review of the code being merged. As for detecting architectural smells and code smells creeping into the code base, one really good third party tools exist: Ndepend (http://www.ndepend.com/, for static code analysis of the current state of the code base). You could also consider adding StyleCop to the solution. Jesse Houwing | Visual Studio ALM Ranger I gave a presentation on this subject on the TechDays conference in NL last year. See my presentation and slides here (talk in Dutch, but English presentation): http://blog.jessehouwing.nl/2012/03/did-you-miss-my-techdaysnl-talk-on-code.html  I’d like to add a few more points: - Before/After checking is mostly a trust issue. If you have a team that does diligent peer reviews and regularly talk/sit together or peer review, there’s no need to enforce a before-checkin policy. The peer peer-programming and regular feedback during development can take care of most of the review requirements as long as the team isn’t under stress. - Under stress, enforce pre-checkin reviews, it might sound strange, if you’re already under time or budgetary constraints, but it is under such conditions most real issues start to be created or pile up. - Use tools to catch most common errors, Code Analysis/FxCop was already mentioned. HP Fortify, Resharper, Coderush etc can help you there. There are also a lot of 3rd party rules you can add to Code Analysis. I’ve written a few myself (http://fccopcontrib.codeplex.com) and various teams from Microsoft have added their own rules (MSOCAF for SharePoint, WSSF for WCF). For common errors that keep cropping up, see if you can define a rule. It’s much easier. But more importantly make sure you have a good help page explaining *WHY* it's wrong. If you have small feature or developer branches/shelvesets, you might want to review pre-merge. It’s still better to do peer reviews and peer programming, but the most important thing is that bad quality code doesn’t make it into the important branch. So my philosophy: - Use tooling as much as possible. - Make sure the team understands the tooling and the importance of the things it flags. It’s too easy to just click suppress all to ignore the warnings. - Under stress, tighten process, it’s under stress that the problems of late reviews will really surface - Most importantly if you do reviews do them as early as possible, but never later than needed. In other words, pre-checkin/post checking doesn’t really matter, as long as the review is done before the code is released. It’ll just be much more expensive to fix any review outcomes the later you find them. --- I would love to hear what you think!

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  • Understanding the value of Customer Experience & Loyalty for the Telecommunications Industry

    - by raul.goycoolea
    Worried by economic woes and market forces, especially in mature markets, communications service providers (CSPs) increasingly focus on improving customer experience. In fact, it seems difficult to find a major message by a C-level executive in the developed world that does not include something on "meeting and exceeding customers' needs". Frequently in customer satisfaction studies by prominent firms, CSPs fall short of the leadership demonstrated by other industries that take customer-centric approaches to their bottom-line strategies. Consider the following:Despite the continued impact of global economic crisis, in July 2010, Apple Computer posted record revenue and net quarterly profit. Those who attribute the results primarily to the iPhone 4 launch should note that Apple also shipped around 30% more Macintosh computers than the same period the previous year. Even sales of the iPod line increased by 8% in a highly commoditized, shrinking media player market. Finally, Apple began selling iPads during the quarter, with total sales of more than 3 million units. What does Apple have that the others lack? Well, some great products (and services) to be sure, but it also excels at customer service and support, marketing, and distribution, and has one of the strongest brands globally. Its products are useful, simple to use, easy to acquire and augment, high quality, and considered very cool. They also evoke such an emotional response from many of Apple's customers, which they turn up their noses at competitive products.In other words, Apple appears to have mastered virtually every aspect of customer experience and the resultant loyalty of its customer base - even in difficult financial times. Through that unwavering customer focus, Apple continues to drive its revenues and profits to new heights. Other customer loyalty leaders like Wal-Mart, Google, Toyota and Honda are also doing well by focusing on customer experience as an essential driver of profitability. Service providers should note this performance and ask themselves how they might leverage the same principles to increase their own profitability. After all, that is what customer experience and loyalty are all about: profitability.To successfully manage all the critical touch points of customer experience, CSPs must shun the one-size-fits-all approach. They can no longer afford to view customer service fundamentally as an act of altruism - which mentality dates back to the industry's civil service days, when CSPs were typically government organizations that were critical to economic development and public safety.As regulators and public officials have pushed, and continue to push, service providers to new heights of reliability - using incentives and punishments - most CSPs already have some of the fundamental building blocks of customer service in place. Yet despite that history and experience, service providers still lag other industries in providing what is seen as good customer service.As we observed in the TMF's 2009 Insights Research report, Customer Experience Management: Driving Loyalty & Profitability there has been resurgence in interest by CSPs. More and more of them have stated ambitions to catch up other industries, and they are realizing that good customer service is a powerful strategy for increasing business performance and profitability, not an act of good will.CSPs are recognizing the connection between customer experience and profitability, as demonstrated in many studies. For example, according to research by Bain & Company, a 5 percent improvement in customer retention rates can yield as much as a 75 percent increase in profits for companies across a range of industries.After decades of customer experience strategy formulation, Bain partner and business author, Frederick Reichheld, considers "would you recommend us to a friend?" as the ultimate question for a customer. How many times have you or your friends recommended an iPod, iPhone or a Mac? What do your children recommend to their peers? Their peers to them?There are certain steps service providers have to take to create more personalized relationships with their customers, as well as reduce churn and increase profitability, all while becoming leaner and more agile. First, they have to define customer experience, we define it as the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s). Virtually every customer touch point - whether directly or indirectly linked to service providers and their partners - contributes to customer perception, satisfaction, loyalty, and ultimately profitability. Gaining leadership in customer experience and satisfaction will not be a simple task, as it is affected by virtually every customer-facing aspect of the service provider, and in turn impacts the service provider deeply - especially on the all-important bottom line. The scope of issues affecting customer experience is complex and dynamic.With new services, devices and applications extending the basis of customer experience to domains beyond the direct control of the service provider, it is likely to increase in complexity and dynamism.Customer loyalty = increased profitsAs stated earlier, customer experience programs are not fundamentally altruistic exercises, but a strategic means of improving competitiveness and profitability in the short and long term. Loyalty is essential to deriving long term profits from customers.Some of the earliest loyalty programs date back to the 1930s, when packaged goods companies offered embedded coupons for rewards to buyers, and eventually retail chains began offering reward programs to frequent shoppers. These programs continued for decades but were leapfrogged in the 1980s by more aggressive programs from the airlines.This movement was led by American Airlines, which launched the first full-scale loyalty marketing program of the modern era with the AAdvantage frequent flyer scheme. It was the first to reward frequent fliers with notional air miles that could be accumulated and later redeemed for free travel. Figure 1: Opportunities example of Customer loyalty driven profitOther airlines and travel providers were quick to grasp the incredible value of providing customers with an incentive to use their company exclusively. Within a few years, dozens of travel industry companies launched similar initiatives and now loyalty programs are achieving near-ubiquity in many service industries, especially those in which it is difficult to differentiate offerings by product attributes.The belief is that increased profitability will result from customer retention efforts because:•    The cost of acquisition occurs only at the beginning of a relationship: the longer the relationship, the lower the amortized cost;•    Account maintenance costs decline as a percentage of total costs, or as a percentage of revenue, over the lifetime of the relationship;•    Long term customers tend to be less inclined to switch and less price sensitive which can result in stable unit sales volume and increases in dollar-sales volume;•    Long term customers may initiate word-of-mouth promotions and referrals, which cost the company nothing and arguably are the most effective form of advertising;•    Long-term customers are more likely to buy ancillary products and higher margin supplemental products;•    Long term customers tend to be satisfied with their relationship with the company and are less likely to switch to competitors, making market entry or competitors gaining market share difficult;•    Regular customers tend to be less expensive to service, as they are familiar with the processes involved, require less 'education', and are consistent in their order placement;•    Increased customer retention and loyalty makes the employees' jobs easier and more satisfying. In turn, happy employees feed back into higher customer satisfaction in a virtuous circle. Figure 2: The virtuous circle of customer loyaltyFigure 2 represents a high-level example of a virtuous cycle driven by customer satisfaction and loyalty, depicting how superiority in product and service offerings, as well as strong customer support by competent employees, lead to higher sales and ultimately profitability. As stated above, this is not a new concept, but succeeding with it is difficult. It has eluded many a company driven to achieve profitability goals. Of course, for this circle to be virtuous, the customer relationship(s) must be profitable.Trying to maintain the loyalty of unprofitable customers is not a viable business strategy. It is, therefore, important that marketers can assess the profitability of each customer (or customer segment), and either improve or terminate relationships that are not profitable. This means each customer's 'relationship costs' must be understood and compared to their 'relationship revenue'. Customer lifetime value (CLV) is the most commonly used metric here, as it is generally accepted as a representation of exactly how much each customer is worth in monetary terms, and therefore a determinant of exactly how much a service provider should be willing to spend to acquire or retain that customer.CLV models make several simplifying assumptions and often involve the following inputs:•    Churn rate represents the percentage of customers who end their relationship with a company in a given period;•    Retention rate is calculated by subtracting the churn rate percentage from 100;•    Period/horizon equates to the units of time into which a customer relationship can be divided for analysis. A year is the most commonly used period for this purpose. Customer lifetime value is a multi-period calculation, often projecting three to seven years into the future. In practice, analysis beyond this point is viewed as too speculative to be reliable. The model horizon is the number of periods used in the calculation;•    Periodic revenue is the amount of revenue collected from a customer in a given period (though this is often extended across multiple periods into the future to understand lifetime value), such as usage revenue, revenues anticipated from cross and upselling, and often some weighting for referrals by a loyal customer to others; •    Retention cost describes the amount of money the service provider must spend, in a given period, to retain an existing customer. Again, this is often forecast across multiple periods. Retention costs include customer support, billing, promotional incentives and so on;•    Discount rate means the cost of capital used to discount future revenue from a customer. Discounting is an advanced method used in more sophisticated CLV calculations;•    Profit margin is the projected profit as a percentage of revenue for the period. This may be reflected as a percentage of gross or net profit. Again, this is generally projected across the model horizon to understand lifetime value.A strong focus on managing these inputs can help service providers realize stronger customer relationships and profits, but there are some obstacles to overcome in achieving accurate calculations of CLV, such as the complexity of allocating costs across the customer base. There are many costs that serve all customers which must be properly allocated across the base, and often a simple proportional allocation across the whole base or a segment may not accurately reflect the true cost of serving that customer;  This is made worse by the fragmentation of customer information, which is likely to be across a variety of product or operations groups, and may be difficult to aggregate due to different representations.In addition, there is the complexity of account relationships and structures to take into consideration. Complex account structures may not be understood or properly represented. For example, a profitable customer may have a separate account for a second home or another family member, which may appear to be unprofitable. If the service provider cannot relate the two accounts, CLV is not properly represented and any resultant cancellation of the apparently unprofitable account may result in the customer churning from the profitable one.In summary, if service providers are to realize strong customer relationships and their attendant profits, there must be a very strong focus on data management. This needs to be coupled with analytics that help business managers and those who work in customer-facing functions offer highly personalized solutions to customers, while maintaining profitability for the service provider. It's clear that acquiring new customers is expensive. Advertising costs, campaign management expenses, promotional service pricing and discounting, and equipment subsidies make a serious dent in a new customer's profitability. That is especially true given the rising subsidies for Smartphone users, which service providers hope will result in greater profits from profits from data services profitability in future.  The situation is made worse by falling prices and greater competition in mature markets.Customer acquisition through industry consolidation isn't cheap either. A North American service provider spent about $2,000 per subscriber in its acquisition of a smaller company earlier this year. While this has allowed it to leapfrog to become the largest mobile service provider in the country, it required a total investment of more than $28 billion (including assumption of the acquiree's debt).While many operating cost synergies clearly made this deal more attractive to the acquiring company, this is certainly an expensive way to acquire customers: the cost per subscriber in this case is not out of line with the prices others have paid for acquisitions.While growth by acquisition certainly increases overall revenues, it often creates tremendous challenges for profitability. Organic growth through increased customer loyalty and retention is a more effective driver of profit, as well as a stronger predictor of future profitability. Service providers, especially those in mature markets, are increasingly recognizing this and taking steps toward a creating a more personalized, flexible and satisfying experience for their customers.In summary, the clearest path to profitability for companies in virtually all industries is through customer retention and maximization of lifetime value. Service providers would do well to recognize this and focus attention on profitable customer relationships.

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  • Office 2010: It&rsquo;s not just DOC(X) and XLS(X)

    - by andrewbrust
    Office 2010 has released to manufacturing.  The bits have left the (product team’s) building.  Will you upgrade? This version of Office is officially numbered 14, a designation that correlates with the various releases, through the years, of Microsoft Word.  There were six major versions of Word for DOS, during whose release cycles came three 16-bit Windows versions.  Then, starting with Word 95 and counting through Word 2007, there have been six more versions – all for the 32-bit Windows platform.  Skip version 13 to ward off folksy bad luck (and, perhaps, the bugs that could come with it) and that brings us to version 14, which includes implementations for both 32- and 64-bit Windows platforms.  We’ve come a long way baby.  Or have we? As it does every three years or so, debate will now start to rage on over whether we need a “14th” version the PC platform’s standard word processor, or a “13th” version of the spreadsheet.  If you accept the premise of that question, then you may be on a slippery slope toward answering it in the negative.  Thing is, that premise is valid for certain customers and not others. The Microsoft Office product has morphed from one that offered core word processing, spreadsheet, presentation and email functionality to a suite of applications that provides unique, new value-added features, and even whole applications, in the context of those core services.  The core apps thus grow in mission: Excel is a BI tool.  Word is a collaborative editorial system for the production of publications.  PowerPoint is a media production platform for for live presentations and, increasingly, for delivering more effective presentations online.  Outlook is a time and task management system.  Access is a rich client front-end for data-driven self-service SharePoint applications.  OneNote helps you capture ideas, corral random thoughts in a semi-structured way, and then tie them back to other, more rigidly structured, Office documents. Google Docs and other cloud productivity platforms like Zoho don’t really do these things.  And there is a growing chorus of voices who say that they shouldn’t, because those ancillary capabilities are over-engineered, over-produced and “under-necessary.”  They might say Microsoft is layering on superfluous capabilities to avoid admitting that Office’s core capabilities, the ones people really need, have become commoditized. It’s hard to take sides in that argument, because different people, and the different companies that employ them, have different needs.  For my own needs, it all comes down to three basic questions: will the new version of Office save me time, will it make the mundane parts of my job easier, and will it augment my services to customers?  I need my time back.  I need to spend more of it with my family, and more of it focusing on my own core capabilities rather than the administrative tasks around them.  And I also need my customers to be able to get more value out of the services I provide. Help me triage my inbox, help me get proposals done more quickly and make them easier to read.  Let me get my presentations done faster, make them more effective and make it easier for me to reuse materials from other presentations.  And, since I’m in the BI and data business, help me and my customers manage data and analytics more easily, both on the desktop and online. Those are my criteria.  And, with those in mind, Office 2010 is looking like a worthwhile upgrade.  Perhaps it’s not earth-shattering, but it offers a combination of incremental improvements and a few new major capabilities that I think are quite compelling.  I provide a brief roundup of them here.  It’s admittedly arbitrary and not comprehensive, but I think it tells the Office 2010 story effectively. Across the Suite More than any other, this release of Office aims to give collaboration a real workout.  In certain apps, for the first time, documents can be opened simultaneously by multiple users, with colleagues’ changes appearing in near real-time.  Web-browser-based versions of Word, Excel, PowerPoint and OneNote will be available to extend collaboration to contributors who are off the corporate network. The ribbon user interface is now more pervasive (for example, it appears in OneNote and in Outlook’s main window).  It’s also customizable, allowing users to add, easily, buttons and options of their choosing, into new tabs, or into new groups within existing tabs. Microsoft has also taken the File menu (which was the “Office Button” menu in the 2007 release) and made it into a full-screen “Backstage” view where document-wide operations, like saving, printing and online publishing are performed. And because, more and more, heavily formatted content is cut and pasted between documents and applications, Office 2010 makes it easier to manage the retention or jettisoning of that formatting right as the paste operation is performed.  That’s much nicer than stripping it off, or adding it back, afterwards. And, speaking of pasting, a number of Office apps now make it especially easy to insert screenshots within their documents.  I know that’s useful to me, because I often document or critique applications and need to show them in action.  For the vast majority of users, I expect that this feature will be more useful for capturing snapshots of Web pages, but we’ll have to see whether this feature becomes popular.   Excel At first glance, Excel 2010 looks and acts nearly identically to the 2007 version.  But additional glances are necessary.  It’s important to understand that lots of people in the working world use Excel as more of a database, analytics and mathematical modeling tool than merely as a spreadsheet.  And it’s also important to understand that Excel wasn’t designed to handle such workloads past a certain scale.  That all changes with this release. The first reason things change is that Excel has been tuned for performance.  It’s been optimized for multi-threaded operation; previously lengthy processes have been shortened, especially for large data sets; more rows and columns are allowed and, for the first time, Excel (and the rest of Office) is available in a 64-bit version.  For Excel, this means users can take advantage of more than the 2GB of memory that the 32-bit version is limited to. On the analysis side, Excel 2010 adds Sparklines (tiny charts that fit into a single cell and can therefore be presented down an entire column or across a row) and Slicers (a more user-friendly filter mechanism for PivotTables and charts, which visually indicates what the filtered state of a given data member is).  But most important, Excel 2010 supports the new PowerPIvot add-in which brings true self-service BI to Office.  PowerPivot allows users to import data from almost anywhere, model it, and then analyze it.  Rather than forcing users to build “spreadmarts” or use corporate-built data warehouses, PowerPivot models function as true columnar, in-memory OLAP cubes that can accommodate millions of rows of data and deliver fast drill-down performance. And speaking of OLAP, Excel 2010 now supports an important Analysis Services OLAP feature called write-back.  Write-back is especially useful in financial forecasting scenarios for which Excel is the natural home.  Support for write-back is long overdue, but I’m still glad it’s there, because I had almost given up on it.   PowerPoint This version of PowerPoint marks its progression from a presentation tool to a video and photo editing and production tool.  Whether or not it’s successful in this pursuit, and if offering this is even a sensible goal, is another question. Regardless, the new capabilities are kind of interesting.  A greatly enhanced set of slide transitions with 3D effects; in-product photo and video editing; accommodation of embedded videos from services such as YouTube; and the ability to save a presentation as a video each lay testimony to PowerPoint’s transformation into a media tool and away from a pure presentation tool. These capabilities also recognize the importance of the Web as both a source for materials and a channel for disseminating PowerPoint output. Congruent with that is PowerPoint’s new ability to broadcast a slide presentation, using a quickly-generated public URL, without involving the hassle or expense of a Web meeting service like GoToMeeting or Microsoft’s own LiveMeeting.  Slides presented through this broadcast feature retain full color fidelity and transitions and animations are preserved as well.   Outlook Microsoft’s ubiquitous email/calendar/contact/task management tool gains long overdue speed improvements, especially against POP3 email accounts.  Outlook 2010 also supports multiple Exchange accounts, rather than just one; tighter integration with OneNote; and a new Social Connector providing integration with, and presence information from, online social network services like LinkedIn and Facebook (not to mention Windows Live).  A revamped conversation view now includes messages that are part of a given thread regardless of which folder they may be stored in. I don’t know yet how well the Social Connector will work or whether it will keep Outlook relevant to those who live on Facebook and LinkedIn.  But among the other features, there’s very little not to like.   OneNote To me, OneNote is the part of Office that just keeps getting better.  There is one major caveat to this, which I’ll cover in a moment, but let’s first catalog what new stuff OneNote 2010 brings.  The best part of OneNote, is the way each of its versions have managed hierarchy: Notebooks have sections, sections have pages, pages have sub pages, multiple notes can be contained in either, and each note supports infinite levels of indentation.  None of that is new to 2010, but the new version does make creation of pages and subpages easier and also makes simple work out of promoting and demoting pages from sub page to full page status.  And relationships between pages are quite easy to create now: much like a Wiki, simply typing a page’s name in double-square-brackets (“[[…]]”) creates a link to it. OneNote is also great at integrating content outside of its notebooks.  With a new Dock to Desktop feature, OneNote becomes aware of what window is displayed in the rest of the screen and, if it’s an Office document or a Web page, links the notes you’re typing, at the time, to it.  A single click from your notes later on will bring that same document or Web page back on-screen.  Embedding content from Web pages and elsewhere is also easier.  Using OneNote’s Windows Key+S combination to grab part of the screen now allows you to specify the destination of that bitmap instead of automatically creating a new note in the Unfiled Notes area.  Using the Send to OneNote buttons in Internet Explorer and Outlook result in the same choice. Collaboration gets better too.  Real-time multi-author editing is better accommodated and determining author lineage of particular changes is easily carried out. My one pet peeve with OneNote is the difficulty using it when I’m not one a Windows PC.  OneNote’s main competitor, Evernote, while I believe inferior in terms of features, has client versions for PC, Mac, Windows Mobile, Android, iPhone, iPad and Web browsers.  Since I have an Android phone and an iPad, I am practically forced to use it.  However, the OneNote Web app should help here, as should a forthcoming version of OneNote for Windows Phone 7.  In the mean time, it turns out that using OneNote’s Email Page ribbon button lets you move a OneNote page easily into EverNote (since every EverNote account gets a unique email address for adding notes) and that Evernote’s Email function combined with Outlook’s Send to OneNote button (in the Move group of the ribbon’s Home tab) can achieve the reverse.   Access To me, the big change in Access 2007 was its tight integration with SharePoint lists.  Access 2010 and SharePoint 2010 continue this integration with the introduction of SharePoint’s Access Services.  Much as Excel Services provides a SharePoint-hosted experience for viewing (and now editing) Excel spreadsheet, PivotTable and chart content, Access Services allows for SharePoint browser-hosted editing of Access data within the forms that are built in the Access client itself. To me this makes all kinds of sense.  Although it does beg the question of where to draw the line between Access, InfoPath, SharePoint list maintenance and SharePoint 2010’s new Business Connectivity Services.  Each of these tools provide overlapping data entry and data maintenance functionality. But if you do prefer Access, then you’ll like  things like templates and application parts that make it easier to get off the blank page.  These features help you quickly get tables, forms and reports built out.  To make things look nice, Access even gets its own version of Excel’s Conditional Formatting feature, letting you add data bars and data-driven text formatting.   Word As I said at the beginning of this post, upgrades to Office are about much more than enhancing the suite’s flagship word processing application. So are there any enhancements in Word worth mentioning?  I think so.  The most important one has to be the collaboration features.  Essentially, when a user opens a Word document that is in a SharePoint document library (or Windows Live SkyDrive folder), rather than the whole document being locked, Word has the ability to observe more granular locks on the individual paragraphs being edited.  Word also shows you who’s editing what and its Save function morphs into a sync feature that both saves your changes and loads those made by anyone editing the document concurrently. There’s also a new navigation pane that lets you manage sections in your document in much the same way as you manage slides in a PowerPoint deck.  Using the navigation pane, you can reorder sections, insert new ones, or promote and demote sections in the outline hierarchy.  Not earth shattering, but nice.   Other Apps and Summarized Findings What about InfoPath, Publisher, Visio and Project?  I haven’t looked at them yet.  And for this post, I think that’s fine.  While those apps (and, arguably, Access) cater to specific tasks, I think the apps we’ve looked at in this post service the general purpose needs of most users.  And the theme in those 2010 apps is clear: collaboration is key, the Web and productivity are indivisible, and making data and analytics into a self-service amenity is the way to go.  But perhaps most of all, features are still important, as long as they get you through your day faster, rather than adding complexity for its own sake.  I would argue that this is true for just about every product Microsoft makes: users want utility, not complexity.

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  • 12c - flashforward, flashback or see it as of now...

    - by noreply(at)blogger.com (Thomas Kyte)
    Oracle 9i exposed flashback query to developers for the first time.  The ability to flashback query dates back to version 4 however (it just wasn't exposed).  Every time you run a query in Oracle it is in fact a flashback query - it is what multi-versioning is all about.However, there was never a flashforward query (well, ok, the workspace manager has this capability - but with lots of extra baggage).  We've never been able to ask a table "what will you look like tomorrow" - but now we do.The capability is called Temporal Validity.  If you have a table with data that is effective dated - has a "start date" and "end date" column in it - we can now query it using flashback query like syntax.  The twist is - the date we "flashback" to can be in the future.  It works by rewriting the query to transparently the necessary where clause and filter out the right rows for the right period of time - and since you can have records whose start date is in the future - you can query a table and see what it would look like at some future time.Here is a quick example, we'll start with a table:ops$tkyte%ORA12CR1> create table addresses  2  ( empno       number,  3    addr_data   varchar2(30),  4    start_date  date,  5    end_date    date,  6    period for valid(start_date,end_date)  7  )  8  /Table created.the new bit is on line 6 (it can be altered into an existing table - so any table  you have with a start/end date column will be a candidate).  The keyword is PERIOD, valid is an identifier I chose - it could have been foobar, valid just sounds nice in the query later.  You identify the columns in your table - or we can create them for you if they don't exist.  Then you just create some data:ops$tkyte%ORA12CR1> insert into addresses (empno, addr_data, start_date, end_date )  2  values ( 1234, '123 Main Street', trunc(sysdate-5), trunc(sysdate-2) );1 row created.ops$tkyte%ORA12CR1>ops$tkyte%ORA12CR1> insert into addresses (empno, addr_data, start_date, end_date )  2  values ( 1234, '456 Fleet Street', trunc(sysdate-1), trunc(sysdate+1) );1 row created.ops$tkyte%ORA12CR1>ops$tkyte%ORA12CR1> insert into addresses (empno, addr_data, start_date, end_date )  2  values ( 1234, '789 1st Ave', trunc(sysdate+2), null );1 row created.and you can either see all of the data:ops$tkyte%ORA12CR1> select * from addresses;     EMPNO ADDR_DATA                      START_DAT END_DATE---------- ------------------------------ --------- ---------      1234 123 Main Street                27-JUN-13 30-JUN-13      1234 456 Fleet Street               01-JUL-13 03-JUL-13      1234 789 1st Ave                    04-JUL-13or query "as of" some point in time - as  you can see in the predicate section - it is just doing a query rewrite to automate the "where" filters:ops$tkyte%ORA12CR1> select * from addresses as of period for valid sysdate-3;     EMPNO ADDR_DATA                      START_DAT END_DATE---------- ------------------------------ --------- ---------      1234 123 Main Street                27-JUN-13 30-JUN-13ops$tkyte%ORA12CR1> @planops$tkyte%ORA12CR1> select * from table(dbms_xplan.display_cursor);PLAN_TABLE_OUTPUT-------------------------------------------------------------------------------SQL_ID  cthtvvm0dxvva, child number 0-------------------------------------select * from addresses as of period for valid sysdate-3Plan hash value: 3184888728-------------------------------------------------------------------------------| Id  | Operation         | Name      | Rows  | Bytes | Cost (%CPU)| Time     |-------------------------------------------------------------------------------|   0 | SELECT STATEMENT  |           |       |       |     3 (100)|          ||*  1 |  TABLE ACCESS FULL| ADDRESSES |     1 |    48 |     3   (0)| 00:00:01 |-------------------------------------------------------------------------------Predicate Information (identified by operation id):---------------------------------------------------   1 - filter((("T"."START_DATE" IS NULL OR              "T"."START_DATE"<=SYSDATE@!-3) AND ("T"."END_DATE" IS NULL OR              "T"."END_DATE">SYSDATE@!-3)))Note-----   - dynamic statistics used: dynamic sampling (level=2)24 rows selected.ops$tkyte%ORA12CR1> select * from addresses as of period for valid sysdate;     EMPNO ADDR_DATA                      START_DAT END_DATE---------- ------------------------------ --------- ---------      1234 456 Fleet Street               01-JUL-13 03-JUL-13ops$tkyte%ORA12CR1> @planops$tkyte%ORA12CR1> select * from table(dbms_xplan.display_cursor);PLAN_TABLE_OUTPUT-------------------------------------------------------------------------------SQL_ID  26ubyhw9hgk7z, child number 0-------------------------------------select * from addresses as of period for valid sysdatePlan hash value: 3184888728-------------------------------------------------------------------------------| Id  | Operation         | Name      | Rows  | Bytes | Cost (%CPU)| Time     |-------------------------------------------------------------------------------|   0 | SELECT STATEMENT  |           |       |       |     3 (100)|          ||*  1 |  TABLE ACCESS FULL| ADDRESSES |     1 |    48 |     3   (0)| 00:00:01 |-------------------------------------------------------------------------------Predicate Information (identified by operation id):---------------------------------------------------   1 - filter((("T"."START_DATE" IS NULL OR              "T"."START_DATE"<=SYSDATE@!) AND ("T"."END_DATE" IS NULL OR              "T"."END_DATE">SYSDATE@!)))Note-----   - dynamic statistics used: dynamic sampling (level=2)24 rows selected.ops$tkyte%ORA12CR1> select * from addresses as of period for valid sysdate+3;     EMPNO ADDR_DATA                      START_DAT END_DATE---------- ------------------------------ --------- ---------      1234 789 1st Ave                    04-JUL-13ops$tkyte%ORA12CR1> @planops$tkyte%ORA12CR1> select * from table(dbms_xplan.display_cursor);PLAN_TABLE_OUTPUT-------------------------------------------------------------------------------SQL_ID  36bq7shnhc888, child number 0-------------------------------------select * from addresses as of period for valid sysdate+3Plan hash value: 3184888728-------------------------------------------------------------------------------| Id  | Operation         | Name      | Rows  | Bytes | Cost (%CPU)| Time     |-------------------------------------------------------------------------------|   0 | SELECT STATEMENT  |           |       |       |     3 (100)|          ||*  1 |  TABLE ACCESS FULL| ADDRESSES |     1 |    48 |     3   (0)| 00:00:01 |-------------------------------------------------------------------------------Predicate Information (identified by operation id):---------------------------------------------------   1 - filter((("T"."START_DATE" IS NULL OR              "T"."START_DATE"<=SYSDATE@!+3) AND ("T"."END_DATE" IS NULL OR              "T"."END_DATE">SYSDATE@!+3)))Note-----   - dynamic statistics used: dynamic sampling (level=2)24 rows selected.All in all a nice, easy way to query effective dated information as of a point in time without a complex where clause.  You need to maintain the data - it isn't that a delete will turn into an update the end dates a record or anything - but if you have tables with start/end dates, this will make it much easier to query them.

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  • Cannot determine ethernet address for proxy ARP on PPTP

    - by Linux Intel
    I installed pptp server on a centos 6 64bit server PPTP Server ip : 55.66.77.10 PPTP Local ip : 10.0.0.1 Client1 IP : 10.0.0.60 centos 5 64bit Client2 IP : 10.0.0.61 centos5 64bit PPTP Server can ping Client1 And client 1 can ping PPTP Server PPTP Server can ping Client2 And client 2 can ping PPTP Server The problem is client 1 can not ping Client 2 and i get this error also on PPTP server error log Cannot determine ethernet address for proxy ARP Ping from Client2 to Client1 PING 10.0.0.60 (10.0.0.60) 56(84) bytes of data. --- 10.0.0.60 ping statistics --- 6 packets transmitted, 0 received, 100% packet loss, time 5000ms route -n on PPTP Server Destination Gateway Genmask Flags Metric Ref Use Iface 10.0.0.60 0.0.0.0 255.255.255.255 UH 0 0 0 ppp0 10.0.0.61 0.0.0.0 255.255.255.255 UH 0 0 0 ppp1 55.66.77.10 0.0.0.0 255.255.255.248 U 0 0 0 eth0 10.0.0.0 0.0.0.0 255.0.0.0 U 0 0 0 eth0 0.0.0.0 55.66.77.19 0.0.0.0 UG 0 0 0 eth0 route -n On Client 1 Destination Gateway Genmask Flags Metric Ref Use Iface 10.0.0.1 0.0.0.0 255.255.255.255 UH 0 0 0 ppp0 55.66.77.10 70.14.13.19 255.255.255.255 UGH 0 0 0 eth0 10.0.0.0 0.0.0.0 255.0.0.0 U 0 0 0 eth1 0.0.0.0 70.14.13.19 0.0.0.0 UG 0 0 0 eth0 route -n On Client 2 Destination Gateway Genmask Flags Metric Ref Use Iface 10.0.0.1 0.0.0.0 255.255.255.255 UH 0 0 0 ppp0 55.66.77.10 84.56.120.60 255.255.255.255 UGH 0 0 0 eth1 10.0.0.0 0.0.0.0 255.0.0.0 U 0 0 0 eth0 0.0.0.0 84.56.120.60 0.0.0.0 UG 0 0 0 eth1 cat /etc/ppp/options.pptpd on PPTP server ############################################################################### # $Id: options.pptpd,v 1.11 2005/12/29 01:21:09 quozl Exp $ # # Sample Poptop PPP options file /etc/ppp/options.pptpd # Options used by PPP when a connection arrives from a client. # This file is pointed to by /etc/pptpd.conf option keyword. # Changes are effective on the next connection. See "man pppd". # # You are expected to change this file to suit your system. As # packaged, it requires PPP 2.4.2 and the kernel MPPE module. ############################################################################### # Authentication # Name of the local system for authentication purposes # (must match the second field in /etc/ppp/chap-secrets entries) name pptpd # Strip the domain prefix from the username before authentication. # (applies if you use pppd with chapms-strip-domain patch) #chapms-strip-domain # Encryption # (There have been multiple versions of PPP with encryption support, # choose with of the following sections you will use.) # BSD licensed ppp-2.4.2 upstream with MPPE only, kernel module ppp_mppe.o # {{{ refuse-pap refuse-chap refuse-mschap # Require the peer to authenticate itself using MS-CHAPv2 [Microsoft # Challenge Handshake Authentication Protocol, Version 2] authentication. require-mschap-v2 # Require MPPE 128-bit encryption # (note that MPPE requires the use of MSCHAP-V2 during authentication) require-mppe-128 # }}} # OpenSSL licensed ppp-2.4.1 fork with MPPE only, kernel module mppe.o # {{{ #-chap #-chapms # Require the peer to authenticate itself using MS-CHAPv2 [Microsoft # Challenge Handshake Authentication Protocol, Version 2] authentication. #+chapms-v2 # Require MPPE encryption # (note that MPPE requires the use of MSCHAP-V2 during authentication) #mppe-40 # enable either 40-bit or 128-bit, not both #mppe-128 #mppe-stateless # }}} # Network and Routing # If pppd is acting as a server for Microsoft Windows clients, this # option allows pppd to supply one or two DNS (Domain Name Server) # addresses to the clients. The first instance of this option # specifies the primary DNS address; the second instance (if given) # specifies the secondary DNS address. #ms-dns 10.0.0.1 #ms-dns 10.0.0.2 # If pppd is acting as a server for Microsoft Windows or "Samba" # clients, this option allows pppd to supply one or two WINS (Windows # Internet Name Services) server addresses to the clients. The first # instance of this option specifies the primary WINS address; the # second instance (if given) specifies the secondary WINS address. #ms-wins 10.0.0.3 #ms-wins 10.0.0.4 # Add an entry to this system's ARP [Address Resolution Protocol] # table with the IP address of the peer and the Ethernet address of this # system. This will have the effect of making the peer appear to other # systems to be on the local ethernet. # (you do not need this if your PPTP server is responsible for routing # packets to the clients -- James Cameron) proxyarp # Normally pptpd passes the IP address to pppd, but if pptpd has been # given the delegate option in pptpd.conf or the --delegate command line # option, then pppd will use chap-secrets or radius to allocate the # client IP address. The default local IP address used at the server # end is often the same as the address of the server. To override this, # specify the local IP address here. # (you must not use this unless you have used the delegate option) #10.8.0.100 # Logging # Enable connection debugging facilities. # (see your syslog configuration for where pppd sends to) debug # Print out all the option values which have been set. # (often requested by mailing list to verify options) #dump # Miscellaneous # Create a UUCP-style lock file for the pseudo-tty to ensure exclusive # access. lock # Disable BSD-Compress compression nobsdcomp # Disable Van Jacobson compression # (needed on some networks with Windows 9x/ME/XP clients, see posting to # poptop-server on 14th April 2005 by Pawel Pokrywka and followups, # http://marc.theaimsgroup.com/?t=111343175400006&r=1&w=2 ) novj novjccomp # turn off logging to stderr, since this may be redirected to pptpd, # which may trigger a loopback nologfd # put plugins here # (putting them higher up may cause them to sent messages to the pty) cat /etc/ppp/options.pptp on Client1 and Client2 ############################################################################### # $Id: options.pptp,v 1.3 2006/03/26 23:11:05 quozl Exp $ # # Sample PPTP PPP options file /etc/ppp/options.pptp # Options used by PPP when a connection is made by a PPTP client. # This file can be referred to by an /etc/ppp/peers file for the tunnel. # Changes are effective on the next connection. See "man pppd". # # You are expected to change this file to suit your system. As # packaged, it requires PPP 2.4.2 or later from http://ppp.samba.org/ # and the kernel MPPE module available from the CVS repository also on # http://ppp.samba.org/, which is packaged for DKMS as kernel_ppp_mppe. ############################################################################### # Lock the port lock # Authentication # We don't need the tunnel server to authenticate itself noauth # We won't do PAP, EAP, CHAP, or MSCHAP, but we will accept MSCHAP-V2 # (you may need to remove these refusals if the server is not using MPPE) refuse-pap refuse-eap refuse-chap refuse-mschap # Compression # Turn off compression protocols we know won't be used nobsdcomp nodeflate # Encryption # (There have been multiple versions of PPP with encryption support, # choose which of the following sections you will use. Note that MPPE # requires the use of MSCHAP-V2 during authentication) # # Note that using PPTP with MPPE and MSCHAP-V2 should be considered # insecure: # http://marc.info/?l=pptpclient-devel&m=134372640219039&w=2 # https://github.com/moxie0/chapcrack/blob/master/README.md # http://technet.microsoft.com/en-us/security/advisory/2743314 # http://ppp.samba.org/ the PPP project version of PPP by Paul Mackarras # ppp-2.4.2 or later with MPPE only, kernel module ppp_mppe.o # If the kernel is booted in FIPS mode (fips=1), the ppp_mppe.ko module # is not allowed and PPTP-MPPE is not available. # {{{ # Require MPPE 128-bit encryption #require-mppe-128 # }}} # http://mppe-mppc.alphacron.de/ fork from PPP project by Jan Dubiec # ppp-2.4.2 or later with MPPE and MPPC, kernel module ppp_mppe_mppc.o # {{{ # Require MPPE 128-bit encryption #mppe required,stateless # }}} IPtables is stopped on clients and server, Also net.ipv4.ip_forward = 1 is enabled on PPTP Server. How can i solve this problem .?

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  • nagios NRPE: Unable to read output

    - by user555854
    I currently set up a script to restart my http servers + php5 fpm but can't get it to work. I have googled and have found that mostly permissions are the problems of my error but can't figure it out. I start my script using /usr/lib/nagios/plugins/check_nrpe -H bart -c restart_http This is the output in my syslog on the node I want to restart Jun 27 06:29:35 bart nrpe[8926]: Connection from 192.168.133.17 port 25028 Jun 27 06:29:35 bart nrpe[8926]: Host address is in allowed_hosts Jun 27 06:29:35 bart nrpe[8926]: Handling the connection... Jun 27 06:29:35 bart nrpe[8926]: Host is asking for command 'restart_http' to be run... Jun 27 06:29:35 bart nrpe[8926]: Running command: /usr/bin/sudo /usr/lib/nagios/plugins/http-restart Jun 27 06:29:35 bart nrpe[8926]: Command completed with return code 1 and output: Jun 27 06:29:35 bart nrpe[8926]: Return Code: 1, Output: NRPE: Unable to read output Jun 27 06:29:35 bart nrpe[8926]: Connection from 192.168.133.17 closed. If I run the command myself it runs fine (but asks for a password) (nagios user) This are the script permission and the script contents. -rwxrwxrwx 1 nagios nagios 142 Jun 26 21:41 /usr/lib/nagios/plugins/http-restart #!/bin/bash echo "ok" /etc/init.d/nginx stop /etc/init.d/nginx start /etc/init.d/php5-fpm stop /etc/init.d/php5-fpm start echo "done" I also added this line to visudo nagios ALL=(ALL) NOPASSWD: /usr/lib/nagios/plugins/ My local nagios nrpe.cfg ############################################################################# # Sample NRPE Config File # Written by: Ethan Galstad ([email protected]) # # # NOTES: # This is a sample configuration file for the NRPE daemon. It needs to be # located on the remote host that is running the NRPE daemon, not the host # from which the check_nrpe client is being executed. ############################################################################# # LOG FACILITY # The syslog facility that should be used for logging purposes. log_facility=daemon # PID FILE # The name of the file in which the NRPE daemon should write it's process ID # number. The file is only written if the NRPE daemon is started by the root # user and is running in standalone mode. pid_file=/var/run/nagios/nrpe.pid # PORT NUMBER # Port number we should wait for connections on. # NOTE: This must be a non-priviledged port (i.e. > 1024). # NOTE: This option is ignored if NRPE is running under either inetd or xinetd server_port=5666 # SERVER ADDRESS # Address that nrpe should bind to in case there are more than one interface # and you do not want nrpe to bind on all interfaces. # NOTE: This option is ignored if NRPE is running under either inetd or xinetd #server_address=127.0.0.1 # NRPE USER # This determines the effective user that the NRPE daemon should run as. # You can either supply a username or a UID. # # NOTE: This option is ignored if NRPE is running under either inetd or xinetd nrpe_user=nagios # NRPE GROUP # This determines the effective group that the NRPE daemon should run as. # You can either supply a group name or a GID. # # NOTE: This option is ignored if NRPE is running under either inetd or xinetd nrpe_group=nagios # ALLOWED HOST ADDRESSES # This is an optional comma-delimited list of IP address or hostnames # that are allowed to talk to the NRPE daemon. # # Note: The daemon only does rudimentary checking of the client's IP # address. I would highly recommend adding entries in your /etc/hosts.allow # file to allow only the specified host to connect to the port # you are running this daemon on. # # NOTE: This option is ignored if NRPE is running under either inetd or xinetd allowed_hosts=127.0.0.1,192.168.133.17 # COMMAND ARGUMENT PROCESSING # This option determines whether or not the NRPE daemon will allow clients # to specify arguments to commands that are executed. This option only works # if the daemon was configured with the --enable-command-args configure script # option. # # *** ENABLING THIS OPTION IS A SECURITY RISK! *** # Read the SECURITY file for information on some of the security implications # of enabling this variable. # # Values: 0=do not allow arguments, 1=allow command arguments dont_blame_nrpe=0 # COMMAND PREFIX # This option allows you to prefix all commands with a user-defined string. # A space is automatically added between the specified prefix string and the # command line from the command definition. # # *** THIS EXAMPLE MAY POSE A POTENTIAL SECURITY RISK, SO USE WITH CAUTION! *** # Usage scenario: # Execute restricted commmands using sudo. For this to work, you need to add # the nagios user to your /etc/sudoers. An example entry for alllowing # execution of the plugins from might be: # # nagios ALL=(ALL) NOPASSWD: /usr/lib/nagios/plugins/ # # This lets the nagios user run all commands in that directory (and only them) # without asking for a password. If you do this, make sure you don't give # random users write access to that directory or its contents! command_prefix=/usr/bin/sudo # DEBUGGING OPTION # This option determines whether or not debugging messages are logged to the # syslog facility. # Values: 0=debugging off, 1=debugging on debug=1 # COMMAND TIMEOUT # This specifies the maximum number of seconds that the NRPE daemon will # allow plugins to finish executing before killing them off. command_timeout=60 # CONNECTION TIMEOUT # This specifies the maximum number of seconds that the NRPE daemon will # wait for a connection to be established before exiting. This is sometimes # seen where a network problem stops the SSL being established even though # all network sessions are connected. This causes the nrpe daemons to # accumulate, eating system resources. Do not set this too low. connection_timeout=300 # WEEK RANDOM SEED OPTION # This directive allows you to use SSL even if your system does not have # a /dev/random or /dev/urandom (on purpose or because the necessary patches # were not applied). The random number generator will be seeded from a file # which is either a file pointed to by the environment valiable $RANDFILE # or $HOME/.rnd. If neither exists, the pseudo random number generator will # be initialized and a warning will be issued. # Values: 0=only seed from /dev/[u]random, 1=also seed from weak randomness #allow_weak_random_seed=1 # INCLUDE CONFIG FILE # This directive allows you to include definitions from an external config file. #include=<somefile.cfg> # INCLUDE CONFIG DIRECTORY # This directive allows you to include definitions from config files (with a # .cfg extension) in one or more directories (with recursion). #include_dir=<somedirectory> #include_dir=<someotherdirectory> # COMMAND DEFINITIONS # Command definitions that this daemon will run. Definitions # are in the following format: # # command[<command_name>]=<command_line> # # When the daemon receives a request to return the results of <command_name> # it will execute the command specified by the <command_line> argument. # # Unlike Nagios, the command line cannot contain macros - it must be # typed exactly as it should be executed. # # Note: Any plugins that are used in the command lines must reside # on the machine that this daemon is running on! The examples below # assume that you have plugins installed in a /usr/local/nagios/libexec # directory. Also note that you will have to modify the definitions below # to match the argument format the plugins expect. Remember, these are # examples only! # The following examples use hardcoded command arguments... command[check_users]=/usr/lib/nagios/plugins/check_users -w 5 -c 10 command[check_load]=/usr/lib/nagios/plugins/check_load -w 15,10,5 -c 30,25,20 command[check_hda1]=/usr/lib/nagios/plugins/check_disk -w 20% -c 10% -p /dev/hda1 command[check_zombie_procs]=/usr/lib/nagios/plugins/check_procs -w 5 -c 10 -s Z command[check_total_procs]=/usr/lib/nagios/plugins/check_procs -w 150 -c 200 # The following examples allow user-supplied arguments and can # only be used if the NRPE daemon was compiled with support for # command arguments *AND* the dont_blame_nrpe directive in this # config file is set to '1'. This poses a potential security risk, so # make sure you read the SECURITY file before doing this. #command[check_users]=/usr/lib/nagios/plugins/check_users -w $ARG1$ -c $ARG2$ #command[check_load]=/usr/lib/nagios/plugins/check_load -w $ARG1$ -c $ARG2$ #command[check_disk]=/usr/lib/nagios/plugins/check_disk -w $ARG1$ -c $ARG2$ -p $ARG3$ #command[check_procs]=/usr/lib/nagios/plugins/check_procs -w $ARG1$ -c $ARG2$ -s $ARG3$ command[restart_http]=/usr/lib/nagios/plugins/http-restart # # local configuration: # if you'd prefer, you can instead place directives here include=/etc/nagios/nrpe_local.cfg # # you can place your config snipplets into nrpe.d/ include_dir=/etc/nagios/nrpe.d/ My Sudoers files # /etc/sudoers # # This file MUST be edited with the 'visudo' command as root. # # See the man page for details on how to write a sudoers file. # Defaults env_reset # Host alias specification # User alias specification # Cmnd alias specification # User privilege specification root ALL=(ALL) ALL nagios ALL=(ALL) NOPASSWD: /usr/lib/nagios/plugins/ # Allow members of group sudo to execute any command # (Note that later entries override this, so you might need to move # it further down) %sudo ALL=(ALL) ALL # #includedir /etc/sudoers.d Hopefully someone can help!

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  • Units of measurement conversion logic in C#

    - by EvanRyan
    I am adding a feature to my program in which the user will have the ability to change their unit of measurement at any time, and have the program recalculate their input and output. If the user inputs say, 20lbs for an item, then decides he wants to work in kilograms instead, he can select an option to do so at any time, and the program will recalculate his 20lb input to 9Kg. Then if he decides he'd rather work in ounces, it would convert that 9Kg to 320oz, so on and so forth. What would be the most effective and efficient way to go about this? I've been racking my brain trying to figure out a way to have the correct formula be implemented.

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  • VisualStudio2010 Debugging - The process cannot access the file ... because it is being used by anot

    - by Richard Forss
    I'm unable to debug a WinForms C# application using the released version of Visual Studio 2010 Prof. I get the following error message after the second debugging run. Error 9 Unable to copy file "obj\x86\Debug\Arrowgrass Reports.exe" to "bin\Debug\Arrowgrass Reports.exe". The process cannot access the file 'bin\Debug\Arrowgrass Reports.exe' because it is being used by another process. I've tried a pre-build script to attempt to delete this file, but it's locked by Visual Studio. There are a few references to this on the net so it is a know problem. Does anyone have a hotfix or effective work-around?

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  • Will you use Delphi Prism

    - by Mohammed Nasman
    CodeGear announces that their Next .Net product which is known as Delphi Prism Will be RemObjects's Oxygene. Oxygene has many nice features that not found in Delphi or C#, and I think it will be a more effective solution for .Net than Delphi .Net previous releases, but it's uses Visual Studio IDE instead of Delphi IDE. which has some cons and pros. As Delphi Developer or .Net Developer, do you consider to use Delphi Prism for .Net developmenet? Look at these Links for more info. Delphi Prism vs. CSharp Delphi Prism - Visual Studio Pascal For .NET Delphi Prims home page

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  • Remove redundant CSS rules

    - by ken
    I have several CSS files all being used in a large application; most are legacy, with one "main" css file that is the most current. This setup came about after a rebranding, and instead of redoing all of the CSS, we simply added a new CSS file that would override the rules from the legacy files. So now, I'd like to distill all of this CSS (1000's of lines) into 1 file. NOTE: I don't want to simply combine the files (as in copy/pasting them all into 1 file); I need an application to semi-intelligently look at the rules, reduce them down to only the effective rules (after inheritance), but I can't find anything like that. Example; given: /* legacy.css */ .foo { color: red; margin: 5px; } ..and: /* current.css */ .foo { margin: 10px; } I need a tool to output: /* result.css */ .foo { color: red; margin: 10px; } Does such an application exist?

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  • How can I extract similarities/patterns from a collection of binary strings?

    - by JohnIdol
    I have a collection of binary strings of given size encoding effective solutions to a given problem. By looking at them, I can spot obvious similarities and intuitively see patterns of symmetry and periodicity. Are there mathematical/algorithmic tools I can "feed" this set of strings to and get results that might give me an idea of what this set of strings have in common? By doing so I would be able to impose a structure (or at least favor some features over others) on candidate solutions in order to greatly reduce the search space, maximizing chances to find optimal solutions for my problem (I am using genetic algorithms as the search tool - but this is not pivotal to the question). Any pointers/approaches appreciated.

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  • Find next date for certain record in SQL Server 2008

    - by Karl
    Hi In SQL Server 2008: I have two tables, dtlScheme and dtlRenewal, with a one to many relationship (one scheme can have many renewals). dtlRenewal has a unique key (dteEffectiveDate, dtlSchemeID). Now suppose I have the following data in dtlRenewal: dtlRenewalID dtlSchemeID dteEffectiveDate 1 1 1/1/2005 2 1 1/1/2006 3 1 1/1/2007 4 1 1/1/2008 5 1 1/1/2009 I would like to find for each renewal the next and previous effective date for the scheme. In other words, I need to return this: dtlRenewalID dtlSchemeID dteEffectiveDate dtePrevious dteNext 1 1 1/1/2005 NULL 1/1/2006 2 1 1/1/2006 1/1/2005 1/1/2007 3 1 1/1/2007 1/1/2006 1/1/2008 4 1 1/1/2008 1/1/2007 1/1/2009 5 1 1/1/2009 1/1/2008 NULL Thanks Karl

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  • How to track humans, but not spiders?

    - by johnnietheblack
    I am writing a nice little PHP/MySQL/JS ad system for my site - charging by impression. Therefore, my clients would like to be sure that they aren't paying for impressions caused by robots / spiders / etc. Is there a decently effective way to decipher between human and robot, without doing something obstructive like a captcha, or requesting "no index" or something? Basically, is there some sort of "name tag" that legit spiders have on so that my site knows their presence, therefore letting me react accordingly? And, if there isn't...how do ad companies like Google defend against this?

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  • Are there free realtime financial data feeds since the demise of OpenQuant?

    - by Mel Cooper
    Now that the oligopole of market data providers successfully killed OpenQuant, does any alternative to proprietary and expensive subscriptions for realtime market data subsist? Ideally I would like to be able to monitor tick by tick securities from the NYSE, NASDAQ and AMEX (about 6000 symbols). Most vendors put a limit of 500 symbols watchable at the same time, this is unacceptable to me, even if one can imagine a rotation among the 500 symbols ie. making windows of 5 sec. of effective observation out of each minute for every symbol. Currently I'm doing this by a Java thread pool calling Google Finance, but this is unsatisfactory for several reasons, one being that Google doesn't return the volume traded. Any hint much appreciated, Cheers

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  • How to store the path of a game pawn in a turn based game ?

    - by panzerschreck
    Hello, I have a square grid, for a turn based game ( grid is similar to the chess board ), but the moves in the games are different based on whether you have lapped your opponent pawn at least once or not. i.e if you have not lapped (beaten any of the opponents pawns) in the outer most grid as below if you have lapped your opponent pawn once at least, then you get to reach home,this way.Any player having all his pawns reaching "home" first wins. The ones in yellow are safe-houses, i.e both the opponent pawn and the player's pawn get to stay in the same grid, this is not considered to be lapping ( the opponent ).The lapped pawn will return to its start point. Now the question is, what is the effective way to store the paths for the all the pawns.we will have 4 pawns for the player and 4 opponent pawns. Is there any pattern to store such static information, in a elegant way ? Thanks for your time

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  • iPhone – Best method to import/drawing UI graphic elements? CGContextDrawPDFPage?

    - by Ross
    Hello, What is the best way to use the custom UI graphics on the iPhone? I've come across CGContextDrawPDFPage and Panic's Shrinkit. Should I be using storing my vector ui graphics as PDF's and loading them using CGContextDrawPDFPage to draw them. I did previously asked what way Apple store their UI graphics and was answered crushed png. The options as I see it, but I would really want to know what technique other people use. This question is for vector graphics only. Looking for what is standard / most effective / most efficient. PNG (bitmapped image) Custom UIView drawing code (generated from Opacity) PDF (I've not used this method, is it with CGContextDrawPDFPage?) Many thanks Ross

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  • tool to remove repeated css selectors

    - by Rees
    I have 3 stylesheets that I have copied and pasted all into 1. As such, there are identical/repeated selectors. Is there an effective tool I can use to remove all repeated selectors if the style properties are identical? Another requirement is if the repeated selector exists once within a group of selectors and once as a standalone selector... the program will remove the selector AND properties of the standalone only (not delete the properties of the selector in a group). I have no clue if this is possible, but have just spent a few hours looking for one with no avail. Anyone know of anything close? Thanks in advance!

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  • Creating and Indexing Email Database using SqlCe

    - by Anindya Chatterjee
    I am creating a simple email client program. I am using MS SqlCe as a storage of emails. The database schema for storing the message is as follows: StorageId int IDENTITY NOT NULL PRIMARY KEY, FolderName nvarchar(255) NOT NULL, MessageId nvarchar(3999) NOT NULL, MessageDate datetime NOT NULL, StorageData ntext NULL In the StorageData field I am going to store the MIME message as byte array. But the problem arises when I am going to implement search on the stored messages. I have no idea how I am going to index the messages on top of this schema. Can anyone please help me in suggesting a good but simple schema, so that it will be effective in terms of storage space and search friendliness as well? Regards, Anindya Chatterjee

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  • jquery input-validation (number characters and decimal places).

    - by Cesar Lopez
    I have several javascript functions to validate the input data in textbox, so it will limit the user to type into the textbox a range of numbers (eg. from 0 to 500) an x amount of decimals (eg. 1 or 2 or 3 ....). I am having some issues with the javascript functions because they are three separate functions and the alerts get a bit mixed up. I was wondering if there is a jquery function that will make it neat, effective and simple. Thanks.

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  • Difference between weblogic and websphere?

    - by Abhishek Jain
    I do not find actual difference between these two J2EE server. From my past experience, I found out following: WL is evolving more faster than WAS. WL is more user friendly than WAS. To simply deploy a application in WAS, we need to go in deep and its difficult to find if u are new to it. I found out that WAS is slower in some machine than WL. I found out that Classloading is easier to understand and effective in WL than WAS Above all are my experiences but not actual facts. I want to know more in this respect. Please clear my doubts. If possible please provide each J2EE server's pros and cons. -Abhishek

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  • JavaScript: Reference a functions local scope as an object

    - by eBusiness
    When I call a function, a local scope is erected for that call. Is there any way to directly reference that scope as an object? Just like window is a reference for the global scope object. Example: function test(foo){ var bar=1 //Now, can I access the object containing foo, bar, arguments and anything //else within the local scope like this: magicIdentifier.bar } Alternately, does anyone have a complete list of what is in the global scope on top of custom variables? Background: I'm trying to get down to a way of completely shifting to global scope from within a function call, the with statement is a joke, call works a little better, but it still breaks for anything declared in function scope but not in global scope, therefore I would declare these few cases in global scope, but that requires me to know what they are. The IE function execScript makes a complete shift, but that only solves the problem for IE. Note: To anyone loading JavaScript dynamically, setTimeout(code,1) is a simple effective hack to achieve global scope, but it will not execute immediately.

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  • In WPF RichTextBox, does overriding of Underline/Strikethrough work?

    - by Daniel Earwicker
    In a WPF RichTextBox, the effective style of a Run of text is a result of combining the properties defined on the Run with the properties it "inherits" from the enclosing Paragraph and finally the styles on the Document. So you can set FontWeight to Bold at any of those levels. You can also set it Bold on the Paragraph and then switch it to Normal (override it) for a specific Run. However, underline and strikethrough are different. They are items that can optionally appear in a list of TextDecorations, which is a property of Inline (and hence Run) and of Paragraph, but not of Document. And you can switch on Underline in the Paragraph, and it gets inherited so that all Runs within that Paragraph default appear underlined by default. Is it possible to switch it off underline in a specific Run? i.e. is there a way to insert an entry into the list of TextDecorations which would mean "Don't underline", thus overriding the Paragraph's setting?

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  • Pair programming: How should the pairs be chosen?

    - by Jon Seigel
    This topic has been covered peripherally in bits and pieces in some of the other pair-programming questions, but I want to (a) consolidate this knowledge into a separate question, and, most importantly, (b) go into much more depth on the subject. From the perspective of being an effective manager, how should pairs be arranged for pair programming to maximize both the happiness and productivity of the overall team? Some ideas to get started: Should two people never be paired (because of personalities, for example)? How much overlap in skillsets is needed? How much disconnect in skillsets is too much to overcome? (No two people will overlap 100%, and a disconnect in skills can be very beneficial to both people.) Should everyone pair with everyone else on a fixed/rotating basis? Should certain pairs be arranged to accomplish specific tasks? How important a role does HR play when growing or reorganizing the team?

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  • ASP.NET VB.NET GridView adding anchor tag to a cell

    - by user3036965
    I have an GridView control with some data in the first cell throughout the column. Ineed to make that cell data into a hyperlink (anchor tag) like the following. <a href=""myPage.aspx?r=" & strParam & """>" & strData & "</a>" Can anyone advise on the most effective way to do this? I am using a datatable and then assigning the datatable to the gridview. Any advice would be greatly appreciated. I need to use the Sub GridView1_RowDataBound(ByVal sender As Object, ByVal e As GridViewRowEventArgs). So I could add a hyperlink whatabout getting the parameters into the RowDataBound event is where my skills are falling down. Thank you

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