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  • LGPL library with plugins of varied licenses

    - by Chris
    Note: "Plugins" here refers to shared objects that are accessed via dlopen() and friends. I'm writing a library that I'm planning on releasing under the LGPL. Its functionality can be extended (supporting new audio file formats, specifically) through plugins. I'm planning on creating an exception to the LGPL for this library so that plugins can be released under any license. So far so good. I've written a number of plugins already, some of which use LGPL and some of which use GPL libraries. I'm wary of releasing them with the main library, however, due to licensing issues. The LGPL-based ones would generally be fine, but for my "any license" clause. Would distributing these LGPL-based plugins with the library require the consent of the other license holders to create this exception? Along the same lines, would the inclusion of GPL-based plugins with my library force the whole thing to go GPL? I could also release the plugins separately. The advantage, I presume, is that the plugins an d library will now not be distributed together, creating more separation. But this seems to be no different, really, in the end. Boiled down: Can I include, with my LGPL library, plugins of varied licenses? If not, is it really any different releasing them separately? And if so, there's no real need to create an exception for non-LGPL plugins, is there? It's LGPL or nothing. I'd prefer asking a lawyer, of course, but this is just a hobby and I can't afford to hire a lawyer when I don't expect or want monetary compensation. I'm just hoping others have been in similar situations and have insight.

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  • "date_part('epoch', now() at time zone 'UTC')" not the same time as "now() at time zone 'UTC'" in po

    - by sirlark
    I'm writing a web based front end to a database (PHP/Postgresql) in which I need to store various dates/times. The times are meant to be always be entered on the client side in the local time, and displayed in the local time too. For storage purposes, I store all dates/times as integers (UNIX timestamps) and normalised to UTC. One particular field has a restriction that the timestamp filled in is not allowed to be in the future, so I tried this with a database constraint... CONSTRAINT not_future CHECK (timestamp-300 <= date_part('epoch', now() at time zone 'UTC')) The -300 is to give 5 minutes leeway in case of slightly desynchronised times between browser and server. The problem is, this constraint always fails when submitting the current time. I've done testing, and found the following. In PostgreSQL client: SELECT now() -- returns correct local time SELECT date_part('epoch', now()) -- returns a unix timestamp at UTC (tested by feeding the value into the date function in PHP correcting for its compensation to my time zone) SELECT date_part('epoch', now() at time zone 'UTC') -- returns a unix timestamp at two time zone offsets west, e.g. I am at GMT+2, I get a GMT-2 timestamp. I've figured out obviously that dropping the "at time zone 'UTC'" will solve my problem, but my question is if 'epoch' is meant to return a unix timestamp which AFAIK is always meant to be in UTC, why would the 'epoch' of a time already in UTC be corrected? Is this a bug, or I am I missing something about the defined/normal behaviour here.

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  • What are your Programming Falacies/Myths?

    - by pms1969
    I recently started a new job and as is typical of all jobs, if you've left, you get blamed for everything. Not long after I started there was a change required for an app (web based) that we maintain, and it was quickly pointed out that the actual code for this site had been lost a long time ago, and the only changes we could make to the it were ones that required changes to mark-up [it was a pre-compiled site]. Being new, I needed a little help finding my way around the code, and enlisted the services of one of my colleagues. Made my changes, and then re-enlisted his help to deploy it. While prepping for the deployment (getting the app on the QA server) we discovered that there were actually 2 different, very similarly named, folders in our source repository. It transpired that for the last year or so, mark-up changes had been made to the site directly, and these were the only differences with the code in the slightly incorrectly named folder in source control. So we did have all the code, and can now properly support the site. This put me in mind of a trick we played on a junior programmer once in a previous job, where we told him he couldn't/shouldn't do a certain thing in code as this would likely bring the server to it's knees and cost the company thousands of pounds (a gag that last months :-). And another one in the first programming job I took on - the batch commission run was just going to crash once a month and there was nothing to be done about it, causing a call out, and call out compensation for the on-call guy (a bug I fixed as soon as I became the on-call guy - 2am call outs don't work for me). So I was wondering... What other programming fallacies/myths are out there that are worth sharing?

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  • PHP If/Else for Wordpress Custom Fields

    - by HollerTrain
    I have a site that is using custom fields, and I want to either show the content for the field if the field is being used, and if the field is not being used per a Post then of course don't show the contents of the fields. Seems my code below is not correct, as it is showing the content in the else block when the Post is not using any of the custom fields. Any help would be greatly appreciated! Here is the Post in question: http://beta.ohsinsider.com/insider-top-stories/workers%E2%80%99-compensation-may-not-shield-you-from-lawsuits-by-injured-workers Here is the Post Edit showing that the field I am calling in my code are not being used (http://screencast.com/t/aBjt1drIw). I have confirmed that when I do input the value for the custom field is it being outputted in the Post. Here is the code I am using: <?php $pdfurl = get_post_meta($post->ID, 'pdf', true); $wordurl = get_post_meta($post->ID, 'word', true); if( !empty($pdf) || !empty($word) ){ ?> <?php /* show nothing then */ } else { ?> <div id="post_downloads_box"> <h3 class="single_related_footer">Dfownload Now</h3> <div id="post_downloads_box_left"> <a target="_blank" href="<?php echo get_post_meta($post->ID, 'pdf', true); ?>"><img src="<?php bloginfo('template_url'); ?>/images/post_pdf_icon.jpg" /></a> </div> <div id="post_downloads_box_right"> <a target="_blank" href="<?php echo get_post_meta($post->ID, 'word', true); ?>"><img src="<?php bloginfo('template_url'); ?>/images/post_word_icon.jpg" /></a> </div> </div> <?php } ?>

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  • Oracle Unveils Industry’s Broadest Cloud Strategy

    - by kellsey.ruppel
    Oracle Unveils Industry’s Broadest Cloud Strategy Adds Social Cloud and Showcases early customers Redwood Shores, Calif. – June 6, 2012 “Almost seven years of relentless engineering and innovation plus key strategic acquisitions. An investment of billions. We are now announcing the most comprehensive Cloud on the planet Earth,” said Oracle CEO, Larry Ellison. “Most cloud vendors only have niche assets. They don’t have platforms to extend. Oracle is the only vendor that offers a complete suite of modern, socially-enabled applications, all based on a standards-based platform.” News Facts In a major strategy update today, Larry Ellison announced the industry’s broadest and most advanced Cloud strategy and introduced Oracle Cloud Social Services, a broad Enterprise Social Platform offering. Oracle Cloud delivers a broad set of industry-standards based, integrated services that provide customers with subscription-based access to Oracle Platform Services, Application Services, and Social Services, all completely managed, hosted and supported by Oracle. Offering a wide range of business applications and platform services, the Oracle Cloud is the only cloud to enable customers to avoid the data and business process fragmentation that occurs when using multiple, siloed public clouds. Oracle Cloud is powered by leading enterprise-grade infrastructure, including Oracle Exadata and Oracle Exalogic, providing customers and partners with a high-performance, reliable, and secure infrastructure for running critical business applications. Oracle Cloud enables easy self-service for both business users and developers. Business users can order, configure, extend, and monitor their applications. Developers and administrators can easily develop, deploy, monitor and manage their applications. As part of the event, Oracle also showcased several early Oracle Cloud customers and partners including system integrators and independent software vendors. Oracle Cloud Platform Services Built on a common, complete, standards-based and enterprise-grade set of infrastructure components, Oracle Cloud Platform Services enable customers to speed time to market and lower costs by quickly building, deploying and managing bespoke applications. Oracle Cloud Platform Services will include: Database Services to manage data and build database applications with the Oracle Database. Java Services to develop, deploy and manage Java applications with Oracle WebLogic. Developer Services to allow application developers to collaboratively build applications. Web Services to build Web applications rapidly using PHP, Ruby, and Python. Mobile Services to allow developers to build cross-platform native and HTML5 mobile applications for leading smartphones and tablets. Documents Services to allow project teams to collaborate and share documents through online workspaces and portals. Sites Services to allow business users to develop and maintain visually engaging .com sites Analytics Services to allow business users to quickly build and share analytic dashboards and reports through the Cloud. Oracle Cloud Application Services Oracle Cloud Application Services provides customers access to the industry’s broadest range of enterprise applications available in the cloud today, with built-in business intelligence, social and mobile capabilities. Easy to setup, configure, extend, use and administer, Oracle Cloud Application Services will include: ERP Services: A complete set of Financial Accounting, Project Management, Procurement, Sourcing, and Governance, Risk & Compliance solutions. HCM Services: A complete Human Capital Management solution including Global HR, Workforce Lifecycle Management, Compensation, Benefits, Payroll and other solutions. Talent Management Services: A complete Talent Management solution including Recruiting, Sourcing, Performance Management, and Learning. Sales and Marketing Services: A complete Sales and Marketing solution including Sales Planning, Territory Management, Leads & Opportunity Management, and Forecasting. Customer Experience Services: A complete Customer Service solution including Web Self-Service, Contact Centers, Knowledge Management, Chat, and e-mail Management. Oracle Cloud Social Services Oracle Cloud Social Services provides the most broad and complete enterprise social platform available in the cloud today.  With Oracle Cloud Social Services, enterprises can engage with their customers on a range of social media properties in a comprehensive and meaningful fashion including social marketing, commerce, service and listening. The platform also provides enterprises with a rich social networking solution for their employees to collaborate effectively inside the enterprise. Oracle’s integrated social platform will include: Oracle Social Network to enable secure enterprise collaboration and purposeful social networking for business. Oracle Social Data Services to aggregate data from social networks and enterprise data sources to enrich business applications. Oracle Social Marketing and Engagement Services to enable marketers to centrally create, publish, moderate, manage, measure and report on their social marketing campaigns. Oracle Social Intelligence Services to enable marketers to analyze social media interactions and to enable customer service and sales teams to engage with customers and prospects effectively. Supporting Resources Oracle Cloud – learn more cloud.oracle.com – sign up now Webcast – watch the replay About Oracle Oracle engineers hardware and software to work together in the cloud and in your data center. For more information about Oracle (NASDAQ:ORCL), visit www.oracle.com. TrademarksOracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners.

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  • Fusion HCM SaaS – Integration

    - by Kiran Mundy
    v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} Fusion HCM SaaS – Integration A typical implementation pattern we’re seeing with Fusion Apps early adopters is implementing a few Fusion HCM applications that bring the most benefit to their company with the least disruption to existing programs and interfaces. Very often this ends up being Fusion Goals & Performance, Talent, Compensation or Benefits, often with Taleo for recruiting. The implementation picture looks like what you see below: Here, you can see that all the “downstream integrations” from the On-Premise Core HR, are unaffected because the master for employee data is still your On-Premise Core HR system – all updates and new hires are made here (although they may be fed in from Taleo to start with). As a second phase when customers migrate Core HR to Fusion HCM, they have to come up with a strategy to manage integrations to all their downstream applications that require employee details. For customers coming from EBS HR, a short term strategy that allows for minimal impact, is to extract employee data from Fusion (Via HCM Extract), and load the shared EBS HR tables (which are part of an EBS Financials install anyways), and let your downstream integrations continue to function based on this data as shown below. If you are not coming from EBS HR and there are license implications, you may want to consider: Creating an On-Premise warehouse for extracting data from Fusion Apps. Leveraging Fusion Apps Web Services (available to SaaS customers starting R7) to directly retrieve/write data to Fusion Apps. Integration Tools File Based Loader This is the primary mechanism for loading HCM data (both initial load and incremental updates) into Fusion HCM. Employee & related data can be uploaded into Fusion HCM using File Based Loader. Note that ability to schedule File Based Loader to run on a pre-defined schedule will be available as a patch on top of Rel 5. Hr2Hr has been deprecated in favor of File Based Loader, but for existing customers using Hr2Hr, here are some sample scripts that show how to get more informative error messages. They can be run by creating data model sql queries in BI Publisher. The scripts currently have hard coded values for request id and loader batch id, which your developer will need to update to the correct values for you. The BI Publisher Training Session recorded on Apr 18th is available here (under "Recordings"). This will enable a somewhat technical resource to create a data model sql query. Links to Documentation & Traning Reference documentation for File Based Loader on docs.oracle.com FBL 1.1 MOS Doc Id 1533860.1 Sample demo data files for File Based Loader HCM SaaS Integrations ppt and recording. EBS api's Loading Information into EBS Full or Shared HCM This could be candidate information being loaded from Taleo into EBS or  Employee information being loaded from Fusion HCM into an EBS shared HR install (for downstream applications & EBS Financials). Oracle HRMS Product Family Publicly Callable Business Process APIs (A Reference Consolidation) [ID 216838.1] This is a guide to the EBS R12 Integration Repository accessible from an EBS instance. EBS HRMS Publicly Callable Business Process APIs in Release 11i & 12 [ID 121964.1] Fusion HCM Extract Fusion HCM Extract is the primary mechanism used to extract employee information from Fusion HCM. Refer to the "Configure Identity Sync" doc on MOS  for additional mechanisms. Additional documentation (you'll need an oracle.com account to access) HCM Extracts User Guides (Rel 4 & 5) HCM Extract Entity/Attributes (Rel 5) HCM Extract User Guide (Rel 5) If you don’t have an oracle.com account, download the zipped HCM Extract Rel 5 Docs (Click on File --> Download on next screen). View Training Recordings on Fusion HCM Extract Benefits Extract To setup the benefits extract, refer to the following guide. Page 2-15 of the User Documentation describes how to use the benefits extract. Benefit enrollments can also be uploaded into Fusion Benefits. Instructions are here along with a sample upload file. However, if the defined benefits extract does not meet your requirements, you can use BI Publisher (Link to BI Publisher presentation recording from Apr 18th) to create your own version of Benefits extract. You can start with the data model query underlying the benefits extract. Payroll Interface Fusion Payroll Interface enables you to capture personal payroll information, such as earnings and deductions, along with other data from Oracle Fusion Human Capital Management, and send that information to a third-party payroll provider. Documentation: Payroll interface guide Sample file DBI's used for the payroll interface.Usage Patterns always accessible @ http://www.finapps.com Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";}

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  • PRUEBAS DE ESPECIALIZACION 2013/2014

    - by agallego
    Consigue  tu Certificado de Especialista Oracle  de forma GRATUITA , 27 y 28 de Noviembre de 2013  Ahora puedes realizar los exámenes de implementación de las especializaciones de Oracle y convertirte en especialista. Podrás realizar cualquiera de los exámenes de implementación de la siguiente lista: Oracle Fusion Customer Relationship Management 11g Sales Certified Implementation Specialist (1Z0-456) Oracle Fusion Customer Relationship Management 11g Incentive Compensation Certified Implementation Specialist (1Z0-472) Oracle ATG Web Commerce 10 Implementation Developer Certified Implementation Specialist (1Z0-510) Oracle RightNow CX Cloud Service 2012 Certified Implementation Specialist (1Z0-465) Oracle RightNow CX Cloud Service 2012 Developer Certified Implementation Specialist (1Z0-480) Oracle Fusion Human Capital Management 11g Human Resources Certified Implementation Specialist (1Z0-584) Oracle Fusion Human Capital Management 11g Talent Management Certified Implementation Specialist (1Z0-585) Oracle Taleo Recruiting Cloud Service 2013 Certified Implementation Specialist  (1Z0-474) Oracle Fusion Financials 11g Accounts Payable Certified Implementation Specialist(1Z0-507) Oracle Fusion Financials 11g Accounts Receivable Certified Implementation Specialist(1Z0-506) Oracle Fusion Financials 11g General Ledger Certified Implementation Specialist (1Z0-508) Oracle Fusion Distributed Order Orchestration 11g Essentials (1Z0-469) Oracle Documaker Standard Edition 12 Implementation Essentials (1Z0-570) Oracle Hyperion Planning 11 Essentials (1Z0-533) Oracle Hyperion Financial Management 11 Essentials (1Z0-532) Oracle Business Intelligence Foundation Suite 11g Essentials (1Z0-591) Oracle Essbase 11 Essentials (1Z0-531) Oracle GoldenGate 10 Essentials (1Z0-539) Oracle GoldenGate 11g Certified Implementation Exam Essentials Oracle Business Intelligence Applications 7.9.6 for CRM Essentials (1Z0-524) Oracle Business Intelligence Applications 7.9.6 for ERP Essentials (1Z0-525) Oracle Oracle Endeca Information Discovery 2.3 Certified Implementation Specialist (1Z0-461) Oracle SOA Suite 11g Essentials (1Z0-478) Oracle Service-Oriented Architecture Certified Implementation Specialist (1Z0-451) Oracle Unified Business Process Management Suite 11g Certified Implementation Specialist (1Z0-560) Oracle WebLogic Server 12c Certified Implementation Specialist (1Z0-599) Oracle Application Grid Certified Implementation Specialist(1Z0-523) Oracle WebCenter Content 11g Essentials (1Z0-542) Oracle WebCenter Portal 11g Essentials (1Z0-541) Oracle Application Development Framework Essentials (1Z1-554) Oracle Identity Governance Suite 11g Essentials(1z0-459) Oracle Access Management Suite Plus 11g Essentials Exam(1z0-479) M2M Platform Certified Architecture Essentials (1Z0-467) Oracle WebCenter Sites 11g Certified Implementation Specialist (1Z0-462)  Oracle Cloud Application Foundation Essentials(1Z0-468) Oracle Exadata 11g Essentials (1Z0-536) Exadata Database Machine Models X3-2 and X3-8 Certified Implementation Specialist (1Z0-485) Oracle Certified Expert, Oracle Exadata X3 Administration(1Z0-027) Exalogic Elastic Cloud X2-2 Certified Implementation Specialist (1Z0-569) Oracle Linux System Administration (1Z0-403) Oracle Linux Fundamentals (1Z0-402) Oracle Linux 6 Certified Implementation Specialist (1Z0-460) Oracle VM 3 for x86 Certified Implementation Specialist (1Z0-590) Oracle Enterprise Manager 11g Essentials  (1Z0-530 ) Oracle Enterprise Manager 12c Essentials (1Z0-457) SPARC T4-Based Server Installation Essentials (1Z0-597) 1Z0-821 Oracle Solaris 11 System Administration 1Z0-822 Oracle Solaris 11 Advanced System Administration Oracle Solaris 11 Installation and Configuration Essentials (1Z0-580) StorageTek Tape Libraries Certified Implementation Specialist(1Z0-546) Sun ZFS Storage Appliance Certified Implementation Specialist The Primavera P6 Enterprise Project Portfolio Management 8 Essentials (1Z0-567) The Primavera Portfolio Management Essentials (1Z0-544) Primavera Contract Management 14 Certified Implementation Specialist (1Z0-582) Oracle Utilities Customer Care and Billing 2 Certified Implementation Specialist (1Z0-562) Oracle Policy Automation 10 Certified Implementation Specialist (1Z0-534) Oracle User Productivity Kit 11 Certified Implementation Specialist (1Z0-566) Oracle User Productivity Kit 11 Technical Certified Implementation Specialist (1Z0-583) Oracle Retail Demand Forecasting 13.3 Functional Implementer Certified Implementation Specialist (1Z0-463) Oracle Retail Predictive Application Server 13 Configuration Implementation Specialist (1Z0-576) Oracle Retail Merchandising System 13.2 Foundation Functional Implementer Certified Implementation Specialist (1Z0-453) Oracle Retail Predictive Application Server 13 Configuration Implementation Specialist (1Z0-576) Oracle Retail Point-of-Service Technical Certified Implementation Specialist (1Z0-572) Oracle Retail Price Management 13.2 Functional Implementer Certified Implementation Specialist (1Z0-454) Oracle Retail Predictive Application Server 13 Configuration Implementation Specialist (1Z0-576) Oracle Retail Store Inventory Management 13.2 Functional Implementer Certified Implementation Specialist (1Z0-455) Oracle Flexcube Universal Banking 11 Technical Implementation Essentials (1Z0-579) Oracle FlexCube Universal Banking 11 Basic Implementation Essentials (1Z0-561) Oracle Flexcube Universal Banking 11 Technical Implementation Essentials (1Z0-579) Oracle FLEXCUBE Direct Banking 6 Implementation Essentials (1Z0-594)   Puedes consultar la información acerca de los examenes en cada uno de los enlaces. Para prepararte los examenes sigue la Guia de estudio que encontrarás en la página de cada examen. Requisitos: ser  Partner Gold, Platinum o Diamond de Oracle y tener un usuario de Oracle Pearson Vue.  ¿Cuándo?: 27 y 28 de noviembre  a las (9:00, 12:00, 16:00)  ¿Dónde?: Core Networks, C.E.Parque Norte, Edificio Olmo, Planta 1 Serrano Galvache 56 | 28033, Madrid Para inscribirte: Create una cuenta en Pearson Vue (www.pearsonvue.com/oracle). Para Registrarte aquí. Para más información sobre el programa de especializaciones, haz clic aquí. No pierdas esta oportunidad e inscríbete hoy.  Para cualquier duda contactar con [email protected]. Ana María Gallego Partner Enablement Manager Spain and Portugal        

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  • Parner Webcast - Innovations in Products Program

    - by Richard Lefebvre
    We are pleased to invite you to join the Innovations in Products –webcast. Innovations in Products will present Oracle Applications' Product's new functions and features including sales positioning. The key objectives of these webcasts are to inspire System Integrator's implementation personnel to conduct successful after sales in their Customer projects. Innovations in Products will be presented on the 1st Monday of each quarter after the billable day (4:00 to 5:00 PM CET). The webcast is intended for System Integrator's Implementation Certified Specialists but Innovations in Products is open for other interested Oracle Applications system Integrator's personnel as well. At first, two Oracle representatives will discuss Oracle's contribution to Partners. Then you will see product breakout session followed by Q&A with Oracle Experts. Each session will last for maximum 1 hour. A Q&A document covering all questions and answers will be made available after the webcast. What are the Benefits for partners? Find out how Innovations in Products helps you to improve your after sales Discover new functions and features so you can enrich your Customers's solution Learn more about Oracle Applications products, especially sales positioning Hear crucial questions raised by colleague alike, learn from their interest Engage and present your questions to subject experts Be inspired of the richness of Oracle Application portfolio – for your and your customer’s benefit Note: Should you already be familiar with a specific Product, then choose another one. Doing so you would expand your knowledge of the overall Applications portfolio. Some presentations contain product demonstration, although these presentations are not intended to be extremely detailed technical presentations. Note: At the latter part of this email you have also 17 links into the recent Applications Products presentations and 6 links into the Public Sector Value Proposition presentations that were presented in Innovations in Industries -program. Product breakout sessions: Topics Speaker To Register Fusion Applications Technology and Extensibility: A next-generation platform that adapts to client needs. Matthew Johnson, Sr. Director, SCM Product Development, EMEA CLICK HERE Fusion Applications - Transforming your Back-Office Accounting Function: Changing how people work in back office functions to drive value add Liam Nolan, Director, ERP Product Development, EMEA CLICK HERE Fusion HCM & Talent Overview & Extensibility: A more in-depth look into a personalized HCM solution Synco Jonkeren, Vice-President HCM Product Development & Management, EMEA CLICK HERE Fusion HCM Compensation Planning: Compensate To Compete Rosie Warner, Director, HCM Sales Development CLICK HERE Enterprise PLM for the Product Value Chain: Oracle Enterprise PLM offers Industry specific solutions that cover the Product Value Chain Ulf Köster, Sales Development Leader Enterprise PLM, Oracle Western Europe CLICK HERE Oracle's Asset Management and Maintenance Solution: What you need to know to successfully implement Oracle Asset Management solutions within Oracle Installed Base Philip Carey, Asset Management and Maintenance Solution Specialist CLICK HERE For more details please visit Innovations in Products and other breakout sessions on OPN page. Delivery Format Innovations in Products –program is a series of FREE prerecorded Applications product presentations followed by Q&A. It will be delivered over the Web. Participants have the opportunity to submit questions during the web cast via chat and subject matter experts will provide verbal answers live. Innovations in Products consists of several parallel prerecorded product breakout sessions, each lasting for max. 1 hour. At first, two Oracle representatives will discuss Oracle’s contribution to Partners. Then you’ll see the product breakout sessions followed by Q&A with Oracle Experts. A Q&A document covering all questions and answers will be made available after the webcast. You can also see Innovations in Products afterwards as its content will be available online for the next 6-12 months. The next Innovations in Products web casts will be presented as follows: July 2nd 2012 October 1st 2012 January 14th 2013 April 8th 2013. Note: Depending on local network bandwidth please allow some seconds time the presentations to download. You might want to refresh your screen by pressing F5. Duration Maximum 1 hour For further information please contact me Markku Rouhiainen. Recent Innovations in Products presentations Applications Products presented on April the 2nd, 2012 Speaker To Register Fusion CRM: Effective, Efficient and Easy James Penfold , Senior Director, Applications Product Development and Product Management CLICK HERE Fusion HCM: Talent management overview performance, goals, talent review Jaime Losantos Viñolas, Director, HCM Sales Development CLICK HERE Distributed Order Management - Fusion SCM Solution Vikram K Singla, Business Development Director, Supply Chain Management Applications, UK CLICK HERE Oracle Transportation Management Dominic Regan, Senior Director Oracle Transportation Management EMEA CLICK HERE Oracle Value Chain Planning: Demantra Sales & Operation Planning and Demantra Demand Management Lionel Albert, Senior Director Value Chain Planning, EMEA CLICK HERE Oracle CX (Customer Experience) - formerly CEM: Powering Great Customer Experiences Maria Ramirez , CRM Presales Consultant, EPC CLICK HERE EPM 11.1.2.2 Overview Nicholas Cox , EMEA Sales Development Director - Enterprise Performance Management CLICK HERE Oracle Hyperion Profitability and Cost Management, 11.1.2.1 Daniela Lazar , Senior EPM Sales Consultant, EPC CLICK HERE January the 16th 2012 Speaker To Register CRM / ATG: Best-in-Class CRM & Commerce Maria Ramirez , Associate CRM Presales Consultant, EPC CLICK HERE CRM / Automate Business Rules for Maximum Efficiency with OPA (Oracle Policy Automation) Marco Nilo, Associate CRM Presales Consultant, EPC CLICK HERE CRM / InQuira Toby Baker, Principal Sales Consultant, CRM Product Specialist Team CLICK HERE EPM / Business Intelligence Foundation Suite – Sales and Product Updates Liviu Nitescu, Senior BI Sales Consultant, EPC CLICK HERE EPM / Hyperion Planning 11.1.2.1 - Sales & Product Updates Andreea Voinea, EPM Sales Consultant, EPC CLICK HERE ERP / JDE EnterpriseOne Fulfillment Management Overview Mirela Andreea Nasta , ERP Presales Consultant, EPC CLICK HERE ERP / Spotlights on iExpenses Elena Nita ,ERP Presales Consultant, EPC CLICK HERE MDM / Master Data Management Martin Boyd , Senior Director Product Strategy CLICK HERE Product break through session Fusion Applications Human Capital Management Rosie Warner , Director, HCM Sales Development CLICK HERE Recent Innovations in Industries Value Proposition presentations January the 16th 2012 Speaker To Register Process Modernisation Iemke Idsingh Public Sector Solutions Director CLICK HERE Shared Services Ann Smith Business Development Director, Shared Services CLICK HERE Strengthening Financial Discipline Whilst Delivering Cashable Savings Philippa Headley UK Sales Development Director Public Sector - EPM Solutions CLICK HERE Social Welfare Industry Solutions Christian Wernberg-Tougaard Industry Director - Social Welfare CLICK HERE Police Industry Solutions Jeff Penrose Solution Sales Director CLICK HERE Tax and Revenue Management Industry Solutions Andre van der Post Global Director - Tax Solutions and Strategy CLICK HERE  

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  • Employee Engagement Q&A with John Brunswick

    - by Kellsey Ruppel
    As we are focusing this week on Employee Engagement, I recently sat down with industry expert and thought leader John Brunswick on the topic. Here is the Q&A dialogue we shared.  Q: How do you effectively engage employees to drive business value?A: Motivation, both extrinsic and intrinsic, combined with the relevancy of various channels to support it.  Beyond chaining business strategies like compensation models within an organization, engagement ultimately is most successful when driven by employee's motivations.  Business value derived from engagement through technical capabilities can be objectively measured through metrics like the rate and accuracy of problem solving for a given business function or frequency of innovation created.  Providing employees performing "knowledge work" with capabilities that allow them to perform work with a higher degree of accuracy in the same or ideally less time, adds value for that individual and in turn, drives their level of engagement to drive business value. Q: Organizations with high levels of employee engagement outperform the total stock market index by 22%. Can you comment on why you think this might be? A: Alignment through shared purpose.  Zappos is an excellent example of a culture that arguably has higher than average levels of employee engagement and it permeates every aspect of their organization – embodied externally through their customer experience.  I recently made my first purchase with them and it was obvious through their web experience, visual design, communication style, customer service and attention to detail down to green packaging, that they have an amazingly strong shared purpose.  The Zappos.com ‘About page’ outlines their "Family Core Values", the first three being "Deliver WOW Through Service, Embrace and Drive Change & Create Fun and A Little Weirdness" – all reflected externally in my interaction with them.  Strong shared purpose enables higher product and service experience, equating to a dedicated customer base, repeat purchases and expanded marketshare. Q: Have you seen any trends in the market regarding employee engagement? A: Some companies now see offering a form of social engagement similar to Facebook and LinkedIn as standard communication infrastructure like email or instant messaging.  Originally offered as standalone tools, the value is now seen when these capabilities are offered in an integrated fashion in the context of business entities.  An emerging area of focus is around employee activities related to their organization on external social platforms, implicitly creating external communities with employees acting on behalf of the brand and interacting with each other (e.g. Twitter).  Companies have reached a formal understand that this now established communication medium requires strategies allowing employees to engage.  I have personally met colleagues from Oracle, like Oracle User Experience Director Ultan O'Broin (@ultan), via Twitter before meeting first through internal channels. Q: Employee engagement is important, but what about engaging customers and partners? A: The last few years we have witnessed an interesting evolution from the novelty of self-service to expectations of "intelligent" self-service.  From a consumer standpoint, engagement can end up being a key differentiator, especially in mature markets.  Customers that perform some level of interaction with a brand develop greater affinity for the brand and have a greater probability of acting as an advocate.  As organizations move toward a model of deeper engagement, they must ensure that their business is positioned to support deeper relationships, offering potentially greater transparency. From a partner standpoint greater engagement can lead to new types of business opportunities, much in the way that Amazon.com offers a unified shopping experience that can potentially span various vendors.  This same model can be extended to blending services and product delivery models, based on a closeness not easily possible before increased capability of engagement mechanisms. Q: What types of solutions are available to successfully deliver employee engagement? A: Solutions enabling higher levels of engagement do so on the basis of relevancy.  This relevancy is generally supported by aspects of content management, social collaboration, business intelligence, portal and process management technologies.  These technologies can help deliver an experience tailored to a given role or process within an organization that applies equally to work that is structured or unstructured, appearing in the form of functionality as simple as an online employee directory search, knowledge communities supported by social collaboration, as well as more feature rich business intelligence dashboards and portals. Looking to learn more about how to effectively engage your employees? Check out this webcast, or read more from John Brunswick. 

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  • 5 Things I Learned About the IT Labor Shortage

    - by Oracle Accelerate for Midsize Companies
    by Jim Lein | Sr. Principal Product Marketing Director | Oracle Midsize Programs | @JimLein Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} 5 Things I Learned About the IT Labor Shortage A gentle autumn breeze is nudging the last golden leaves off the aspen trees. It’s time to wrap up the series that I started back in April, “The Growing IT Labor Shortage: Are You Feeling It?” Even in a time of relatively high unemployment, labor shortages exist depending on many factors, including location, industry, IT requirements, and company size. According to Manpower Groups 2013 Talent Shortage Survey, 35% of hiring managers globally are having difficulty filling jobs. Their top three challenges in filling jobs are: 1. lack of technical competencies (hard skills) 2. Lack of available applicants 3. Lack of experience The same report listed Technicians as the most difficult position to fill in the United States For most companies, Human Capital and Talent Management have never been more strategic and they are striving for ways streamline processes, reduce turnover, and lower costs (see this Oracle whitepaper, “ Simplify Workforce Management and Increase Global Agility”). Everyone I spoke to—partner, customer, and Oracle experts—agreed that it can be extremely challenging to hire and retain IT talent in today’s labor market. And they generally agreed on the causes: a. IT is so pervasive that there are myriad moving parts requiring support and expertise, b. thus, it’s hard for university graduates to step in and contribute immediately without experience and specialization, c. big IT companies generally aren’t the talent incubators that they were in the freewheeling 90’s due to bottom line pressures that require hiring talent that can hit the ground running, and d. it’s often too expensive for resource-strapped midsize companies to invest the time and money required to get graduates up to speed. Here are my top lessons learned from my conversations with the experts. 1. A Better Title Would Have Been, “The Challenges of Finding and Retaining IT Talent That Matches Your Requirements” There are more applicants than jobs but it’s getting tougher and tougher to find individuals that perfectly fit each and every role. Top performing companies are increasingly looking to hire the “almost ready”, striving to keep their existing talent more engaged, and leveraging their employee’s social and professional networks to quickly narrow down candidate searches (here’s another whitepaper, “A Strategic Approach to Talent Management”). 2. Size Matters—But So Does Location Midsize companies must strive to build cultures that compete favorably with what large enterprises can offer, especially when they aren’t within commuting distance of IT talent strongholds. They can’t always match the compensation and benefits offered by large enterprises so it's paramount to offer candidates high quality of life and opportunities to build their resumes in alignment with their long term career aspirations. 3. Get By With a Little Help From Your Friends It doesn’t always make sense to invest time and money in training an employee on a task they will not perform frequently. Or get in a bidding war for talent with skills that are rare and in high demand. Many midsize companies are finding that it makes good economic sense to contract with partners for remote support rather than trying to divvy up each and every role amongst their lean staff. Internal staff can be assigned to roles that will have the highest positive impact on achieving organizational goals. 4. It’s Actually Both “What You Know” AND “Who You Know” If I was hiring someone today I would absolutely leverage the social and professional networks of my co-workers. Period. Most research shows that hiring in this manner is less expensive and time consuming AND produces better results. There is also some evidence that suggests new hires from employees’ networks have higher job performance and retention rates. 5. I Have New Respect for Recruiters and Hiring Managers My hats off to them—it’s not easy hiring and retaining top talent with today’s challenges. Check out the infographic, “A New Day: Taking HR from Chaos to Control”, on Oracle’s Human Capital Management solutions home page. You can also explore all of Oracle’s HCM solutions from that page based on your role. You can read all the posts in this series by clicking on the links in the right sidebar. Stay tuned…we’ll continue to post thought leadership on HCM and Talent Management topics.

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  • What to "CRM" in San Francisco? CRM Highlights for OpenWorld '12

    - by Tony Berk
    There is plenty to SEE for CRM during OpenWorld in San Francisco, September 30 - October 4! As I mentioned in my earlier post about some of the keynote sessions, Is There a Cloud Over OpenWorld?, I'm going try to highlight some key sessions to help you find the best sessions for you. Interested to find out where Oracle CRM products are headed, then find your "roadmap" session. Here are some of the sessions in the CRM Track that you might want to consider attending for products you currently own or might consider for the future. I think you'll agree, there is quite a bit of investment going on across Oracle CRM. Please use OpenWorld Schedule Builder or check the OpenWorld Content Catalog for all of the session details and any time or location changes. Tip: Pre-enrolled session registrants via Schedule Builder are allowed into the session rooms before anyone else, so Schedule Builder will guarantee you a seat. Many of the sessions below will likely be at capacity. General Session: Oracle Fusion CRM—Improving Sales Effectiveness, Efficiency, and Ease of Use (Session ID: GEN9674) - Oct 2, 11:45 AM - 12:45 PM. Anthony Lye, Senior VP, Oracle leads this general session focused on Oracle Fusion CRM. Oracle Fusion CRM optimizes territories, combines quota management and incentive compensation, integrates sales and marketing, and cleanses and enriches data—all within a single application platform. Oracle Fusion can be configured, changed, and extended at runtime by end users, business managers, IT, and developers. Oracle Fusion CRM can be used from the Web, from a smartphone, from Microsoft Outlook, or from an iPad. Deloitte, sponsor of the CRM Track, will also present key concepts on CRM implementations. Oracle Fusion Customer Relationship Management: Overview/Strategy/Customer Experiences/Roadmap (CON9407) - Oct 1, 3:15PM - 4:15PM. In this session, learn how Oracle Fusion CRM enables companies to create better sales plans, generate more quality leads, and achieve higher win rates and find out why customers are adopting Oracle Fusion CRM. Gain a deeper understanding of the unique capabilities only Oracle Fusion CRM provides, and learn how Oracle’s commitment to CRM innovation is driving a wide range of future enhancements. Oracle RightNow CX Cloud Service Vision and Roadmap (CON9764) - Oct 1, 10:45 AM - 11:45 AM. Oracle RightNow CX Cloud Service combines Web, social, and contact center experiences for a unified, cross-channel service solution in the cloud, enabling organizations to increase sales and adoption, build trust, strengthen relationships, and reduce costs and effort. Come to this session to hear from Oracle experts about where the product is going and how Oracle is committed to accelerating the pace of innovation and value to its customers. Siebel CRM Overview, Strategy, and Roadmap (CON9700) - Oct 1, 12:15PM - 1:15PM. The world’s most complete CRM solution, Oracle’s Siebel CRM helps organizations differentiate their businesses. Come to this session to learn about the Siebel product roadmap and how Oracle is committed to accelerating the pace of innovation and value for its customers on this platform. Additionally, the session covers how Siebel customers can leverage many Oracle assets such as Oracle WebCenter Sites; InQuira, RightNow, and ATG/Endeca applications, and Oracle Policy Automation in conjunction with their current Siebel investments. Oracle Fusion Social CRM Strategy and Roadmap: Future of Collaboration and Social Engagement (CON9750) - Oct 4, 11:15 AM - 12:15 PM. Social is changing the customer experience! Come find out how Oracle can help you know your customers better, encourage brand affinity, and improve collaboration within your ecosystem. This session reviews Oracle’s social media solution and shows how you can discover hidden insights buried in your enterprise and social data. Also learn how Oracle Social Network revolutionizes how enterprise users work, collaborate, and share to achieve successful outcomes. Oracle CRM On Demand Strategy and Roadmap (CON9727) - Oct 1, 10:45AM - 11:45AM. Oracle CRM On Demand is a powerful cloud-based customer relationship management solution. Come to this session to learn directly from Oracle experts about future product plans and hear how Oracle is committed to accelerating the pace of innovation and value to its customers. Knowledge Management Roadmap and Strategy (CON9776) - Oct 1, 12:15PM - 1:15PM. Learn how to harness the knowledge created as a natural byproduct of day-to-day interactions to lower costs and improve customer experience by delivering the right answer at the right time across channels. This session includes an overview of Oracle’s product roadmap and vision for knowledge management for both the Oracle RightNow and Oracle Knowledge (formerly InQuira) product families. Oracle Policy Automation Roadmap: Supercharging the Customer Experience (CON9655) - Oct 1, 12:15PM - 1:15PM. Oracle Policy Automation delivers rapid customer value by streamlining the capture, analysis, and deployment of policies across every facet of the customer experience. This session discusses recent Oracle Policy Automation enhancements for policy analytics; the latest Oracle Policy Automation Connector for Siebel; and planned new capabilities, including availability with the Oracle RightNow product line. There is much more, so stay tuned for more highlights or check out the Content Catalog and search for your areas of interest. Which session are you most interested in? Make your suggestions! But no voting for Pearl Jam or Kings of Leon. Those are after hours! 

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  • What to "CRM" in San Francisco? CRM Highlights for OpenWorld '12

    - by Richard Lefebvre
    There is plenty to SEE for CRM during OpenWorld in San Francisco, September 30 - October 4! Here are some of the sessions in the CRM Track that you might want to consider attending for products you currently own or might consider for the future. I think you'll agree, there is quite a bit of investment going on across Oracle CRM. Please use OpenWorld Schedule Builder or check the OpenWorld Content Catalog for all of the session details and any time or location changes. Tip: Pre-enrolled session registrants via Schedule Builder are allowed into the session rooms before anyone else, so Schedule Builder will guarantee you a seat. Many of the sessions below will likely be at capacity. General Session: Oracle Fusion CRM—Improving Sales Effectiveness, Efficiency, and Ease of Use (Session ID: GEN9674) - Oct 2, 11:45 AM - 12:45 PM. Anthony Lye, Senior VP, Oracle leads this general session focused on Oracle Fusion CRM. Oracle Fusion CRM optimizes territories, combines quota management and incentive compensation, integrates sales and marketing, and cleanses and enriches data—all within a single application platform. Oracle Fusion can be configured, changed, and extended at runtime by end users, business managers, IT, and developers. Oracle Fusion CRM can be used from the Web, from a smartphone, from Microsoft Outlook, or from an iPad. Deloitte, sponsor of the CRM Track, will also present key concepts on CRM implementations. Oracle Fusion Customer Relationship Management: Overview/Strategy/Customer Experiences/Roadmap (CON9407) - Oct 1, 3:15PM - 4:15PM. In this session, learn how Oracle Fusion CRM enables companies to create better sales plans, generate more quality leads, and achieve higher win rates and find out why customers are adopting Oracle Fusion CRM. Gain a deeper understanding of the unique capabilities only Oracle Fusion CRM provides, and learn how Oracle’s commitment to CRM innovation is driving a wide range of future enhancements. Oracle RightNow CX Cloud Service Vision and Roadmap (CON9764) - Oct 1, 10:45 AM - 11:45 AM. Oracle RightNow CX Cloud Service combines Web, social, and contact center experiences for a unified, cross-channel service solution in the cloud, enabling organizations to increase sales and adoption, build trust, strengthen relationships, and reduce costs and effort. Come to this session to hear from Oracle experts about where the product is going and how Oracle is committed to accelerating the pace of innovation and value to its customers. Siebel CRM Overview, Strategy, and Roadmap (CON9700) - Oct 1, 12:15PM - 1:15PM. The world’s most complete CRM solution, Oracle’s Siebel CRM helps organizations differentiate their businesses. Come to this session to learn about the Siebel product roadmap and how Oracle is committed to accelerating the pace of innovation and value for its customers on this platform. Additionally, the session covers how Siebel customers can leverage many Oracle assets such as Oracle WebCenter Sites; InQuira, RightNow, and ATG/Endeca applications, and Oracle Policy Automation in conjunction with their current Siebel investments. Oracle Fusion Social CRM Strategy and Roadmap: Future of Collaboration and Social Engagement (CON9750) - Oct 4, 11:15 AM - 12:15 PM. Social is changing the customer experience! Come find out how Oracle can help you know your customers better, encourage brand affinity, and improve collaboration within your ecosystem. This session reviews Oracle’s social media solution and shows how you can discover hidden insights buried in your enterprise and social data. Also learn how Oracle Social Network revolutionizes how enterprise users work, collaborate, and share to achieve successful outcomes. Oracle CRM On Demand Strategy and Roadmap (CON9727) - Oct 1, 10:45AM - 11:45AM. Oracle CRM On Demand is a powerful cloud-based customer relationship management solution. Come to this session to learn directly from Oracle experts about future product plans and hear how Oracle is committed to accelerating the pace of innovation and value to its customers. Knowledge Management Roadmap and Strategy (CON9776) - Oct 1, 12:15PM - 1:15PM. Learn how to harness the knowledge created as a natural byproduct of day-to-day interactions to lower costs and improve customer experience by delivering the right answer at the right time across channels. This session includes an overview of Oracle’s product roadmap and vision for knowledge management for both the Oracle RightNow and Oracle Knowledge (formerly InQuira) product families. Oracle Policy Automation Roadmap: Supercharging the Customer Experience (CON9655) - Oct 1, 12:15PM - 1:15PM. Oracle Policy Automation delivers rapid customer value by streamlining the capture, analysis, and deployment of policies across every facet of the customer experience. This session discusses recent Oracle Policy Automation enhancements for policy analytics; the latest Oracle Policy Automation Connector for Siebel; and planned new capabilities, including availability with the Oracle RightNow product line. There is much more, so stay tuned for more highlights or check out the Content Catalog and search for your areas of interest. 

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  • How do I reward my developers for the little things they get right?

    - by Nat
    I am in a tech lead role and my developers get stuff right most of the time. How do I communicate to them thier value to me? (I.e. they have value because I do not have to go through and point out mistakes which means I do not have to watch them like a hawk which frees me to do more useful things). In summary For doing the mundane well on a day to day basis, it is good to recognise the developers effort verbally to them. An honest thankyou that mentions the specific behaviour and its positive repercussions to you personally will be well received, adjust the language to suite each individual. (Note that other developers within earshot may also respond to this by increasing their efforts in this specific activity.) Other things that should be done regularly are: Team drinks In many cultures this is an entirely worthy way of giving the team some time to socialise and relax. Be sure that you do not exclude people who do not drink or are not keen on pub culture. Shared meals are another option. Formal written (email) acknowledgment and praise to senior managers of the teams efforts and successes. (Note that acknowledging individuals alone may damage team spirit) Work the hours you expect your team to do. If they absolutely must work late for a deadline, be there in support Go to bat for the team. Refuse to let them be forced to work long periods of overtime without compensation. Protect them from level politics and stress. Give your team the best equipment you can afford. Good tools show respect and improve productivity. Small or large team rewards where appropriate can consist of many interesting activities/ items. If it allows the team to get together in a fun and even lightly competitive manner it will work (foosball table, go-karting, darts board, video game console etc). Don’t forget to listen to what the team wants, each team will have different ideas. Ensure they are getting a fair deal financially from the company. While different people may have different expectations of their pay, someone being paid unfairly will rot morale for the entire team

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  • Soapi.CS : A fully relational fluent .NET Stack Exchange API client library

    - by Sky Sanders
    Soapi.CS for .Net / Silverlight / Windows Phone 7 / Mono as easy as breathing...: var context = new ApiContext(apiKey).Initialize(false); Question thisPost = context.Official .StackApps .Questions.ById(386) .WithComments(true) .First(); Console.WriteLine(thisPost.Title); thisPost .Owner .Questions .PageSize(5) .Sort(PostSort.Votes) .ToList() .ForEach(q=> { Console.WriteLine("\t" + q.Score + "\t" + q.Title); q.Timeline.ToList().ForEach(t=> Console.WriteLine("\t\t" + t.TimelineType + "\t" + t.Owner.DisplayName)); Console.WriteLine(); }); // if you can think it, you can get it. Output Soapi.CS : A fully relational fluent .NET Stack Exchange API client library 21 Soapi.CS : A fully relational fluent .NET Stack Exchange API client library Revision code poet Revision code poet Votes code poet Votes code poet Revision code poet Revision code poet Revision code poet Votes code poet Votes code poet Votes code poet Revision code poet Revision code poet Revision code poet Revision code poet Revision code poet Revision code poet Revision code poet Revision code poet Revision code poet Revision code poet Votes code poet Comment code poet Revision code poet Votes code poet Revision code poet Revision code poet Revision code poet Answer code poet Revision code poet Revision code poet 14 SOAPI-WATCH: A realtime service that notifies subscribers via twitter when the API changes in any way. Votes code poet Revision code poet Votes code poet Comment code poet Comment code poet Comment code poet Votes lfoust Votes code poet Comment code poet Comment code poet Comment code poet Comment code poet Revision code poet Comment lfoust Votes code poet Revision code poet Votes code poet Votes lfoust Votes code poet Revision code poet Comment Dave DeLong Revision code poet Revision code poet Votes code poet Comment lfoust Comment Dave DeLong Comment lfoust Comment lfoust Comment Dave DeLong Revision code poet 11 SOAPI-EXPLORE: Self-updating single page JavaSript API test harness Votes code poet Votes code poet Votes code poet Votes code poet Votes code poet Comment code poet Revision code poet Votes code poet Revision code poet Revision code poet Revision code poet Comment code poet Revision code poet Votes code poet Comment code poet Question code poet Votes code poet 11 Soapi.JS V1.0: fluent JavaScript wrapper for the StackOverflow API Comment George Edison Comment George Edison Comment George Edison Comment George Edison Comment George Edison Comment George Edison Answer George Edison Votes code poet Votes code poet Votes code poet Votes code poet Revision code poet Revision code poet Answer code poet Comment code poet Revision code poet Comment code poet Comment code poet Comment code poet Revision code poet Revision code poet Votes code poet Votes code poet Votes code poet Votes code poet Comment code poet Comment code poet Comment code poet Comment code poet Comment code poet 9 SOAPI-DIFF: Your app broke? Check SOAPI-DIFF to find out what changed in the API Votes code poet Revision code poet Comment Dennis Williamson Answer Dennis Williamson Votes code poet Votes Dennis Williamson Comment code poet Question code poet Votes code poet About A robust, fully relational, easy to use, strongly typed, end-to-end StackOverflow API Client Library. Out of the box, Soapi provides you with a robust client library that abstracts away most all of the messy details of consuming the API and lets you concentrate on implementing your ideas. A few features include: A fully relational model of the API data set exposed via a fully 'dot navigable' IEnumerable (LINQ) implementation. Simply tell Soapi what you want and it will get it for you. e.g. "On my first question, from the author of the first comment, get the first page of comments by that person on any post" my.Questions.First().Comments.First().Owner.Comments.ToList(); (yes this is a real expression that returns the data as expressed!) Full coverage of the API, all routes and all parameters with an intuitive syntax. Strongly typed Domain Data Objects for all API data structures. Eager and Lazy Loading of 'stub' objects. Eager\Lazy loading may be disabled. When finer grained control of requests is desired, the core RouteMap objects may be leveraged to request data from any of the API paths using all available parameters as documented on the help pages. A rich Asynchronous implementation. A configurable request cache to reduce unnecessary network traffic and to simplify your usage logic. There is no need to go out of your way to be frugal. You may set a distinct cache duration for any particular route. A configurable request throttle to ensure compliance with the api terms of usage and to simplify your code in that you do not have to worry about and respond to 50X errors. The RequestCache and Throttled Queue are thread-safe, so can make as many requests as you like from as many threads as you like as fast as you like and not worry about abusing the api or having to write reams of management/compensation code. Configurable retry threshold that will, by default, make up to 3 attempts to retrieve a request before failing. Every request made by Soapi is properly formed and directed so most any http error will be the result of a timeout or other network infrastructure. A retry buffer provides a level of fault tolerance that you can rely on. An almost identical javascript library, Soapi.JS, and it's full figured big brother, Soapi.JS2, that will enable you to leverage your server cycles and bandwidth for only those tasks that require it and offload things like status updates to the client's browser. License Licensed GPL Version 2 license. Why is Soapi.CS GPL? Can I get an LGPL license for Soapi.CS? (hint: probably) Platforms .NET 3.5 .NET 4.0 Silverlight 3 Silverlight 4 Windows Phone 7 Mono Download Source code lives @ http://soapics.codeplex.com. Binary releases are forthcoming. codeplex is acting up again. get the source and binaries @ http://bitbucket.org/bitpusher/soapi.cs/downloads The source is C# 3.5. and includes projects and solutions for the following IDEs Visual Studio 2008 Visual Studio 2010 ModoDevelop 2.4 Documentation Full documentation is available at http://soapi.info/help/cs/index.aspx Sample Code / Usage Examples Sample code and usage examples will be added as answers to this question. Full API Coverage all API routes are covered Full Parameter Parity If the API exposes it, Soapi giftwraps it for you. Building a simple app with Soapi.CS - a simple app that gathers all traces of a user in the whole stackiverse. Fluent Configuration - Setting up a Soapi.ApiContext could not be easier Bulk Data Import - A tiny app that quickly loads a SQLite data file with all users in the stackiverse. Paged Results - Soapi.CS transparently handles multi-page operations. Asynchronous Requests - Soapi.CS provides a rich asynchronous model that is especially useful when writing api apps in Silverlight or Windows Phone 7. Caching and Throttling - how and why Apps that use Soapi.CS Soapi.FindUser - .net utility for locating a user anywhere in the stackiverse Soapi.Explore - The entire API at your command Soapi.LastSeen - List users by last access time Add your app/site here - I know you are out there ;-) if you are not comfortable editing this post, simply add a comment and I will add it. The CS/SL/WP7/MONO libraries all compile the same code and with the exception of environmental considerations of Silverlight, the code samples are valid for all libraries. You may also find guidance in the test suites. More information on the SOAPI eco-system. Contact This library is currently the effort of me, Sky Sanders (code poet) and can be reached at gmail - sky.sanders Any who are interested in improving this library are welcome. Support Soapi You can help support this project by voting for Soapi's Open Source Ad post For more information about the origins of Soapi.CS and the rest of the Soapi eco-system see What is Soapi and why should I care?

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  • Why We Should Learn to Stop Worrying and Love Millennials

    - by HCM-Oracle
    By Christine Mellon Much is said and written about the new generations of employees entering our workforce, as though they are a strange specimen, a mysterious life form to be “figured out,” accommodated and engaged – at a safe distance, of course.  At its worst, this talk takes a critical and disapproving tone, with baby boomer employees adamantly refusing to validate this new breed of worker, let alone determine how to help them succeed and achieve their potential.   The irony of our baby-boomer resentments and suspicions is that they belie the fact that we created the very vision that younger employees are striving to achieve.  From our frustrations with empty careers that did not fulfill us, from our opposition to “the man,” from our sharp memories of our parents’ toiling for 30 years just for the right to retire, from the simple desire not to live our lives in a state of invisibility, came the seeds of hope for something better. One characteristic of Millennial workers that grew from these seeds is the desire to experience as much as possible.  They are the “Experiential Employee”, with a passion for growing in diverse ways and expanding personal and professional horizons.  Rather than rooting themselves in a single company for a career, or even in a single career path, these employees are committed to building a broad portfolio of experiences and capabilities that will enable them to make a difference and to leave a mark of significance in the world.  How much richer is the organization that nurtures and leverages this inclination?  Our curmudgeonly ways must be surrendered and our focus redirected toward building the next generation of talent ecosystems, if we are to optimize what future generations have to offer.   Accelerating Professional Development In spite of our Boomer grumblings about Millennials’ “unrealistic” expectations, the truth is that we have a well-matched set of circumstances.  We have executives-in-waiting who want to learn quickly and a concurrent, urgent need to ramp up their development time, based on anticipated high levels of retirement in the next 10+ years.  Since we need to rapidly skill up these heirs to the corporate kingdom, isn’t it a fortunate coincidence that they are hungry to learn, develop and move fluidly throughout our organizations??  So our challenge now is to efficiently operationalize the wisdom we have acquired about effective learning and development.   We have already evolved from classroom-based models to diverse instructional methods.  The next step is to find the best approaches to help younger employees learn quickly and apply new learnings in an impactful way.   Creating temporary or even permanent functional partnerships among Millennial employees is one way to maximize outcomes.  This might take the form of 2 or more employees owning aspects of what once fell under a single role.  While one might argue this would mean duplication of resources, it could be a short term cost while employees come up to speed.  And the potential benefits would be numerous:  leveraging and validating the inherent sense of community of new generations, creating cross-functional skills with broad applicability, yielding additional perspectives and approaches to traditional work outcomes, and accelerating the performance curve for incumbents through Cooperative Learning (Johnson, D. and Johnson R., 1989, 1999).  This well-researched teaching strategy, where students support each other in the absorption and application of new information, has been shown to deliver faster, more efficient learning, and greater retention. Alternately, perhaps short term contracts with exiting retirees, or former retirees, to help facilitate the development of following generations may have merit.  Again, a short term cost, certainly.  However, the gains realized in shortening the learning curve, and strengthening engagement are substantial and lasting. Ultimately, there needs to be creative thinking applied for each organization on how to accelerate the capabilities of our future leaders in unique ways that mesh with current culture. The manner in which performance is evaluated must finally shift as well.  Employees will need to be assessed on how well they have developed key skills and capabilities vs. end-to-end mastery of functional positions they have no interest in keeping for an entire career. As we become more comfortable in placing greater and greater weight on competencies vs. tasks, we will realize increased organizational agility via this new generation of workers, which will be further enhanced by their natural flexibility and appetite for change. Revisiting Succession  For many years, organizations have failed to deliver desired succession planning outcomes.  According to CEB’s 2013 research, only 28% of current leaders were pre-identified in a succession plan. These disappointing results, along with the entrance of the experiential, Millennial employee into the workforce, may just provide the needed impetus for HR to reinvent succession processes.   We have recognized that the best professional development efforts are not always linear, and the time has come to fully adopt this philosophy in regard to succession as well.  Paths to specific organizational roles will not look the same for newer generations who seek out unique learning opportunities, without consideration of a singular career destination.  Rather than charting particular jobs as precursors for key positions, the experiences and skills behind what makes an incumbent successful must become essential in succession mapping.  And the multitude of ways in which those experiences and skills may be acquired must be factored into the process, along with the individual employee’s level of learning agility. While this may seem daunting, it is necessary and long overdue.  We have talked about the criticality of competency-based succession, however, we have not lived up to our own rhetoric.  Many Boomers have experienced the same frustration in our careers; knowing we are capable of shining in a particular role, but being denied the opportunity due to how our career history lined up, on paper, with documented job requirements.  These requirements usually emphasized past jobs/titles and specific tasks, versus capabilities, drive and willingness (let alone determination) to learn new things.  How satisfying would it be for us to leave a legacy where such narrow thinking no longer applies and potential is amplified? Realizing Diversity Another bloom from the seeds we Boomers have tried to plant over the past decades is a completely evolved view of diversity.  Millennial employees assume a diverse workforce, and are startled by anything less.  Their social tolerance, nurtured by wide and diverse networks, is unprecedented.  College graduates expect a similar landscape in the “real world” to what they experienced throughout their lives.  They appreciate and seek out divergent points of view and experiences without needing any persuasion.  The face of our U.S. workforce will likely see dramatic change as Millennials apply their fresh take on hiring and building strong teams, with an inherent sense of inclusion.  This wonderful aspect of the Millennial wave should be celebrated and strongly encouraged, as it is the fulfillment of our own aspirations. Future Perfect The Experiential Employee is operating more as a free agent than a long term player, and their commitment will essentially last as long as meaningful organizational culture and personal/professional opportunities keep their interest.  As Boomers, we have laid the foundation for this new, spirited employment attitude, and we should take pride in knowing that.  Generations to come will challenge organizations to excel in how they identify, manage and nurture talent. Let’s support and revel in the future that we’ve helped invent, rather than lament what we think has been lost.  After all, the future is always connected to the past.  And as so eloquently phrased by Antoine Lavoisier, French nobleman, chemist and politico:  “Nothing is Lost, Nothing is Created, and Everything is Transformed.” Christine has over 25 years of diverse HR experience.  She has held HR consulting and corporate roles, including CHRO positions for Echostar in Denver, a 6,000+ employee global engineering firm, and Aepona, a startup software firm, successfully acquired by Intel. Christine is a resource to Oracle clients, to assist in Human Capital Management strategy development and implementation, compensation practices, talent development initiatives, employee engagement, global HR management, and integrated HR systems and processes that support the full employee lifecycle. 

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  • Expectations + Rewards = Innovation

    - by D'Arcy Lussier
    “Innovation” is a heavy word. We regard those that embrace it as “Innovators”. We describe organizations as being “Innovative”. We hold those associated with the word in high regard, even though its dictionary definition is very simple: Introducing something new. What our culture has done is wrapped Innovation in white robes and a gold crown. Innovation is rarely just introducing something new. Innovations and innovators are typically associated with other terms: groundbreaking, genius, industry-changing, creative, leading. Being a true innovator and creating innovations are a big deal, and something companies try to strive for…or at least say they strive for. There’s huge value in being recognized as an innovator in an industry, since the idea is that innovation equates to increased profitability. IBM ran an ad a few years back that showed what their view of innovation is: “The point of innovation is to make actual money.” If the money aspect makes you feel uneasy, consider it another way: the point of innovation is to <insert payoff here>. Companies that innovate will be more successful. Non-profits that innovate can better serve their target clients. Governments that innovate can better provide services to their citizens. True innovation is not easy to come by though. As with anything in business, how well an organization will innovate is reliant on the employees it retains, the expectations placed on those employees, and the rewards available to them. In a previous blog post I talked about one formula: Right Employees + Happy Employees = Productive Employees I want to introduce a new one, that builds upon the previous one: Expectations + Rewards = Innovation  The level of innovation your organization will realize is directly associated with the expectations you place on your staff and the rewards you make available to them. Expectations We may feel uncomfortable with the idea of placing expectations on our staff, mainly because expectation has somewhat of a negative or cold connotation to it: “I expect you to act this way or else!” The problem is in the or-else part…we focus on the negative aspects of failing to meet expectations instead of looking at the positive side. “I expect you to act this way because it will produce <insert benefit here>”. Expectations should not be set to punish but instead be set to ensure quality. At a recent conference I spoke with some Microsoft employees who told me that you have five years from starting with the company to reach a “Senior” level. If you don’t, then you’re let go. The expectation Microsoft placed on their staff is that they should be working towards improving themselves, taking more responsibility, and thus ensure that there is a constant level of quality in the workforce. Rewards Let me be clear: a paycheck is not a reward. A paycheck is simply the employer’s responsibility in the employee/employer relationship. A paycheck will never be the key motivator to drive innovation. Offering employees something over and above their required compensation can spur them to greater performance and achievement. Working in the food service industry, this tactic was used again and again: whoever has the highest sales over lunch will receive a free lunch/gift certificate/entry into a draw/etc. There was something to strive for, to try beyond the baseline of what our serving jobs were. It was through this that innovative sales techniques would be tried and honed, with key servers being top sellers time and time again. At a code camp I spoke at, I was amazed to see that all the employees from one company receive $100 Visa gift cards as a thank you for taking time to speak. Again, offering something over and above that can give that extra push for employees. Rewards work. But what about the fairness angle? In the restaurant example I gave, there were servers that would never win the competition. They just weren’t good enough at selling and never seemed to get better. So should those that did work at performing better and produce more sales for the restaurant not get rewarded because those who weren’t working at performing better might get upset? Of course not! Organizations succeed because of their top performers and those that strive to join their ranks. The Expectation/Reward Graph While the Expectations + Rewards = Innovation formula may seem like a simple mathematics formula, there’s much more going under the hood. In fact there are three different outcomes that could occur based on what you put in as values for Expectations and Rewards. Consider the graph below and the descriptions that follow: Disgruntled – High Expectation, Low Reward I worked at a company where the mantra was “Company First, Because We Pay You”. Even today I still hear stories of how this sentiment continues to be perpetuated: They provide you a paycheck and a means to live, therefore you should always put them as your top priority. Of course, this is a huge imbalance in the expectation/reward equation. Why would anyone willingly meet high expectations of availability, workload, deadlines, etc. when there is no reward other than a paycheck to show for it? Remember: paychecks are not rewards! Instead, you see employees be disgruntled which not only affects the level of production but also the level of quality within an organization. It also means that you see higher turnover. Complacent – Low Expectation, Low Reward Complacency is a systemic problem that typically exists throughout all levels of an organization. With no real expectations or rewards, nobody needs to excel. In fact, those that do try to innovate, improve, or introduce new things into the organization might be shunned or pushed out by the rest of the staff who are just doing things the same way they’ve always done it. The bigger issue for the organization with low/low values is that at best they’ll never grow beyond their current size (and may shrink actually), and at worst will cease to exist. Entitled – Low Expectation, High Reward It’s one thing to say you have the best people and reward them as such, but its another thing to actually have the best people and reward them as such. Organizations with Entitled employees are the former: their organization provides them with all types of comforts, benefits, and perks. But there’s no requirement before the rewards are dolled out, and there’s no short-list of who receives the rewards. Everyone in the company is treated the same and is given equal share of the spoils. Entitlement is actually almost identical with Complacency with one notable difference: just try to introduce higher expectations into an entitled organization! Entitled employees have been spoiled for so long that they can’t fathom having rewards taken from them, or having to achieve specific levels of performance before attaining them. Those running the organization also buy in to the Entitled sentiment, feeling that they must persist the same level of comforts to appease their staff…even though the quality of the employee pool may be suspect. Innovative – High Expectation, High Reward Finally we have the Innovative organization which places high expectations but also provides high rewards. This organization gets it: if you truly want the best employees you need to apply equal doses of pressure and praise. Realize that I’m not suggesting crazy overtime or un-realistic working conditions. I do not agree with the “Glengary-Glenross” method of encouragement. But as anyone who follows sports can tell you, the teams that win are the ones where the coaches push their players to be their best; to achieve new levels of performance that they didn’t know they could receive. And the result for the players is more money, fame, and opportunity. It’s in this environment that organizations can focus on innovation – true innovation that builds the business and allows everyone involved to truly benefit. In Closing Organizations love to use the word “Innovation” and its derivatives, but very few actually do innovate. For many, the term has just become another marketing buzzword to lump in with all the other business terms that get overused. But for those organizations that truly get the value of innovation, they will be the ones surging forward while other companies simply fade into the background. And they will be the organizations that expect more from their employees, and give them their just rewards.

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  • How do I get a Dane-Elec mp3/mp4 player working?

    - by user40432
    My MP3/MP4 does not plug-in and play and therefore I can not transfer any file to the MP3/MP4 dane-elec music my touch or only dane-elec with 8 gb in memory and perhapses model zt1 with radio,..and microsdhc card slot following the above link the mp3/mp4 is there and it is MP3 Player: TOUCH MY MUSIC and the complete information is on this site http://www.danedigital.com/8-Music-Media-Players/2-music-touch.html as the Technical Specifications MP3 Player: TOUCH MY MUSIC The Mp4 player has a very classy. It allows its users to play music and view photos and video. His fluent interface, its touch-pad, his radio and RDS Micro SDHC reader makes him a very complete device will become the ideal musical companion. ubuntu i am with is ubuntu 11.10 kernel 3.0.0-14-generic the latest I tried to install many applications but nothing worked. With disk utility I can see that Ubuntu can recognize something, that as a peripheral device named rockchip usbdisk user and rockchip usbdisk sd, and i can plug and play other devices, and only this mp3/mp4 do not connect to the computer with ubuntu and the device as no problem working disconnected to computer I try to see if work on Windows and it does! I can see the device and transfer files to the MP3/MP4 dane-elec folder device and use FAT32. So why can not do on Ubuntu!? What can I do and why does not work on Ubuntu? What is wrong with it? Here are the logs: Jan 4 17:27:34 a-ubuntu kernel: [ 141.948863] init: apport pre-start process (1970) terminated with status 1 Jan 4 17:27:34 a-ubuntu kernel: [ 141.963202] init: apport post-stop process (1994) terminated with status 1 Jan 4 17:30:02 a-ubuntu kernel: [ 289.564049] usb 2-4: new high speed USB device number 3 using ehci_hcd Jan 4 17:30:02 a-ubuntu kernel: [ 289.988706] usbcore: registered new interface driver uas Jan 4 17:30:02 a-ubuntu kernel: [ 289.992056] Initializing USB Mass Storage driver... Jan 4 17:30:02 a-ubuntu kernel: [ 289.992272] scsi6 : usb-storage 2-4:1.0 Jan 4 17:30:02 a-ubuntu kernel: [ 289.993082] usbcore: registered new interface driver usb-storage Jan 4 17:30:02 a-ubuntu kernel: [ 289.993088] USB Mass Storage support registered. Jan 4 17:30:03 a-ubuntu kernel: [ 290.996887] scsi 6:0:0:0: Direct-Access RockChip USBDISK User 1.00 PQ: 0 ANSI: 0 Jan 4 17:30:03 a-ubuntu kernel: [ 290.997372] scsi 6:0:0:1: Direct-Access RockChip USBDISK SD 1.00 PQ: 0 ANSI: 0 Jan 4 17:30:03 a-ubuntu kernel: [ 290.997478] scsi: killing requests for dead queue Jan 4 17:30:03 a-ubuntu kernel: [ 291.002712] scsi: killing requests for dead queue Jan 4 17:30:03 a-ubuntu kernel: [ 291.002880] scsi: killing requests for dead queue Jan 4 17:30:04 a-ubuntu kernel: [ 291.016249] scsi: killing requests for dead queue Jan 4 17:30:04 a-ubuntu kernel: [ 291.032252] scsi: killing requests for dead queue Jan 4 17:30:04 a-ubuntu kernel: [ 291.048182] scsi: killing requests for dead queue Jan 4 17:30:04 a-ubuntu kernel: [ 291.060178] scsi: killing requests for dead queue Jan 4 17:30:04 a-ubuntu kernel: [ 291.060357] scsi: killing requests for dead queue Jan 4 17:30:04 a-ubuntu kernel: [ 291.080381] sd 6:0:0:0: Attached scsi generic sg2 type 0 Jan 4 17:30:04 a-ubuntu kernel: [ 291.080646] sd 6:0:0:1: Attached scsi generic sg3 type 0 Jan 4 17:30:04 a-ubuntu kernel: [ 291.088381] sd 6:0:0:0: [sdb] 16015360 512-byte logical blocks: (8.19 GB/7.63 GiB) Jan 4 17:30:04 a-ubuntu kernel: [ 291.088988] sd 6:0:0:1: [sdc] Attached SCSI removable disk Jan 4 17:30:04 a-ubuntu kernel: [ 291.200050] usb 2-4: reset high speed USB device number 3 using ehci_hcd Jan 4 17:30:04 a-ubuntu kernel: [ 291.448044] usb 2-4: reset high speed USB device number 3 using ehci_hcd Jan 4 17:30:04 a-ubuntu kernel: [ 291.696055] usb 2-4: reset high speed USB device number 3 using ehci_hcd Jan 4 17:30:04 a-ubuntu kernel: [ 291.832046] sd 6:0:0:0: [sdb] Test WP failed, assume Write Enabled Jan 4 17:30:04 a-ubuntu kernel: [ 291.832994] sd 6:0:0:0: [sdb] Asking for cache data failed Jan 4 17:30:04 a-ubuntu kernel: [ 291.833001] sd 6:0:0:0: [sdb] Assuming drive cache: write through Jan 4 17:30:04 a-ubuntu kernel: [ 291.834378] sdb: detected capacity change from 8199864320 to 0 Jan 4 17:30:04 a-ubuntu kernel: [ 291.835367] sd 6:0:0:0: [sdb] Attached SCSI removable disk Jan 4 17:30:06 a-ubuntu kernel: [ 293.004741] sd 6:0:0:0: [sdb] 16015360 512-byte logical blocks: (8.19 GB/7.63 GiB) Jan 4 17:30:06 a-ubuntu kernel: [ 293.116051] usb 2-4: reset high speed USB device number 3 using ehci_hcd Jan 4 17:30:21 a-ubuntu kernel: [ 308.228043] usb 2-4: device descriptor read/64, error -110 Jan 4 17:30:36 a-ubuntu kernel: [ 323.444072] usb 2-4: device descriptor read/64, error -110 Jan 4 17:30:36 a-ubuntu kernel: [ 323.660047] usb 2-4: reset high speed USB device number 3 using ehci_hcd Jan 4 17:30:51 a-ubuntu kernel: [ 338.772085] usb 2-4: device descriptor read/64, error -110 Jan 4 17:31:06 a-ubuntu kernel: [ 353.988064] usb 2-4: device descriptor read/64, error -110 Jan 4 17:31:07 a-ubuntu kernel: [ 354.204058] usb 2-4: reset high speed USB device number 3 using ehci_hcd Jan 4 17:31:12 a-ubuntu kernel: [ 359.224115] usb 2-4: device descriptor read/8, error -110 Jan 4 17:31:17 a-ubuntu kernel: [ 364.344136] usb 2-4: device descriptor read/8, error -110 Jan 4 17:31:17 a-ubuntu kernel: [ 364.560037] usb 2-4: reset high speed USB device number 3 using ehci_hcd Jan 4 17:31:22 a-ubuntu kernel: [ 369.580132] usb 2-4: device descriptor read/8, error -110 Jan 4 17:31:27 a-ubuntu kernel: [ 374.700126] usb 2-4: device descriptor read/8, error -110 Jan 4 17:31:27 a-ubuntu kernel: [ 374.804121] usb 2-4: USB disconnect, device number 3 Jan 4 17:31:27 a-ubuntu kernel: [ 374.804518] sd 6:0:0:0: Device offlined - not ready after error recovery Jan 4 17:31:27 a-ubuntu kernel: [ 374.804600] sd 6:0:0:0: [sdb] No Caching mode page present Jan 4 17:31:27 a-ubuntu kernel: [ 374.804606] sd 6:0:0:0: [sdb] Assuming drive cache: write through Jan 4 17:31:27 a-ubuntu kernel: [ 374.804693] sd 6:0:0:0: [sdb] READ CAPACITY failed Jan 4 17:31:27 a-ubuntu kernel: [ 374.804698] sd 6:0:0:0: [sdb] Result: hostbyte=DID_NO_CONNECT driverbyte=DRIVER_OK Jan 4 17:31:27 a-ubuntu kernel: [ 374.804704] sd 6:0:0:0: [sdb] Sense not available. Jan 4 17:31:27 a-ubuntu kernel: [ 374.804744] sd 6:0:0:0: [sdb] No Caching mode page present Jan 4 17:31:27 a-ubuntu kernel: [ 374.804748] sd 6:0:0:0: [sdb] Assuming drive cache: write through Jan 4 17:31:27 a-ubuntu kernel: [ 374.804754] sdb: detected capacity change from 8199864320 to 0 Jan 4 17:31:27 a-ubuntu kernel: [ 374.820273] scsi: killing requests for dead queue Jan 4 17:31:27 a-ubuntu kernel: [ 374.852240] scsi: killing requests for dead queue Jan 4 17:31:27 a-ubuntu kernel: [ 374.980054] usb 2-4: new high speed USB device number 4 using ehci_hcd Jan 4 17:31:43 a-ubuntu kernel: [ 390.092059] usb 2-4: device descriptor read/64, error -110 Jan 4 17:31:58 a-ubuntu kernel: [ 405.308070] usb 2-4: device descriptor read/64, error -110 Jan 4 17:31:58 a-ubuntu kernel: [ 405.524078] usb 2-4: new high speed USB device number 5 using ehci_hcd and the other post is: http://pastebin.ubuntu.com/792915/ and the other bDeviceSubClass 2 ? bDeviceProtocol 1 Interface Association bMaxPacketSize0 64 idVendor 0x04f2 Chicony Electronics Co., Ltd idProduct 0xb008 USB 2.0 Camera bcdDevice 93.27 iManufacturer 2 Chicony Electronics Co., Ltd. iProduct 1 Chicony USB 2.0 Camera iSerial 3 SN0001 bNumConfigurations 1 Configuration Descriptor: bLength 9 bDescriptorType 2 wTotalLength 565 bNumInterfaces 2 bConfigurationValue 1 iConfiguration 0 bmAttributes 0x80 (Bus Powered) MaxPower 500mA Interface Association: bLength 8 bDescriptorType 11 bFirstInterface 0 bInterfaceCount 2 bFunctionClass 14 Video bFunctionSubClass 3 Video Interface Collection bFunctionProtocol 0 iFunction 1 Chicony USB 2.0 Camera Interface Descriptor: bLength 9 bDescriptorType 4 bInterfaceNumber 0 bAlternateSetting 0 bNumEndpoints 1 bInterfaceClass 14 Video bInterfaceSubClass 1 Video Control bInterfaceProtocol 0 iInterface 1 Chicony USB 2.0 Camera VideoControl Interface Descriptor: bLength 13 bDescriptorType 36 bDescriptorSubtype 1 (HEADER) bcdUVC 1.00 wTotalLength 77 dwClockFrequency 15.000000MHz bInCollection 1 baInterfaceNr( 0) 1 VideoControl Interface Descriptor: bLength 9 bDescriptorType 36 bDescriptorSubtype 3 (OUTPUT_TERMINAL) bTerminalID 2 wTerminalType 0x0101 USB Streaming bAssocTerminal 0 bSourceID 4 iTerminal 0 VideoControl Interface Descriptor: bLength 26 bDescriptorType 36 bDescriptorSubtype 6 (EXTENSION_UNIT) bUnitID 4 guidExtensionCode {7033f028-1163-2e4a-ba2c-6890eb334016} bNumControl 1 bNrPins 1 baSourceID( 0) 3 bControlSize 1 bmControls( 0) 0x01 iExtension 0 VideoControl Interface Descriptor: bLength 18 bDescriptorType 36 bDescriptorSubtype 2 (INPUT_TERMINAL) bTerminalID 1 wTerminalType 0x0201 Camera Sensor bAssocTerminal 0 iTerminal 0 wObjectiveFocalLengthMin 0 wObjectiveFocalLengthMax 0 wOcularFocalLength 0 bControlSize 3 bmControls 0x00000000 VideoControl Interface Descriptor: bLength 11 bDescriptorType 36 bDescriptorSubtype 5 (PROCESSING_UNIT) Warning: Descriptor too short bUnitID 3 bSourceID 1 wMaxMultiplier 0 bControlSize 2 bmControls 0x0000053f Brightness Contrast Hue Saturation Sharpness Gamma Backlight Compensation Power Line Frequency iProcessing 0 bmVideoStandards 0x a NTSC - 525/60 SECAM - 625/50 Endpoint Descriptor: bLength 7 bDescriptorType 5 bEndpointAddress 0x83 EP 3 IN bmAttributes 3 Transfer Type Interrupt Synch Type None Usage Type Data wMaxPacketSize 0x0010 1x 16 bytes bInterval 6 Interface Descriptor: bLength 9 bDescriptorType 4 bInterfaceNumber 1 bAlternateSetting 0 bNumEndpoints 0 bInterfaceClass 14 Video bInterfaceSubClass 2 Video Streaming bInterfaceProtocol 0 iInterface 0 VideoStreaming Interface Descriptor: bLength 14 bDescriptorType 36 bDescriptorSubtype 1 (INPUT_HEADER) bNumFormats 1 wTotalLength 345 bEndPointAddress 129 bmInfo 0 bTerminalLink 2 bStillCaptureMethod 0 bTriggerSupport 1 bTriggerUsage 0 bControlSize 1 bmaControls( 0) 27 VideoStreaming Interface Descriptor: bLength 27 bDescriptorType 36 bDescriptorSubtype 4 (FORMAT_UNCOMPRESSED) bFormatIndex 1 bNumFrameDescriptors 7 guidFormat {59555932-0000-1000-8000-00aa00389b71} bBitsPerPixel 16 bDefaultFrameIndex 1 bAspectRatioX 0 bAspectRatioY 0 bmInterlaceFlags 0x00 Interlaced stream or variable: No Fields per frame: 2 fields Field 1 first: No Field pattern: Field 1 only bCopyProtect 0 VideoStreaming Interface Descriptor: bLength 46 bDescriptorType 36 bDescriptorSubtype 5 (FRAME_UNCOMPRESSED) bFrameIndex 1 bmCapabilities 0x00 Still image unsupported wWidth 640 wHeight 480 dwMinBitRate 614400 dwMaxBitRate 18432000 dwMaxVideoFrameBufferSize 614400 dwDefaultFrameInterval 333333 bFrameIntervalType 5 dwFrameInterval( 0) 333333 dwFrameInterval( 1) 500000 dwFrameInterval( 2) 666666 dwFrameInterval( 3) 1000000 dwFrameInterval( 4) 2000000 VideoStreaming Interface Descriptor: bLength 46 bDescriptorType 36 bDescriptorSubtype 5 (FRAME_UNCOMPRESSED) bFrameIndex 2 bmCapabilities 0x00 Still image unsupported wWidth 352 wHeight 288 dwMinBitRate 202752 dwMaxBitRate 6082560 dwMaxVideoFrameBufferSize 202752 dwDefaultFrameInterval 333333 bFrameIntervalType 5 dwFrameInterval( 0) 333333 dwFrameInterval( 1) 500000 dwFrameInterval( 2) 666666 dwFrameInterval( 3) 1000000 dwFrameInterval( 4) 2000000 VideoStreaming Interface Descriptor: bLength 46 bDescriptorType 36 bDescriptorSubtype 5 (FRAME_UNCOMPRESSED) bFrameIndex 3 bmCapabilities 0x00 Still image unsupported wWidth 320 wHeight 240 dwMinBitRate 153600 dwMaxBitRate 4608000 dwMaxVideoFrameBufferSize 153600 dwDefaultFrameInterval 333333 bFrameIntervalType 5 dwFrameInterval( 0) 333333 dwFrameInterval( 1) 500000 dwFrameInterval( 2) 666666 dwFrameInterval( 3) 1000000 dwFrameInterval( 4) 2000000 VideoStreaming Interface Descriptor: bLength 46 bDescriptorType 36 bDescriptorSubtype 5 (FRAME_UNCOMPRESSED) bFrameIndex 4 bmCapabilities 0x00 Still image unsupported wWidth 176 wHeight 144 dwMinBitRate 50688 dwMaxBitRate 1520640 dwMaxVideoFrameBufferSize 50688 dwDefaultFrameInterval 333333 bFrameIntervalType 5 dwFrameInterval( 0) 333333 dwFrameInterval( 1) 500000 dwFrameInterval( 2) 666666 dwFrameInterval( 3) 1000000 dwFrameInterval( 4) 2000000 VideoStreaming Interface Descriptor: bLength 46 bDescriptorType 36 bDescriptorSubtype 5 (FRAME_UNCOMPRESSED) bFrameIndex 5 bmCapabilities 0x00 Still image unsupported wWidth 160 wHeight 120 dwMinBitRate 38400 dwMaxBitRate 1152000 dwMaxVideoFrameBufferSize 38400 dwDefaultFrameInterval 333333 bFrameIntervalType 5 dwFrameInterval( 0) 333333 dwFrameInterval( 1) 500000 dwFrameInterval( 2) 666666 dwFrameInterval( 3) 1000000 dwFrameInterval( 4) 2000000 VideoStreaming Interface Descriptor: bLength 34 bDescriptorType 36 bDescriptorSubtype 5 (FRAME_UNCOMPRESSED) bFrameIndex 6 bmCapabilities 0x00 Still image unsupported wWidth 1280 wHeight 800 dwMinBitRate 2048000 dwMaxBitRate 18432000 dwMaxVideoFrameBufferSize 2048000 dwDefaultFrameInterval 1333333 bFrameIntervalType 2 dwFrameInterval( 0) 1333333 dwFrameInterval( 1) 2000000 VideoStreaming Interface Descriptor: bLength 34 bDescriptorType 36 bDescriptorSubtype 5 (FRAME_UNCOMPRESSED) bFrameIndex 7 bmCapabilities 0x00 Still image unsupported wWidth 1280 wHeight 1024 dwMinBitRate 2621440 dwMaxBitRate 23592960 dwMaxVideoFrameBufferSize 2621440 dwDefaultFrameInterval 1333333 bFrameIntervalType 2 dwFrameInterval( 0) 1333333 dwFrameInterval( 1) 2000000 VideoStreaming Interface Descriptor: bLength 6 bDescriptorType 36 bDescriptorSubtype 13 (COLORFORMAT) bColorPrimaries 1 (BT.709,sRGB) bTransferCharacteristics 1 (BT.709) bMatrixCoefficients 4 (SMPTE 170M (BT.601)) Interface Descriptor: bLength 9 bDescriptorType 4 bInterfaceNumber 1 bAlternateSetting 1 bNumEndpoints 1 bInterfaceClass 14 Video bInterfaceSubClass 2 Video Streaming bInterfaceProtocol 0 iInterface 0 Endpoint Descriptor: bLength 7 bDescriptorType 5 bEndpointAddress 0x81 EP 1 IN bmAttributes 5 Transfer Type Isochronous Synch Type Asynchronous Usage Type Data wMaxPacketSize 0x0080 1x 128 bytes bInterval 1 Interface Descriptor: bLength 9 bDescriptorType 4 bInterfaceNumber 1 bAlternateSetting 2 bNumEndpoints 1 bInterfaceClass 14 Video bInterfaceSubClass 2 Video Streaming bInterfaceProtocol 0 iInterface 0 Endpoint Descriptor: bLength 7 bDescriptorType 5 bEndpointAddress 0x81 EP 1 IN bmAttributes 5 Transfer Type Isochronous Synch Type Asynchronous Usage Type Data wMaxPacketSize 0x0100 1x 256 bytes bInterval 1 Interface Descriptor: bLength 9 bDescriptorType 4 bInterfaceNumber 1 bAlternateSetting 3 bNumEndpoints 1 bInterfaceClass 14 Video bInterfaceSubClass 2 Video Streaming bInterfaceProtocol 0 iInterface 0 Endpoint Descriptor: bLength 7 bDescriptorType 5 bEndpointAddress 0x81 EP 1 IN bmAttributes 5 Transfer Type Isochronous Synch Type Asynchronous Usage Type Data wMaxPacketSize 0x0320 1x 800 bytes bInterval 1 Interface Descriptor: bLength 9 bDescriptorType 4 bInterfaceNumber 1 bAlternateSetting 4 bNumEndpoints 1 bInterfaceClass 14 Video bInterfaceSubClass 2 Video Streaming bInterfaceProtocol 0 iInterface 0 Endpoint Descriptor: bLength 7 bDescriptorType 5 bEndpointAddress 0x81 EP 1 IN bmAttributes 5 Transfer Type Isochronous Synch Type Asynchronous Usage Type Data wMaxPacketSize 0x0b20 2x 800 bytes bInterval 1 Interface Descriptor: bLength 9 bDescriptorType 4 bInterfaceNumber 1 bAlternateSetting 5 bNumEndpoints 1 bInterfaceClass 14 Video bInterfaceSubClass 2 Video Streaming bInterfaceProtocol 0 iInterface 0 Endpoint Descriptor: bLength 7 bDescriptorType 5 bEndpointAddress 0x81 EP 1 IN bmAttributes 5 Transfer Type Isochronous Synch Type Asynchronous Usage Type Data wMaxPacketSize 0x1320 3x 800 bytes bInterval 1 Interface Descriptor: bLength 9 bDescriptorType 4 bInterfaceNumber 1 bAlternateSetting 6 bNumEndpoints 1 bInterfaceClass 14 Video bInterfaceSubClass 2 Video Streaming bInterfaceProtocol 0 iInterface 0 Endpoint Descriptor: bLength 7 bDescriptorType 5 bEndpointAddress 0x81 EP 1 IN bmAttributes 5 Transfer Type Isochronous Synch Type Asynchronous Usage Type Data wMaxPacketSize 0x13e8 3x 1000 bytes bInterval 1 Device Qualifier (for other device speed): bLength 10 bDescriptorType 6 bcdUSB 2.00 bDeviceClass 239 Miscellaneous Device bDeviceSubClass 2 ? bDeviceProtocol 1 Interface Association bMaxPacketSize0 64 bNumConfigurations 1 Device Status: 0x0000 (Bus Powered) Bus 006 Device 002: ID 04d9:1503 Holtek Semiconductor, Inc. Shortboard Lefty Device Descriptor: bLength 18 bDescriptorType 1 bcdUSB 1.10 bDeviceClass 0 (Defined at Interface level) bDeviceSubClass 0 bDeviceProtocol 0 bMaxPacketSize0 8 idVendor 0x04d9 Holtek Semiconductor, Inc. idProduct 0x1503 Shortboard Lefty bcdDevice 3.10 iManufacturer 1 iProduct 2 USB Keyboard iSerial 0 bNumConfigurations 1 Configuration Descriptor: bLength 9 bDescriptorType 2 wTotalLength 59 bNumInterfaces 2 bConfigurationValue 1 iConfiguration 0 bmAttributes 0xa0 (Bus Powered) Remote Wakeup MaxPower 100mA Interface Descriptor: bLength 9 bDescriptorType 4 bInterfaceNumber 0 bAlternateSetting 0 bNumEndpoints 1 bInterfaceClass 3 Human Interface Device bInterfaceSubClass 1 Boot Interface Subclass bInterfaceProtocol 1 Keyboard iInterface 0 HID Device Descriptor: bLength 9 bDescriptorType 33 bcdHID 1.10 bCountryCode 0 Not supported bNumDescriptors 1 bDescriptorType 34 Report wDescriptorLength 62 Report Descriptors: ** UNAVAILABLE ** Endpoint Descriptor: bLength 7 bDescriptorType 5 bEndpointAddress 0x81 EP 1 IN bmAttributes 3 Transfer Type Interrupt Synch Type None Usage Type Data wMaxPacketSize 0x0008 1x 8 bytes bInterval 10 Interface Descriptor: bLength 9 bDescriptorType 4 bInterfaceNumber 1 bAlternateSetting 0 bNumEndpoints 1 bInterfaceClass 3 Human Interface Device bInterfaceSubClass 0 No Subclass bInterfaceProtocol 0 None iInterface 0 HID Device Descriptor: bLength 9 bDescriptorType 33 bcdHID 1.10 bCountryCode 0 Not supported bNumDescriptors 1 bDescriptorType 34 Report wDescriptorLength 101 Report Descriptors: ** UNAVAILABLE ** Endpoint Descriptor: bLength 7 bDescriptorType 5 bEndpointAddress 0x82 EP 2 IN bmAttributes 3 Transfer Type Interrupt Synch Type None Usage Type Data wMaxPacketSize 0x0008 1x 8 bytes bInterval 10 Device Status: 0x0000 (Bus Powered)

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  • guvcview recording video and audio out of synchronisation in Ubuntu 10.10

    - by SIJAR
    I finally got Guvcview, a great software for Logitech webcam and it does all the stuff that one wants out of it. But I'm not satisfy with the video recording, video and audio out of synchronisation also video seems to be in slow motion. Please help so that I can tweak in and get a good video recording with the webcam. Below is the log of Guvcview ------------------------------------------------------------------------------- guvcview 1.4.1 video_device: /dev/video0 vid_sleep: 0 cap_meth: 1 resolution: 640 x 480 windowsize: 1024 x 715 vert pane: 578 spin behavior: 0 mode: mjpg fps: 1/25 Display Fps: 0 bpp: 0 hwaccel: 1 avi_format: 4 sound: 1 sound Device: 4 sound samp rate: 0 sound Channels: 0 Sound delay: 0 nanosec Sound Format: 85 Pan Step: 2 degrees Tilt Step: 2 degrees Video Filter Flags: 0 image inc: 0 profile(default):/home/sijar/default.gpfl starting portaudio... bt_audio_service_open: connect() failed: Connection refused (111) bt_audio_service_open: connect() failed: Connection refused (111) bt_audio_service_open: connect() failed: Connection refused (111) bt_audio_service_open: connect() failed: Connection refused (111) Cannot connect to server socket err = No such file or directory Cannot connect to server socket jack server is not running or cannot be started language catalog= dir:/usr/share/locale type:UTF-8 lang:en_US.utf8 cat:guvcview.mo mjpg: setting format to 1196444237 capture method = 1 video device: /dev/video0 libv4lconvert: warning more framesizes then I can handle! libv4lconvert: warning more framesizes then I can handle! /dev/video0 - device 1 libv4lconvert: warning more framesizes then I can handle! libv4lconvert: warning more framesizes then I can handle! Init. UVC Camera (046d:0825) (location: usb-0000:00:1d.7-5) { pixelformat = 'YUYV', description = 'YUV 4:2:2 (YUYV)' } { discrete: width = 640, height = 480 } Time interval between frame: 1/30, 1/25, 1/20, 1/15, 1/10, 1/5, { discrete: width = 160, height = 120 } Time interval between frame: 1/30, 1/25, 1/20, 1/15, 1/10, 1/5, { discrete: width = 176, height = 144 } Time interval between frame: 1/30, 1/25, 1/20, 1/15, 1/10, 1/5, { discrete: width = 320, height = 176 } Time interval between frame: 1/30, 1/25, 1/20, 1/15, 1/10, 1/5, { discrete: width = 320, height = 240 } Time interval between frame: 1/30, 1/25, 1/20, 1/15, 1/10, 1/5, { discrete: width = 352, height = 288 } Time interval between frame: 1/30, 1/25, 1/20, 1/15, 1/10, 1/5, { discrete: width = 432, height = 240 } Time interval between frame: 1/30, 1/25, 1/20, 1/15, 1/10, 1/5, { discrete: width = 544, height = 288 } Time interval between frame: 1/30, 1/25, 1/20, 1/15, 1/10, 1/5, { discrete: width = 640, height = 360 } Time interval between frame: 1/30, 1/25, 1/20, 1/15, 1/10, 1/5, ... repeats a couple of times ... vid:046d pid:0825 driver:uvcvideo Adding control for Pan (relative) UVCIOC_CTRL_ADD - Error: Operation not permitted checking format: 1196444237 VIDIOC_G_COMP:: Invalid argument compression control not supported fps is set to 1/25 drawing controls control[0]: 0x980900 Brightness, 0:255:1, default 128 control[0]: 0x980901 Contrast, 0:255:1, default 32 control[0]: 0x980902 Saturation, 0:255:1, default 32 control[0]: 0x98090c White Balance Temperature, Auto, 0:1:1, default 1 control[0]: 0x980913 Gain, 0:255:1, default 0 control[0]: 0x980918 Power Line Frequency, 0:2:1, default 2 control[0]: 0x98091a White Balance Temperature, 0:10000:10, default 4000 control[0]: 0x98091b Sharpness, 0:255:1, default 24 control[0]: 0x98091c Backlight Compensation, 0:1:1, default 1 control[0]: 0x9a0901 Exposure, Auto, 0:3:1, default 3 control[0]: 0x9a0902 Exposure (Absolute), 1:10000:1, default 166 control[0]: 0x9a0903 Exposure, Auto Priority, 0:1:1, default 0 resolutions of format(2) = 19 frame rates of 1º resolution=6 Def. Res: 0 numb. fps:6 --------------------------------------- device #0 Name = Intel 82801DB-ICH4: Intel 82801DB-ICH4 (hw:0,0) Host API = ALSA Max inputs = 2, Max outputs = 2 Def. low input latency = 0.012 Def. low output latency = 0.012 Def. high input latency = 0.046 Def. high output latency = 0.046 Def. sample rate = 44100.00 --------------------------------------- device #1 Name = Intel 82801DB-ICH4: Intel 82801DB-ICH4 - MIC ADC (hw:0,1) Host API = ALSA Max inputs = 2, Max outputs = 0 Def. low input latency = 0.011 Def. low output latency = -1.000 Def. high input latency = 0.043 Def. high output latency = -1.000 Def. sample rate = 48000.00 --------------------------------------- device #2 Name = Intel 82801DB-ICH4: Intel 82801DB-ICH4 - MIC2 ADC (hw:0,2) Host API = ALSA Max inputs = 2, Max outputs = 0 Def. low input latency = 0.011 Def. low output latency = -1.000 Def. high input latency = 0.043 Def. high output latency = -1.000 Def. sample rate = 48000.00 --------------------------------------- device #3 Name = Intel 82801DB-ICH4: Intel 82801DB-ICH4 - ADC2 (hw:0,3) Host API = ALSA Max inputs = 2, Max outputs = 0 Def. low input latency = 0.011 Def. low output latency = -1.000 Def. high input latency = 0.043 Def. high output latency = -1.000 Def. sample rate = 48000.00 --------------------------------------- device #4 Name = Intel 82801DB-ICH4: Intel 82801DB-ICH4 - IEC958 (hw:0,4) Host API = ALSA Max inputs = 0, Max outputs = 2 Def. low input latency = -1.000 Def. low output latency = 0.011 Def. high input latency = -1.000 Def. high output latency = 0.043 Def. sample rate = 48000.00 --------------------------------------- device #5 Name = USB Device 0x46d:0x825: USB Audio (hw:1,0) Host API = ALSA Max inputs = 1, Max outputs = 0 Def. low input latency = 0.011 Def. low output latency = -1.000 Def. high input latency = 0.043 Def. high output latency = -1.000 Def. sample rate = 48000.00 --------------------------------------- device #6 Name = front Host API = ALSA Max inputs = 0, Max outputs = 2 Def. low input latency = -1.000 Def. low output latency = 0.012 Def. high input latency = -1.000 Def. high output latency = 0.046 Def. sample rate = 44100.00 --------------------------------------- device #7 Name = iec958 Host API = ALSA Max inputs = 0, Max outputs = 2 Def. low input latency = -1.000 Def. low output latency = 0.011 Def. high input latency = -1.000 Def. high output latency = 0.043 Def. sample rate = 48000.00 --------------------------------------- device #8 Name = spdif Host API = ALSA Max inputs = 0, Max outputs = 2 Def. low input latency = -1.000 Def. low output latency = 0.011 Def. high input latency = -1.000 Def. high output latency = 0.043 Def. sample rate = 48000.00 --------------------------------------- device #9 Name = pulse Host API = ALSA Max inputs = 32, Max outputs = 32 Def. low input latency = 0.012 Def. low output latency = 0.012 Def. high input latency = 0.046 Def. high output latency = 0.046 Def. sample rate = 44100.00 --------------------------------------- device #10 Name = dmix Host API = ALSA Max inputs = 0, Max outputs = 2 Def. low input latency = -1.000 Def. low output latency = 0.043 Def. high input latency = -1.000 Def. high output latency = 0.043 Def. sample rate = 48000.00 --------------------------------------- device #11 [ Default Input, Default Output ] Name = default Host API = ALSA Max inputs = 32, Max outputs = 32 Def. low input latency = 0.012 Def. low output latency = 0.012 Def. high input latency = 0.046 Def. high output latency = 0.046 Def. sample rate = 44100.00 ---------------------------------------------- SampleRate:0 Channels:0 Video driver: x11 A window manager is available VIDIOC_S_EXT_CTRLS for multiple controls failed (error -1) using VIDIOC_S_CTRL for user class controls control(0x0098091a) "White Balance Temperature" failed to set (error -1) VIDIOC_S_EXT_CTRLS for multiple controls failed (error -1) using VIDIOC_S_EXT_CTRLS on single controls for class: 0x009a0000 control(0x009a0902) "Exposure (Absolute)" failed to set (error -1) VIDIOC_S_EXT_CTRLS for multiple controls failed (error -1) using VIDIOC_S_CTRL for user class controls control(0x0098091a) "White Balance Temperature" failed to set (error -1) VIDIOC_S_EXT_CTRLS for multiple controls failed (error -1) using VIDIOC_S_EXT_CTRLS on single controls for class: 0x009a0000 control(0x009a0902) "Exposure (Absolute)" failed to set (error -1) Cap Video toggled: 1 (/home/sijar/Videos/Webcam) 25371756K bytes free on a total of 39908968K (used: 36 %) treshold=51200K using audio codec: 0x0055 Audio frame size is 1152 samples for selected codec IO thread started...OK [libx264 @ 0x8cbd8b0]using cpu capabilities: MMX2 SSE2 Cache64 [libx264 @ 0x8cbd8b0]profile Baseline, level 3.0 [libx264 @ 0x8cbd8b0]non-strictly-monotonic PTS shift sound by -9 ms shift sound by -9 ms shift sound by -9 ms AUDIO: droping audio data AUDIO: droping audio data AUDIO: droping audio data AUDIO: droping audio data AUDIO: droping audio data ... repeats a couple of times ... AUDIO: droping audio data (/home/sijar/Videos/Webcam) 25371748K bytes free on a total of 39908968K (used: 36 %) treshold=51200K AUDIO: droping audio data AUDIO: droping audio data ... repeats a couple of times ... Cap Video toggled: 0 Shuting Down IO Thread AUDIO: droping audio data stop= 4426644744000 start=4416533023000 VIDEO: 146 frames in 10111.000000 ms = 14.439719 fps Stoping audio stream Closing audio stream... close avi Last message repeated 145 times [libx264 @ 0x8cbd8b0]frame I:2 Avg QP:14.10 size: 24492 [libx264 @ 0x8cbd8b0]frame P:103 Avg QP:16.06 size: 20715 [libx264 @ 0x8cbd8b0]mb I I16..4: 48.4% 0.0% 51.6% [libx264 @ 0x8cbd8b0]mb P I16..4: 57.5% 0.0% 0.0% P16..4: 40.2% 0.0% 0.0% 0.0% 0.0% skip: 2.3% [libx264 @ 0x8cbd8b0]final ratefactor: 62.05 [libx264 @ 0x8cbd8b0]coded y,uvDC,uvAC intra: 79.7% 92.2% 68.4% inter: 62.4% 87.5% 48.0% [libx264 @ 0x8cbd8b0]i16 v,h,dc,p: 23% 17% 41% 19% [libx264 @ 0x8cbd8b0]i4 v,h,dc,ddl,ddr,vr,hd,vl,hu: 30% 24% 26% 2% 5% 3% 3% 3% 4% [libx264 @ 0x8cbd8b0]i8c dc,h,v,p: 53% 20% 23% 4% [libx264 @ 0x8cbd8b0]ref P L0: 63.0% 37.0% [libx264 @ 0x8cbd8b0]kb/s:-0.00 total frames encoded: 0 total audio frames encoded: 0 IO thread finished...OK IO Thread finished enabling controls Cap Video toggled: 1 (/home/sijar/Videos/Webcam) 25379744K bytes free on a total of 39908968K (used: 36 %) treshold=51200K using audio codec: 0x0055 Audio frame size is 1152 samples for selected codec IO thread started...OK [libx264 @ 0x8cfba20]using cpu capabilities: MMX2 SSE2 Cache64 [libx264 @ 0x8cfba20]profile Baseline, level 3.0 [libx264 @ 0x8cfba20]non-strictly-monotonic PTS shift sound by -236 ms shift sound by -236 ms shift sound by -236 ms (/home/sijar/Videos/Webcam) 25377044K bytes free on a total of 39908968K (used: 36 %) treshold=51200K (/home/sijar/Videos/Webcam) 25373408K bytes free on a total of 39908968K (used: 36 %) treshold=51200K AUDIO: droping audio data AUDIO: droping audio data AUDIO: droping audio data AUDIO: droping audio data AUDIO: droping audio data AUDIO: droping audio data ... repeats a couple of times ... (/home/sijar/Videos/Webcam) 25370696K bytes free on a total of 39908968K (used: 36 %) treshold=51200K AUDIO: droping audio data AUDIO: droping audio data AUDIO: droping audio data ... repeats a couple of times ... (/home/sijar/Videos/Webcam) 25367680K bytes free on a total of 39908968K (used: 36 %) treshold=51200K (/home/sijar/Videos/Webcam) 25364052K bytes free on a total of 39908968K (used: 36 %) treshold=51200K (/home/sijar/Videos/Webcam) 25360312K bytes free on a total of 39908968K (used: 36 %) treshold=51200K (/home/sijar/Videos/Webcam) 25356628K bytes free on a total of 39908968K (used: 36 %) treshold=51200K (/home/sijar/Videos/Webcam) 25352908K bytes free on a total of 39908968K (used: 36 %) treshold=51200K (/home/sijar/Videos/Webcam) 25349316K bytes free on a total of 39908968K (used: 36 %) treshold=51200K (/home/sijar/Videos/Webcam) 25345552K bytes free on a total of 39908968K (used: 36 %) treshold=51200K (/home/sijar/Videos/Webcam) 25341828K bytes free on a total of 39908968K (used: 36 %) treshold=51200K (/home/sijar/Videos/Webcam) 25338092K bytes free on a total of 39908968K (used: 36 %) treshold=51200K (/home/sijar/Videos/Webcam) 25334412K bytes free on a total of 39908968K (used: 36 %) treshold=51200K Cap Video toggled: 0 Shuting Down IO Thread stop= 4708817235000 start=4578624714000 VIDEO: 1604 frames in 130192.000000 ms = 12.320265 fps Stoping audio stream Closing audio stream... close avi Last message repeated 1603 times [libx264 @ 0x8cfba20]frame I:16 Avg QP:14.78 size: 42627 [libx264 @ 0x8cfba20]frame P:1547 Avg QP:16.44 size: 28599 [libx264 @ 0x8cfba20]mb I I16..4: 21.6% 0.0% 78.4% [libx264 @ 0x8cfba20]mb P I16..4: 28.1% 0.0% 0.0% P16..4: 70.5% 0.0% 0.0% 0.0% 0.0% skip: 1.4% [libx264 @ 0x8cfba20]final ratefactor: 88.17 [libx264 @ 0x8cfba20]coded y,uvDC,uvAC intra: 74.4% 95.8% 83.2% inter: 75.2% 94.6% 69.2% [libx264 @ 0x8cfba20]i16 v,h,dc,p: 27% 17% 40% 16% [libx264 @ 0x8cfba20]i4 v,h,dc,ddl,ddr,vr,hd,vl,hu: 25% 25% 21% 3% 6% 4% 5% 4% 7% [libx264 @ 0x8cfba20]i8c dc,h,v,p: 61% 18% 18% 4% [libx264 @ 0x8cfba20]ref P L0: 64.0% 36.0% [libx264 @ 0x8cfba20]kb/s:-0.00 total frames encoded: 0 total audio frames encoded: 0 IO thread finished...OK IO Thread finished enabling controls Shuting Down Thread Thread terminated... cleaning Thread allocations: 100% SDL Quit Video Thread finished write /home/sijar/.guvcviewrc OK free audio mutex closed v4l2 strutures free controls free controls - vidState cleaned allocations - 100% Closing portaudio ...OK Closing GTK... OK

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  • The Red Gate and .NET Reflector Debacle

    - by Rick Strahl
    About a month ago Red Gate – the company who owns the NET Reflector tool most .NET devs use at one point or another – decided to change their business model for Reflector and take the product from free to a fully paid for license model. As a bit of history: .NET Reflector was originally created by Lutz Roeder as a free community tool to inspect .NET assemblies. Using Reflector you can examine the types in an assembly, drill into type signatures and quickly disassemble code to see how a particular method works.  In case you’ve been living under a rock and you’ve never looked at Reflector, here’s what it looks like drilled into an assembly from disk with some disassembled source code showing: Note that you get tons of information about each element in the tree, and almost all related types and members are clickable both in the list and source view so it’s extremely easy to navigate and follow the code flow even in this static assembly only view. For many year’s Lutz kept the the tool up to date and added more features gradually improving an already amazing tool and making it better. Then about two and a half years ago Red Gate bought the tool from Lutz. A lot of ruckus and noise ensued in the community back then about what would happen with the tool and… for the most part very little did. Other than the incessant update notices with prominent Red Gate promo on them life with Reflector went on. The product didn’t die and and it didn’t go commercial or to a charge model. When .NET 4.0 came out it still continued to work mostly because the .NET feature set doesn’t drastically change how types behave.  Then a month back Red Gate started making noise about a new Version Version 7 which would be commercial. No more free version - and a shit storm broke out in the community. Now normally I’m not one to be critical of companies trying to make money from a product, much less for a product that’s as incredibly useful as Reflector. There isn’t day in .NET development that goes by for me where I don’t fire up Reflector. Whether it’s for examining the innards of the .NET Framework, checking out third party code, or verifying some of my own code and resources. Even more so recently I’ve been doing a lot of Interop work with a non-.NET application that needs to access .NET components and Reflector has been immensely valuable to me (and my clients) if figuring out exact type signatures required to calling .NET components in assemblies. In short Reflector is an invaluable tool to me. Ok, so what’s the problem? Why all the fuss? Certainly the $39 Red Gate is trying to charge isn’t going to kill any developer. If there’s any tool in .NET that’s worth $39 it’s Reflector, right? Right, but that’s not the problem here. The problem is how Red Gate went about moving the product to commercial which borders on the downright bizarre. It’s almost as if somebody in management wrote a slogan: “How can we piss off the .NET community in the most painful way we can?” And that it seems Red Gate has a utterly succeeded. People are rabid, and for once I think that this outrage isn’t exactly misplaced. Take a look at the message thread that Red Gate dedicated from a link off the download page. Not only is Version 7 going to be a paid commercial tool, but the older versions of Reflector won’t be available any longer. Not only that but older versions that are already in use also will continually try to update themselves to the new paid version – which when installed will then expire unless registered properly. There have also been reports of Version 6 installs shutting themselves down and failing to work if the update is refused (I haven’t seen that myself so not sure if that’s true). In other words Red Gate is trying to make damn sure they’re getting your money if you attempt to use Reflector. There’s a lot of temptation there. Think about the millions of .NET developers out there and all of them possibly upgrading – that’s a nice chunk of change that Red Gate’s sitting on. Even with all the community backlash these guys are probably making some bank right now just because people need to get life to move on. Red Gate also put up a Feedback link on the download page – which not surprisingly is chock full with hate mail condemning the move. Oddly there’s not a single response to any of those messages by the Red Gate folks except when it concerns license questions for the full version. It puzzles me what that link serves for other yet than another complete example of failure to understand how to handle customer relations. There’s no doubt that that all of this has caused some serious outrage in the community. The sad part though is that this could have been handled so much less arrogantly and without pissing off the entire community and causing so much ill-will. People are pissed off and I have no doubt that this negative publicity will show up in the sales numbers for their other products. I certainly hope so. Stupidity ought to be painful! Why do Companies do boneheaded stuff like this? Red Gate’s original decision to buy Reflector was hotly debated but at that the time most of what would happen was mostly speculation. But I thought it was a smart move for any company that is in need of spreading its marketing message and corporate image as a vendor in the .NET space. Where else do you get to flash your corporate logo to hordes of .NET developers on a regular basis?  Exploiting that marketing with some goodwill of providing a free tool breeds positive feedback that hopefully has a good effect on the company’s visibility and the products it sells. Instead Red Gate seems to have taken exactly the opposite tack of corporate bullying to try to make a quick buck – and in the process ruined any community goodwill that might have come from providing a service community for free while still getting valuable marketing. What’s so puzzling about this boneheaded escapade is that the company doesn’t need to resort to underhanded tactics like what they are trying with Reflector 7. The tools the company makes are very good. I personally use SQL Compare, Sql Data Compare and ANTS Profiler on a regular basis and all of these tools are essential in my toolbox. They certainly work much better than the tools that are in the box with Visual Studio. Chances are that if Reflector 7 added useful features I would have been more than happy to shell out my $39 to upgrade when the time is right. It’s Expensive to give away stuff for Free At the same time, this episode shows some of the big problems that come with ‘free’ tools. A lot of organizations are realizing that giving stuff away for free is actually quite expensive and the pay back is often very intangible if any at all. Those that rely on donations or other voluntary compensation find that they amount contributed is absolutely miniscule as to not matter at all. Yet at the same time I bet most of those clamouring the loudest on that Red Gate Reflector feedback page that Reflector won’t be free anymore probably have NEVER made a donation to any open source project or free tool ever. The expectation of Free these days is just too great – which is a shame I think. There’s a lot to be said for paid software and having somebody to hold to responsible to because you gave them some money. There’s an incentive –> payback –> responsibility model that seems to be missing from free software (not all of it, but a lot of it). While there certainly are plenty of bad apples in paid software as well, money tends to be a good motivator for people to continue working and improving products. Reasons for giving away stuff are many but often it’s a naïve desire to share things when things are simple. At first it might be no problem to volunteer time and effort but as products mature the fun goes out of it, and as the reality of product maintenance kicks in developers want to get something back for the time and effort they’re putting in doing non-glamorous work. It’s then when products die or languish and this is painful for all to watch. For Red Gate however, I think there was always a pretty good payback from the Reflector acquisition in terms of marketing: Visibility and possible positioning of their products although they seemed to have mostly ignored that option. On the other hand they started this off pretty badly even 2 and a half years back when they aquired Reflector from Lutz with the same arrogant attitude that is evident in the latest episode. You really gotta wonder what folks are thinking in management – the sad part is from advance emails that were circulating, they were fully aware of the shit storm they were inciting with this and I suspect they are banking on the sheer numbers of .NET developers to still make them a tidy chunk of change from upgrades… Alternatives are coming For me personally the single license isn’t a problem, but I actually have a tool that I sell (an interop Web Service proxy generation tool) to customers and one of the things I recommend to use with has been Reflector to view assembly information and to find which Interop classes to instantiate from the non-.NET environment. It’s been nice to use Reflector for this with its small footprint and zero-configuration installation. But now with V7 becoming a paid tool that option is not going to be available anymore. Luckily it looks like the .NET community is jumping to it and trying to fill the void. Amidst the Red Gate outrage a new library called ILSpy has sprung up and providing at least some of the core functionality of Reflector with an open source library. It looks promising going forward and I suspect there will be a lot more support and interest to support this project now that Reflector has gone over to the ‘dark side’…© Rick Strahl, West Wind Technologies, 2005-2011

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  • CodePlex Daily Summary for Saturday, June 29, 2013

    CodePlex Daily Summary for Saturday, June 29, 2013Popular ReleasesAscend 3D: Ascend 2.0.1: Moved model loading into SceneNode.Load static method Updated AscendViewer to use latest Ascend buildUltimate Music Tagger: Ultimate Music Tagger 1.0.0.0: First release of Ultimate Music TaggerBlackJumboDog: Ver5.9.2: 2013.06.28 Ver5.9.2 (1) ??????????(????SMTP?????)?????????? (2) HTTPS???????????SQL Server Data Compare: DB Compare 0.1 Beta 1: Some bugs fixed. Do not forget to add reviews. :)Hogeschool Rotterdam Windows Phone Maps project: HRO Maps Sourcecode VS2010: Initiele versieUniversal Visualnovel Engine Tools: ns2uve: NS2UVE ONS???????? ????:.Net Framework 4.0 ????:UVE for WP8 1.2?? ??:update 2????????! ????1.?ONS???????????,???????nscript.dat?Icon.png??,???arc.nsa?default.ttf??。 2.??????,????bin??????exe?????dll???????????????。 3.??ns2uve.exe,??????,?????,????????? 4.?????????????.png??? ??:??????????nscript.dat??Icon.png?,??????。?????????????。 ????????????src???? CopyRight W-Otaku DEVAdjusting SharePoint Site Quota PowerShell: Adjusting.SharePoint.Site.Quota: Version 1.0 Features Display Database Size Display Quota Warning Threshold Display Quota Maximum Threshold Display Site Space Usage Change Quota Warning Threshold Change Quota Maximum ThresholdOutlook 2013 Add-In: Configuration Form: This new version includes the following changes: - Refactored code a bit. - Removing configuration from main form to gain more space to display items. - Moved configuration to separate form. You can click the little "gear" icon to access the configuration form (still very simple). - Added option to show past day appointments from the selected day (previous in time, that is). - Added some tooltips. You will have to uninstall the previous version (add/remove programs) if you had installed it ...Terminals: Version 3.0 - Release: Changes since version 2.0:Choose 100% portable or installed version Removed connection warning when running RDP 8 (Windows 8) client Fixed Active directory search Extended Active directory search by LDAP filters Fixed single instance mode when running on Windows Terminal server Merged usage of Tags and Groups Added columns sorting option in tables No UAC prompts on Windows 7 Completely new file persistence data layer New MS SQL persistence layer (Store data in SQL database)...NuGet: NuGet 2.6: Released June 26, 2013. Release notes: http://docs.nuget.org/docs/release-notes/nuget-2.6Python Tools for Visual Studio: 2.0 Beta: We’re pleased to announce the release of Python Tools for Visual Studio 2.0 Beta. Python Tools for Visual Studio (PTVS) is an open-source plug-in for Visual Studio which supports programming with the Python language. PTVS supports a broad range of features including CPython/IronPython, Edit/Intellisense/Debug/Profile, Cloud, HPC, IPython, and cross platform debugging support. For a quick overview of the general IDE experience, please watch this video: http://www.youtube.com/watch?v=TuewiStN...Player Framework by Microsoft: Player Framework for Windows 8 and WP8 (v1.3 beta): Preview: New MPEG DASH adaptive streaming plugin for Windows Azure Media Services Preview: New Ultraviolet CFF plugin. Preview: New WP7 version with WP8 compatibility. (source code only) Source code is now available via CodePlex Git Misc bug fixes and improvements: WP8 only: Added optional fullscreen and mute buttons to default xaml JS only: protecting currentTime from returning infinity. Some videos would cause currentTime to be infinity which could cause errors in plugins expectin...AssaultCube Reloaded: 2.5.8: SERVER OWNERS: note that the default maprot has changed once again. Linux has Ubuntu 11.10 32-bit precompiled binaries and Ubuntu 10.10 64-bit precompiled binaries, but you can compile your own as it also contains the source. If you are using Mac or other operating systems, please wait while we continue to try to package for those OSes. Or better yet, try to compile it. If it fails, download a virtual machine. The server pack is ready for both Windows and Linux, but you might need to compi...Microsoft Ajax Minifier: Microsoft Ajax Minifier 4.95: update parser to allow for CSS3 calc( function to nest. add recognition of -pponly (Preprocess-Only) switch in AjaxMinManifestTask build task. Fix crashing bug in EXE when processing a manifest file using the -xml switch and an error message needs to be displayed (like a missing input file). Create separate Clean and Bundle build tasks for working with manifest files (AjaxMinManifestCleanTask and AjaxMinBundleTask). Removed the IsCleanOperation from AjaxMinManifestTask -- use AjaxMinMan...VG-Ripper & PG-Ripper: VG-Ripper 2.9.44: changes NEW: Added Support for "ImgChili.net" links FIXED: Auto UpdaterDocument.Editor: 2013.25: What's new for Document.Editor 2013.25: Improved Spell Check support Improved User Interface Minor Bug Fix's, improvements and speed upsWPF Composites: Version 4.3.0: In this Beta release, I broke my code out into two separate projects. There is a core FasterWPF.dll with the minimal required functionality. This can run with only the Aero.dll and the Rx .dll's. Then, I have a FasterWPFExtras .dll that requires and supports the Extended WPF Toolkit™ Community Edition V 1.9.0 (including Xceed DataGrid) and the Thriple .dll. This is for developers who want more . . . Finally, you may notice the other OPTIONAL .dll's available in the download such as the Dyn...Channel9's Absolute Beginner Series: Windows Phone 8: Entire source code for the Channel 9 series, Windows Phone 8 Development for Absolute Beginners.Indent Guides for Visual Studio: Indent Guides v13: ImportantThis release does not support Visual Studio 2010. The latest stable release for VS 2010 is v12.1. Version History Changed in v13 Added page width guide lines Added guide highlighting options Fixed guides appearing over collapsed blocks Fixed guides not appearing in newly opened files Fixed some potential crashes Fixed lines going through pragma statements Various updates for VS 2012 and VS 2013 Removed VS 2010 support Changed in v12.1: Fixed crash when unable to start...Fluent Ribbon Control Suite: Fluent Ribbon Control Suite 2.1.0 - Prerelease d: Fluent Ribbon Control Suite 2.1.0 - Prerelease d(supports .NET 3.5, 4.0 and 4.5) Includes: Fluent.dll (with .pdb and .xml) Showcase Application Samples (not for .NET 3.5) Foundation (Tabs, Groups, Contextual Tabs, Quick Access Toolbar, Backstage) Resizing (ribbon reducing & enlarging principles) Galleries (Gallery in ContextMenu, InRibbonGallery) MVVM (shows how to use this library with Model-View-ViewModel pattern) KeyTips ScreenTips Toolbars ColorGallery *Walkthrough (do...New ProjectsA sample web app for AppHarbor: Just a little project to test the amazing apphorbor offering!Android_Traffic_Tracker: Android traffic trackingEASTester: EASTester This application shows how encoding, decoding and submission of Exchange Server ActiveSync (EAS) calls might be done. Everynet_TFS_SVN: this is a everynet projectFluentRoute: Make the task of configure ASP.NET MVC Routes much more easier! This lib gives you the possibility of using Fluent Configurafion,style.Google Music for Jamcast: This project adds Google Music browse and playback capabilities to Jamcast, a DLNA media server for Windows.GussanoExtension: My summaryHL7 SDK - Open Source CDA R2 Implemenation for .NET and COM: A set of open source libraries for creating, parsing, storing and converting HL7 Clinical Documents in .NET and COM environment.Hogeschool Rotterdam Windows Phone Maps project: Dit is een project gemaakt voor het vak INFPRJ07DT voor de Hogeschool Rotterdam. Hue For Both (Build 2013): A simple MVVM project for controlling Philips Hue lights on Windows 8 and Windows Phone 8.Key2Screen: This little helper will show all keystrokes on screen. This will be needed during a Kata to show the audience the uses keyboard shortcuts or to record them.MercerGOLD: A tool for managing information on worldwide employee benefits, compensation and human resource programs.Microsoft CRM 2011 True Unique Autonumber Creator: The Microsoft CRM 2011 True Unique Autonumber Creator provides functionality for generating unique numbers for any entity. Work for On-Premises and Online/CloudNewsAlerts: this is news ALERT PROJECTNTmdb: A wrapper for the TMDb API written in C# .Net 4.5.PowerShellCron: Windows Service to Schedule and Run PowerShell Scripts with Full Logging to Database of script output (all streams, including Write-Host).QlikView Extension - WebPageViewer2: QlikView Extension to display a web page in QlikView.Restafari - The REST Client Base: A REST Client base for your .Net projects. It is compatible with: - .Net 4.5 - .Net 4.0 - Windows Phone 8 - Windows Store applicationsRevolution Of SnowWhite: PC??????SharePoint Silverlight CSV Importer: Convert .csv data into SharePoint list items. A slick Silverlight control to map and import a .csv files to a sharepoint list. Includes transforms and keys.Silverlight AWS S3 Uploader: Silverlight 5 app to upload files to AWS S3SIM Card Manager: A Windows tool to read SIM card information and contentSoCafeShop: SoCafeShopTeam Foundation Server 2012 Sample Work Items for MSF Agile, CMMI, & SCRUM: This project provides sample work items that can be used in your MSF Agile, MSF CMMI, or SCRUM 2.0 Process Templaces in Team Foundation Server 2012.TidyVaca - an SF inspired restyle of the Tidy responsive Skin by Adammer: A San Francisco inspired restyling of Adammer's Tidy responsive skin.Tiny Forms Controls: The goal of this project is to create a library of Windows Forms and Web Forms controls and components.TMYS: Deneme projesi önemli bir sey degil

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  • Big GRC: Turning Data into Actionable GRC Intelligence

    - by Jenna Danko
    While it’s no longer headline news that Governments have carried out large scale data-mining programmes aimed at terrorism detection and identifying other patterns of interest across a wide range of digital data sources, the debate over the ethics and justification over this action, will clearly continue for some time to come. What is becoming clear is that these programmes are a framework for the collation and aggregation of massive amounts of unstructured data and from this, the creation of actionable intelligence from analyses that allowed the analysts to explore and extract a variety of patterns and then direct resources. This data included audio and video chats, phone calls, photographs, e-mails, documents, internet searches, social media posts and mobile phone logs and connections. Although Governance, Risk and Compliance (GRC) professionals are not looking at the implementation of such programmes, there are many similar GRC “Big data” challenges to be faced and potential lessons to be learned from these high profile government programmes that can be applied a lot closer to home. For example, how can GRC professionals collect, manage and analyze an enormous and disparate volume of data to create and manage their own actionable intelligence covering hidden signs and patterns of criminal activity, the early or retrospective, violation of regulations/laws/corporate policies and procedures, emerging risks and weakening controls etc. Not exactly the stuff of James Bond to be sure, but it is certainly more applicable to most GRC professional’s day to day challenges. So what is Big Data and how can it benefit the GRC process? Although it often varies, the definition of Big Data largely refers to the following types of data: Traditional Enterprise Data – includes customer information from CRM systems, transactional ERP data, web store transactions, and general ledger data. Machine-Generated /Sensor Data – includes Call Detail Records (“CDR”), weblogs and trading systems data. Social Data – includes customer feedback streams, micro-blogging sites like Twitter, and social media platforms like Facebook. The McKinsey Global Institute estimates that data volume is growing 40% per year, and will grow 44x between 2009 and 2020. But while it’s often the most visible parameter, volume of data is not the only characteristic that matters. In fact, according to sources such as Forrester there are four key characteristics that define big data: Volume. Machine-generated data is produced in much larger quantities than non-traditional data. This is all the data generated by IT systems that power the enterprise. This includes live data from packaged and custom applications – for example, app servers, Web servers, databases, networks, virtual machines, telecom equipment, and much more. Velocity. Social media data streams – while not as massive as machine-generated data – produce a large influx of opinions and relationships valuable to customer relationship management as well as offering early insight into potential reputational risk issues. Even at 140 characters per tweet, the high velocity (or frequency) of Twitter data ensures large volumes (over 8 TB per day) need to be managed. Variety. Traditional data formats tend to be relatively well defined by a data schema and change slowly. In contrast, non-traditional data formats exhibit a dizzying rate of change. Without question, all GRC professionals work in a dynamic environment and as new services, new products, new business lines are added or new marketing campaigns executed for example, new data types are needed to capture the resultant information.  Value. The economic value of data varies significantly. Typically, there is good information hidden amongst a larger body of non-traditional data that GRC professionals can use to add real value to the organisation; the greater challenge is identifying what is valuable and then transforming and extracting that data for analysis and action. For example, customer service calls and emails have millions of useful data points and have long been a source of information to GRC professionals. Those calls and emails are critical in helping GRC professionals better identify hidden patterns and implement new policies that can reduce the amount of customer complaints.   Now on a scale and depth far beyond those in place today, all that unstructured call and email data can be captured, stored and analyzed to reveal the reasons for the contact, perhaps with the aggregated customer results cross referenced against what is being said about the organization or a similar peer organization on social media. The organization can then take positive actions, communicating to the market in advance of issues reaching the press, strengthening controls, adjusting risk profiles, changing policy and procedures and completely minimizing, if not eliminating, complaints and compensation for that specific reason in the future. In this one example of many similar ones, the GRC team(s) has demonstrated real and tangible business value. Big Challenges - Big Opportunities As pointed out by recent Forrester research, high performing companies (those that are growing 15% or more year-on-year compared to their peers) are taking a selective approach to investing in Big Data.  "Tomorrow's winners understand this, and they are making selective investments aimed at specific opportunities with tangible benefits where big data offers a more economical solution to meet a need." (Forrsights Strategy Spotlight: Business Intelligence and Big Data, Q4 2012) As pointed out earlier, with the ever increasing volume of regulatory demands and fines for getting it wrong, limited resource availability and out of date or inadequate GRC systems all contributing to a higher cost of compliance and/or higher risk profile than desired – a big data investment in GRC clearly falls into this category. However, to make the most of big data organizations must evolve both their business and IT procedures, processes, people and infrastructures to handle these new high-volume, high-velocity, high-variety sources of data and be able integrate them with the pre-existing company data to be analyzed. GRC big data clearly allows the organization access to and management over a huge amount of often very sensitive information that although can help create a more risk intelligent organization, also presents numerous data governance challenges, including regulatory compliance and information security. In addition to client and regulatory demands over better information security and data protection the sheer amount of information organizations deal with the need to quickly access, classify, protect and manage that information can quickly become a key issue  from a legal, as well as technical or operational standpoint. However, by making information governance processes a bigger part of everyday operations, organizations can make sure data remains readily available and protected. The Right GRC & Big Data Partnership Becomes Key  The "getting it right first time" mantra used in so many companies remains essential for any GRC team that is sponsoring, helping kick start, or even overseeing a big data project. To make a big data GRC initiative work and get the desired value, partnerships with companies, who have a long history of success in delivering successful GRC solutions as well as being at the very forefront of technology innovation, becomes key. Clearly solutions can be built in-house more cheaply than through vendor, but as has been proven time and time again, when it comes to self built solutions covering AML and Fraud for example, few have able to scale or adapt appropriately to meet the changing regulations or challenges that the GRC teams face on a daily basis. This has led to the creation of GRC silo’s that are causing so many headaches today. The solutions that stand out and should be explored are the ones that can seamlessly merge the traditional world of well-known data, analytics and visualization with the new world of seemingly innumerable data sources, utilizing Big Data technologies to generate new GRC insights right across the enterprise.Ultimately, Big Data is here to stay, and organizations that embrace its potential and outline a viable strategy, as well as understand and build a solid analytical foundation, will be the ones that are well positioned to make the most of it. A Blueprint and Roadmap Service for Big Data Big data adoption is first and foremost a business decision. As such it is essential that your partner can align your strategies, goals, and objectives with an architecture vision and roadmap to accelerate adoption of big data for your environment, as well as establish practical, effective governance that will maintain a well managed environment going forward. Key Activities: While your initiatives will clearly vary, there are some generic starting points the team and organization will need to complete: Clearly define your drivers, strategies, goals, objectives and requirements as it relates to big data Conduct a big data readiness and Information Architecture maturity assessment Develop future state big data architecture, including views across all relevant architecture domains; business, applications, information, and technology Provide initial guidance on big data candidate selection for migrations or implementation Develop a strategic roadmap and implementation plan that reflects a prioritization of initiatives based on business impact and technology dependency, and an incremental integration approach for evolving your current state to the target future state in a manner that represents the least amount of risk and impact of change on the business Provide recommendations for practical, effective Data Governance, Data Quality Management, and Information Lifecycle Management to maintain a well-managed environment Conduct an executive workshop with recommendations and next steps There is little debate that managing risk and data are the two biggest obstacles encountered by financial institutions.  Big data is here to stay and risk management certainly is not going anywhere, and ultimately financial services industry organizations that embrace its potential and outline a viable strategy, as well as understand and build a solid analytical foundation, will be best positioned to make the most of it. Matthew Long is a Financial Crime Specialist for Oracle Financial Services. He can be reached at matthew.long AT oracle.com.

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  • Skanska Builds Global Workforce Insight with Cloud-Based HCM System

    - by HCM-Oracle
    By David Baum - Originally posted on Profit Peter Bjork grew up building things. He started his work life learning all sorts of trades at his father’s construction company in the northern part of Sweden. So in college, it was natural for him to pursue a bachelor’s degree in construction engineering—but he broke new ground when he added a master’s degree in finance to his curriculum vitae. Written on a traditional résumé, Bjork’s current title (vice president of information systems strategies) doesn’t reveal the diversity of his experience—that he’s adept with hammer and nails as well as rows and columns. But a big part of his current job is to work with his counterparts in human resources (HR) designing, building, and deploying the systems needed to get a complete view of the skills and potential of Skanska’s 22,000-strong white-collar workforce. And Bjork believes that complete view is essential to Skanska’s success. “Our business is really all about people,” says Bjork, who has worked with Skanska for 16 years. “You can have equipment and financial resources, but to truly succeed in a business like ours you need to have the right people in the right places. That’s what this system is helping us accomplish.” In a global HR environment that suffers from a paradox of high unemployment and a scarcity of skilled labor, managers need to have a complete understanding of workforce capabilities to develop management skills, recruit for open positions, ensure that staff is getting the training they need, and reduce attrition. Skanska’s human capital management (HCM) systems, based on Oracle Talent Management Cloud, play a critical role delivering that understanding. “Skanska’s philosophy of having great people, encouraging their development, and giving them the chance to move across business units has nurtured a culture of collaboration, but managing a diverse workforce spread across the globe is a monumental challenge,” says Annika Lindholm, global human resources system owner in the HR department at Skanska’s headquarters just outside of Stockholm, Sweden. “We depend heavily on Oracle’s cloud technology to support our HCM function.” Construction, Workers For Skanska’s more than 60,000 employees and contractors, managing huge construction projects is an everyday job. Beyond erecting signature buildings, management’s goal is to build a corporate culture where valuable talent can be sought out and developed, bringing in the right mix of people to support and grow the business. “Of all the companies in our space, Skanska is probably one of the strongest ones, with a laser focus on people and people development,” notes Tom Crane, chief HR and communications officer for Skanska in the United States. “Our business looks like equipment and material, but all we really have at the end of the day are people and their intellectual capital. Without them, second only to clients, of course, you really can’t achieve great things in the high-profile environment in which we work.” During the 1990s, Skanska entered an expansive growth phase. A string of successful acquisitions paved the way for the company’s transformation into a global enterprise. “Today the company’s focus is on profitable growth,” continues Crane. “But you can’t really achieve growth unless you are doing a very good job of developing your people and having the right people in the right places and driving a culture of growth.” In the United States alone, Skanska has more than 8,000 employees in four distinct business units: Skanska USA Building, also known as the Construction Manager, builds everything at ground level and above—hospitals, educational facilities, stadiums, airport terminals, and other massive projects. Skanska USA Civil does everything at ground level and below, such as light rail, water treatment facilities, power plants or power industry facilities, highways, and bridges. Skanska Infrastructure Development develops public-private partnerships—projects in which Skanska adds equity and also arranges for outside financing. Skanska Commercial Development acts like a commercial real estate developer, acquiring land and building offices on spec or build-to-suit for its clients. Skanska's international portfolio includes construction of the new Meadowlands Stadium. Getting the various units to operate collaboratatively helps Skanska deliver high value to clients and shareholders. “When we have this collaboration among units, it allows us to enrich each of the business units and, at the same time, develop our future leaders to be more facile in operating across business units—more accepting of a ‘one Skanska’ approach,” explains Crane. Workforce Worldwide But HR needs processes and tools to support managers who face such business dynamics. Oracle Talent Management Cloud is helping Skanska implement world-class recruiting strategies and generate the insights needed to drive quality hiring practices, internal mobility, and a proactive approach to building talent pipelines. With their new cloud system in place, Skanska HR leaders can manage everything from recruiting, compensation, and goal and performance management to employee learning and talent review—all as part of a single, cohesive software-as-a-service (SaaS) environment. Skanska has successfully implemented two modules from Oracle Talent Management Cloud—the recruiting and performance management modules—and is in the process of implementing the learn module. Internally, they call the systems Skanska Recruit, Skanska Talent, and Skanska Learn. The timing is apropos. With high rates of unemployment in recent years, there have been many job candidates on the market. However, talent scarcity continues to frustrate recruiters. Oracle Taleo Recruiting Cloud Service, one of the applications in the Oracle Talent Management cloud portfolio, enables Skanska managers to create more-intelligent recruiting strategies, pulling high-performer profile statistics to create new candidate profiles and using multitiered screening and assessments to ensure that only the best-suited candidate applications make it to the recruiter’s desk. Tools such as applicant tracking, interview management, and requisition management help recruiters and hiring managers streamline the hiring process. Oracle’s cloud-based software system automates and streamlines many other HR processes for Skanska’s multinational organization and delivers insight into the success of recruiting and talent-management efforts. “The Oracle system is definitely helping us to construct global HR processes,” adds Bjork. “It is really important that we have a business model that is decentralized, so we can effectively serve our local markets, and interact with our global ERP [enterprise resource planning] systems as well. We would not be able to do this without a really good, well-integrated HCM system that could support these efforts.” A key piece of this effort is something Skanska has developed internally called the Skanska Leadership Profile. Core competencies, on which all employees are measured, are used in performance reviews to determine weak areas but also to discover talent, such as those who will be promoted or need succession plans. This global profiling system brings consistency to the way HR professionals evaluate and review talent across the company, with a consistent set of ratings and a consistent definition of competencies. All salaried employees in Skanska are tied to a talent management process that gives opportunity for midyear and year-end reviews. Using the performance management module, managers can align individual goals with corporate goals; provide clear visibility into how each employee contributes to the success of the organization; and drive a strategic, end-to-end talent management strategy with a single, integrated system for all talent-related activities. This is critical to a company that is highly focused on ensuring that every employee has a development plan linked to his or her succession potential. “Our approach all along has been to deploy software applications that are seamless to end users,” says Crane. “The beauty of a cloud-based system is that much of the functionality takes place behind the scenes so we can focus on making sure users can access the data when they need it. This model greatly improves their efficiency.” The employee profile not only sets a competency baseline for new employees but is also integrated with Skanska’s other back-office Oracle systems to ensure consistency in the way information is used to support other business functions. “Since we have about a dozen different HR systems that are providing us with information, we built a master database that collects all the information,” explains Lindholm. “That data is sent not only to Oracle Talent Management Cloud, but also to other systems that are dependent on this information.” Collaboration to Scale Skanska is poised to launch a new Oracle module to link employee learning plans to the review process and recruitment assessments. According to Crane, connecting these processes allows Skanska managers to see employees’ progress and produce an updated learning program. For example, as employees take classes, supervisors can consult the Oracle Talent Management Cloud portal to monitor progress and align it to each individual’s training and development plan. “That’s a pretty compelling solution for an organization that wants to manage its talent on a real-time basis and see how the training is working,” Crane says. Rolling out Oracle Talent Management Cloud was a joint effort among HR, IT, and a global group that oversaw the worldwide implementation. Skanska deployed the solution quickly across all markets at once. In the United States, for example, more than 35 offices quickly got up to speed on the new system via webinars for employees and face-to-face training for the HR group. “With any migration, there are moments when you hold your breath, but in this case, we had very few problems getting the system up and running,” says Crane. Lindholm adds, “There has been very little resistance to the system as users recognize its potential. Customizations are easy, and a lasting partnership has developed between Skanska and Oracle when help is needed. They listen to us.” Bjork elaborates on the implementation process from an IT perspective. “Deploying a SaaS system removes a lot of the complexity,” he says. “You can downsize the IT part and focus on the business part, which increases the probability of a successful implementation. If you want to scale the system, you make a quick phone call. That’s all it took recently when we added 4,000 users. We didn’t have to think about resizing the servers or hiring more IT people. Oracle does that for us, and they have provided very good support.” As a result, Skanska has been able to implement a single, cost-effective talent management solution across the organization to support its strategy to recruit and develop a world-class staff. Stakeholders are confident that they are providing the most efficient recruitment system possible for competent personnel at all levels within the company—from skilled workers at construction sites to top management at headquarters. And Skanska can retain skilled employees and ensure that they receive the development opportunities they need to grow and advance.

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  • CodePlex Daily Summary for Tuesday, March 27, 2012

    CodePlex Daily Summary for Tuesday, March 27, 2012Popular ReleasesHarness: Harness 2.0.2: change to .NET Framework Client Profile bug fix the download dialog auto answer. bug fix setFocus command. add "SendKeys" command. remove "closeAll" command. minor bugs fixed.BugNET Issue Tracker: BugNET 0.9.161: Below is a list of fixes in this release. Bug BGN-2092 - Link in Email "visit your profile" not functional BGN-2083 - Manager of bugnet can not edit project when it is not public BGN-2080 - clicking on a link in the project summary causes error (0.9.152.0) BGN-2070 - Missing Functionality On Feed.aspx BGN-2069 - Calendar View does not work BGN-2068 - Time tracking totals not ok BGN-2067 - Issues List Page Size Bug: Index was out of range. Must be non-negative and less than the si...YAF.NET (aka Yet Another Forum.NET): v1.9.6.1 RTW: v1.9.6.1 FINAL is .NET v4.0 ONLY v1.9.6.1 has: Performance Improvements .NET v4.0 improvements Improved FaceBook Integration More complete change list and discussion here: http://forum.yetanotherforum.net/yaf_postst14201_v1-9-6-1-RTW-Dated--3-26-2012.aspxQuick Performance Monitor: Version 1.8.1: Added option to set main window to be 'Always On Top'. Use context (right-click) menu on graph to toggle.Asp.NET Url Router: v1.0: build for .net 2.0 and .net 4.0SQLinq - use LINQ to generate Ad-Hoc Sql Queries: SQLinq v1.1: Nuget Package:http://nuget.org/packages/sqlinq Install SQLinq via Nuget Change Log:Fixed "SELECT *" bug when no selector is specified Added ".Take(int)" and ".Skip(int)" methods to support paging Added ability to specify "ORDER BY"DbViewSharp: Sql Compact Edition plugins: The SQL CE plugins are new assemblies written to allow DbViewSharp to work with SQL Compact Edition databases. Some features available for Sql Server databases are unavailable because of restrictions in the Compact Edition engine. However there are plans to add different new features as compensation for this. See the Sql CE Plugin page for more details.TileSet Map Editor: Map Creator: can add maps/ layers can use only 1 tileset for now Have Save/Load Logics... added Fill Copy and Paste working towards better code and more optionsBagammon pc player: Baggamon pc player v.1.3: This a source code of a project "tool-game" Bagammon pc player. It has bug. Please do not fix them. Thank you. For your information : "If you want to use it buy it. Send an email."openSourceC.Daylife: Release v1.0a: This is a minor bug fix release with some minor internal refactoring as well. The Documentation page has some code samples that show how to use the library. If you discover any issues with this release, please check the existing Discussions and Issues to see if the issue has already been reported, and if not, create a new discussion with the details of the issue.menu4web: menu4web 0.0.3: menu4web 0.0.3Windawesome: Windawesome v1.4.0 x86: Added a SeparatorWidget. Implemented some xmonad-like functionality for multiple-monitors - see SwapCurrentWorkspaceWith, SwitchToNextMonitor and SwitchToPreviousMonitor. Thanks to mkocubinski for the idea and some of the implementation. Implemented AddBarToWorkspace and RemoveBarFromWorkspace. Small performance improvements. Any issues/recommendations/requests for future versions? This is the 32-bit version of the release. If you use a 32-bit Windows, this is the release you should u...Navigation for ASP.NET Web Forms: Navigation 1.4: Navigation for ASP.NET Web Forms manages movement and data passing between ASPX pages in a unit-testable manner. There is no client-side logic, so it works in all browsers, and no server-side cache, so it works with the browser back button. Comprehensive documentation and sample code can be found under the Documentation tab (Make sure to unblock all zip files prior to extraction) New - Added default State NavigationData. 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The Server Component allows you to quickly create...Craig's Utility Library: Craig's Utility Library 3.1: This update adds about 60 new extension methods, a couple of new classes, and a number of fixes including: Additions Added DateSpan class Added GenericDelimited class Random additions Added static thread friendly version of Random.Next called ThreadSafeNext. AOP Manager additions Added Destroy function to AOPManager (clears out all data so system can be recreated. Really only useful for testing...) ORM additions Added PagedCommand and PageCount functions to ObjectBaseClass (same as M...DotSpatial: DotSpatial 1.1: This is a Minor Release. See the changes in the issue tracker. Minimal -- includes DotSpatial core and essential extensions Extended -- includes debugging symbols and additional extensions Just want to run the software? End user (non-programmer) version available branded as MapWindow Want to add your own feature? Develop a plugin, using the template and contribute to the extension feed (you can also write extensions that you distribute in other ways). Components are available as NuGet pa...Microsoft All-In-One Code Framework - a centralized code sample library: C++, .NET Coding Guideline: Microsoft All-In-One Code Framework Coding Guideline This document describes the coding style guideline for native C++ and .NET (C# and VB.NET) programming used by the Microsoft All-In-One Code Framework project team.WebDAV for WHS: Version 1.0.67: - Added: Check whether the Remote Web Access is turned on or not; - Added: Check for Add-In updates;Phalanger - The PHP Language Compiler for the .NET Framework: 3.0 (March 2012) for .NET 4.0: March release of Phalanger 3.0 significantly enhances performance, adds new features and fixes many issues. See following for the list of main improvements: New features: Phalanger Tools installable for Visual Studio 2011 Beta "filter" extension with several most used filters implemented DomDocument HTML parser, loadHTML() method mail() PHP compatible function PHP 5.4 T_CALLABLE token PHP 5.4 "callable" type hint PCRE: UTF32 characters in range support configuration supports <c...New Projects(MVC4) Character Creation: A simple web site to manage your Avalon CharactersAmfSample: Sample projectBismillah Quran Reader for Wp7: Bismillah Quran Reader is an application for reading Quran translations in WP7. Translations can be read in various languages. Also recitations can be listened to.BlogEngine Mvc: This is an MVC version of BlogEngine.net. Project Description Our plan is to convert the whole BlogEngine.NET into an MVC application by the end of June 2012. It's developed in C# ASP.NET MVC3.Db7: Db7EF4.3 Code First and Migration Sample: EF4.3 Code First and Migration Sampleemoji for windows phone: This project is a windows phone 7 enmoji libary.Excel Document Merger: Excel Document Merger is a utility for combining multiple Excel workbooks and worksheets into a single workbook.exceladdin: exceladdinfastBinaryJSON: Binary JSON serializer based on fastJSONFontographer: A metro style WPF app to demonstrate the capabilites of the fonts on the users systemGonte Web Desktop: Another web desktop using ExtJs javascript frameworkIndoor Cricket Stats: Indoor Cricket StatsKernel32 C# wrapper: Kernel32.dll C# wrapper. Mostly done for threading, pipes, mutexes and other stuff. Not all methods implemented.Live for Desktop: A simple app that lets you browse you Live accout from a webbrowser integrated in the software. Future version will also include a custom interface and a Metro style look.LogoScriptIDE: IDE for LogoScript, A logo and C like scripting languageMcCloud Service Framework: Monte Carlo Cloud Service Framework (McCloud) provides a generic service implementation of Monte Carlo method, based on Microsoft Windows Azure, to solve a wide range of scientific and engineering problems.NetView Control for Microsoft Access: A native control for Microsoft Access forms to display and interact with non-hierarchical data.Polygon: Polygon is a UI composition framework for ASP.NET Web Forms. It can be used for third-party plugin extensibility of ASP.NET Web Forms applications. Though it's developed in C#, plugins can also done in VB as well.Programmeerproject-LambdaOffice: Architectural project. Takes input from the user and prints it to various fileformats such as .docx and .pdfQuick Job Seeker: Final project of computer scienceSchool Education Management: Project Description School Management System helps schools in managing student's data. It is targeted for colleges in the Philippines. It is developed in ASp.Net MVC3 and uses SQL Server as the database. The system is divided into several modules: 1. Registrar Module - used by the Registrar. 2. Scheduling Module - used by Deans for creating course offerings schedule 3. Cashiering Module - used by the Accounting Department 4. Grading Entry Module - used by teachers for encoding grade...Sharepoint Carousel: Sharepoint Carousel\Slider is a webpart that allows you to have a carousel that contains an image with a link below it. it is fully customisable from styles to the actual javascript that generates the slider data it has currently only been tested with sharepoint 2010 This is carousel\slider for sharepoint is built of the JCarousel http://sorgalla.com/jcarousel/.Sieena Dashboard: Metro UI DashboardSimple Redirect Module for DotNetNuke: This module allows content editors in DotNetNuke to have a simple and easy way to properly redirect incoming URLs that are incorrectly indexed by search engines.software de entrenador 2.0: software de entrenador es un Programa diseñado para entrenadores de musculacion y personas cuyo proposito es mejorar en sus entrenamientos y desean llevar un control del mismo a modo de diario.Sqlite Loader: Tool to Import/Export data to an Sqlite database using CSV, XML with a GUI written in C#TestProject_Mercurial: Test Project with MercuriaTestProject_TFS: the test project with tfsThinkPHP-??、???PHP????: ??WEB??????,?????WEB?????? Twesh Ajax: TweshAjax is clientside javascript library for making asynchronous calls to server.UserProfilePropertiesSync: This utility allows to synchronize User Profile properties between different SharePoint 2010 environments.VRacer: Vektor Car racing on windows phone.Workflow Foundation State Machine Service: This is a sample project for workflow foundation 4 state machine exposed as a WCF serviceWPZilla: Bugzilla client for Windows Phone 7.1 and up.XNA GPU Particles Tool: This is a tool to help create particle effects based on the sample shaders provided in the XNA education catalogue. View the changes to the parameters in real time.Y.Music: Y.Music - ??? ?????? ??? ??????? ??????.?????? ???????? ??????. ?? ????????? ?? ??????? ???-??????? ????????? ??????????. ? ???? ?? ?? ?????????? ??????? ?????? ?????????? ?????? ? ????????????? ??????? ? ????????? ? ?????????. ????????? ?????????? ?? WPF/?#/.NET. ????? ? ??? ???????????? ?????????? NAudio ? Fluent Ribbon.

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  • Contact Form + jQuery validationengine

    - by BigMad
    I created this contact form, inserting jQuery fadeLabel and validationEngine to beautify the form the file index.php / .html (I have not yet figured out which of the two versions put it) scripts are index: <script src="https://ajax.googleapis.com/ajax/libs/jquery/1.7.2/jquery.min.js"></script> <script src="/js/backtop.js"></script> <script src="/js/fadeLabel.js"></script> <script> $(document).ready(function () { $('form .fadeLabel').fadeLabel(); }); </script> <script src="/js/validationEngine-it.js"></script> <script src="/js/validationEngine.js"></script> <script> $(document).ready(function(){ $("#form_box").validationEngine({ ajaxSubmit: true, ajaxSubmitFile: "contact.php", ajaxSubmitMessage: "Thank you, We will contact you soon !", success : false, failure : function() {} }) }); </script> <script src="/js/contactform.js"></script> however this is the part of the form's code <p id="form_success" class="success hide"><strong>Grazie!</strong> Il tuo messaggio è stato inviato con successo.</p> <form id="form_box"> <fieldset> <p><label for="name">Nome*</label><input type="text" id="name" name="name" class="validate[required] fadeLabel" value=""/></p> <p><label for="email">E-mail*</label><input type="email" id="email" name="email" class="validate[required,custom[email]] fadeLabel" value=""/></p> <p><label for="website">Sito web</label><input type="url" id="website" name="website" class="fadeLabel" value=""/></p> <p><label for="message">Messaggio*</label><textarea id="message" name="message" class="validate[required] fadeLabel" cols="30" rows="10" value=""></textarea></p> </fieldset> <p id="form_submit" class="submit"><button class="send">Invia</button> *Campi obbligatori</p> <p id="form_send" class="send hide">Invio in corso&hellip;</p> <p id="form_error" class="submit error hide"><button class="send">Invia</button> Si prega di correggere l'errore e re-inviarlo.</p> </form> This is the contact.php where it receives the data and sends 2 emails (one for me with the data and a thank you to those who contacted me) contact.php: <?php //include variables $my_email = "[email protected]"; $my_site = "adrianogenovese.com"; session_start(); $name = $_POST['name']; $email = $_POST['email']; $website = $_POST['website']; $message = $_POST['message']; $ip = $_SERVER['REMOTE_ADDR']; //beginning to email me $to = $my_email; $sbj = "Richiesta Informazioni - $my_site"; $msg = " <html> ... //the body of the email to me ... </html> "; $from = $email; $headers = 'MIME-Version: 1.0' . "\n"; $headers .= 'Content-type: text/html; charset=iso-8859-1' . "\n"; $headers .= "From: $from"; mail($to,$sbj,$msg,$headers); //email sent to me //beginning of the email recipient $toClient = $email; $msgClient = " <html> ... //the body of the email recipient ... </html> "; $fromClient = $my_email; $sbjClient = "Grazie $name per aver contattato $my_site "; $headersClient = 'MIME-Version: 1.0' . "\r\n"; $headersClient .= 'Content-type: text/html; charset=iso-8859-1' . "\r\n"; $headersClient .= "From: $fromClient"; mail($toClient,$sbjClient,$msgClient,$headersClient); //mail inviata al cliente //order confirmation email //Reset error session_destroy(); exit; ?> this is the contact form jscript contactform.js: $(document).ready(function() { $(".send").click(function(){ $("#form_send").removeClass('hide'); $("#form_submit").addClass('hide'); $("#form_error").addClass('hide'); var name = $("#name").val(); var email = $("#email").val(); var website = $("#website").val(); var message = $("#message").val(); if (name == "" || email == "" ) { $("#form_send").addClass('hide'); $("#form_error").removeClass('hide'); } else { $.ajax({ type: "POST", url: "contatti/contact.php", data: "name=" + name + "&email=" + email + "&message=" + message + "&website=" + website, dataType: "html", success: function(msg) { $("#form_send").addClass('hide').delay(3000).fadeOut(3000); $("#form_success").removeClass('hide'); $("#form_box").addClass('hide').slideUp(2000).fadeOut(); }, error: function() { alert("An unexpected error occurred..."); } }); } }); //end form });//end Dom The jQuery seem to work very well, I wanted to make sure that the page is not of the form updated or go to another page (the only thing that works for now) compensation reflected in the following problems: I always leave the alert of contactform.js Does not send any mail, it to me to recipient I can not do the work properly. delay () .fadeOut / fadeIn and. SlideUp (). FadeOut () so that the sending of this email appears for 3 seconds "$ (" # form_send "). addClass ('hide')" before you do anything else then the form disappears up using some second type slideUp "$ (" # form_box "). addClass ('hide')" by displaying just the "$ (" # form_success "). removeClass ('hide')" in the address bar also appears the form data (e.g. ../index.php?name=test&email=example%40mail.com&website=&message=helloworld)

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