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  • Cannot Create New Team Project TFS2010 TF249063 TF218017

    - by Kodicus
    Server: Windows 2008 R2 Standard Team Foundation Server 2010 WSS 3.0 TFS Configuration: Single Server instalation (including SharePoint) The following error occurs when trying to create a new team project from my local machine. The ://sourcecontrol site and ://sourcecontrol/sites/DefaultCollection/ site appears to be functioning fine and my user is a Site collection administrator on both. I can navigate both sites through a browser on my local machine. Thanks for your help! 2010-04-23T10:01:42 | Module: Internal | Team Foundation Server proxy retrieved | Completion time: 0 seconds 2010-04-23T10:01:42 | Module: Wizard | Retrieved IAuthorizationService proxy | Completion time: 0 seconds 2010-04-23T10:01:42 | Module: Wizard | TF30227: Project creation permissions retrieved | Completion time: 0.109382 seconds 2010-04-23T10:01:42 | Module: Internal | The template information for Team Foundation Server "sourcecontrol\DefaultCollection" was retrieved from the Team Foundation Server. | Completion time: 0.15626 seconds ---begin Exception entry--- Time: 2010-04-23T10:03:24 Module: Wizard Exception Message: TF218017: A SharePoint site could not be created for use as the team project portal. The following error occurred: TF249063: The following Web service is not available: ://sourcecontrol/_vti_bin/TeamFoundationIntegrationService.asmx. This Web service is used for the Team Foundation Server Extensions for SharePoint Products. The underlying error is: The underlying connection was closed: A connection that was expected to be kept alive was closed by the server.. Verify that the following URL points to a valid SharePoint Web application and that the application is available: ://sourcecontrol. If the URL is correct and the Web application is operating normally, verify that a firewall is not blocking access to the Web application. (type TeamFoundationServerException) Exception Stack Trace: at Microsoft.VisualStudio.TeamFoundation.WssSiteCreator.CheckCreateSite(TfsTeamProjectCollection tfsServer, Uri adminUri, Uri siteUri) at Microsoft.VisualStudio.TeamFoundation.WssSiteCreator.ValidateSettings(ProjectCreationContext context) at Microsoft.VisualStudio.TeamFoundation.PortfolioProjectForm.OnFinish() Inner Exception Details: Exception Message: TF249063: The following Web service is not available: ://sourcecontrol/_vti_bin/TeamFoundationIntegrationService.asmx. This Web service is used for the Team Foundation Server Extensions for SharePoint Products. The underlying error is: The underlying connection was closed: A connection that was expected to be kept alive was closed by the server.. Verify that the following URL points to a valid SharePoint Web application and that the application is available: ://sourcecontrol. If the URL is correct and the Web application is operating normally, verify that a firewall is not blocking access to the Web application. (type TeamFoundationServiceUnavailableException) Exception Stack Trace: at Microsoft.TeamFoundation.Client.SharePoint.SharePointTeamFoundationIntegrationService.HandleException(Exception e) at Microsoft.TeamFoundation.Client.SharePoint.SharePointTeamFoundationIntegrationService.CheckUrl(String absolutePath, CheckUrlOptions options, Guid configurationServerId, Guid projectCollectionId) at Microsoft.TeamFoundation.Client.SharePoint.WssUtilities.CheckUrl(ICredentials credentials, Uri adminUrl, Uri siteUrl, CheckUrlOptions options, Guid configurationServerId, Guid projectCollectionId) at Microsoft.TeamFoundation.Client.SharePoint.WssUtilities.CheckCreateSite(TfsConnection tfs, Uri adminUrl, Uri siteUrl) at Microsoft.VisualStudio.TeamFoundation.WssSiteCreator.CheckCreateSite(TfsTeamProjectCollection tfsServer, Uri adminUri, Uri siteUri) Inner Exception Details: Exception Message: The underlying connection was closed: A connection that was expected to be kept alive was closed by the server. (type WebException) Exception Stack Trace: at System.Net.WebRequest.GetResponse() at Microsoft.TeamFoundation.Client.TeamFoundationClientProxyBase.AsyncWebRequest.ExecRequest(Object obj) Inner Exception Details: Exception Message: Unable to read data from the transport connection: An existing connection was forcibly closed by the remote host. (type IOException) Exception Stack Trace: at System.Net.Sockets.NetworkStream.Read(Byte[] buffer, Int32 offset, Int32 size) at System.Net.PooledStream.Read(Byte[] buffer, Int32 offset, Int32 size) at System.Net.Connection.SyncRead(WebRequest request, Boolean userRetrievedStream, Boolean probeRead) Inner Exception Details: Exception Message: An existing connection was forcibly closed by the remote host (type SocketException) Exception Stack Trace: at System.Net.Sockets.Socket.Receive(Byte[] buffer, Int32 offset, Int32 size, SocketFlags socketFlags) at System.Net.Sockets.NetworkStream.Read(Byte[] buffer, Int32 offset, Int32 size) --- end Exception entry ---

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  • Team Foundation Server 2010 and Sharepoint/WSS3.0

    - by Liam
    As I'm new to Team Foundation Server, this may seem a bit of a daft question but I have been tasked with installing TFS2010. What I want to know is, do I have to have a full version of MOSS 2007 installed to build a project dashboard for TFS or can I get away with just using WSS 3.0 that comes with TFS? Having looked through the docs for TFS, I get the idea that I have to have a full Sharepoint installation somewhere. Though I'd like this to be clarified if possible. Thanks in advance.

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  • using Team foundation server

    - by joe
    I am using Team foundation server / visual studio as a client, to manage my visual foxpro source code. everytime i "checkout for edit" all my folders and files are read only and when i open my projects, it is like if the project is opened for the first time, asking me if i would like to set the current path as the default path... this is causing other serious problems as bad reference to "missing library files", which are actually not missing. i know Visual foxpro is old stuff...i hope someone who went through the same errors could help me out. thanks a lot guys

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  • Installing Visual Studio Team Foundation Server Service Pack 1

    - by Martin Hinshelwood
    As has become customary when the product team releases a new patch, SP or version I like to document the install. Although I had no errors on my main computer, my netbook did have problems. Although I am not ready to call it a Service Pack problem just yet! Update 2011-03-10 – Running the Team Foundation Server 2010 Service Pack 1 install a second time worked As per Brian's post I am installing the Team Foundation Server Service Pack first and indeed as this is a single server local deployment I need to install both. If I only install one it will leave the other product broken. This however does not affect you if you are running Visual Studio and Team Foundation Server on separate computers as is normal in a production deployment. Main workhorse I will be installing the service pack first on my main computer as I want to actually use it here. Figure: My main workhorse I will also be installing this on my netbook which is obviously of significantly lower spec, but I will do that one after. Although, as always I had my fingers crossed, I was not really worried. Figure: KB2182621 Compared to Visual Studio there are not really a lot of components to update. Figure: TFS 2010 and SQL 2008 are the main things to update There is no “web” installer for the Team Foundation Server 2010 Service Pack, but that is ok as most people will be installing it on a production server and will want to have everything local. I would have liked a Web installer, but the added complexity for the product team is not work the capability for a 500mb patch. Figure: There is currently no way to roll SP1 and RTM together Figure: No problems with the file verification, phew Figure: Although the install took a while, it progressed smoothly   Figure: I always like a success screen Well, as far as the install is concerned everything is OK, but what about TFS? Can I still connect and can I still administer it. Figure: Service Pack 1 is reflected correctly in the Administration Console I am confident that there are no major problems with TFS on my system and that it has been updated to SP1. I can do all of the things that I used before with ease, and with the new features detailed by Brian I think I will be happy. Netbook The great god Murphy has stuck, and my poor wee laptop spat the Team Foundation Server 2010 Service Pack 1 out so fast it hit me on the back of the head. That will teach me for not looking… Figure: “Installation did not succeed” I am pretty sure should not be all caps! On examining the file I found that everything worked, except the actual Team Foundation Server 2010 serving step. Action: System Requirement Checks... Action complete Action: Downloading and/or Verifying Items c:\757fe6efe9f065130d4838081911\VS10-KB2182621.msp: Verifying signature for VS10-KB2182621.msp c:\757fe6efe9f065130d4838081911\VS10-KB2182621.msp Signature verified successfully for VS10-KB2182621.msp c:\757fe6efe9f065130d4838081911\DACFramework_enu.msi: Verifying signature for DACFramework_enu.msi c:\757fe6efe9f065130d4838081911\DACFramework_enu.msi Signature verified successfully for DACFramework_enu.msi c:\757fe6efe9f065130d4838081911\DACProjectSystemSetup_enu.msi: Verifying signature for DACProjectSystemSetup_enu.msi Exists: evaluating Exists evaluated to false c:\757fe6efe9f065130d4838081911\DACProjectSystemSetup_enu.msi Signature verified successfully for DACProjectSystemSetup_enu.msi c:\757fe6efe9f065130d4838081911\TSqlLanguageService_enu.msi: Verifying signature for TSqlLanguageService_enu.msi c:\757fe6efe9f065130d4838081911\TSqlLanguageService_enu.msi Signature verified successfully for TSqlLanguageService_enu.msi c:\757fe6efe9f065130d4838081911\SharedManagementObjects_x86_enu.msi: Verifying signature for SharedManagementObjects_x86_enu.msi c:\757fe6efe9f065130d4838081911\SharedManagementObjects_x86_enu.msi Signature verified successfully for SharedManagementObjects_x86_enu.msi c:\757fe6efe9f065130d4838081911\SharedManagementObjects_amd64_enu.msi: Verifying signature for SharedManagementObjects_amd64_enu.msi c:\757fe6efe9f065130d4838081911\SharedManagementObjects_amd64_enu.msi Signature verified successfully for SharedManagementObjects_amd64_enu.msi c:\757fe6efe9f065130d4838081911\SQLSysClrTypes_x86_enu.msi: Verifying signature for SQLSysClrTypes_x86_enu.msi c:\757fe6efe9f065130d4838081911\SQLSysClrTypes_x86_enu.msi Signature verified successfully for SQLSysClrTypes_x86_enu.msi c:\757fe6efe9f065130d4838081911\SQLSysClrTypes_amd64_enu.msi: Verifying signature for SQLSysClrTypes_amd64_enu.msi c:\757fe6efe9f065130d4838081911\SQLSysClrTypes_amd64_enu.msi Signature verified successfully for SQLSysClrTypes_amd64_enu.msi c:\757fe6efe9f065130d4838081911\vcruntime\Vc_runtime_x86.cab: Verifying signature for vcruntime\Vc_runtime_x86.cab c:\757fe6efe9f065130d4838081911\vcruntime\Vc_runtime_x86.cab Signature verified successfully for vcruntime\Vc_runtime_x86.cab c:\757fe6efe9f065130d4838081911\vcruntime\Vc_runtime_x86.msi: Verifying signature for vcruntime\Vc_runtime_x86.msi c:\757fe6efe9f065130d4838081911\vcruntime\Vc_runtime_x86.msi Signature verified successfully for vcruntime\Vc_runtime_x86.msi c:\757fe6efe9f065130d4838081911\SetupUtility.exe: Verifying signature for SetupUtility.exe c:\757fe6efe9f065130d4838081911\SetupUtility.exe Signature verified successfully for SetupUtility.exe c:\757fe6efe9f065130d4838081911\vcruntime\Vc_runtime_x64.cab: Verifying signature for vcruntime\Vc_runtime_x64.cab c:\757fe6efe9f065130d4838081911\vcruntime\Vc_runtime_x64.cab Signature verified successfully for vcruntime\Vc_runtime_x64.cab c:\757fe6efe9f065130d4838081911\vcruntime\Vc_runtime_x64.msi: Verifying signature for vcruntime\Vc_runtime_x64.msi c:\757fe6efe9f065130d4838081911\vcruntime\Vc_runtime_x64.msi Signature verified successfully for vcruntime\Vc_runtime_x64.msi c:\757fe6efe9f065130d4838081911\NDP40-KB2468871.exe: Verifying signature for NDP40-KB2468871.exe c:\757fe6efe9f065130d4838081911\NDP40-KB2468871.exe Signature verified successfully for NDP40-KB2468871.exe Action complete Action: Performing actions on all Items Entering Function: BaseMspInstallerT >::PerformAction Action: Performing Install on MSP: c:\757fe6efe9f065130d4838081911\VS10-KB2182621.msp targetting Product: Microsoft Team Foundation Server 2010 - ENU Returning IDOK. INSTALLMESSAGE_ERROR [Error 1935.An error occurred during the installation of assembly 'Microsoft.TeamFoundation.WebAccess.WorkItemTracking,version="10.0.0.0",publicKeyToken="b03f5f7f11d50a3a",processorArchitecture="MSIL",fileVersion="10.0.40219.1",culture="neutral"'. Please refer to Help and Support for more information. HRESULT: 0x80070005. ] Returning IDOK. INSTALLMESSAGE_ERROR [Error 1712.One or more of the files required to restore your computer to its previous state could not be found. Restoration will not be possible.] Patch (c:\757fe6efe9f065130d4838081911\VS10-KB2182621.msp) Install failed on product (Microsoft Team Foundation Server 2010 - ENU). Msi Log: MSI returned 0x643 Entering Function: MspInstallerT >::Rollback Action Rollback changes PerformMsiOperation returned 0x643 PerformMsiOperation returned 0x643 OnFailureBehavior for this item is to Rollback. Action complete Final Result: Installation failed with error code: (0x80070643), "Fatal error during installation. " (Elapsed time: 0 00:14:09). Figure: Error log for Team Foundation Server 2010 install shows a failure As there is really no information in this log as to why the installation failed so I checked the event log on that box. Figure: There are hundreds of errors and it actually looks like there are more problems than a failed Service Pack I am going to just run it again and see if it was because the netbook was slow to catch on to the update. Hears hoping, but even if it fails, I would question the installation of Windows (PDC laptop original install) before I question the Service Pack Figure: Second run through was successful I don’t know if the laptop was just slow, or what… Did you get this error? If you did I will push this to the product team as a problem, but unless more people have this sort of error, I will just look to write this off as a corrupted install of Windows and reinstall.

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  • How can I revive a dead translation team?

    - by Rohan
    I wish to translate ubuntu in Marathi language for which a translation team already exists. But the membership of the team is moderated and unfortunately no new member has been admitted in the team after 2010-Dec-12. All request of membership are pending after that date. I tried to contact administrator of the team at his personal email id but did not get any reply from him. As I am not a team member I can not upload my translated po file. Is there any way to take charge of the team and approve all pending request? It seems that no translation work is currently being carried out. I would like to do the work but I can not.

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  • Tips/tricks to manage a new team with new code

    - by Fanatic23
    How do you handle yourself in a new team where you are the senior most developer and most others in the team are junior to you by several years. The task ahead of the team is something nobody else including you has accomplished in their career before. Management insists on higher productivity of the whole team, and as senior developer you are responsible. Any tips for coming out trumps in a situation like this? Clearly, the entire team needs time to learn and let's not forget the team's new. However, deadlines are up ahead as well...

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  • "Whole-team" C++ features?

    - by Blaisorblade
    In C++, features like exceptions impact your whole program: you can either disable them in your whole program, or you need to deal with them throughout your code. As a famous article on C++ Report puts it: Counter-intuitively, the hard part of coding exceptions is not the explicit throws and catches. The really hard part of using exceptions is to write all the intervening code in such a way that an arbitrary exception can propagate from its throw site to its handler, arriving safely and without damaging other parts of the program along the way. Since even new throws exceptions, every function needs to provide basic exception safety — unless it only calls functions which guarantee throwing no exception — unless you disable exceptions altogether in your whole project. Hence, exceptions are a "whole-program" or "whole-team" feature, since they must be understood by everybody in a team using them. But not all C++ features are like that, as far as I know. A possible example is that if I don't get templates but I do not use them, I will still be able to write correct C++ — or will I not?. I can even call sort on an array of integers and enjoy its amazing speed advantage wrt. C's qsort (because no function pointer is called), without risking bugs — or not? It seems templates are not "whole-team". Are there other C++ features which impact code not directly using them, and are hence "whole-team"? I am especially interested in features not present in C. Update: I'm especially looking for features where there's no language-enforced sign you need to be aware of them. The first answer I got mentioned const-correctness, which is also whole-team, hence everybody needs to learn about it; however, AFAICS it will impact you only if you call a function which is marked const, and the compiler will prevent you from calling it on non-const objects, so you get something to google for. With exceptions, you don't even get that; moreover, they're always used as soon as you use new, hence exceptions are more "insidious". Since I can't phrase this as objectively, though, I will appreciate any whole-team feature. Appendix: Why this question is objective (if you wonder) C++ is a complex language, so many projects or coding guides try to select "simple" C++ features, and many people try to include or exclude some ones according to mostly subjective criteria. Questions about that get rightfully closed regularly here on SO. Above, instead, I defined (as precisely as possible) what a "whole-team" language feature is, provide an example (exceptions), together with extensive supporting evidence in the literature about C++, and ask for whole-team features in C++ beyond exceptions. Whether you should use "whole-team" features, or whether that's a relevant concept, might be subjective — but that only means the importance of this question is subjective, like always.

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  • VSTS Team Build Mail notification should include the "associateChangeSets"

    - by Kris
    Team Build Guru's I am looking for "Associated ChangeSets" list included in the build mail notifications say, by default we get a build notification like this, Team Project: Content Server Build Number: MerchantPortal_1.0.0707.69 Build Agent: \Content Server\MerchantPortalBuildBox Build Definition: \Content Server\MerchantPortal QA Build started by: ENETDOM\jrichter Build Start Time: 7/7/2009 8:25:30 AM Build Finish Time: 7/7/2009 8:30:49 AM Notes: - All dates and times are shown in GMT -05:00:00 Central Daylight Time - You are receiving this notification because of a subscription created by ENETDOM\enbuild Provided by Microsoft Visual Studio® Team System 2008 What I really would like is an email containing the changes. So the user does NOT have to click an URL to retrieve the list of changes. So... I would the mail to look something like this instead: Team Project: Content Server Build Number: MerchantPortal_1.0.0707.69 Build Agent: \Content Server\MerchantPortalBuildBox Build Definition: \Content Server\MerchantPortal QA Build started by: ENETDOM\enbuild Build Start Time: 7/7/2009 8:25:30 AM Build Finish Time: 7/7/2009 8:30:49 AM **Associated changesets: 482 DOMAIN\johny Not needed... 486 DOMAIN\adam A final synchronization with SourceSafe files after the 15 december release. 487 DOMAIN\bob Corrected the naught millenium bug.... 488 DOMAIN\sarah Reverted back to csproj file with SC changes.... Associated work items:** .... Notes: - All dates and times are shown in GMT -05:00:00 Central Daylight Time - You are receiving this notification because of a subscription created by ENETDOM\enbuild Provided by Microsoft Visual Studio® Team System 2008

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  • Oracle Social Network Developer Challenge: TEAM Informatics

    - by Kellsey Ruppel
    Originally posted by Jake Kuramoto on The Apps Lab blog. Here comes another Oracle Social Network Developer Challenge entry, this one courtesy of TEAM Informatics (@teaminformatics). As their name suggests, their entry was a true team effort, featuring the work of Jon Chartrand, Deepthi Sanikommu, Dmitry Shtulman, Raghavendra Joshi, and Daniel Stitely with Wayne Boerger doing the presentation honors. Speaking of the presentation, Wayne’s laptop wouldn’t project onto the plasma we had in the OTN Lounge, but luckily, Noel (@noelportugal) had his iPad and VGA dongle in his backpack of goodies, so they were able to improvise by using the iPad camera to capture Wayne’s demo and project the video to the plasma. Code will find a way. Anyway, TEAM built Do Over, an integration with Atlassian’s JIRA, coincidentally something I’ve chatted with Rich (@rmanalan) about in the past. The basic idea is simple; integrate JIRA issues with Oracle Social Network to expand and centralize the conversation around issue resolution. In Dmitry’s words: We were able to put together a team on fairly short notice and, after batting a few ideas around, decided to pursue an integration with JIRA, an issue and project tracking tool used in-house at TEAM.  After getting to know WebCenter Social, we saw immediate benefits that a JIRA integration could bring, primarily due to the fact that JIRA only allows assignment of an issue to one person at a time.  Integrating Social would allow collaboration and issue resolution to happen right from the JIRA Issue interface. TEAM tackled a very common pain point among developers, i.e. including everyone who needs to be involved in issue resolution into a single thread. If you’ve ever fixed bugs or participated in that process, you’ll know that not everyone has access to the issue resolution system, which makes consolidating discussion time-consuming and fragmented. Why? Because we typically use email as the tool for collaboration. Oracle Social Network allows for all parties involved to work in a single, private and secure conversation, and through its RESTful Public API, information from external systems like JIRA can be brought in for context. TEAM only had time to address half the solution, but given more time, I’m sure they would have made the integration bidirectional, allowing for relevant commentary to be pushed back to JIRA, closing the loop. Here are some screenshot of their integration. #gallery-1 { margin: auto; } #gallery-1 .gallery-item { float: left; margin-top: 10px; text-align: center; width: 33%; } #gallery-1 img { border: 2px solid #cfcfcf; } #gallery-1 .gallery-caption { margin-left: 0; } When Oracle Social Network is released, TEAM will have something they use internally to work on issues, and maybe they’ll even productize their work and add it to the Atlassian Marketplace so that other JIRA users can benefit from the combination of Oracle Social Network and JIRA. Thanks to everyone at TEAM for participating in our challenge. We hope they had a good experience. Look for the details of the other entries this week. Be sure to check out a full recap from Dmitry over on the TEAM blog.

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  • Oracle Hyperion si conferma leader nel Magic Quadrant Gartner 2012

    - by Andrea Cravero
    L'edizione 2012 del Gartner Magic Quadrant for Corporate Performance Management Suites conferma la leadership Oracle Hyperion, che dura ininterrotta dal 2005. Secondo Gartner, "Oracle is a Leader in CPM suites, with one of the most widely distributed solutions in the market. Oracle Hyperion Enterprise Performance Management is recognized by CFOs worldwide. The vendor has a well-established partner channel, with both large and smaller CPM SI specialists. Hyperion skills are also plentiful among the independent consultant community, given the well-established products." "Oracle continues to innovate, bringing incremental improvements across the portfolio as well as new financial close management, disclosure management and predictive planning additions. Furthermore, Oracle has improved integration of Hyperion with the Oracle BI platform, and has improved planning performance, enabling Hyperion Planning to use Oracle Exalytics In-Memory Machine." Il rapporto completo è disponibile qui: Gartner: Magic Quadrant for Corporate Performance Management Suites, 2012 Buona lettura!

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  • How to manage a developer who has poor communication skills

    - by djcredo
    I manage a small team of developers on an application which is in the mid-point of its lifecycle, within a big firm. This unfortunately means there is commonly a 30/70 split of Programming tasks to "other technical work". This work includes: Working with DBA / Unix / Network / Loadbalancer teams on various tasks Placing & managing orders for hardware or infrastructure in different regions Running tests that have not yet been migrated to CI Analysis Support / Investigation Its fair to say that the Developers would all prefer to be coding, rather than doing these more mundane tasks, so I try to hand out the fun programming jobs evenly amongst the team. Most of the team was hired because, though they may not have the elite programming skills to write their own compiler / game engine / high-frequency trading system etc., they are good communicators who "can get stuff done", work with other teams, and somewhat navigate the complex beaurocracy here. They are good developers, but they are also good all-round technical staff. However, one member of the team probably has above-average coding skills, but below-average communication skills. Traditionally, the previous Development Manager tended to give him the Programming tasks and not the more mundane tasks listed above. However, I don't feel that this is fair to the rest of the team, who have shown an aptitute for developing a well-rounded skillset that is commonly required in a big-business IT department. What should I do in this situation? If I continue to give him more programming work, I know that it will be done faster (and conversly, I would expect him to complete the other work slower). But it goes against my principles, and promotes the idea that you can carve out a "comfortable niche" for yourself simply by being bad at the tasks you don't like.

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  • Is it relatively safe to install kernel from "Canonical Kernel Team ppa" than "Mainline"

    - by tijybba
    I already referred most of the questions stating Upgrade from Mainline Builds or Compiling from latest source or PPA and also concluded that it can cause breakage to Current stable installed system. My question is regarding the kernel builds from Canonical Kernel Team which i have subscribed in Ubuntu 12.04 64-bit , states This is the core kernel team as hired by Canonical. Do not use this team, use ubuntu-kernel-team instead. My stable kernel states 3.2.0-27.42 from Ubuntu repository , also i consider Canonical Kernel Team to be Official ,currently urging me to Upgrade 3.2.0-27.43 , so from the Odd numbered and through the PPA description it is categorized as Unstable. From this ,it can be said next stable release would be 3.2.0-27.44. Is upgrading to .43 version is stable enough to continue , since .44 will be provide by Ubuntu itself based on .43 version and so on. Though i can't expect a lot of Changes ,but does it provide new Improvements or just Bug Fixes since it is just a preceding Release. Also , apart from Ubuntu mainline kernel , is Canonical Kernel Team different. If so , in what development or contribution terms. Is the Ubuntu kernel developed by Two different teams or same team. P.S.: Just noticed that sudo apt-get update && sudo apt-get upgrade provides me upgrade to .43 kernel , which normally requires sudo apt-get dist-upgrade to upgrade to newer kernel available , unless it normally provides message like " Following packages were not upgraded..." , is it an error or an exception to this Canonical Kernel PPA.

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  • Does a mature agile team requires any management?

    - by ashy_32bit
    After a recent heated debate over Scrum, I realized my problem is that I think of management as a quite unnecessary and redundant activity in a fully agile team. I believe a mature Agile team does not require management or any non-technical decision making process whatsoever. To my (apparently erring) eyes it is more than obvious that the only one suitable and capable of managing a mature development team is their coach (who is the most technically competent colleague with proper communication skills). I can't imagine how a Scrum master can contribute to such a team. I am having great difficulty realizing and understanding the value of such things in Scrum and the manager as someone who is not a veteran developer but is well skilled in planning the production cycles when a coach exists in the team. What does that even mean? How on earth can someone with no edge-skills of development manage a highly technical team? Perhaps management here means something else? I see management as a total waste of time and a by-product of immaturity. In my understanding a mature team is fully self-managing. Apparently I'm mistaken since many great people say the contrary but I can't convince myself.

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  • Professional Scrum Developer (.NET) Training in London

    - by Martin Hinshelwood
    On the 26th - 30th July in Microsoft’s offices in London Adam Cogan from SSW will be presenting the first Professional Scrum Developer course in the UK. I will be teaching this course along side Adam and it is a fantastic experience. You are split into teams and go head-to-head to deliver units of potentially shippable work in four two hour sprints. The Professional Scrum Developer course is the only course endorsed by both Microsoft and Ken Schwaber and they have worked together very effectively in brining this course to fruition. This course is the brain child of Richard Hundhausen, a Microsoft Regional Director, and both Adam and I attending the Trainer Prep in Sydney when he was there earlier this year. He is a fantastic trainer and no matter where you do this course you can be safe in the knowledge that he has trained and vetted all of the teachers. A tools version of Ken if you will Find a course and register Download this syllabus Download the Scrum Guide What is the Professional Scrum Developer course all about? Professional Scrum Developer course is a unique and intensive five-day experience for software developers. The course guides teams on how to turn product requirements into potentially shippable increments of software using the Scrum framework, Visual Studio 2010, and modern software engineering practices. Attendees will work in self-organizing, self-managing teams using a common instance of Team Foundation Server 2010. Who should attend this course? This course is suitable for any member of a software development team – architect, programmer, database developer, tester, etc. Entire teams are encouraged to attend and experience the course together, but individuals are welcome too. Attendees will self-organize to form cross-functional Scrum teams. These teams require an aggregate of skills specific to the selected case study. Please see the last page of this document for specific details. Product Owners, ScrumMasters, and other stakeholders are welcome too, but keep in mind that everyone who attends will be expected to commit to work and pull their weight on a Scrum team. What should you know by the end of the course? Scrum will be experienced through a combination of lecture, demonstration, discussion, and hands-on exercises. Attendees will learn how to do Scrum correctly while being coached and critiqued by the instructor, in the following topic areas: Form effective teams Explore and understand legacy “Brownfield” architecture Define quality attributes, acceptance criteria, and “done” Create automated builds How to handle software hotfixes Verify that bugs are identified and eliminated Plan releases and sprints Estimate product backlog items Create and manage a sprint backlog Hold an effective sprint review Improve your process by using retrospectives Use emergent architecture to avoid technical debt Use Test Driven Development as a design tool Setup and leverage continuous integration Use Test Impact Analysis to decrease testing times Manage SQL Server development in an Agile way Use .NET and T-SQL refactoring effectively Build, deploy, and test SQL Server databases Create and manage test plans and cases Create, run, record, and play back manual tests Setup a branching strategy and branch code Write more maintainable code Identify and eliminate people and process dysfunctions Inspect and improve your team’s software development process What does the week look like? This course is a mix of lecture, demonstration, group discussion, simulation, and hands-on software development. The bulk of the course will be spent working as a team on a case study application delivering increments of new functionality in mini-sprints. Here is the week at a glance: Monday morning and most of the day Friday will be spent with the computers powered off, so you can focus on sharpening your game of Scrum and avoiding the common pitfalls when implementing it. The Sprints Timeboxing is a critical concept in Scrum as well as in this course. We expect each team and student to understand and obey all of the timeboxes. The timebox duration will always be clearly displayed during each activity. Expect the instructor to enforce it. Each of the ½ day sprints will roughly follow this schedule: Component Description Minutes Instruction Presentation and demonstration of new and relevant tools & practices 60 Sprint planning meeting Product owner presents backlog; each team commits to delivering functionality 10 Sprint planning meeting Each team determines how to build the functionality 10 The Sprint The team self-organizes and self-manages to complete their tasks 120 Sprint Review meeting Each team will present their increment of functionality to the other teams = 30 Sprint Retrospective A group retrospective meeting will be held to inspect and adapt 10 Each team is expected to self-organize and manage their own work during the sprint. Pairing is highly encouraged. The instructor/product owner will be available if there are questions or impediments, but will be hands-off by default. You should be prepared to communicate and work with your team members in order to achieve your sprint goal. If you have development-related questions or get stuck, your partner or team should be your first level of support. Module 1: INTRODUCTION This module provides a chance for the attendees to get to know the instructors as well as each other. The Professional Scrum Developer program, as well as the day by day agenda, will be explained. Finally, the Scrum team will be selected and assembled so that the forming, storming, norming, and performing can begin. Trainer and student introductions Professional Scrum Developer program Agenda Logistics Team formation Retrospective Module 2: SCRUMDAMENTALS This module provides a level-setting understanding of the Scrum framework including the roles, timeboxes, and artifacts. The team will then experience Scrum firsthand by simulating a multi-day sprint of product development, including planning, review, and retrospective meetings. Scrum overview Scrum roles Scrum timeboxes (ceremonies) Scrum artifacts Simulation Retrospective It’s required that you read Ken Schwaber’s Scrum Guide in preparation for this module and course. MODULE 3: IMPLEMENTING SCRUM IN VISUAL STUDIO 2010 This module demonstrates how to implement Scrum in Visual Studio 2010 using a Scrum process template*. The team will learn the mapping between the Scrum concepts and how they are implemented in the tool. After connecting to the shared Team Foundation Server, the team members will then return to the simulation – this time using Visual Studio to manage their product development. Mapping Scrum to Visual Studio 2010 User Story work items Task work items Bug work items Demonstration Simulation Retrospective Module 4: THE CASE STUDY In this module the team is introduced to their problem domain for the week. A kickoff meeting by the Product Owner (the instructor) will set the stage for the why and what that will take during the upcoming sprints. The team will then define the quality attributes of the project and their definition of “done.” The legacy application code will be downloaded, built, and explored, so that any bugs can be discovered and reported. Introduction to the case study Download the source code, build, and explore the application Define the quality attributes for the project Define “done” How to file effective bugs in Visual Studio 2010 Retrospective Module 5: HOTFIX This module drops the team directly into a Brownfield (legacy) experience by forcing them to analyze the existing application’s architecture and code in order to locate and fix the Product Owner’s high-priority bug(s). The team will learn best practices around finding, testing, fixing, validating, and closing a bug. How to use Architecture Explorer to visualize and explore Create a unit test to validate the existence of a bug Find and fix the bug Validate and close the bug Retrospective Module 6: PLANNING This short module introduces the team to release and sprint planning within Visual Studio 2010. The team will define and capture their goals as well as other important planning information. Release vs. Sprint planning Release planning and the Product Backlog Product Backlog prioritization Acceptance criteria and tests Sprint planning and the Sprint Backlog Creating and linking Sprint tasks Retrospective At this point the team will have the knowledge of Scrum, Visual Studio 2010, and the case study application to begin developing increments of potentially shippable functionality that meet their definition of done. Module 7: EMERGENT ARCHITECTURE This module introduces the architectural practices and tools a team can use to develop a valid design on which to develop new functionality. The teams will learn how Scrum supports good architecture and design practices. After the discussion, the teams will be presented with the product owner’s prioritized backlog so that they may select and commit to the functionality they can deliver in this sprint. Architecture and Scrum Emergent architecture Principles, patterns, and practices Visual Studio 2010 modeling tools UML and layer diagrams SPRINT 1 Retrospective Module 8: TEST DRIVEN DEVELOPMENT This module introduces Test Driven Development as a design tool and how to implement it using Visual Studio 2010. To maximize productivity and quality, a Scrum team should setup Continuous Integration to regularly build every team member’s code changes and run regression tests. Refactoring will also be defined and demonstrated in combination with Visual Studio’s Test Impact Analysis to efficiently re-run just those tests which were impacted by refactoring. Continuous integration Team Foundation Build Test Driven Development (TDD) Refactoring Test Impact Analysis SPRINT 2 Retrospective Module 9: AGILE DATABASE DEVELOPMENT This module lets the SQL Server database developers in on a little secret – they can be agile too. By using the database projects in Visual Studio 2010, the database developers can join the rest of the team. The students will see how to apply Agile database techniques within Visual Studio to support the SQL Server 2005/2008/2008R2 development lifecycle. Agile database development Visual Studio database projects Importing schema and scripts Building and deploying Generating data Unit testing SPRINT 3 Retrospective Module 10: SHIP IT Teams need to know that just because they like the functionality doesn’t mean the Product Owner will. This module revisits acceptance criteria as it pertains to acceptance testing. By refining acceptance criteria into manual test steps, team members can execute the tests, recording the results and reporting bugs in a number of ways. Manual tests will be defined and executed using the Microsoft Test Manager tool. As the Sprint completes and an increment of functionality is delivered, the team will also learn why and when they should create a branch of the codeline. Acceptance criteria Testing in Visual Studio 2010 Microsoft Test Manager Writing and running manual tests Branching SPRINT 4 Retrospective Module 11: OVERCOMING DYSFUNCTION This module introduces the many types of people, process, and tool dysfunctions that teams face in the real world. Many dysfunctions and scenarios will be identified, along with ideas and discussion for how a team might mitigate them. This module will enable you and your team to move toward independence and improve your game of Scrum when you depart class. Scrum-butts and flaccid Scrum Best practices working as a team Team challenges ScrumMaster challenges Product Owner challenges Stakeholder challenges Course Retrospective What will be expected of you and you team? This is a unique course in that it’s technically-focused, team-based, and employs timeboxes. It demands that the members of the teams self-organize and self-manage their own work to collaboratively develop increments of software. All attendees must commit to: Pay attention to all lectures and demonstrations Participate in team and group discussions Work collaboratively with other team members Obey the timebox for each activity Commit to work and do your best to deliver All teams should have these skills: Understanding of Scrum Familiarity with Visual Studio 201 C#, .NET 4.0 & ASP.NET 4.0 experience*  SQL Server 2008 development experience Software testing experience * Check with the instructor ahead of time for the exact technologies Self-organising teams Another unique attribute of this course is that it’s a technical training class being delivered to teams of developers, not pairs, and not individuals. Ideally, your actual software development team will attend the training to ensure that all necessary skills are covered. However, if you wish to attend an open enrolment course alone or with just a couple of colleagues, realize that you may be placed on a team with other attendees. The instructor will do his or her best to ensure that each team is cross-functional to tackle the case study, but there are no guarantees. You may be required to try a new role, learn a new skill, or pair with somebody unfamiliar to you. This is just good Scrum! Who should NOT take this course? Because of the nature of this course, as explained above, certain types of people should probably not attend this course: Students requiring command and control style instruction – there are no prescriptive/step-by-step (think traditional Microsoft Learning) labs in this course Students who are unwilling to work within a timebox Students who are unwilling to work collaboratively on a team Students who don’t have any skill in any of the software development disciplines Students who are unable to commit fully to their team – not only will this diminish the student’s learning experience, but it will also impact their team’s learning experience Find a course and register Download this syllabus Download the Scrum Guide Technorati Tags: Scrum,SSW,Pro Scrum Dev

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  • Building The Right SharePoint Team For Your Organization

    - by Mark Rackley
    I see the question posted fairly often asking what kind SharePoint team an organization should have. How many people do I need? What roles do I need to fill? What is best for my organization? Well, just like every other answer in SharePoint, the correct answer is “it depends”. Do you ever get sick of hearing that??? I know I do… So, let me give you my thoughts and opinions based upon my experience and what I’ve seen and let you come to your own conclusions. What are the possible SharePoint roles? I guess the first thing you need to understand are the different roles that exist in SharePoint (and their are LOTS). Remember, SharePoint is a massive beast and you will NOT find one person who can do it all. If you are hoping to find that person you will be sorely disappointed. For the most part this is true in SharePoint 2007 and 2010. However, generally things are improved in 2010 and easier for junior individuals to grasp. SharePoint Administrator The absolutely positively only role that you should not be without no matter the size of your organization or SharePoint deployment is a SharePoint administrator. These guys are essential to keeping things running and figuring out what’s wrong when things aren’t running well. These unsung heroes do more before 10 am than I do all day. The bad thing is, when these guys are awesome, you don’t even know they exist because everything is running so smoothly. You should definitely invest some time and money here to make sure you have some competent if not rockstar help. You need an admin who truly loves SharePoint and will go that extra mile when necessary. Let me give you a real world example of what I’m talking about: We have a rockstar admin… and I’m sure she’s sick of my throwing her name around so she’ll just have to live with remaining anonymous in this post… sorry Lori… Anyway! A couple of weeks ago our Server teams came to us and said Hi Lori, I’m finalizing the MOSS servers and doing updates that require a restart; can I restart them? Seems like a harmless request from your server team does it not? Sure, go ahead and apply the patches and reboot during our scheduled maintenance window. No problem? right? Sounded fair to me… but no…. not to our fearless SharePoint admin… I need a complete list of patches that will be applied. There is an update that is out there that will break SharePoint… KB973917 is the patch that has been shown to cause issues. What? You mean Microsoft released a patch that would actually adversely affect SharePoint? If we did NOT have a rockstar admin, our server team would have applied these patches and then when some problem occurred in SharePoint we’d have to go through the fun task of tracking down exactly what caused the issue and resolve it. How much time would that have taken? If you have a junior SharePoint admin or an admin who’s not out there staying on top of what’s going on you could have spent days tracking down something so simple as applying a patch you should not have applied. I will even go as far to say the only SharePoint rockstar you NEED in your organization is a SharePoint admin. You can always outsource really complicated development projects or bring in a rockstar contractor every now and then to make sure you aren’t way off track in other areas. For your day-to-day sanity and to keep SharePoint running smoothly, you need an awesome Admin. Some rockstars in this category are: Ben Curry, Mike Watson, Joel Oleson, Todd Klindt, Shane Young, John Ferringer, Sean McDonough, and of course Lori Gowin. SharePoint Developer Another essential role for your SharePoint deployment is a SharePoint developer. Things do start to get a little hazy here and there are many flavors of “developers”. Are you writing custom code? using SharePoint Designer? What about SharePoint Branding?  Are all of these considered developers? I would say yes. Are they interchangeable? I’d say no. Development in SharePoint is such a large beast in itself. I would say that it’s not so large that you can’t know it all well, but it is so large that there are many people who specialize in one particular category. If you are lucky enough to have someone on staff who knows it all well, you better make sure they are well taken care of because those guys are ready-made to move over to a consulting role and charge you 3 times what you are probably paying them. :) Some of the all-around rockstars are Eric Shupps, Andrew Connell (go Razorbacks), Rob Foster, Paul Schaeflein, and Todd Bleeker SharePoint Power User/No-Code Solutions Developer These SharePoint Swiss Army Knives are essential for quick wins in your organization. These people can twist the out-of-the-box functionality to make it do things you would not even imagine. Give these guys SharePoint Designer, jQuery, InfoPath, and a little time and they will create views, dashboards, and KPI’s that will blow your mind away and give your execs the “wow” they are looking for. Not only can they deliver that wow factor, but they can mashup, merge, and really help make your SharePoint application usable and deliver an overall better user experience. Before you hand off a project to your SharePoint Custom Code developer, let one of these rockstars look at it and show you what they can do (in probably less time). I would say the second most important role you can fill in your organization is one of these guys. Rockstars in this category are Christina Wheeler, Laura Rogers, Jennifer Mason, and Mark Miller SharePoint Developer – Custom Code If you want to really integrate SharePoint into your legacy systems, or really twist it and make it bend to your will, you are going to have to open up Visual Studio and write some custom code.  Remember, SharePoint is essentially just a big, huge, ginormous .NET application, so you CAN write code to make it do ANYTHING, but do you really want to spend the time and effort to do so? At some point with every other form of SharePoint development you are going to run into SOME limitation (SPD Workflows is the big one that comes to mind). If you truly want to knock down all the walls then custom development is the way to go. PLEASE keep in mind when you are looking for a custom code developer that a .NET developer does NOT equal a SharePoint developer. Just SOME of the things these guys write are: Custom Workflows Custom Web Parts Web Service functionality Import data from legacy systems Export data to legacy systems Custom Actions Event Receivers Service Applications (2010) These guys are also the ones generally responsible for packaging everything up into solution packages (you are doing that, right?). Rockstars in this category are Phil Wicklund, Christina Wheeler, Geoff Varosky, and Brian Jackett. SharePoint Branding “But it LOOKS like SharePoint!” Somebody call the WAAAAAAAAAAAAHMbulance…   Themes, Master Pages, Page Layouts, Zones, and over 2000 styles in CSS.. these guys not only have to be comfortable with all of SharePoint’s quirks and pain points when branding, but they have to know it TWICE for publishing and non-publishing sites.  Not only that, but these guys really need to have an eye for graphic design and be able to translate the ramblings of business into something visually stunning. They also have to be comfortable with XSLT, XML, and be able to hand off what they do to your custom developers for them to package as solutions (which you are doing, right?). These rockstars include Heater Waterman, Cathy Dew, and Marcy Kellar SharePoint Architect SharePoint Architects are generally SharePoint Admins or Developers who have moved into more of a BA role? Is that fair to say? These guys really have a grasp and understanding for what SharePoint IS and what it can do. These guys help you structure your farms to meet your needs and help you design your applications the correct way. It’s always a good idea to bring in a rockstar SharePoint Architect to do a sanity check and make sure you aren’t doing anything stupid.  Most organizations probably do not have a rockstar architect on staff. These guys are generally brought in at the deployment of a farm, upgrade of a farm, or for large development projects. I personally also find architects very useful for sitting down with the business to translate their needs into what SharePoint can do. A good architect will be able to pick out what can be done out-of-the-box and what has to be custom built and hand those requirements to the development Staff. Architects can generally fill in as an admin or a developer when needed. Some rockstar architects are Rick Taylor, Dan Usher, Bill English, Spence Harbar, Neil Hodgkins, Eric Harlan, and Bjørn Furuknap. Other Roles / Specialties On top of all these other roles you also get these people who specialize in things like Reporting, BDC (BCS in 2010), Search, Performance, Security, Project Management, etc... etc... etc... Again, most organizations will not have one of these gurus on staff, they’ll just pay out the nose for them when they need them. :) SharePoint End User Everyone else in your organization that touches SharePoint falls into this category. What they actually DO in SharePoint is determined by your governance and what permissions you give these guys. Hopefully you have these guys on a fairly short leash and are NOT giving them access to tools like SharePoint Designer. Sadly end users are the ones who truly make your deployment a success by using it, but are also your biggest enemy in breaking it.  :)  We love you guys… really!!! Okay, all that’s fine and dandy, but what should MY SharePoint team look like? It depends! Okay… Are you just doing out of the box team sites with no custom development? Then you are probably fine with a great Admin team and a great No-Code Solution Development team. How many people do you need? Depends on how busy you can keep them. Sorry, can’t answer the question about numbers without knowing your specific needs. I can just tell you who you MIGHT need and what they will do for you. I’ll leave you with what my ideal SharePoint Team would look like for a particular scenario: Farm / Organization Structure Dev, QA, and 2 Production Farms. 5000 – 10000 Users Custom Development and Integration with legacy systems Team Sites, My Sites, Intranet, Document libraries and overall company collaboration Team Rockstar SharePoint Administrator 2-3 junior SharePoint Administrators SharePoint Architect / Lead Developer 2 Power User / No-Code Solution Developers 2-3 Custom Code developers Branding expert With a team of that size and skill set, they should be able to keep a substantial SharePoint deployment running smoothly and meet your business needs. This does NOT mean that you would not need to bring in contract help from time to time when you need an uber specialist in one area. Also, this team assumes there will be ongoing development for the life of your SharePoint farm. If you are just going to be doing sporadic custom development, it might make sense to partner with an awesome firm that specializes in that sort of work (I can give you the name of a couple if you are interested).  Again though, the size of your team depends on the number of requests you are receiving and how much active deployment you are doing. So, don’t bring in a team that looks like this and then yell at me because they are sitting around with nothing to do or are so overwhelmed that nothing is getting done. I do URGE you to take the proper time to asses your needs and determine what team is BEST for your organization. Also, PLEASE PLEASE PLEASE do not skimp on the talent. When it comes to SharePoint you really do get what you pay for when it comes to employees, contractors, and software.  SharePoint can become absolutely critical to your business and because you skimped on hiring a developer he created a web part that brings down the farm because he doesn’t know what he’s doing, or you hire an admin who thinks it’s fine to stick everything in the same Content Database and then can’t figure out why people are complaining. SharePoint can be an enormous blessing to an organization or it’s biggest curse. Spend the time and money to do it right, or be prepared to spending even more time and money later to fix it.

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  • Google I/O 2010 - Fireside chat with the Android team

    Google I/O 2010 - Fireside chat with the Android team Google I/O 2010 - Fireside chat with the Android team Fireside Chats The Android team with Chris DiBona moderating Pull up a chair and join the Android team at Google for a fireside chat. It's your opportunity to ask us about the platform and to tell us where you'd like to see it go in the future. For all I/O 2010 sessions, please go to code.google.com From: GoogleDevelopers Views: 303 1 ratings Time: 01:01:39 More in Science & Technology

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  • Scrum and Team Consolidation

    - by John K. Hines
    I’m still working my way through one of the more painful team consolidations of my career.  One thing that’s made it hard was my assumption that the use of Agile methods and Scrum would make everything easy.  Take three teams, make all work visible, track it, and presto: An efficient, functioning software development team. What I’ve come to realize is that the primary benefit of Scrum is that Scrum brings teams closer to their customers.  Frequent meetings, short iterations, and phased deployments are all meant to keep the customer in the loop.  It’s true that as teams become proficient with Scrum they tend to become more efficient.  But I don’t think it’s true that Scrum automatically helps people work together. Instead, Scrum can point out when teams aren’t good at working together.   And it really illustrates when teams, especially teams in sustaining mode, are reacting to their customers instead of innovating with them.  At the moment we’ve inherited a huge backlog of tools, processes, and personalities.  It’s up to us to sort them all out.  Unfortunately, after 7 &frac12; months we’re still sorting. What I’d recommend for any blended team is to look at your current product lifecycles and work on a single lifecycle for all work.  If you can’t objectively come up with one process, that’s a good indication that the new team might not be a good fit for being a single unit (which happens all the time in bigger companies).  Go ahead & self-organize into sub-teams.  Then repeat the process. If you can come up with a single process, tackle each piece and standardize all of them.  Do this as soon as possible, as it can be uncomfortable.  Standardize your requirements gathering and tracking, your exploration and technical analysis, your project planning, development standards, validation and sustaining processes.  Standardize all of it.  Make this your top priority, get it out of the way, and get back to work. Lastly, managers of blended teams should realize what I’m suggesting is a disruptive process.  But you’ve just reorganized the team is already disrupted.   Don’t pull the bandage off slowly and force the team through a prolonged transition phase, lowering their productivity over the long term.  You can role model leadership to your team and drive a true consolidation.  Destroy roadblocks, reassure those on your team who are afraid of change, and push forward to create something efficient and beautiful.  Then use Scrum to reengage your customers in a way that they’ll love. Technorati tags: Scrum Scrum Process

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  • How to recreate missing Team Foundation Server database?

    - by Amadiere
    I've been trying out TFS 2010 Beta 2 on my local machine, or at least, had installed ready to do so. I had some issues with my MSSQL2008 server so I completely uninstalled and re-installed it and that sorted it. However, I'm now in limbo with TFS. I have the software installed, but it has none of the SQL databases installed that go with it. I had no data and am not precious about how to go about it. I figure completely uninstalling and re-installing might be an idea and will most likely fix it (repair didn't work). Is there a quicker way? Is there a command line utility that I can run, or a SQL script to recreate it all?

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  • Oracle nomeada pela Forrester Leader em Enterprise Business Intelligence Platforms

    - by Paulo Folgado
    According to an October 2010 report from independent analyst firm Forrester Research, Inc., Oracle is a leader in enterprise business intelligence (BI) platforms. Forrester Research defines BI as a set of methodologies, processes, architectures, and technologies that transform raw data into meaningful and useful information, which can then be used to enable more effective strategic, tactical, and operational insights and decision-making. Written by Forrester vice president and principal analyst Boris Evelson, The Forrester Wave: Enterprise Business Intelligence Platforms, Q4 2010 states that "Oracle has built new metadata-level [Oracle Business Intelligence Enterprise Edition 11g] integration with Oracle Fusion Middleware and Oracle Fusion Applications and continues to differentiate with its versatile ROLAP engine." The report goes on, "And in addition to closing some gaps it had in 10.x versions such as lack of RIA functionality, [the Oracle Business Intelligence Enterprise Edition 11g] actually leapfrogs the competition with the Common Enterprise Information Model (CEIM)--including the ability to define actions and execute processes right from BI metadata across BI and ERP applications." "We're pleased that the Forrester Wave recognizes Oracle Business Intelligence as a leading enterprise BI platform," said Paul Rodwick, vice president of product management, Oracle Business Intelligence. Key Innovations in Oracle Business Intelligence 11g Released in August 2010, Oracle Business Intelligence 11g represents the industry's most complete, integrated, and scalable suite of BI products. Encompassing thousands of new features and enhancements, the latest release offers three key areas of innovations. * A unified environment. The industry's first unified environment for accessing and analyzing data across relational, OLAP, and XML data sources. * Enhanced usability. A new, integrated scorecard application, plus innovations in reporting, visualization, search, and collaboration. * Enhanced performance, scalability, and security. Deeper integration with Oracle Enterprise Manager 11g and other components of Oracle Fusion Middleware provide lower management costs and increased performance, scalability, and security. Read the entire Forrester Wave Report.

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  • Oracle ATG Ranked "Leader" Once Again In This Year's Gartner Magic Quadrant For E-Commerce

    - by Michael Hylton
    Oracle ATG Web Commerce is in the top portion of the Leaders quadrant once again in this year's Gartner Magic Quadrant for E-Commerce, and gained in “ability to execute” over the 2010 version. Leaders are defined in this Magic Quadrant as technology providers that demonstrate the optimal blend of insight, innovation, execution and the ability to "see around the corner." Oracle ATG Web Commerce is a Leader because it has broadened its e-commerce capabilities with multisite management, a broader range of mobile devices supported and other additions, and Gartner points out ATG’s steady growth in revenue, market share and market visibility. Gartner notes that Oracle made the announcement regarding its acquisition of ATG in November 2010 and this has helped ATG with additional sales, marketing, R&D and global partnerships.Oracle ATG's latest release, Oracle ATG Commerce 10, provides several important enhancements, including multisite management, cross-channel campaign management and support for a broader range of mobile devices, with the addition of merchandising (including updates to the user interface) and promotions applications. The Magic Quadrant focuses on e-commerce for B2B and B2C across industry verticals, including retail, manufacturing, distribution, telecommunications, publishing, media, and financial services. The product should be able to integrate with applications beyond traditional e-commerce channels to meet the emerging customer requirement to transact across channels with a seamless experience.

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  • Oracle ATG Ranked "Leader" Once Again In This Year's Gartner Magic Quadrant For E-Commerce

    - by Michael Hylton
    Oracle ATG Web Commerce is in the top portion of the Leaders quadrant once again in this year's Gartner Magic Quadrant for E-Commerce, and gained in “ability to execute” over the 2010 version. Leaders are defined in this Magic Quadrant as technology providers that demonstrate the optimal blend of insight, innovation, execution and the ability to "see around the corner." Oracle ATG Web Commerce is a Leader because it has broadened its e-commerce capabilities with multisite management, a broader range of mobile devices supported and other additions, and Gartner points out ATG’s steady growth in revenue, market share and market visibility. Gartner notes that Oracle made the announcement regarding its acquisition of ATG in November 2010 and this has helped ATG with additional sales, marketing, R&D and global partnerships.Oracle ATG's latest release, Oracle ATG Commerce 10, provides several important enhancements, including multisite management, cross-channel campaign management and support for a broader range of mobile devices, with the addition of merchandising (including updates to the user interface) and promotions applications. The Magic Quadrant focuses on e-commerce for B2B and B2C across industry verticals, including retail, manufacturing, distribution, telecommunications, publishing, media, and financial services. The product should be able to integrate with applications beyond traditional e-commerce channels to meet the emerging customer requirement to transact across channels with a seamless experience.

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  • How to build a team of people not working together?

    - by Bernd
    I am in charge of a group of about 30 software development experts and architects. While these people are co-located in the companies organization chart, they do not really feel as a team. This is due to their work enviroment: 1) The people are spread over eight locations, with a max. distance of about 1000km (this is Europe). 2) The people don't work as team but instead get called as single people (and sometimes small groups into projects for as long as the projects run. 3) Travelling is somewhat limited as this requires business reasons. Lot is done via phone. Do you have ideas or suggestions on how I could make these people feeling part of a joint organization where they support others and get supported by others. So that they get to know their peers, build a network, informally exchange information? So that they generally get the feeling of having common ground and derive motivation and job satisfaction?

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  • A colourblind member of our team...

    - by dbramhall
    We rely a lot on colour within our code within our team to outline features that need working on and what needs attention, we we think can be improved (we mainly colour the line of the code) for the application we're developing, however we have a close friend that is colourblind and he wants to join our team despite our heavily reliance on colour. Do you have any other recommendations as to how a team can highlight what needs work on without the use of colour - our team is about 25 people that are all accustom to the line colouring system and we have found it be most efficient.

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