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Applications: How to create a custom dialog box for Windows Mobile 6 (native)

- by TechTwaddle

Ashraf, on the MSDN forum, asks, “Is there a way to make a default choice for the messagebox that happens after a period of time if the user doesn't choose (Clicked ) Yes or No buttons.” To elaborate, the requirement is to show a message box to the user with certain options to select, and if the user does not respond within a predefined time limit (say 8 seconds) then the message box must dismiss itself and select a default option. Now such a functionality is not available with the MessageBox() api, you will have to write your own custom dialog box. Surely, creating a dialog box is quite a simple task using the DialogBox() api, and we have been creating full screen dialog boxes all the while. So how will this custom message box be any different? It’s not much different from a regular dialog box except for a few changes in its properties. First, it has a title bar but no buttons on the title bar (no ‘x’ or ‘ok’ button on the title bar), it doesn’t occupy full screen and it contains the controls that you put into it, thus justifying the title ‘custom’. So in this post we create a custom dialog box with two buttons, ‘Black’ and ‘White’. The user is given 8 seconds to select one of those colours, if the user doesn’t make a selection in 8 seconds, the default option ‘Black’ is selected. Before going into the implementation here is a video of how the dialog box works; Custom dialog box To start off, add a new dialog resource into your application, size it appropriately and add whatever controls you need to the dialog. In my case, I added two static text labels and two buttons, as below; Now we need to write up the window procedure for this dialog, here is the complete function; BOOL CALLBACK CustomDialogProc(HWND hDlg, UINT uMessage, WPARAM wParam, LPARAM lParam) { int wmID, wmEvent; PAINTSTRUCT ps; HDC hdc; static int timeCount = 0; switch(uMessage) { case WM_INITDIALOG: { SHINITDLGINFO shidi; memset(&shidi, 0, sizeof(shidi)); shidi.dwMask = SHIDIM_FLAGS; //shidi.dwFlags = SHIDIF_DONEBUTTON | SHIDIF_SIPDOWN | SHIDIF_SIZEDLGFULLSCREEN | SHIDIF_EMPTYMENU; shidi.dwFlags = SHIDIF_SIPDOWN | SHIDIF_EMPTYMENU; shidi.hDlg = hDlg; SHInitDialog(&shidi); SHDoneButton(hDlg, SHDB_HIDE); timeCount = 0; SetWindowText(GetDlgItem(hDlg, IDC_STATIC_TIME_REMAINING), L"Time remaining: 8 second(s)"); SetTimer(hDlg, MY_TIMER, 1000, NULL); } return TRUE; case WM_COMMAND: { wmID = LOWORD(wParam); wmEvent = HIWORD(wParam); switch(wmID) { case IDC_BUTTON_BLACK: KillTimer(hDlg, MY_TIMER); EndDialog(hDlg, IDC_BUTTON_BLACK); break; case IDC_BUTTON_WHITE: KillTimer(hDlg, MY_TIMER); EndDialog(hDlg, IDC_BUTTON_WHITE); break; } } break; case WM_TIMER: { if (wParam == MY_TIMER) { WCHAR wszText[128]; memset(&wszText, 0, sizeof(wszText)); timeCount++; //8 seconds are over, dismiss the dialog, select def value if (timeCount >= 8) { KillTimer(hDlg, MY_TIMER); EndDialog(hDlg, IDC_BUTTON_BLACK_DEF); } wsprintf(wszText, L"Time remaining: %d second(s)", 8-timeCount); SetWindowText(GetDlgItem(hDlg, IDC_STATIC_TIME_REMAINING), wszText); UpdateWindow(GetDlgItem(hDlg, IDC_STATIC_TIME_REMAINING)); } } break; case WM_PAINT: { hdc = BeginPaint(hDlg, &ps); EndPaint(hDlg, &ps); } break; } return FALSE; } The MSDN documentation mentions that you need to specify the flag WS_NONAVDONEBUTTON, but I got an error saying that the value could not be found, so we can ignore this for now. Next up, while calling SHInitDialog() for your custom dialog, make sure that you don’t specify SHDIF_DONEBUTTON in the dwFlags member of the SHINITDIALOG structure, this member makes the ‘ok’ button appear on the dialog title bar. Finally, we need to call SHDoneButton() with SHDB_HIDE flag to, well, hide the Done button. The ‘Done’ button is the same as the ‘ok’ button, so this step might seem redundant, and the dialog works fine without calling SHDoneButton() too, but it’s better to stick with the documentation (; So you can see that we have followed all these steps above, under WM_INITDIALOG. We also setup a few things like a variable to keep track of the time, and setting off a one second timer. Every time the timer fires, we receive a WM_TIMER message. We then update the static label displaying the amount of time left to the user. If 8 seconds go by without the user selecting any option, we kill the timer and end the dialog with IDC_BUTTON_BLACK_DEF. This is just a #define’d integer value, make sure it’s unique. You’ll see why this is important. If the user makes a selection, either Black or White, we kill the timer and end the dialog with corresponding selection the user made, that is, either IDC_BUTTON_BLACK or IDC_BUTTON_WHITE. Ok, so now our custom dialog is ready to be used. I invoke the custom dialog from a menu entry in the main windows as below, case IDM_MENU_CUSTOMDLG: { int ret = DialogBox(g_hInst, MAKEINTRESOURCE(IDD_CUSTOM_DIALOG), hWnd, CustomDialogProc); switch(ret) { case IDC_BUTTON_BLACK_DEF: SetWindowText(g_hStaticSelection, L"You Selected: Black (default)"); break; case IDC_BUTTON_BLACK: SetWindowText(g_hStaticSelection, L"You Selected: Black"); break; case IDC_BUTTON_WHITE: SetWindowText(g_hStaticSelection, L"You Selected: White"); break; } UpdateWindow(g_hStaticSelection); } break; So you see why ending the dialog with the corresponding value was important, that’s what the DialogBox() api returns with. And in the main window I update a static text label to show which option was selected. I cranked this out in about an hour, and unfortunately don’t have time for a managed C# version. That will have to be another post, if I manage to get it working that is (;

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xml file save/read error (making a highscore system for XNA game)

- by Eddy

i get an error after i write player name to the file for second or third time (An unhandled exception of type 'System.InvalidOperationException' occurred in System.Xml.dll Additional information: There is an error in XML document (18, 17).) (in highscores load method In data = (HighScoreData)serializer.Deserialize(stream); it stops) the problem is that some how it adds additional "" at the end of my .dat file could anyone tell me how to fix this? the file before save looks: <?xml version="1.0"?> <HighScoreData xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xmlns:xsd="http://www.w3.org/2001/XMLSchema"> <PlayerName> <string>neil</string> <string>shawn</string> <string>mark</string> <string>cindy</string> <string>sam</string> </PlayerName> <Score> <int>200</int> <int>180</int> <int>150</int> <int>100</int> <int>50</int> </Score> <Count>5</Count> </HighScoreData> the file after save looks: <?xml version="1.0"?> <HighScoreData xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xmlns:xsd="http://www.w3.org/2001/XMLSchema"> <PlayerName> <string>Nick</string> <string>Nick</string> <string>neil</string> <string>shawn</string> <string>mark</string> </PlayerName> <Score> <int>210</int> <int>210</int> <int>200</int> <int>180</int> <int>150</int> </Score> <Count>5</Count> </HighScoreData>> the part of my code that does all of save load to xml is: DECLARATIONS PART [Serializable] public struct HighScoreData { public string[] PlayerName; public int[] Score; public int Count; public HighScoreData(int count) { PlayerName = new string[count]; Score = new int[count]; Count = count; } } IAsyncResult result = null; bool inputName; HighScoreData data; int Score = 0; public string NAME; public string HighScoresFilename = "highscores.dat"; Game1 constructor public Game1() { graphics = new GraphicsDeviceManager(this); Content.RootDirectory = "Content"; Width = graphics.PreferredBackBufferWidth = 960; Height = graphics.PreferredBackBufferHeight =640; GamerServicesComponent GSC = new GamerServicesComponent(this); Components.Add(GSC); } Inicialize function (end of it) protected override void Initialize() { //other game code base.Initialize(); string fullpath =Path.Combine(HighScoresFilename); if (!File.Exists(fullpath)) { //If the file doesn't exist, make a fake one... // Create the data to save data = new HighScoreData(5); data.PlayerName[0] = "neil"; data.Score[0] = 200; data.PlayerName[1] = "shawn"; data.Score[1] = 180; data.PlayerName[2] = "mark"; data.Score[2] = 150; data.PlayerName[3] = "cindy"; data.Score[3] = 100; data.PlayerName[4] = "sam"; data.Score[4] = 50; SaveHighScores(data, HighScoresFilename); } } all methods for loading saving and output public static void SaveHighScores(HighScoreData data, string filename) { // Get the path of the save game string fullpath = Path.Combine("highscores.dat"); // Open the file, creating it if necessary FileStream stream = File.Open(fullpath, FileMode.OpenOrCreate); try { // Convert the object to XML data and put it in the stream XmlSerializer serializer = new XmlSerializer(typeof(HighScoreData)); serializer.Serialize(stream, data); } finally { // Close the file stream.Close(); } } /* Load highscores */ public static HighScoreData LoadHighScores(string filename) { HighScoreData data; // Get the path of the save game string fullpath = Path.Combine("highscores.dat"); // Open the file FileStream stream = File.Open(fullpath, FileMode.OpenOrCreate, FileAccess.Read); try { // Read the data from the file XmlSerializer serializer = new XmlSerializer(typeof(HighScoreData)); data = (HighScoreData)serializer.Deserialize(stream);//this is the line // where program gives an error } finally { // Close the file stream.Close(); } return (data); } /* Save player highscore when game ends */ private void SaveHighScore() { // Create the data to saved HighScoreData data = LoadHighScores(HighScoresFilename); int scoreIndex = -1; for (int i = 0; i < data.Count ; i++) { if (Score > data.Score[i]) { scoreIndex = i; break; } } if (scoreIndex > -1) { //New high score found ... do swaps for (int i = data.Count - 1; i > scoreIndex; i--) { data.PlayerName[i] = data.PlayerName[i - 1]; data.Score[i] = data.Score[i - 1]; } data.PlayerName[scoreIndex] = NAME; //Retrieve User Name Here data.Score[scoreIndex] = Score; // Retrieve score here SaveHighScores(data, HighScoresFilename); } } /* Iterate through data if highscore is called and make the string to be saved*/ public string makeHighScoreString() { // Create the data to save HighScoreData data2 = LoadHighScores(HighScoresFilename); // Create scoreBoardString string scoreBoardString = "Highscores:\n\n"; for (int i = 0; i<5;i++) { scoreBoardString = scoreBoardString + data2.PlayerName[i] + "-" + data2.Score[i] + "\n"; } return scoreBoardString; } when ill make this work i will start this code when i call game over (now i start it when i press some buttons, so i could test it faster) public void InputYourName() { if (result == null && !Guide.IsVisible) { string title = "Name"; string description = "Write your name in order to save your Score"; string defaultText = "Nick"; PlayerIndex playerIndex = new PlayerIndex(); result= Guide.BeginShowKeyboardInput(playerIndex, title, description, defaultText, null, null); // NAME = result.ToString(); } if (result != null && result.IsCompleted) { NAME = Guide.EndShowKeyboardInput(result); result = null; inputName = false; SaveHighScore(); } } this where i call output to the screen (ill call this in highscores meniu section when i am done with debugging) spriteBatch.DrawString(Font1, "" + makeHighScoreString(),new Vector2(500,200), Color.White); }

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Anatomy of a .NET Assembly - CLR metadata 1

- by Simon Cooper

Before we look at the bytes comprising the CLR-specific data inside an assembly, we first need to understand the logical format of the metadata (For this post I only be looking at simple pure-IL assemblies; mixed-mode assemblies & other things complicates things quite a bit). Metadata streams Most of the CLR-specific data inside an assembly is inside one of 5 streams, which are analogous to the sections in a PE file. The name of each section in a PE file starts with a ., and the name of each stream in the CLR metadata starts with a #. All but one of the streams are heaps, which store unstructured binary data. The predefined streams are: #~ Also called the metadata stream, this stream stores all the information on the types, methods, fields, properties and events in the assembly. Unlike the other streams, the metadata stream has predefined contents & structure. #Strings This heap is where all the namespace, type & member names are stored. It is referenced extensively from the #~ stream, as we'll be looking at later. #US Also known as the user string heap, this stream stores all the strings used in code directly. All the strings you embed in your source code end up in here. This stream is only referenced from method bodies. #GUID This heap exclusively stores GUIDs used throughout the assembly. #Blob This heap is for storing pure binary data - method signatures, generic instantiations, that sort of thing. Items inside the heaps (#Strings, #US, #GUID and #Blob) are indexed using a simple binary offset from the start of the heap. At that offset is a coded integer giving the length of that item, then the item's bytes immediately follow. The #GUID stream is slightly different, in that GUIDs are all 16 bytes long, so a length isn't required. Metadata tables The #~ stream contains all the assembly metadata. The metadata is organised into 45 tables, which are binary arrays of predefined structures containing information on various aspects of the metadata. Each entry in a table is called a row, and the rows are simply concatentated together in the file on disk. For example, each row in the TypeRef table contains: A reference to where the type is defined (most of the time, a row in the AssemblyRef table). An offset into the #Strings heap with the name of the type An offset into the #Strings heap with the namespace of the type. in that order. The important tables are (with their table number in hex): 0x2: TypeDef 0x4: FieldDef 0x6: MethodDef 0x14: EventDef 0x17: PropertyDef Contains basic information on all the types, fields, methods, events and properties defined in the assembly. 0x1: TypeRef The details of all the referenced types defined in other assemblies. 0xa: MemberRef The details of all the referenced members of types defined in other assemblies. 0x9: InterfaceImpl Links the types defined in the assembly with the interfaces that type implements. 0xc: CustomAttribute Contains information on all the attributes applied to elements in this assembly, from method parameters to the assembly itself. 0x18: MethodSemantics Links properties and events with the methods that comprise the get/set or add/remove methods of the property or method. 0x1b: TypeSpec 0x2b: MethodSpec These tables provide instantiations of generic types and methods for each usage within the assembly. There are several ways to reference a single row within a table. The simplest is to simply specify the 1-based row index (RID). The indexes are 1-based so a value of 0 can represent 'null'. In this case, which table the row index refers to is inferred from the context. If the table can't be determined from the context, then a particular row is specified using a token. This is a 4-byte value with the most significant byte specifying the table, and the other 3 specifying the 1-based RID within that table. This is generally how a metadata table row is referenced from the instruction stream in method bodies. The third way is to use a coded token, which we will look at in the next post. So, back to the bytes Now we've got a rough idea of how the metadata is logically arranged, we can now look at the bytes comprising the start of the CLR data within an assembly: The first 8 bytes of the .text section are used by the CLR loader stub. After that, the CLR-specific data starts with the CLI header. I've highlighted the important bytes in the diagram. In order, they are: The size of the header. As the header is a fixed size, this is always 0x48. The CLR major version. This is always 2, even for .NET 4 assemblies. The CLR minor version. This is always 5, even for .NET 4 assemblies, and seems to be ignored by the runtime. The RVA and size of the metadata header. In the diagram, the RVA 0x20e4 corresponds to the file offset 0x2e4 Various flags specifying if this assembly is pure-IL, whether it is strong name signed, and whether it should be run as 32-bit (this is how the CLR differentiates between x86 and AnyCPU assemblies). A token pointing to the entrypoint of the assembly. In this case, 06 (the last byte) refers to the MethodDef table, and 01 00 00 refers to to the first row in that table. (after a gap) RVA of the strong name signature hash, which comes straight after the CLI header. The RVA 0x2050 corresponds to file offset 0x250. The rest of the CLI header is mainly used in mixed-mode assemblies, and so is zeroed in this pure-IL assembly. After the CLI header comes the strong name hash, which is a SHA-1 hash of the assembly using the strong name key. After that comes the bodies of all the methods in the assembly concatentated together. Each method body starts off with a header, which I'll be looking at later. As you can see, this is a very small assembly with only 2 methods (an instance constructor and a Main method). After that, near the end of the .text section, comes the metadata, containing a metadata header and the 5 streams discussed above. We'll be looking at this in the next post. Conclusion The CLI header data doesn't have much to it, but we've covered some concepts that will be important in later posts - the logical structure of the CLR metadata and the overall layout of CLR data within the .text section. Next, I'll have a look at the contents of the #~ stream, and how the table data is arranged on disk.

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PowerShell Script to Enumerate SharePoint 2010 or 2013 Permissions and Active Directory Group Membership

- by Brian T. Jackett

Originally posted on: http://geekswithblogs.net/bjackett/archive/2013/07/01/powershell-script-to-enumerate-sharepoint-2010-or-2013-permissions-and.aspx In this post I will present a script to enumerate SharePoint 2010 or 2013 permissions across the entire farm down to the site (SPWeb) level. As a bonus this script also recursively expands the membership of any Active Directory (AD) group including nested groups which you wouldn’t be able to find through the SharePoint UI. History Back in 2009 (over 4 years ago now) I published one my most read blog posts about enumerating SharePoint 2007 permissions. I finally got around to updating that script to remove deprecated APIs, supporting the SharePoint 2010 commandlets, and fixing a few bugs. There are 2 things that script did that I had to remove due to major architectural or procedural changes in the script. Indenting the XML output Ability to search for a specific user I plan to add back the ability to search for a specific user but wanted to get this version published first. As for indenting the XML that could be added but would take some effort. If there is user demand for it (let me know in the comments or email me using the contact button at top of blog) I’ll move it up in priorities. As a side note you may also notice that I’m not using the Active Directory commandlets. This was a conscious decision since not all environments have them available. Instead I’m relying on the older [ADSI] type accelerator and APIs. It does add a significant amount of code to the script but it is necessary for compatibility. Hopefully in a few years if I need to update again I can remove that legacy code. Solution Below is the script to enumerate SharePoint 2010 and 2013 permissions down to site level. You can also download it from my SkyDrive account or my posting on the TechNet Script Center Repository. SkyDrive TechNet Script Center Repository http://gallery.technet.microsoft.com/scriptcenter/Enumerate-SharePoint-2010-35976bdb 001 002 003 004 005 006 007 008 009 010 011 012 013 014 015 016 017 018 019 020 021 022 023 024 025 026 027 028 029 030 031 032 033 034 035 036 037 038 039 040 041 042 043 044 045 046 047 048 049 050 051 052 053 054 055 056 057 058 059 060 061 062 063 064 065 066 067 068 069 070 071 072 073 074 075 076 077 078 079 080 081 082 083 084 085 086 087 088 089 090 091 092 093 094 095 096 097 098 099 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 ########################################################### #DisplaySPWebApp8.ps1 # #Author: Brian T. Jackett #Last Modified Date: 2013-07-01 # #Traverse the entire web app site by site to display # hierarchy and users with permissions to site. ########################################################### function Expand-ADGroupMembership { Param ( [Parameter(Mandatory=$true, Position=0)] [string] $ADGroupName, [Parameter(Position=1)] [string] $RoleBinding ) Process { $roleBindingText = "" if(-not [string]::IsNullOrEmpty($RoleBinding)) { $roleBindingText = " RoleBindings=`"$roleBindings`"" } Write-Output "<ADGroup Name=`"$($ADGroupName)`"$roleBindingText>" $domain = $ADGroupName.substring(0, $ADGroupName.IndexOf("\") + 1) $groupName = $ADGroupName.Remove(0, $ADGroupName.IndexOf("\") + 1) #BEGIN - CODE ADAPTED FROM SCRIPT CENTER SAMPLE CODE REPOSITORY #http://www.microsoft.com/technet/scriptcenter/scripts/powershell/search/users/srch106.mspx #GET AD GROUP FROM DIRECTORY SERVICES SEARCH $strFilter = "(&(objectCategory=Group)(name="+($groupName)+"))" $objDomain = New-Object System.DirectoryServices.DirectoryEntry $objSearcher = New-Object System.DirectoryServices.DirectorySearcher $objSearcher.SearchRoot = $objDomain $objSearcher.Filter = $strFilter # specify properties to be returned $colProplist = ("name","member","objectclass") foreach ($i in $colPropList) { $catcher = $objSearcher.PropertiesToLoad.Add($i) } $colResults = $objSearcher.FindAll() #END - CODE ADAPTED FROM SCRIPT CENTER SAMPLE CODE REPOSITORY foreach ($objResult in $colResults) { if($objResult.Properties["Member"] -ne $null) { foreach ($member in $objResult.Properties["Member"]) { $indMember = [adsi] "LDAP://$member" $fullMemberName = $domain + ($indMember.Name) #if($indMember["objectclass"] # if child AD group continue down chain if(($indMember | Select-Object -ExpandProperty objectclass) -contains "group") { Expand-ADGroupMembership -ADGroupName $fullMemberName } elseif(($indMember | Select-Object -ExpandProperty objectclass) -contains "user") { Write-Output "<ADUser>$fullMemberName</ADUser>" } } } } Write-Output "</ADGroup>" } } #end Expand-ADGroupMembership # main portion of script if((Get-PSSnapin -Name microsoft.sharepoint.powershell) -eq $null) { Add-PSSnapin Microsoft.SharePoint.PowerShell } $farm = Get-SPFarm Write-Output "<Farm Guid=`"$($farm.Id)`">" $webApps = Get-SPWebApplication foreach($webApp in $webApps) { Write-Output "<WebApplication URL=`"$($webApp.URL)`" Name=`"$($webApp.Name)`">" foreach($site in $webApp.Sites) { Write-Output "<SiteCollection URL=`"$($site.URL)`">" foreach($web in $site.AllWebs) { Write-Output "<Site URL=`"$($web.URL)`">" # if site inherits permissions from parent then stop processing if($web.HasUniqueRoleAssignments -eq $false) { Write-Output "" } # else site has unique permissions else { foreach($assignment in $web.RoleAssignments) { if(-not [string]::IsNullOrEmpty($assignment.Member.Xml)) { $roleBindings = ($assignment.RoleDefinitionBindings | Select-Object -ExpandProperty name) -join "," # check if assignment is SharePoint Group if($assignment.Member.XML.StartsWith('<Group') -eq "True") { Write-Output "<SPGroup Name=`"$($assignment.Member.Name)`" RoleBindings=`"$roleBindings`">" foreach($SPGroupMember in $assignment.Member.Users) { # if SharePoint group member is an AD Group if($SPGroupMember.IsDomainGroup) { Expand-ADGroupMembership -ADGroupName $SPGroupMember.Name } # else SharePoint group member is an AD User else { # remove claim portion of user login #Write-Output "<ADUser>$($SPGroupMember.UserLogin.Remove(0,$SPGroupMember.UserLogin.IndexOf("|") + 1))</ADUser>" Write-Output "<ADUser>$($SPGroupMember.UserLogin)</ADUser>" } } Write-Output "</SPGroup>" } # else an indivdually listed AD group or user else { if($assignment.Member.IsDomainGroup) { Expand-ADGroupMembership -ADGroupName $assignment.Member.Name -RoleBinding $roleBindings } else { # remove claim portion of user login #Write-Output "<ADUser>$($assignment.Member.UserLogin.Remove(0,$assignment.Member.UserLogin.IndexOf("|") + 1))</ADUser>" Write-Output "<ADUser RoleBindings=`"$roleBindings`">$($assignment.Member.UserLogin)</ADUser>" } } } } } Write-Output "</Site>" $web.Dispose() } Write-Output "</SiteCollection>" $site.Dispose() } Write-Output "</WebApplication>" } Write-Output "</Farm>" The output from the script can be sent to an XML which you can then explore using the [XML] type accelerator. This lets you explore the XML structure however you see fit. See the screenshot below for an example. If you do view the XML output through a text editor (Notepad++ for me) notice the format. Below we see a SharePoint site that has a SharePoint group Demo Members with Edit permissions assigned. Demo Members has an AD group corp\developers as a member. corp\developers has a child AD group called corp\DevelopersSub with 1 AD user in that sub group. As you can see the script recursively expands the AD hierarchy. Conclusion It took me 4 years to finally update this script but I‘m happy to get this published. I was able to fix a number of errors and smooth out some rough edges. I plan to develop this into a more full fledged tool over the next year with more features and flexibility (copy permissions, search for individual user or group, optional enumerate lists / items, etc.). If you have any feedback, feature requests, or issues running it please let me know. Enjoy the script! -Frog Out

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Getting your bearings and defining the project objective

- by johndoucette

I wrote this two years ago and thought it was worth posting… Some may think this is a daunting task and some may even say “what a waste of time” and want to open MS Project and start typing out tasks because someone asked for an estimate and a task list. Hell, maybe you even use Excel and pump out a spreadsheet with some real scientific formula for guessing how long it will take to code a bunch of classes. However, this short exercise will provide the basis for the entire project, whether small or large and be a great friend when communicating to anyone on your team or even your client. I call this the Project Brief. If you find yourself going beyond a single page, then you must decompose the sections and summarize your findings so there is a complete and clear picture of the project you are working on in a relatively short statement. Here is a great quote from the PMBOK (Project Management Body of Knowledge) relative to what a project is; A project is a temporary endeavor undertaken to create a unique product, service or result. With this in mind, the project brief should encompass the entirety (objective) of the endeavor in its explanation and what it will take (goals) to create the product, service or result (deliverables). Normally the process of identifying the project objective is done during the first stage of a project called the Project Kickoff, but you can perform this very important step anytime to help you get a bearing. There are many more parts to helping a project stay on course, but this is usually the foundation where it can be grounded on. Through a series of 3 exercises, you should be able to come up with the objective, goals and deliverables on your project. Follow these steps, and in no time (about ½ hour), you will have the foundation of your project plan. (See examples below) Exercise 1 – Objectives Begin with the end in mind. Think about your project in business terms with a couple things to help you understand the objective; Reference the business benefit in terms of cost, speed and / or quality, Provide a higher level of what the outcome will look like (future sense) It should be non-measurable, that’s what the goals are all about The output should be a single paragraph with three sentences and take 10 minutes to write. *Typically, agreement must be reached on the objectives of the project before you would proceed to the next steps of the project. Exercise 2 – Goals A project goal is a statement that answers questions about who, what, why, where and when. A good project goal statement; Answers the five “W” questions for the project Is measurable in each of its parts Is published and agreed on by all the owners This helps the Project Manager receive confirmation on defining the project target. Using the established project objective done in the first exercise, think about the things it will take to get the job done. Think about tangible activities which are the top level tasks in a typical Work Breakdown Structure (WBS). The overall goal statement plus all the deliverables (next exercise) can be seen as the project team’s contract with the project owners. Write 3 - 5 goals in about 10 minutes. You should not write the words “Who, what, why, where and when, but merely be able to answer the questions when you read a goal. Exercise 3 – Deliverables Every project creates some type of output and these outputs are called deliverables. There are two classes of deliverables; Internal – produced for project team members to meet their goals External – produced for project owners to meet their expectations The list you enter here provides a checklist for the team’s delivery and/or is a statement of all the expectations of the project owners. Here are some typical project deliverables; Product and product documentation End product/system Requirements/feature documents Installation guides Demo/prototype System design documents User guides/help files Plans Project plan Training plan Conversion/installation/delivery plan Test plans Documentation plan Communication plan Reports and general documentation Progress reports System acceptance tests Outstanding bug list Procedures Risk and issue logs Project history Deliverables should go with each of the goals. Have 3-5 deliverables for each goal. When you are done, you will have established a great foundation for the clarity of your project. This exercise can take some time, but with practice, you should be able to whip this one out in 10 minutes as well, especially if you are intimate with an ongoing project. Samples Objective [Client] is implementing a series of MOSS sites to support external public (Internet), internal employee (Intranet) and an external secure (password protected Internet) applications. This project will focus on the public-facing web site and will provide [Client] with architectural recommendations based on the current design being done by their design partner [Partner] and the internal Content Team. In addition, it will provide [Client] with a development plan and confidence they need to deploy a world class public Internet website. Goals 1. [Consultant] will provide technical guidance and set project team expectations for the implementation of the MOSS Internet site based on provided features/functions within three weeks. 2. [Consultant] will understand phase 2 secure password-protected Internet site design and provide recommendations. Deliverables 1.1 Public Internet (unsecure) Architectural Recommendation Plan 1.2 Physical Site construction Work Breakdown Structure and plan (Time, cost and resources needed) 2.1 Two Factor authentication recommendation document Objective [Client] is currently using an application developed by [Consultant] many years ago called "XXX". This application, although functional, does not meet their new updated business requirements and contains a few defects which [Client] has developed work-around processes. [Client] would like to have a "new and improved" system to support their membership management needs by expanding membership and subscription capabilities, provide accounting integration with internal (GL) and external (VeriSign) systems, and implement hooks to the current CRM solution. This effort will take place through a series of phases, beginning with envisioning. Goals 1. Through discussions with users, [Consultant] will discover current issues/bugs which need to be resolved which must meet the current functionality requirements within three weeks. 2. [Consultant] will gather requirements from the users about what is "needed" vs. "what they have" for enhancements and provide a high level document supporting their needs. 3. [Consultant] will meet with the team members through a series of meetings and help define the overall project plan to deliver a new and improved solution. Deliverables 1.1 Prioritized list of Current application issues/bugs that need to be resolved 1.2 Provide a resolution plan on the issues/bugs identified in the current application 1.3 Risk Assessment Document 2.1 Deliver a Requirements Document showing high-level [Client] needs for the new XXX application. · New feature functionality not in the application today · Existing functionality that will remain in the new functionality 2.2 Reporting Requirements Document 3.1 A Project Plan showing the deliverables and cost for the next (second) phase of this project. 3.2 A Statement of Work for the next (second) phase of this project. 3.3 An Estimate of any work that would need to follow the second phase.

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People, Process & Engagement: WebCenter Partner Keste

- by Michael Snow

v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} Within the WebCenter group here at Oracle, discussions about people, process and engagement cross over many vertical industries and products. Amidst our growing partner ecosystem, the community provides us insight into great customer use cases every day. Such is the case with our partner, Keste, who provides us a guest post on our blog today with an overview of their innovative solution for a customer in the transportation industry. Keste is an Oracle software solutions and development company headquartered in Dallas, Texas. As a Platinum member of the Oracle® PartnerNetwork, Keste designs, develops and deploys custom solutions that automate complex business processes. Seamless Customer Self-Service Experience in the Trucking Industry with Oracle WebCenter Portal Keste, Oracle Platinum Partner Customer Overview Omnitracs, Inc., a Qualcomm company provides mobility solutions for trucking fleets to companies in the transportation industry. Omnitracs’ mobility services include basic communications such as text as well as advanced monitoring services such as GPS tracking, temperature tracking of perishable goods, load tracking and weighting distribution, and many others. Customer Business Needs Already the leading provider of mobility solutions for large trucking fleets, they chose to target smaller trucking fleets as new customers. However their existing high-touch customer support method would not be a cost effective or scalable method to manage and service these smaller customers. Omnitracs needed to provide several self-service features to make customer support more scalable while keeping customer satisfaction levels high and the costs manageable. The solution also had to be very intuitive and easy to use. The systems that Omnitracs sells to these trucking customers require professional installation and smaller customers need to track and schedule the installation. Information captured in Oracle eBusiness Suite needed to be readily available for new customers to track these purchases and delivery details. Omnitracs wanted a high impact User Interface to significantly improve customer experience with the ability to integrate with EBS, provisioning systems as well as CRM systems that were already implemented. Omnitracs also wanted to build an architecture platform that could potentially be extended to other Portals. Omnitracs’ stated goal was to deliver an “eBay-like” or “Amazon-like” experience for all of their customers so that they could reach a much broader market beyond their large company customer base. Solution Overview In order to manage the increased complexity, the growing support needs of global customers and improve overall product time-to-market in a cost-effective manner, IT began to deliver a self-service model. This self service model not only transformed numerous business processes but is also allowing the business to keep up with the growing demands of the (internal and external) customers. This solution was a customer service Portal that provided self service capabilities for large and small customers alike for Activation of mobility products, managing add-on applications for the devices (much like the Apple App Store), transferring services when trucks are sold to other companies as well as deactivation all without the involvement of a call service agent or sending multiple emails to different Omnitracs contacts. This is a conceptual view of the Customer Portal showing the details of the components that make up the solution. 12.00 The portal application for transactions was entirely built using ADF 11g R2. Omnitracs’ business had a pressing requirement to have a portal available 24/7 for its customers. Since there were interactions with EBS in the back-end, the downtimes on the EBS would negate this availability. Omnitracs devised a decoupling strategy at the database side for the EBS data. The decoupling of the database was done using Oracle Data Guard and completely insulated the solution from any eBusiness Suite down time. The customer has no knowledge whether eBS is running or not. Here are two sample screenshots of the portal application built in Oracle ADF. Customer Benefits The Customer Portal not only provided the scalability to grow the business but also provided the seamless integration with other disparate applications. Some of the key benefits are: Improved Customer Experience: With a modern look and feel and a Portal that has the aspects of an App Store, the customer experience was significantly improved. Page response times went from several seconds to sub-second for all of the pages. Enabled new product launches: After successfully dominating the large fleet market, Omnitracs now has a scalable solution to sell and manage smaller fleet customers giving them a huge advantage over their nearest competitors. Dozens of new customers have been acquired via this portal through an onboarding process that now takes minutes Seamless Integrations Improves Customer Support: ADF 11gR2 allowed Omnitracs to bring a diverse list of applications into one integrated solution. This provided a seamless experience for customers to route them from Marketing focused application to a customer-oriented portal. Internally, it also allowed Sales Representatives to have an integrated flow for taking a prospect through the various steps to onboard them as a customer. Key integrations included: Unity Core Salesforce.com Merchant e-Solution for credit card Custom Omnitracs Applications like CUPS and AUTO Security utilizing OID and OVD Back end integration with EBS (Data Guard) and iQ Database Business Impact Significant business impacts were realized through the launch of customer portal. It not only allows the business to push through in underserved segments, but also reduces the time it needs to spend on customer support—allowing the business to focus more on sales and identifying the market for new products. Some of the Immediate Benefits are The entire onboarding process is now completely automated and now completes in minutes. This represents an 85% productivity improvement over their previous processes. And it was 160 times faster! With the success of this self-service solution, the business is now targeting about 3X customer growth in the next five years. This represents a tripling of their overall customer base and significant downstream revenue for the ongoing services. 90%+ improvement of customer onboarding and management process by utilizing, single sign on integration using OID/OAM solution, performance improvements and new self-service functionality Unified login for all Customers, Partners and Internal Users enables login to a common portal and seamless access to all other integrated applications targeted at the respective audience Significantly improved customer experience with a better look and feel with a more user experience focused Portal screens. Helped sales of the new product by having an easy way of ordering and activating the product. Data Guard helped increase availability of the Portal to 99%+ and make it independent of EBS downtime. This gave customers the feel of high availability of the portal application. Some of the anticipated longer term Benefits are: Platform that can be leveraged to launch any new product introduction and enable all product teams to reach new customers and new markets Easy integration with content management to allow business owners more control of the product catalog Overall reduced TCO with standardization of the Oracle platform Managed IT support cost savings through optimization of technology skills needed to support and modify this solution ------------------------------------------------------------ 12.00 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-family:"Times New Roman","serif";}

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Building dynamic OLAP data marts on-the-fly

- by DrJohn

At the forthcoming SQLBits conference, I will be presenting a session on how to dynamically build an OLAP data mart on-the-fly. This blog entry is intended to clarify exactly what I mean by an OLAP data mart, why you may need to build them on-the-fly and finally outline the steps needed to build them dynamically. In subsequent blog entries, I will present exactly how to implement some of the techniques involved. What is an OLAP data mart? In data warehousing parlance, a data mart is a subset of the overall corporate data provided to business users to meet specific business needs. Of course, the term does not specify the technology involved, so I coined the term "OLAP data mart" to identify a subset of data which is delivered in the form of an OLAP cube which may be accompanied by the relational database upon which it was built. To clarify, the relational database is specifically create and loaded with the subset of data and then the OLAP cube is built and processed to make the data available to the end-users via standard OLAP client tools. Why build OLAP data marts? Market research companies sell data to their clients to make money. To gain competitive advantage, market research providers like to "add value" to their data by providing systems that enhance analytics, thereby allowing clients to make best use of the data. As such, OLAP cubes have become a standard way of delivering added value to clients. They can be built on-the-fly to hold specific data sets and meet particular needs and then hosted on a secure intranet site for remote access, or shipped to clients' own infrastructure for hosting. Even better, they support a wide range of different tools for analytical purposes, including the ever popular Microsoft Excel. Extension Attributes: The Challenge One of the key challenges in building multiple OLAP data marts based on the same 'template' is handling extension attributes. These are attributes that meet the client's specific reporting needs, but do not form part of the standard template. Now clearly, these extension attributes have to come into the system via additional files and ultimately be added to relational tables so they can end up in the OLAP cube. However, processing these files and filling dynamically altered tables with SSIS is a challenge as SSIS packages tend to break as soon as the database schema changes. There are two approaches to this: (1) dynamically build an SSIS package in memory to match the new database schema using C#, or (2) have the extension attributes provided as name/value pairs so the file's schema does not change and can easily be loaded using SSIS. The problem with the first approach is the complexity of writing an awful lot of complex C# code. The problem of the second approach is that name/value pairs are useless to an OLAP cube; so they have to be pivoted back into a proper relational table somewhere in the data load process WITHOUT breaking SSIS. How this can be done will be part of future blog entry. What is involved in building an OLAP data mart? There are a great many steps involved in building OLAP data marts on-the-fly. The key point is that all the steps must be automated to allow for the production of multiple OLAP data marts per day (i.e. many thousands, each with its own specific data set and attributes). Now most of these steps have a great deal in common with standard data warehouse practices. The key difference is that the databases are all built to order. The only permanent database is the metadata database (shown in orange) which holds all the metadata needed to build everything else (i.e. client orders, configuration information, connection strings, client specific requirements and attributes etc.). The staging database (shown in red) has a short life: it is built, populated and then ripped down as soon as the OLAP Data Mart has been populated. In the diagram below, the OLAP data mart comprises the two blue components: the Data Mart which is a relational database and the OLAP Cube which is an OLAP database implemented using Microsoft Analysis Services (SSAS). The client may receive just the OLAP cube or both components together depending on their reporting requirements. So, in broad terms the steps required to fulfil a client order are as follows: Step 1: Prepare metadata Create a set of database names unique to the client's order Modify all package connection strings to be used by SSIS to point to new databases and file locations. Step 2: Create relational databases Create the staging and data mart relational databases using dynamic SQL and set the database recovery mode to SIMPLE as we do not need the overhead of logging anything Execute SQL scripts to build all database objects (tables, views, functions and stored procedures) in the two databases Step 3: Load staging database Use SSIS to load all data files into the staging database in a parallel operation Load extension files containing name/value pairs. These will provide client-specific attributes in the OLAP cube. Step 4: Load data mart relational database Load the data from staging into the data mart relational database, again in parallel where possible Allocate surrogate keys and use SSIS to perform surrogate key lookup during the load of fact tables Step 5: Load extension tables & attributes Pivot the extension attributes from their native name/value pairs into proper relational tables Add the extension attributes to the views used by OLAP cube Step 6: Deploy & Process OLAP cube Deploy the OLAP database directly to the server using a C# script task in SSIS Modify the connection string used by the OLAP cube to point to the data mart relational database Modify the cube structure to add the extension attributes to both the data source view and the relevant dimensions Remove any standard attributes that not required Process the OLAP cube Step 7: Backup and drop databases Drop staging database as it is no longer required Backup data mart relational and OLAP database and ship these to the client's infrastructure Drop data mart relational and OLAP database from the build server Mark order complete Start processing the next order, ad infinitum. So my future blog posts and my forthcoming session at the SQLBits conference will all focus on some of the more interesting aspects of building OLAP data marts on-the-fly such as handling the load of extension attributes and how to dynamically alter the structure of an OLAP cube using C#.

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Oracle Tutor: Top 10 to Implement Sustainable Policies and Procedures

- by emily.chorba(at)oracle.com

Overview Your organization (executives, managers, and employees) understands the value of having written business process documents (process maps, procedures, instructions, reference documents, and form abstracts). Policies and procedures should be documented because they help to reduce the range of individual decisions and encourage management by exception: the manager only needs to give special attention to unusual problems, not covered by a specific policy or procedure. As more and more procedures are written to cover recurring situations, managers will begin to make decisions which will be consistent from one functional area to the next.Companies should take a project management approach when implementing an environment for a sustainable documentation program and do the following:1. Identify an Executive Champion2. Put together a winning team3. Assign ownership4. Centralize publishing5. Establish the Document Maintenance Process Up Front6. Document critical activities only7. Document actual practice8. Minimize documentation9. Support continuous improvement10. Keep it simple 1. Identify an Executive ChampionAppoint a top down driver. Select one key individual to be a mentor for the procedure planning team. The individual should be a senior manager, such as your company president, CIO, CFO, the vice-president of quality, manufacturing, or engineering. Written policies and procedures can be important supportive aids when known to express the thinking for the chief executive officer and / or the president and to have his or her full support. 2. Put Together a Winning TeamChoose a strong Project Management Leader and staff the procedure planning team with management members from cross functional groups. Make sure team members have the responsibility - and the authority - to make things happen.The winning team should consist of the Documentation Project Manager, Document Owners (one for each functional area), a Document Controller, and Document Specialists (as needed). The Tutor Implementation Guide has complete job descriptions for these roles. 3. Assign Ownership It is virtually impossible to keep process documentation simple and meaningful if employees who are far removed from the activity itself create it. It is impossible to keep documentation up-to-date when responsibility for the document is not clearly understood.Key to the Tutor methodology, therefore, is the concept of ownership. Each document has a single owner, who is responsible for ensuring that the document is necessary and that it reflects actual practice. The owner must be a person who is knowledgeable about the activity and who has the authority to build consensus among the persons who participate in the activity as well as the authority to define or change the way an activity is performed. The owner must be an advocate of the performers and negotiate, not dictate practices.In the Tutor environment, a document's owner is the only person with the authority to approve an update to that document. 4. Centralize Publishing Although it is tempting (especially in a networked environment and with document management software solutions) to decentralize the control of all documents -- with each owner updating and distributing his own -- Tutor promotes centralized publishing by assigning the Document Administrator (gate keeper) to manage the updates and distribution of the procedures library. 5. Establish a Document Maintenance Process Up Front (and stick to it) Everyone in your organization should know they are invited to suggest changes to procedures and should understand exactly what steps to take to do so. Tutor provides a set of procedures to help your company set up a healthy document control system. There are many document management products available to automate some of the document change and maintenance steps. Depending on the size of your organization, a simple document management system can reduce the effort it takes to track and distribute document changes and updates. Whether your company decides to store the written policies and procedures on a file server or in a database, the essential tasks for maintaining documents are the same, though some tasks are automated. 6. Document Critical Activities Only The best way to keep your documentation simple is to reduce the number of process documents to a bare minimum and to include in those documents only as much detail as is absolutely necessary. The first step to reducing process documentation is to document only those activities that are deemed critical. Not all activities require documentation. In fact, some critical activities cannot and should not be standardized. Others may be sufficiently documented with an instruction or a checklist and may not require a procedure. A document should only be created when it enhances the performance of the employee performing the activity. If it does not help the employee, then there is no reason to maintain the document. Activities that represent little risk (such as project status), activities that cannot be defined in terms of specific tasks (such as product research), and activities that can be performed in a variety of ways (such as advertising) often do not require documentation. Sometimes, an activity will evolve to the point where documentation is necessary. For example, an activity performed by single employee may be straightforward and uncomplicated -- that is, until the activity is performed by multiple employees. Sometimes, it is the interaction between co-workers that necessitates documentation; sometimes, it is the complexity or the diversity of the activity.7. Document Actual Practices The only reason to maintain process documentation is to enhance the performance of the employee performing the activity. And documentation can only enhance performance if it reflects reality -- that is, current best practice. Documentation that reflects an unattainable ideal or outdated practices will end up on the shelf, unused and forgotten.Documenting actual practice means (1) auditing the activity to understand how the work is really performed, (2) identifying best practices with employees who are involved in the activity, (3) building consensus so that everyone agrees on a common method, and (4) recording that consensus.8. Minimize Documentation One way to keep it simple is to document at the highest level possible. That is, include in your documents only as much detail as is absolutely necessary.When writing a document, you should ask yourself, What is the purpose of this document? That is, what problem will it solve?By focusing on this question, you can target the critical information.• What questions are the end users likely to have?• What level of detail is required?• Is any of this information extraneous to the document's purpose? Short, concise documents are user friendly and they are easier to keep up to date. 9. Support Continuous Improvement Employees who perform an activity are often in the best position to identify improvements to the process. In other words, continuous improvement is a natural byproduct of the work itself -- but only if the improvements are communicated to all employees who are involved in the process, and only if there is consensus among those employees.Traditionally, process documentation has been used to dictate performance, to limit employees' actions. In the Tutor environment, process documents are used to communicate improvements identified by employees. How does this work? The Tutor methodology requires a process document to reflect actual practice, so the owner of a document must routinely audit its content -- does the document match what the employees are doing? If it doesn't, the owner has the responsibility to evaluate the process, to build consensus among the employees, to identify "best practices," and to communicate these improvements via a document update. Continuous improvement can also be an outgrowth of corrective action -- but only if the solutions to problems are communicated effectively. The goal should be to solve a problem once and only once, which means not only identifying the solution, but ensuring that the solution becomes part of the process. The Tutor system provides the method through which improvements and solutions are documented and communicated to all affected employees in a cost-effective, timely manner; it ensures that improvements are not lost or confined to a single employee. 10. Keep it Simple Process documents don't have to be complex and unfriendly. In fact, the simpler the format and organization, the more likely the documents will be used. And the simpler the method of maintenance, the more likely the documents will be kept up-to-date. Keep it simply by:• Minimizing skills and training required• Following the established Tutor document format and layout• Avoiding technology just for technology's sake No other rule has as major an impact on the success of your internal documentation as -- keep it simple. Learn More For more information about Tutor, visit Oracle.Com or the Tutor Blog. Post your questions at the Tutor Forum. Emily Chorba Principle Product Manager Oracle Tutor & BPM

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Testing Workflows – Test-After

- by Timothy Klenke

Originally posted on: http://geekswithblogs.net/TimothyK/archive/2014/05/30/testing-workflows-ndash-test-after.aspxIn this post I’m going to outline a few common methods that can be used to increase the coverage of of your test suite. This won’t be yet another post on why you should be doing testing; there are plenty of those types of posts already out there. Assuming you know you should be testing, then comes the problem of how do I actual fit that into my day job. When the opportunity to automate testing comes do you take it, or do you even recognize it? There are a lot of ways (workflows) to go about creating automated tests, just like there are many workflows to writing a program. When writing a program you can do it from a top-down approach where you write the main skeleton of the algorithm and call out to dummy stub functions, or a bottom-up approach where the low level functionality is fully implement before it is quickly wired together at the end. Both approaches are perfectly valid under certain contexts. Each approach you are skilled at applying is another tool in your tool belt. The more vectors of attack you have on a problem – the better. So here is a short, incomplete list of some of the workflows that can be applied to increasing the amount of automation in your testing and level of quality in general. Think of each workflow as an opportunity that is available for you to take. Test workflows basically fall into 2 categories: test first or test after. Test first is the best approach. However, this post isn’t about the one and only best approach. I want to focus more on the lesser known, less ideal approaches that still provide an opportunity for adding tests. In this post I’ll enumerate some test-after workflows. In my next post I’ll cover test-first. Bug Reporting When someone calls you up or forwards you a email with a vague description of a bug its usually standard procedure to create or verify a reproduction plan for the bug via manual testing and log that in a bug tracking system. This can be problematic. Often reproduction plans when written down might skip a step that seemed obvious to the tester at the time or they might be missing some crucial environment setting. Instead of data entry into a bug tracking system, try opening up the test project and adding a failing unit test to prove the bug. The test project guarantees that all aspects of the environment are setup properly and no steps are missing. The language in the test project is much more precise than the English that goes into a bug tracking system. This workflow can easily be extended for Enhancement Requests as well as Bug Reporting. Exploratory Testing Exploratory testing comes in when you aren’t sure how the system will behave in a new scenario. The scenario wasn’t planned for in the initial system requirements and there isn’t an existing test for it. By definition the system behaviour is “undefined”. So write a new unit test to define that behaviour. Add assertions to the tests to confirm your assumptions. The new test becomes part of the living system specification that is kept up to date with the test suite. Examples This workflow is especially good when developing APIs. When you are finally done your production API then comes the job of writing documentation on how to consume the API. Good documentation will also include code examples. Don’t let these code examples merely exist in some accompanying manual; implement them in a test suite. Example tests and documentation do not have to be created after the production API is complete. It is best to write the example code (tests) as you go just before the production code. Smoke Tests Every system has a typical use case. This represents the basic, core functionality of the system. If this fails after an upgrade the end users will be hosed and they will be scratching their heads as to how it could be possible that an update got released with this core functionality broken. The tests for this core functionality are referred to as “smoke tests”. It is a good idea to have them automated and run with each build in order to avoid extreme embarrassment and angry customers. Coverage Analysis Code coverage analysis is a tool that reports how much of the production code base is exercised by the test suite. In Visual Studio this can be found under the Test main menu item. The tool will report a total number for the code coverage, which can be anywhere between 0 and 100%. Coverage Analysis shouldn’t be used strictly for numbers reporting. Companies shouldn’t set minimum coverage targets that mandate that all projects must have at least 80% or 100% test coverage. These arbitrary requirements just invite gaming of the coverage analysis, which makes the numbers useless. The analysis tool will break down the coverage by the various classes and methods in projects. Instead of focusing on the total number, drill down into this view and see which classes have high or low coverage. It you are surprised by a low number on a class this is an opportunity to add tests. When drilling through the classes there will be generally two types of reaction to a surprising low test coverage number. The first reaction type is a recognition that there is low hanging fruit to be picked. There may be some classes or methods that aren’t being tested, which could easy be. The other reaction type is “OMG”. This were you find a critical piece of code that isn’t under test. In both cases, go and add the missing tests. Test Refactoring The general theme of this post up to this point has been how to add more and more tests to a test suite. I’ll step back from that a bit and remind that every line of code is a liability. Each line of code has to be read and maintained, which costs money. This is true regardless whether the code is production code or test code. Remember that the primary goal of the test suite is that it be easy to read so that people can easily determine the specifications of the system. Make sure that adding more and more tests doesn’t interfere with this primary goal. Perform code reviews on the test suite as often as on production code. Hold the test code up to the same high readability standards as the production code. If the tests are hard to read then change them. Look to remove duplication. Duplicate setup code between two or more test methods that can be moved to a shared function. Entire test methods can be removed if it is found that the scenario it tests is covered by other tests. Its OK to delete a test that isn’t pulling its own weight anymore. Remember to only start refactoring when all the test are green. Don’t refactor the tests and the production code at the same time. An automated test suite can be thought of as a double entry book keeping system. The unchanging, passing production code serves as the tests for the test suite while refactoring the tests. As with all refactoring, it is best to fit this into your regular work rather than asking for time later to get it done. Fit this into the standard red-green-refactor cycle. The refactor step no only applies to production code but also the tests, but not at the same time. Perhaps the cycle should be called red-green-refactor production-refactor tests (not quite as catchy). That about covers most of the test-after workflows I can think of. In my next post I’ll get into test-first workflows.

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Design for complex ATG applications

- by Glen Borkowski

Overview Needless to say, some ATG applications are more complex than others. Some ATG applications support a single site, single language, single catalog, single currency, have a single development staff, single business team, and a relatively simple business model. The real complex applications have to support multiple sites, multiple languages, multiple catalogs, multiple currencies, a couple different development teams, multiple business teams, and a highly complex business model (and processes to go along with it). While it's still important to implement a proper design for simple applications, it's absolutely critical to do this for the complex applications. Why? It's all about time and money. If you are unable to manage your complex applications in an efficient manner, the cost of managing it will increase dramatically as will the time to get things done (time to market). On the positive side, your competition is most likely in the same situation, so you just need to be more efficient than they are. This article is intended to discuss a number of key areas to think about when designing complex applications on ATG. Some of this can get fairly technical, so it may help to get some background first. You can get enough of the required background information from this post. After reading that, come back here and follow along. Application Design Of all the various types of ATG applications out there, the most complex tend to be the ones in the telecommunications industry - especially the ones which operate in multiple countries. To get started, let's assume that we are talking about an application like that. One that has these properties: Operates in multiple countries - must support multiple sites, catalogs, languages, and currencies The organization is fairly loosely-coupled - single brand, but different businesses across different countries There is some common functionality across all sites in all countries There is some common functionality across different sites within the same country Sites within a single country may have some unique functionality - relative to other sites in the same country Complex product catalog (mostly in terms of bundles, eligibility, and compatibility) At this point, I'll assume you have read through the required reading and have a decent understanding of how ATG modules work... Code / configuration - assemble into modules When it comes to defining your modules for a complex application, there are a number of goals: Divide functionality between the modules in a way that maps to your business Group common functionality 'further down in the stack of modules' Provide a good balance between shared resources and autonomy for countries / sites Now I'll describe a high level approach to how you could accomplish those goals... Let's start from the bottom and work our way up. At the very bottom, you have the modules that ship with ATG - the 'out of the box' stuff. You want to make sure that you are leveraging all the modules that make sense in order to get the most value from ATG as possible - and less stuff you'll have to write yourself. On top of the ATG modules, you should create what we'll refer to as the Corporate Foundation Module described as follows: Sits directly on top of ATG modules Used by all applications across all countries and sites - this is the foundation for everyone Contains everything that is common across all countries / all sites Once established and settled, will change less frequently than other 'higher' modules Encapsulates as many enterprise-wide integrations as possible Will provide means of code sharing therefore less development / testing - faster time to market Contains a 'reference' web application (described below) The next layer up could be multiple modules for each country (you could replace this with region if that makes more sense). We'll define those modules as follows: Sits on top of the corporate foundation module Contains what is unique to all sites in a given country Responsible for managing any resource bundles for this country (to handle multiple languages) Overrides / replaces corporate integration points with any country-specific ones Finally, we will define what should be a fairly 'thin' (in terms of functionality) set of modules for each site as follows: Sits on top of the country it resides in module Contains what is unique for a given site within a given country Will mostly contain configuration, but could also define some unique functionality as well Contains one or more web applications The graphic below should help to indicate how these modules fit together: Web applications As described in the previous section, there are many opportunities for sharing (minimizing costs) as it relates to the code and configuration aspects of ATG modules. Web applications are also contained within ATG modules, however, sharing web applications can be a bit more difficult because this is what the end customer actually sees, and since each site may have some degree of unique look & feel, sharing becomes more challenging. One approach that can help is to define a 'reference' web application at the corporate foundation layer to act as a solid starting point for each site. Here's a description of the 'reference' web application: Contains minimal / sample reference styling as this will mostly be addressed at the site level web app Focus on functionality - ensure that core functionality is revealed via this web application Each individual site can use this as a starting point There may be multiple types of web apps (i.e. B2C, B2B, etc) There are some techniques to share web application assets - i.e. multiple web applications, defined in the web.xml, and it's worth investigating, but is out of scope here. Reference infrastructure In this complex environment, it is assumed that there is not a single infrastructure for all countries and all sites. It's more likely that different countries (or regions) could have their own solution for infrastructure. In this case, it will be advantageous to define a reference infrastructure which contains all the hardware and software that make up the core environment. Specifications and diagrams should be created to outline what this reference infrastructure looks like, as well as it's baseline cost and the incremental cost to scale up with volume. Having some consistency in terms of infrastructure will save time and money as new countries / sites come online. Here are some properties of the reference infrastructure: Standardized approach to setup of hardware Type and number of servers Defines application server, operating system, database, etc... - including vendor and specific versions Consistent naming conventions Provides a consistent base of terminology and understanding across environments Defines which ATG services run on which servers Production Staging BCC / Preview Each site can change as required to meet scale requirements Governance / organization It should be no surprise that the complex application we're talking about is backed by an equally complex organization. One of the more challenging aspects of efficiently managing a series of complex applications is to ensure the proper level of governance and organization. Here are some ideas and goals to work towards: Establish a committee to make enterprise-wide decisions that affect all sites Representation should be evenly distributed Should have a clear communication procedure Focus on high level business goals Evaluation of feature / function gaps and how that relates to ATG release schedule / roadmap Determine when to upgrade & ensure value will be realized Determine how to manage various levels of modules Who is responsible for maintaining corporate / country / site layers Determine a procedure for controlling what goes in the corporate foundation module Standardize on source code control, database, hardware, OS versions, J2EE app servers, development procedures, etc only use tested / proven versions - this is something that should be centralized so that every country / site does not have to worry about compatibility between versions Create a innovation team Quickly develop new features, perform proof of concepts All teams can benefit from their findings Summary At this point, it should be clear why the topics above (design, governance, organization, etc) are critical to being able to efficiently manage a complex application. To summarize, it's all about competitive advantage... You will need to reduce costs and improve time to market with the goal of providing a better experience for your end customers. You can reduce cost by reducing development time, time allocated to testing (don't have to test the corporate foundation module over and over again - do it once), and optimizing operations. With an efficient design, you can improve your time to market and your business will be more flexible and agile. Over time, you'll find that you're becoming more focused on offering functionality that is new to the market (creativity) and this will be rewarded - you're now a leader. In addition to the above, you'll realize soft benefits as well. Your staff will be operating in a culture based on sharing. You'll want to reward efforts to improve and enhance the foundation as this will benefit everyone. This culture will inspire innovation, which can only lend itself to your competitive advantage.

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Columnstore Case Study #2: Columnstore faster than SSAS Cube at DevCon Security

- by aspiringgeek

Preamble This is the second in a series of posts documenting big wins encountered using columnstore indexes in SQL Server 2012 & 2014. Many of these can be found in my big deck along with details such as internals, best practices, caveats, etc. The purpose of sharing the case studies in this context is to provide an easy-to-consume quick-reference alternative. See also Columnstore Case Study #1: MSIT SONAR Aggregations Why Columnstore? As stated previously, If we’re looking for a subset of columns from one or a few rows, given the right indexes, SQL Server can do a superlative job of providing an answer. If we’re asking a question which by design needs to hit lots of rows—DW, reporting, aggregations, grouping, scans, etc., SQL Server has never had a good mechanism—until columnstore. Columnstore indexes were introduced in SQL Server 2012. However, they're still largely unknown. Some adoption blockers existed; yet columnstore was nonetheless a game changer for many apps. In SQL Server 2014, potential blockers have been largely removed & they're going to profoundly change the way we interact with our data. The purpose of this series is to share the performance benefits of columnstore & documenting columnstore is a compelling reason to upgrade to SQL Server 2014. The Customer DevCon Security provides home & business security services & has been in business for 135 years. I met DevCon personnel while speaking to the Utah County SQL User Group on 20 February 2012. (Thanks to TJ Belt (b|@tjaybelt) & Ben Miller (b|@DBADuck) for the invitation which serendipitously coincided with the height of ski season.) The App: DevCon Security Reporting: Optimized & Ad Hoc Queries DevCon users interrogate a SQL Server 2012 Analysis Services cube via SSRS. In addition, the SQL Server 2012 relational back end is the target of ad hoc queries; this DW back end is refreshed nightly during a brief maintenance window via conventional table partition switching. SSRS, SSAS, & MDX Conventional relational structures were unable to provide adequate performance for user interaction for the SSRS reports. An SSAS solution was implemented requiring personnel to ramp up technically, including learning enough MDX to satisfy requirements. Ad Hoc Queries Even though the fact table is relatively small—only 22 million rows & 33GB—the table was a typical DW table in terms of its width: 137 columns, any of which could be the target of ad hoc interrogation. As is common in DW reporting scenarios such as this, it is often nearly to optimize for such queries using conventional indexing. DevCon DBAs & developers attended PASS 2012 & were introduced to the marvels of columnstore in a session presented by Klaus Aschenbrenner (b|@Aschenbrenner) The Details Classic vs. columnstore before-&-after metrics are impressive. Scenario Conventional Structures Columnstore Δ SSRS via SSAS 10 - 12 seconds 1 second >10x Ad Hoc 5-7 minutes (300 - 420 seconds) 1 - 2 seconds >100x Here are two charts characterizing this data graphically. The first is a linear representation of Report Duration (in seconds) for Conventional Structures vs. Columnstore Indexes. As is so often the case when we chart such significant deltas, the linear scale doesn’t expose some the dramatically improved values corresponding to the columnstore metrics. Just to make it fair here’s the same data represented logarithmically; yet even here the values corresponding to 1 –2 seconds aren’t visible. The Wins Performance: Even prior to columnstore implementation, at 10 - 12 seconds canned report performance against the SSAS cube was tolerable. Yet the 1 second performance afterward is clearly better. As significant as that is, imagine the user experience re: ad hoc interrogation. The difference between several minutes vs. one or two seconds is a game changer, literally changing the way users interact with their data—no mental context switching, no wondering when the results will appear, no preoccupation with the spinning mind-numbing hurry-up-&-wait indicators. As we’ve commonly found elsewhere, columnstore indexes here provided performance improvements of one, two, or more orders of magnitude. Simplified Infrastructure: Because in this case a nonclustered columnstore index on a conventional DW table was faster than an Analysis Services cube, the entire SSAS infrastructure was rendered superfluous & was retired. PASS Rocks: Once again, the value of attending PASS is proven out. The trip to Charlotte combined with eager & enquiring minds let directly to this success story. Find out more about the next PASS Summit here, hosted this year in Seattle on November 4 - 7, 2014. DevCon BI Team Lead Nathan Allan provided this unsolicited feedback: “What we found was pretty awesome. It has been a game changer for us in terms of the flexibility we can offer people that would like to get to the data in different ways.” Summary For DW, reports, & other BI workloads, columnstore often provides significant performance enhancements relative to conventional indexing. I have documented here, the second in a series of reports on columnstore implementations, results from DevCon Security, a live customer production app for which performance increased by factors of from 10x to 100x for all report queries, including canned queries as well as reducing time for results for ad hoc queries from 5 - 7 minutes to 1 - 2 seconds. As a result of columnstore performance, the customer retired their SSAS infrastructure. I invite you to consider leveraging columnstore in your own environment. Let me know if you have any questions.

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SQL SERVER – Create a Very First Report with the Report Wizard

- by Pinal Dave

This example is from the Beginning SSRS by Kathi Kellenberger. Supporting files are available with a free download from the www.Joes2Pros.com web site. What is the report Wizard? In today’s world automation is all around you. Henry Ford began building his Model T automobiles on a moving assembly line a century ago and changed the world. The moving assembly line allowed Ford to build identical cars quickly and cheaply. Henry Ford said in his autobiography “Any customer can have a car painted any color that he wants so long as it is black.” Today you can buy a car straight from the factory with your choice of several colors and with many options like back up cameras, built-in navigation systems and heated leather seats. The assembly lines now use robots to perform some tasks along with human workers. When you order your new car, if you want something special, not offered by the manufacturer, you will have to find a way to add it later. In computer software, we also have “assembly lines” called wizards. A wizard will ask you a series of questions, often branching to specific questions based on earlier answers, until you get to the end of the wizard. These wizards are used for many things, from something simple like setting up a rule in Outlook to performing administrative tasks on a server. Often, a wizard will get you part of the way to the end result, enough to get much of the tedious work out of the way. Once you get the product from the wizard, if the wizard is not capable of doing something you need, you can tweak the results. Create a Report with the Report Wizard Let’s get started with your first report! Launch SQL Server Data Tools (SSDT) from the Start menu under SQL Server 2012. Once SSDT is running, click New Project to launch the New Project dialog box. On the left side of the screen expand Business Intelligence and select Reporting Services. Configure the properties as shown in . Be sure to select Report Server Project Wizard as the type of report and to save the project in the C:\Joes2Pros\SSRSCompanionFiles\Chapter3\Project folder. Click OK and wait for the Report Wizard to launch. Click Next on the Welcome screen. On the Select the Data Source screen, make sure that New data source is selected. Type JProCo as the data source name. Make sure that Microsoft SQL Server is selected in the Type dropdown. Click Edit to configure the connection string on the Connection Properties dialog box. If your SQL Server database server is installed on your local computer, type in localhost for the Server name and select the JProCo database from the Select or enter a database name dropdown. Click OK to dismiss the Connection Properties dialog box. Check Make this a shared data source and click Next. On the Design the Query screen, you can use the query builder to build a query if you wish. Since this post is not meant to teach you T-SQL queries, you will copy all queries from files that have been provided for you. In the C:\Joes2Pros\SSRSCompanionFiles\Chapter3\Resources folder open the sales by employee.sql file. Copy and paste the code from the file into the Query string Text Box. Click Next. On the Select the Report Type screen, choose Tabular and click Next. On the Design the Table screen, you have to figure out the groupings of the report. How do you do this? Well, you often need to know a bit about the data and report requirements. I often draw the report out on paper first to help me determine the groups. In the case of this report, I could group the data several ways. Do I want to see the data grouped by Year and Month? Do I want to see the data grouped by Employee or Category? The only thing I know for sure about this ahead of time is that the TotalSales goes in the Details section. Let’s assume that the CIO asked to see the data grouped first by Year and Month, then by Category. Let’s move the fields to the right-hand side. This is done by selecting Page > Group or Details >, as shown in, and click Next. On the Choose the Table Layout screen, select Stepped and check Include subtotals and Enable drilldown, as shown in. On the Choose the Style screen, choose any color scheme you wish (unlike the Model T) and click Next. I chose the default, Slate. On the Choose the Deployment Location screen, change the Deployment folder to Chapter 3 and click Next. At the Completing the Wizard screen, name your report Employee Sales and click Finish. After clicking Finish, the report and a shared data source will appear in the Solution Explorer and the report will also be visible in Design view. Click the Preview tab at the top. This report expects the user to supply a year which the report will then use as a filter. Type in a year between 2006 and 2013 and click View Report. Click the plus sign next to the Sales Year to expand the report to see the months, then expand again to see the categories and finally the details. You now have the assembly line report completed, and you probably already have some ideas on how to improve the report. Tomorrow’s Post Tomorrow’s blog post will show how to create your own data sources and data sets in SSRS. If you want to learn SSRS in easy to simple words – I strongly recommend you to get Beginning SSRS book from Joes 2 Pros. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL Tagged: Reporting Services, SSRS

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Merge replication stopping without errors in SQL 2008 R2

- by Rob Farley

A non-SQL MVP friend of mine, who also happens to be a client, asked me for some help again last week. I was planning on writing this up even before Rob Volk (@sql_r) listed his T-SQL Tuesday topic for this month. Earlier in the year, I (well, LobsterPot Solutions, although I’d been the person mostly involved) had helped out with a merge replication problem. The Merge Agent on the subscriber was just stopping every time, shortly after it started. With no errors anywhere – not in the Windows Event Log, the SQL Agent logs, not anywhere. We’d managed to get the system working again, but didn’t have a good reason about what had happened, and last week, the problem occurred again. I asked him about writing up the experience in a blog post, largely because of the red herrings that we encountered. It was an interesting experience for me, also because I didn’t end up touching my computer the whole time – just tapping on my phone via Twitter and Live Msgr. You see, the thing with replication is that a useful troubleshooting option is to reinitialise the thing. We’d done that last time, and it had started to work again – eventually. I say eventually, because the link being used between the sites is relatively slow, and it took a long while for the initialisation to finish. Meanwhile, we’d been doing some investigation into what the problem could be, and were suitably pleased when the problem disappeared. So I got a message saying that a replication problem had occurred again. Reinitialising wasn’t going to be an option this time either. In this scenario, the subscriber having the problem happened to be in a different domain to the publisher. The other subscribers (within the domain) were fine, just this one in a different domain had the problem. Part of the problem seemed to be a log file that wasn’t being backed up properly. They’d been trying to back up to a backup device that had a corruption, and the log file was growing. Turned out, this wasn’t related to the problem, but of course, any time you’re troubleshooting and you see something untoward, you wonder. Having got past that problem, my next thought was that perhaps there was a problem with the account being used. But the other subscribers were using the same account, without any problems. The client pointed out that that it was almost exactly six months since the last failure (later shown to be a complete red herring). It sounded like something might’ve expired. Checking through certificates and trusts showed no sign of anything, and besides, there wasn’t a problem running a command-prompt window using the account in question, from the subscriber box. ...except that when he ran the sqlcmd –E –S servername command I recommended, it failed with a Named Pipes error. I’ve seen problems with firewalls rejecting connections via Named Pipes but letting TCP/IP through, so I got him to look into SQL Configuration Manager to see what kind of connection was being preferred... Everything seemed fine. And strangely, he could connect via Management Studio. Turned out, he had a typo in the servername of the sqlcmd command. That particular red herring must’ve been reflected in his cheeks as he told me. During the time, I also pinged a friend of mine to find out who I should ask, and Ted Kruger (@onpnt) ‘s name came up. Ted (and thanks again, Ted – really) reconfirmed some of my thoughts around the idea of an account expiring, and also suggesting bumping up the logging to level 4 (2 is Verbose, 4 is undocumented ridiculousness). I’d just told the client to push the logging up to level 2, but the log file wasn’t appearing. Checking permissions showed that the user did have permission on the folder, but still no file was appearing. Then it was noticed that the user had been switched earlier as part of the troubleshooting, and switching it back to the real user caused the log file to appear. Still no errors. A lot more information being pushed out, but still no errors. Ted suggested making sure the FQDNs were okay from both ends, in case the servers were unable to talk to each other. DNS problems can lead to hassles which can stop replication from working. No luck there either – it was all working fine. Another server started to report a problem as well. These two boxes were both SQL 2008 R2 (SP1), while the others, still working, were SQL 2005. Around this time, the client tried an idea that I’d shown him a few years ago – using a Profiler trace to see what was being called on the servers. It turned out that the last call being made on the publisher was sp_MSenumschemachange. A quick interwebs search on that showed a problem that exists in SQL Server 2008 R2, when stored procedures have more than 4000 characters. Running that stored procedure (with the same parameters) manually on SQL 2005 listed three stored procedures, the first of which did indeed have more than 4000 characters. Still no error though, and the problem as listed at http://support.microsoft.com/kb/2539378 describes an error that should occur in the Event log. However, this problem is the type of thing that is fixed by a reinitialisation (because it doesn’t need to send the procedure change across as a transaction). And a look in the change history of the long stored procs (you all keep them, right?), showed that the problem from six months earlier could well have been down to this too. Applying SP2 (with sufficient paranoia about backups and how to get back out again if necessary) fixed the problem. The stored proc changes went through immediately after the service pack was applied, and it’s been running happily since. The funny thing is that I didn’t solve the problem. He had put the Profiler trace on the server, and had done the search that found a forum post pointing at this particular problem. I’d asked Ted too, and although he’d given some useful information, nothing that he’d come up with had actually been the solution either. Sometimes, asking for help is the most useful thing you can do. Often though, you don’t end up getting the help from the person you asked – the sounding board is actually what you need. @rob_farley

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Navigating Libgdx Menu with arrow keys or controller

- by Phil Royer

I'm attempting to make my menu navigable with the arrow keys or via the d-pad on a controller. So Far I've had no luck. The question is: Can someone walk me through how to make my current menu or any libgdx menu keyboard accessible? I'm a bit noobish with some stuff and I come from a Javascript background. Here's an example of what I'm trying to do: http://dl.dropboxusercontent.com/u/39448/webgl/qb/qb.html For a simple menu that you can just add a few buttons to and it run out of the box use this: http://www.sadafnoor.com/blog/how-to-create-simple-menu-in-libgdx/ Or you can use my code but I use a lot of custom styles. And here's an example of my code: import aurelienribon.tweenengine.Timeline; import aurelienribon.tweenengine.Tween; import aurelienribon.tweenengine.TweenManager; import com.badlogic.gdx.Game; import com.badlogic.gdx.Gdx; import com.badlogic.gdx.Screen; import com.badlogic.gdx.graphics.GL20; import com.badlogic.gdx.graphics.Texture; import com.badlogic.gdx.graphics.g2d.Sprite; import com.badlogic.gdx.graphics.g2d.SpriteBatch; import com.badlogic.gdx.graphics.g2d.TextureAtlas; import com.badlogic.gdx.math.Vector2; import com.badlogic.gdx.scenes.scene2d.Actor; import com.badlogic.gdx.scenes.scene2d.InputEvent; import com.badlogic.gdx.scenes.scene2d.InputListener; import com.badlogic.gdx.scenes.scene2d.Stage; import com.badlogic.gdx.scenes.scene2d.ui.Skin; import com.badlogic.gdx.scenes.scene2d.ui.Table; import com.badlogic.gdx.scenes.scene2d.ui.TextButton; import com.badlogic.gdx.scenes.scene2d.utils.Align; import com.badlogic.gdx.scenes.scene2d.utils.ClickListener; import com.project.game.tween.ActorAccessor; public class MainMenu implements Screen { private SpriteBatch batch; private Sprite menuBG; private Stage stage; private TextureAtlas atlas; private Skin skin; private Table table; private TweenManager tweenManager; @Override public void render(float delta) { Gdx.gl.glClearColor(0, 0, 0, 1); Gdx.gl.glClear(GL20.GL_COLOR_BUFFER_BIT); batch.begin(); menuBG.draw(batch); batch.end(); //table.debug(); stage.act(delta); stage.draw(); //Table.drawDebug(stage); tweenManager.update(delta); } @Override public void resize(int width, int height) { menuBG.setSize(width, height); stage.setViewport(width, height, false); table.invalidateHierarchy(); } @Override public void resume() { } @Override public void show() { stage = new Stage(); Gdx.input.setInputProcessor(stage); batch = new SpriteBatch(); atlas = new TextureAtlas("ui/atlas.pack"); skin = new Skin(Gdx.files.internal("ui/menuSkin.json"), atlas); table = new Table(skin); table.setBounds(0, 0, Gdx.graphics.getWidth(), Gdx.graphics.getHeight()); // Set Background Texture menuBackgroundTexture = new Texture("images/mainMenuBackground.png"); menuBG = new Sprite(menuBackgroundTexture); menuBG.setSize(Gdx.graphics.getWidth(), Gdx.graphics.getHeight()); // Create Main Menu Buttons // Button Play TextButton buttonPlay = new TextButton("START", skin, "inactive"); buttonPlay.addListener(new ClickListener() { @Override public void clicked(InputEvent event, float x, float y) { ((Game) Gdx.app.getApplicationListener()).setScreen(new LevelMenu()); } }); buttonPlay.addListener(new InputListener() { public boolean keyDown (InputEvent event, int keycode) { System.out.println("down"); return true; } }); buttonPlay.padBottom(12); buttonPlay.padLeft(20); buttonPlay.getLabel().setAlignment(Align.left); // Button EXTRAS TextButton buttonExtras = new TextButton("EXTRAS", skin, "inactive"); buttonExtras.addListener(new ClickListener() { @Override public void clicked(InputEvent event, float x, float y) { ((Game) Gdx.app.getApplicationListener()).setScreen(new ExtrasMenu()); } }); buttonExtras.padBottom(12); buttonExtras.padLeft(20); buttonExtras.getLabel().setAlignment(Align.left); // Button Credits TextButton buttonCredits = new TextButton("CREDITS", skin, "inactive"); buttonCredits.addListener(new ClickListener() { @Override public void clicked(InputEvent event, float x, float y) { ((Game) Gdx.app.getApplicationListener()).setScreen(new Credits()); } }); buttonCredits.padBottom(12); buttonCredits.padLeft(20); buttonCredits.getLabel().setAlignment(Align.left); // Button Settings TextButton buttonSettings = new TextButton("SETTINGS", skin, "inactive"); buttonSettings.addListener(new ClickListener() { @Override public void clicked(InputEvent event, float x, float y) { ((Game) Gdx.app.getApplicationListener()).setScreen(new Settings()); } }); buttonSettings.padBottom(12); buttonSettings.padLeft(20); buttonSettings.getLabel().setAlignment(Align.left); // Button Exit TextButton buttonExit = new TextButton("EXIT", skin, "inactive"); buttonExit.addListener(new ClickListener() { @Override public void clicked(InputEvent event, float x, float y) { Gdx.app.exit(); } }); buttonExit.padBottom(12); buttonExit.padLeft(20); buttonExit.getLabel().setAlignment(Align.left); // Adding Heading-Buttons to the cue table.add().width(190); table.add().width((table.getWidth() / 10) * 3); table.add().width((table.getWidth() / 10) * 5).height(140).spaceBottom(50); table.add().width(190).row(); table.add().width(190); table.add(buttonPlay).spaceBottom(20).width(460).height(110); table.add().row(); table.add().width(190); table.add(buttonExtras).spaceBottom(20).width(460).height(110); table.add().row(); table.add().width(190); table.add(buttonCredits).spaceBottom(20).width(460).height(110); table.add().row(); table.add().width(190); table.add(buttonSettings).spaceBottom(20).width(460).height(110); table.add().row(); table.add().width(190); table.add(buttonExit).width(460).height(110); table.add().row(); stage.addActor(table); // Animation Settings tweenManager = new TweenManager(); Tween.registerAccessor(Actor.class, new ActorAccessor()); // Heading and Buttons Fade In Timeline.createSequence().beginSequence() .push(Tween.set(buttonPlay, ActorAccessor.ALPHA).target(0)) .push(Tween.set(buttonExtras, ActorAccessor.ALPHA).target(0)) .push(Tween.set(buttonCredits, ActorAccessor.ALPHA).target(0)) .push(Tween.set(buttonSettings, ActorAccessor.ALPHA).target(0)) .push(Tween.set(buttonExit, ActorAccessor.ALPHA).target(0)) .push(Tween.to(buttonPlay, ActorAccessor.ALPHA, .5f).target(1)) .push(Tween.to(buttonExtras, ActorAccessor.ALPHA, .5f).target(1)) .push(Tween.to(buttonCredits, ActorAccessor.ALPHA, .5f).target(1)) .push(Tween.to(buttonSettings, ActorAccessor.ALPHA, .5f).target(1)) .push(Tween.to(buttonExit, ActorAccessor.ALPHA, .5f).target(1)) .end().start(tweenManager); tweenManager.update(Gdx.graphics.getDeltaTime()); } public static Vector2 getStageLocation(Actor actor) { return actor.localToStageCoordinates(new Vector2(0, 0)); } @Override public void dispose() { stage.dispose(); atlas.dispose(); skin.dispose(); menuBG.getTexture().dispose(); } @Override public void hide() { dispose(); } @Override public void pause() { } }

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PASS: Election Changes for 2011

- by Bill Graziano

Last year after the election, the PASS Board created an Election Review Committee. This group was charged with reviewing our election procedures and making suggestions to improve the process. You can read about the formation of the group and review some of the intermediate work on the site – especially in the forums. I was one of the members of the group along with Joe Webb (Chair), Lori Edwards, Brian Kelley, Wendy Pastrick, Andy Warren and Allen White. This group worked from October to April on our election process. Along the way we: Interviewed interested parties including former NomCom members, Board candidates and anyone else that came forward. Held a session at the Summit to allow interested parties to discuss the issues Had numerous conference calls and worked through the various topics I can’t thank these people enough for the work they did. They invested a tremendous number of hours thinking, talking and writing about our elections. I’m proud to say I was a member of this group and thoroughly enjoyed working with everyone (even if I did finally get tired of all the calls.) The ERC delivered their recommendations to the PASS Board prior to our May Board meeting. We reviewed those and made a few modifications. I took their recommendations and rewrote them as procedures while incorporating those changes. Their original recommendations as well as our final document are posted at the ERC documents page. Please take a second and read them BEFORE we start the elections. If you have any questions please post them in the forums on the ERC site. (My final document includes a change log at the end that I decided to leave in. If you want to know which areas to pay special attention to that’s a good start.) Many of those recommendations were already posted in the forums or in the blogs of individual ERC members. Hopefully nothing in the ERC document is too surprising. In this post I’m going to walk through some of the key changes and talk about what I remember from both ERC and Board discussions. I’ll pay a little extra attention to things the Board changed from the ERC. I’d also encourage any of the Board or ERC members to blog their thoughts on this. The Nominating Committee will continue to exist. Personally, I was curious to see what the non-Board ERC members would think about the NomCom. There was broad agreement that a group to vet candidates had value to the organization. The NomCom will be composed of five members. Two will be Board members and three will be from the membership at large. The only requirement for the three community members is that you’ve volunteered in some way (and volunteering is defined very broadly). We expect potential at-large NomCom members to participate in a forum on the PASS site to answer questions from the other PASS members. We’re going to hold an election to determine the three community members. It will be closer to voting for Summit sessions than voting for Board members. That means there won’t be multiple dedicated emails. If you’re at all paying attention it will be easy to participate. Personally I wanted it easy for those that cared to participate but not overwhelm those that didn’t care. I think this strikes a good balance. There’s also a clause that in order to be considered a winner in this NomCom election, you must receive 10 votes. This is something I suggested. I have no idea how popular the NomCom election is going to be. I just wanted a fallback that if no one participated and some random person got in with one or two votes. Any open slots will be filled by the NomCom chair (usually the PASS Immediate Past President). My assumption is that they would probably take the next highest vote getters unless they were throwing flames in the forums or clearly unqualified. As a final check, the Board still approves the final NomCom. The NomCom is going to rank candidates instead of rating them. This has interesting implications. This was championed by another ERC member and I’m hoping they write something about it. This will really force the NomCom to make decisions between candidates. You can’t just rate everyone a 3 and be done with it. It may also make candidates appear further apart than they actually are. I’m looking forward talking with the NomCom after this election and getting their feedback on this. The PASS Board added an option to remove a candidate with a unanimous vote of the NomCom. This was primarily put in place to handle people that lied on their application or had a criminal background or some other unusual situation and we figured it out. We list an explicit goal of three candidate per open slot. We also wanted an easy way to find the NomCom candidate rankings from the ballot. Hopefully this will satisfy those that want a broad candidate pool and those that want the NomCom to identify the most qualified candidates. The primary spokesperson for the NomCom is the committee chair. After the issues around the election last year we didn’t have a good communication plan in place. We should have and that was a failure on the part of the Board. If there is criticism of the election this year I hope that falls squarely on the Board. The community members of the NomCom shouldn’t be fielding complaints over the election process. That said, the NomCom is ranking candidates and we are forcing them to rank some lower than others. I’m sure you’ll each find someone that you think should have been ranked differently. I also want to highlight one other change to the process that we started last year and isn’t included in these documents. I think the candidate forums on the PASS site were tremendously helpful last year in helping people to find out more about candidates. That gives our members a way to ask hard questions of the candidates and publicly see their answers. This year we have two important groups to fill. The first is the NomCom. We need three people from our membership to step up and fill this role. It won’t be easy. You will have to make subjective rankings of your fellow community members. Your actions will be important in deciding who the future leaders of PASS will be. There’s a 50/50 chance that one of the people you interview will be the President of PASS someday. This is not a responsibility to be taken lightly. The second is the slate of candidates. If you’ve ever thought about running for the Board this is the year. We’ve never had nine candidates on the ballot before. Your chance of making it through the NomCom are higher than in any previous year. Unfortunately the more of you that run, the more of you that will lose in the election. And hopefully that competition will mean more community involvement and better Board members for PASS. Is this the end of changes to the election process? It isn’t. Every year that I’ve been on the Board the election process has changed. Some years there have been small changes and some years there have been large changes. After this election we’ll look at how the process worked and decide what steps to take – just like we do every year.

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Day 3 - XNA: Hacking around with images

- by dapostolov

Yay! Today I'm going to get into some code! My mind has been on this all day! I find it amusing how I practice, daily, to be "in the moment" or "present" and the excitement and anticipation of this project seems to snatch it away from me frequently. WELL!!! (Shakes Excitedly) Let's do this =)! Let's code! For these next few days it is my intention to better understand image rendering using XNA; after said prototypes are complete I should (fingers crossed) be able to dive into my game code using the design document I hammered out the other night. On a personal note, I think the toughest thing right now is finding the time to do this project. Each night, after my little ones go to bed I can only really afford a couple hours of work on this project. However, I hope to utilise this time as best as I can because this is the first time in a while I've found a project that I've been passionate about. A friend recently asked me if I intend to go 3D or extend the game design. Yes. For now I'm keeping it simple. Lastly, just as a note, as I was doing some further research into image rendering this morning I came across some other XNA content and lessons learned. I believe this content could have probably been posted in the first couple of posts, however, I will share the new content as I learn it at the end of each day. Maybe I'll take some time later to fix the posts but for now Installation and Deployment - Lessons Learned I had installed the XNA studio (Day 1) and the site instructions were pretty easy to follow. However, I had a small difficulty with my development environment. You see, I run a virtual desktop development environment. Even though I was able to code and compile all the tutorials the game failed to run...because I lacked a 3D capable card; it was not detected on the virtual box... First Lesson: The XNA runtime needs to "see" the 3D card! No sweat, Il copied the files over to my parent box and executed the program. ERROR. Hmm... Second Lesson (which I should have probably known but I let the excitement get the better of me): you need the XNA runtime on the client PC to run the game, oh, and don't forget the .Net Runtime! Sprite, it ain't just a Soft Drink... With these prototypes I intend to understand and perform the following tasks. learn game development terminology how to place and position (rotate) a static image on the screen how to layer static images on the screen understand image scaling can we reuse images? understand how framerate is handled in XNA how to display text , basic shapes, and colors on the screen how to interact with an image (collision of user input?) how to animate an image and understand basic animation techniques how to detect colliding images or screen edges how to manipulate the image, lets say colors, stretching how to focus on a segment of an image...like only displaying a frame on a film reel what's the best way to manage images (compression, storage, location, prevent artwork theft, etc.) Well, let's start with this "prototype" task list for now...Today, let's get an image on the screen and maybe I can mark a few of the tasks as completed... C# Prototype1 New Visual Studio Project Select the XNA Game Studio 3.1 Project Type Select the Windows Game 3.1 Template Type Prototype1 in the Name textbox provided Press OK. At this point code has auto-magically been created. Feel free to press the F5 key to run your first XNA program. You should have a blue screen infront of you. Without getting into the nitty gritty right, the code that was generated basically creates some basic code to clear the window content with the lovely CornFlowerBlue color. Something to notice, when you move your mouse into the window...nothing. ooooo spoooky. Let's put an image on that screen! Step A - Get an Image into the solution Under "Content" in your Solution Explorer, right click and add a new folder and name it "Sprites". Copy a small image in there; I copied a "Royalty Free" wizard hat from a quick google search and named it wizards_hat.jpg (rightfully so!) Step B - Add the sprite and position fields Now, open/edit Game1.cs Locate the following line: SpriteBatch spriteBatch; Under this line type the following: SpriteBatch spriteBatch; // the line you are looking for... Texture2D sprite; Vector2 position; Step C - Load the image asset Locate the "Load Content" Method and duplicate the following: protected override void LoadContent() { spriteBatch = new SpriteBatch(GraphicsDevice); // your image name goes here... sprite = Content.Load<Texture2D>("Sprites\\wizards_hat"); position = new Vector2(200, 100); base.LoadContent(); } Step D - Draw the image Locate the "Draw" Method and duplicate the following: protected override void Draw(GameTime gameTime) { GraphicsDevice.Clear(Color.CornflowerBlue); spriteBatch.Begin(SpriteBlendMode.AlphaBlend); spriteBatch.Draw(sprite, position, Color.White); spriteBatch.End(); base.Draw(gameTime); } Step E - Compile and Run Engage! (F5) - Debug! Your image should now display on a cornflowerblue window about 200 pixels from the left and 100 pixels from the top. Awesome! =) Pretty cool how we only coded a few lines to display an image, but believe me, there is plenty going on behind the scenes. However, for now, I'm going to call it a night here. Blogging all this progress certainly takes time... However, tomorrow night I'm going to detail what we just did, plus start checking off points on that list! I'm wondering right now if I should add pictures / code to this post...let me know if you want them =) Best Regards, D.

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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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Communities - The importance of exchange and discussion

Communication with your environment is an essential part of everyone's life. And it doesn't matter whether you are actually living in a rural area in the middle of nowhere, within the pulsating heart of a big city, or in my case on a wonderful island in the Indian Ocean. The ability to exchange your thoughts, your experience and your worries with another person helps you to get different points of view and new ideas on how to resolve an issue you might be confronted with. Benefits of community work What happens to be common sense in your daily life, also applies to your work environment. Working in IT, or ICT as it is called in Mauritius, requires a lot of reading and learning. Not only during your lectures at the university but with your colleagues in a project assignment and hopefully with 'unknown' pals in the universe of online communities. At least I can say that I learned quite a lot from other developers code, their responses in various forums, their numerous blog articles, and while attending local user group meetings. When I started to work as a professional software developer (or engineer some may say) years ago I immediately checked the existence of communities on the programming language, the database technology and other vital information on software development in general. Luckily, it wasn't too difficult to find. My employer had a subscription of the monthly magazines and newsletters of a national organisation which also run the biggest forum in that area. Getting in touch with other developers and reading their common problems but also solutions was a huge benefit to my growth. Image courtesy of Michael Kappel (CC BY-NC 2.0) Active participation and regular contribution to this community gave me some nice advantages, too. Within three years I was listed as a conference speaker at the annual developer's conference and provided several sessions on different topics during consecutive years. Back in 2004, I took over the responsibility and management of the monthly meetings of a regional user group, and organised it for more than two years. Furthermore, I was invited to the newly-founded community program of Microsoft Germany (Community Leader/Insider Program - CLIP). My website on Active FoxPro Pages was nominated in the second batch of online communities. Due to my community work and providing advice to others, I had the honour to be awarded as Microsoft Most Valuable Professional (MVP) - Visual Developer for Visual FoxPro in the years 2006 and 2007. It was a great experience to meet with other like-minded people and I'm really grateful for that. Just in case, more details are listed in my Curriculum Vitae. But this all changed when I moved to Mauritius... Cyber island Mauritius? During the first months in Mauritius I was way too busy to think about community activities at all. First of all, there was the new company that had to be set up, the new staff had to be trained and of course the communication work-flows and so on with the project managers back in Germany had to be sorted out, too. Second, I had to get a grip of my private matters like getting the basics for my new household or exploring the neighbourhood, and last but not least I needed a break from the hectic and intensive work prior to my departure. As soon as the sea literally calmed down, I started to have conversations with my colleagues about communities and user groups. Sadly, it turned out that there were none, or at least no one was aware of any at that time. Oh oh, what did I do? Anyway, having this kind of background and very positive experience with off-line and on-line activities I decided for myself that some day I'm going to found a community in Mauritius for all kind of IT/ICT-related fields. The main focus might be on software development but not on a certain technology or methodology. It was clear to me that it should be an open infrastructure and anyone is welcome to join, to experience, to share and to contribute if they would like to. That was the idea at that time... Ok, fast-forward to recent events. At the end of October 2012 I was invited to an event called Open Days organised by Microsoft Indian Ocean Islands together with other local partners and resellers. There I got in touch with local Technical Evangelist Arnaud Meslier and we had a good conversation on communities during the breaks. Eventually, I left a good impression on him, as we are having chats on Facebook or Skype irregularly. Well, seeing that my personal and professional surroundings have been settled and running smooth, having that great exchange and contact with Microsoft IOI (again), and being really eager to re-animate my intentions from 2007, I recently founded a new community: Mauritius Software Craftsmanship Community - #MSCC It took me a while to settle down with the name but it was obvious that the community should not be attached to one single technology, like ie. .NET user group, Oracle developers, or Joomla friends (these are fictitious names). There are several other reasons why I came up with 'Craftsmanship' as the core topic of this community. The expression of 'engineering' didn't feel right with the fields covered. Software development in all kind of facets is a craft, and therefore demands a lot of practice but also guidance from more experienced developers. It also includes the process of designing, modelling and drafting the ideas. Has to deal with various types of tests and test methodologies, and of course should be focused on flexible and agile ways of acting. In order to meet and to excel a customer's request for a solution. Next, I was looking for an easy way to handle the organisation of events and meeting appointments. Using all kind of social media platforms like Google+, LinkedIn, Facebook, Xing, etc. I was never really confident about their features of event handling. More by chance I stumbled upon Meetup.com and in combination with the other entities (G+ Communities, FB Pages or in Groups) I am looking forward to advertise and manage all future activities here: Mauritius Software Craftsmanship Community This is a community for those who care and are proud of what they do. For those developers, regardless how experienced they are, who want to improve and master their craft. This is a community for those who believe that being average is just not good enough. I know, there are not many 'craftsmen' yet but it's a start... Let's see how it looks like by the end of the year. There are free smartphone apps for Android and iOS from Meetup.com that allow you to keep track of meetings and to stay informed on latest updates. And last but not least, there will be a Trello workspace to collect and share ideas and provide downloads of slides, etc. Sharing is caring! As mentioned, the #MSCC is present in various social media networks in order to cover as many people as possible here in Mauritius. Following is an overview of the current networks: Twitter - Latest updates and quickies Google+ - Community channel Facebook - Community Page LinkedIn - Community Group Trello - Collaboration workspace to share and develop ideas Hopefully, this covers the majority of computer-related people in Mauritius. Please spread the word about the #MSCC between your colleagues, your friends and other interested 'geeks'. Your future looks bright Running and participating in a user group or any kind of community usually provides quite a number of advantages for anyone. On the one side it is very joyful for me to organise appointments and get in touch with people that might be interested to present a little demo of their projects or their recent problems they had to tackle down, and on the other side there are lots of companies that have various support programs or sponsorships especially tailored for user groups. At the moment, I already have a couple of gimmicks that I would like to hand out in small contests or raffles during one of the upcoming meetings, and as said, companies provide all kind of goodies, books free of charge, or sometimes even licenses for communities. Meeting other software developers or IT guys also opens up your point of view on the local market and there might be interesting projects or job offers available, too. A community like the Mauritius Software Craftsmanship Community is great for freelancers, self-employed, students and of course employees. Meetings will be organised on a regular basis, and I'm open to all kind of suggestions from you. Please leave a comment here in blog or join the conversations in the above mentioned social networks. Let's get this community up and running, my fellow Mauritians!

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External File Upload Optimizations for Windows Azure

- by rgillen

[Cross posted from here: http://rob.gillenfamily.net/post/External-File-Upload-Optimizations-for-Windows-Azure.aspx] I’m wrapping up a bit of the work we’ve been doing on data movement optimizations for cloud computing and the latest set of data yielded some interesting points I thought I’d share. The work done here is not really rocket science but may, in some ways, be slightly counter-intuitive and therefore seemed worthy of posting. Summary: for those who don’t like to read detailed posts or don’t have time, the synopsis is that if you are uploading data to Azure, block your data (even down to 1MB) and upload in parallel. Set your block size based on your source file size, but if you must choose a fixed value, use 1MB. Following the above will result in significant performance gains… upwards of 10x-24x and a reduction in overall file transfer time of upwards of 90% (eg, uploading a 1GB file averaged 46.37 minutes prior to optimizations and averaged 1.86 minutes afterwards). Detail: For those of you who want more detail, or think that the claims at the end of the preceding paragraph are over-reaching, what follows is information and code supporting these claims. As the title would indicate, these tests were run from our research facility pointing to the Azure cloud (specifically US North Central as it is physically closest to us) and do not represent intra-cloud results… we have performed intra-cloud tests and the overall results are similar in notion but the data rates are significantly different as well as the tipping points for the various block sizes… this will be detailed separately). We started by building a very simple console application that would loop through a directory and upload each file to Azure storage. This application used the shipping storage client library from the 1.1 version of the azure tools. The only real variation from the client library is that we added code to collect and record the duration (in ms) and size (in bytes) for each file transferred. The code is available here. We then created a directory that had a collection of files for the following sizes: 2KB, 32KB, 64KB, 128KB, 512KB, 1MB, 5MB, 10MB, 25MB, 50MB, 100MB, 250MB, 500MB, 750MB, and 1GB (50 files for each size listed). These files contained randomly-generated binary data and do not benefit from compression (a separate discussion topic). Our file generation tool is available here. The baseline was established by running the application described above against the directory containing all of the data files. This application uploads the files in a random order so as to avoid transferring all of the files of a given size sequentially and thereby spreading the affects of periodic Internet delays across the collection of results. We then ran some scripts to split the resulting data and generate some reports. The raw data collected for our non-optimized tests is available via the links in the Related Resources section at the bottom of this post. For each file size, we calculated the average upload time (and standard deviation) and the average transfer rate (and standard deviation). As you likely are aware, transferring data across the Internet is susceptible to many transient delays which can cause anomalies in the resulting data. It is for this reason that we randomized the order of source file processing as well as executed the tests 50x for each file size. We expect that these steps will yield a sufficiently balanced set of results. Once the baseline was collected and analyzed, we updated the test harness application with some methods to split the source file into user-defined block sizes and then to upload those blocks in parallel (using the PutBlock() method of Azure storage). The parallelization was handled by simply relying on the Parallel Extensions to .NET to provide a Parallel.For loop (see linked source for specific implementation details in Program.cs, line 173 and following… less than 100 lines total). Once all of the blocks were uploaded, we called PutBlockList() to assemble/commit the file in Azure storage. For each block transferred, the MD5 was calculated and sent ensuring that the bits that arrived matched was was intended. The timer for the blocked/parallelized transfer method wraps the entire process (source file splitting, block transfer, MD5 validation, file committal). A diagram of the process is as follows: We then tested the affects of blocking & parallelizing the transfers by running the updated application against the same source set and did a parameter sweep on the block size including 256KB, 512KB, 1MB, 2MB, and 4MB (our assumption was that anything lower than 256KB wasn’t worth the trouble and 4MB is the maximum size of a block supported by Azure). The raw data for the parallel tests is available via the links in the Related Resources section at the bottom of this post. This data was processed and then compared against the single-threaded / non-optimized transfer numbers and the results were encouraging. The Excel version of the results is available here. Two semi-obvious points need to be made prior to reviewing the data. The first is that if the block size is larger than the source file size you will end up with a “negative optimization” due to the overhead of attempting to block and parallelize. The second is that as the files get smaller, the clock-time cost of blocking and parallelizing (overhead) is more apparent and can tend towards negative optimizations. For this reason (and is supported in the raw data provided in the linked worksheet) the charts and dialog below ignore source file sizes less than 1MB. (click chart for full size image) The chart above illustrates some interesting points about the results: When the block size is smaller than the source file, performance increases but as the block size approaches and then passes the source file size, you see decreasing benefit to the point of negative gains (see the values for the 1MB file size) For some of the moderately-sized source files, small blocks (256KB) are best As the size of the source file gets larger (see values for 50MB and up), the smallest block size is not the most efficient (presumably due, at least in part, to the increased number of blocks, increased number of individual transfer requests, and reassembly/committal costs). Once you pass the 250MB source file size, the difference in rate for 1MB to 4MB blocks is more-or-less constant The 1MB block size gives the best average improvement (~16x) but the optimal approach would be to vary the block size based on the size of the source file. (click chart for full size image) The above is another view of the same data as the prior chart just with the axis changed (x-axis represents file size and plotted data shows improvement by block size). It again highlights the fact that the 1MB block size is probably the best overall size but highlights the benefits of some of the other block sizes at different source file sizes. This last chart shows the change in total duration of the file uploads based on different block sizes for the source file sizes. Nothing really new here other than this view of the data highlights the negative affects of poorly choosing a block size for smaller files. Summary What we have found so far is that blocking your file uploads and uploading them in parallel results in significant performance improvements. Further, utilizing extension methods and the Task Parallel Library (.NET 4.0) make short work of altering the shipping client library to provide this functionality while minimizing the amount of change to existing applications that might be using the client library for other interactions. Related Resources Source code for upload test application Source code for random file generator ODatas feed of raw data from non-optimized transfer tests Experiment Metadata Experiment Datasets 2KB Uploads 32KB Uploads 64KB Uploads 128KB Uploads 256KB Uploads 512KB Uploads 1MB Uploads 5MB Uploads 10MB Uploads 25MB Uploads 50MB Uploads 100MB Uploads 250MB Uploads 500MB Uploads 750MB Uploads 1GB Uploads Raw Data OData feeds of raw data from blocked/parallelized transfer tests Experiment Metadata Experiment Datasets Raw Data 256KB Blocks 512KB Blocks 1MB Blocks 2MB Blocks 4MB Blocks Excel worksheet showing summarizations and comparisons

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The Sensemaking Spectrum for Business Analytics: Translating from Data to Business Through Analysis

- by Joe Lamantia

One of the most compelling outcomes of our strategic research efforts over the past several years is a growing vocabulary that articulates our cumulative understanding of the deep structure of the domains of discovery and business analytics. Modes are one example of the deep structure we’ve found. After looking at discovery activities across a very wide range of industries, question types, business needs, and problem solving approaches, we've identified distinct and recurring kinds of sensemaking activity, independent of context. We label these activities Modes: Explore, compare, and comprehend are three of the nine recognizable modes. Modes describe *how* people go about realizing insights. (Read more about the programmatic research and formal academic grounding and discussion of the modes here: https://www.researchgate.net/publication/235971352_A_Taxonomy_of_Enterprise_Search_and_Discovery) By analogy to languages, modes are the 'verbs' of discovery activity. When applied to the practical questions of product strategy and development, the modes of discovery allow one to identify what kinds of analytical activity a product, platform, or solution needs to support across a spread of usage scenarios, and then make concrete and well-informed decisions about every aspect of the solution, from high-level capabilities, to which specific types of information visualizations better enable these scenarios for the types of data users will analyze. The modes are a powerful generative tool for product making, but if you've spent time with young children, or had a really bad hangover (or both at the same time...), you understand the difficult of communicating using only verbs. So I'm happy to share that we've found traction on another facet of the deep structure of discovery and business analytics. Continuing the language analogy, we've identified some of the ‘nouns’ in the language of discovery: specifically, the consistently recurring aspects of a business that people are looking for insight into. We call these discovery Subjects, since they identify *what* people focus on during discovery efforts, rather than *how* they go about discovery as with the Modes. Defining the collection of Subjects people repeatedly focus on allows us to understand and articulate sense making needs and activity in more specific, consistent, and complete fashion. In combination with the Modes, we can use Subjects to concretely identify and define scenarios that describe people’s analytical needs and goals. For example, a scenario such as ‘Explore [a Mode] the attrition rates [a Measure, one type of Subject] of our largest customers [Entities, another type of Subject] clearly captures the nature of the activity — exploration of trends vs. deep analysis of underlying factors — and the central focus — attrition rates for customers above a certain set of size criteria — from which follow many of the specifics needed to address this scenario in terms of data, analytical tools, and methods. We can also use Subjects to translate effectively between the different perspectives that shape discovery efforts, reducing ambiguity and increasing impact on both sides the perspective divide. For example, from the language of business, which often motivates analytical work by asking questions in business terms, to the perspective of analysis. The question posed to a Data Scientist or analyst may be something like “Why are sales of our new kinds of potato chips to our largest customers fluctuating unexpectedly this year?” or “Where can innovate, by expanding our product portfolio to meet unmet needs?”. Analysts translate questions and beliefs like these into one or more empirical discovery efforts that more formally and granularly indicate the plan, methods, tools, and desired outcomes of analysis. From the perspective of analysis this second question might become, “Which customer needs of type ‘A', identified and measured in terms of ‘B’, that are not directly or indirectly addressed by any of our current products, offer 'X' potential for ‘Y' positive return on the investment ‘Z' required to launch a new offering, in time frame ‘W’? And how do these compare to each other?”. Translation also happens from the perspective of analysis to the perspective of data; in terms of availability, quality, completeness, format, volume, etc. By implication, we are proposing that most working organizations — small and large, for profit and non-profit, domestic and international, and in the majority of industries — can be described for analytical purposes using this collection of Subjects. This is a bold claim, but simplified articulation of complexity is one of the primary goals of sensemaking frameworks such as this one. (And, yes, this is in fact a framework for making sense of sensemaking as a category of activity - but we’re not considering the recursive aspects of this exercise at the moment.) Compellingly, we can place the collection of subjects on a single continuum — we call it the Sensemaking Spectrum — that simply and coherently illustrates some of the most important relationships between the different types of Subjects, and also illuminates several of the fundamental dynamics shaping business analytics as a domain. As a corollary, the Sensemaking Spectrum also suggests innovation opportunities for products and services related to business analytics. The first illustration below shows Subjects arrayed along the Sensemaking Spectrum; the second illustration presents examples of each kind of Subject. Subjects appear in colors ranging from blue to reddish-orange, reflecting their place along the Spectrum, which indicates whether a Subject addresses more the viewpoint of systems and data (Data centric and blue), or people (User centric and orange). This axis is shown explicitly above the Spectrum. Annotations suggest how Subjects align with the three significant perspectives of Data, Analysis, and Business that shape business analytics activity. This rendering makes explicit the translation and bridging function of Analysts as a role, and analysis as an activity. Subjects are best understood as fuzzy categories [http://georgelakoff.files.wordpress.com/2011/01/hedges-a-study-in-meaning-criteria-and-the-logic-of-fuzzy-concepts-journal-of-philosophical-logic-2-lakoff-19731.pdf], rather than tightly defined buckets. For each Subject, we suggest some of the most common examples: Entities may be physical things such as named products, or locations (a building, or a city); they could be Concepts, such as satisfaction; or they could be Relationships between entities, such as the variety of possible connections that define linkage in social networks. Likewise, Events may indicate a time and place in the dictionary sense; or they may be Transactions involving named entities; or take the form of Signals, such as ‘some Measure had some value at some time’ - what many enterprises understand as alerts. The central story of the Spectrum is that though consumers of analytical insights (represented here by the Business perspective) need to work in terms of Subjects that are directly meaningful to their perspective — such as Themes, Plans, and Goals — the working realities of data (condition, structure, availability, completeness, cost) and the changing nature of most discovery efforts make direct engagement with source data in this fashion impossible. Accordingly, business analytics as a domain is structured around the fundamental assumption that sense making depends on analytical transformation of data. Analytical activity incrementally synthesizes more complex and larger scope Subjects from data in its starting condition, accumulating insight (and value) by moving through a progression of stages in which increasingly meaningful Subjects are iteratively synthesized from the data, and recombined with other Subjects. The end goal of ‘laddering’ successive transformations is to enable sense making from the business perspective, rather than the analytical perspective.Synthesis through laddering is typically accomplished by specialized Analysts using dedicated tools and methods. Beginning with some motivating question such as seeking opportunities to increase the efficiency (a Theme) of fulfillment processes to reach some level of profitability by the end of the year (Plan), Analysts will iteratively wrangle and transform source data Records, Values and Attributes into recognizable Entities, such as Products, that can be combined with Measures or other data into the Events (shipment of orders) that indicate the workings of the business. More complex Subjects (to the right of the Spectrum) are composed of or make reference to less complex Subjects: a business Process such as Fulfillment will include Activities such as confirming, packing, and then shipping orders. These Activities occur within or are conducted by organizational units such as teams of staff or partner firms (Networks), composed of Entities which are structured via Relationships, such as supplier and buyer. The fulfillment process will involve other types of Entities, such as the products or services the business provides. The success of the fulfillment process overall may be judged according to a sophisticated operating efficiency Model, which includes tiered Measures of business activity and health for the transactions and activities included. All of this may be interpreted through an understanding of the operational domain of the businesses supply chain (a Domain). We'll discuss the Spectrum in more depth in succeeding posts.

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Moving from Tortoise to TFS

- by MarkPearl

The Past A few years ago my small software company made the jump from storing code on a shared folder to source code control. At the time we had evaluated a few of the options and settled on Tortoise SVN. The main motivation for going the SVN route was that we found a great plugin for Visual Studio that allowed us to avoid the command prompt for uploading changes (like I said we are windows programmers… command prompt bad!! ) and it was free. Up to now we have been pretty happy with SVN as it removed many of the worries that I had about how safe my code was on a shared folder and also gave us the opportunity to safely have several developers work on the same project at the same time. The only times when we have been unhappy has been when we have had SVN hell days – which pretty much occur when you are doing something out of the norm and suddenly SVN just won’t resolve conflicts or something along those lines. This happens once every 4 or 5 months and is not necessarily a problem caused directly by SVN – but a problem augmented by SVN. When you have SVN hell days you want to curse SVN! With that in mind I recently have been relooking at our source code control. I have explored using GIT and was very impressed by it and have also looked at TFS. From a source code control perspective I don’t want to get into a heated discussion on which one is better – but I do want to mention that I wear two hats in my organization – software developer & manager, and with the manager hat on I tend to sway the TFS route. So when I was given a coupon to test DiscountASP.Net Team Foundation Server Service for a year, I thought it was the perfect opportunity to try TFS in a distributed environment and also make the first step towards having an integrated development management system. Some of the things that appeal to me about DiscountASP’s offering are the following… Basic management / planning facilities like to do lists inside Visual Studio Daily backup of data on the server – we are developers, not IT managers and so the more of this I could outsource the better Distributed solution – all of us work remotely and so this was a big one as well. Registering and Setting Up with DiscountASP.NET The whole registration process was simple and intuitive. The web interface is not the most visually impressive one, but it is functional and a few seconds after I clicked the last submit button a email was sitting in my inbox giving me my control panel username and suggesting that I read the “Getting Started” article. The getting started article was easy to read and understand so no complaints there either. Next to set my dev environment to work. With a few references to the getting started article I had completed the whole setup process in a matter of minutes. Ten minutes after initiating the whole thing I was logged into VS2010 and creating my first TFS project. With the service that I signed up for, I have access for 5 users – which is sufficient for my internal needs. So from what I can tell, to set the rest of us up on the system I just need to supply them with their user credentials and url. My Concerns Resolved 1) Security So, a few concerns I had about the service. First and foremost – is it secure? I would hate for someone to get access to our code and the whole idea of putting it up on the internet is a concern for me. Turning to the Knowledge Base on the DiscountASP website this is one of the first question I can see answered. According to them it is secure. I have extracted their comment below regarding this. Our TFS hosting service is secure. We only accept HTTPS connections ensuring that any client-server data transmission is encrypted. At the network level, all of our systems are protected by multiple Juniper firewalls, Tipping Point's Intrusion Detection System (see Tipping Point's case study of our use here), and we also employ DDoS mitigation to add extra layers of security. Additionally, physical access to the servers is tightly restricted. Please see the security section of this Knowledge Base article for further details. 2) Web Portal Access The other big concern I have is regarding web portal access. In the ideal world I would like to be able to give my end users access to a web portal for reporting bugs etc. When I initially read through the FAQ of the site it mentioned that there was web portal access – but from what I can see this is just for “users”. Since I am limited to 5 users for the account, it would not be practical to set up external users that we could get feedback from on bugs etc. I would be interested if this is possible – and if so if someone could post it in the comments it would be much appreciated. If this isn’t possible, it is a slight let down as we rely heavily on end user feedback to get feedback and it would have been ideal to have gotten this within the service. Other than those two items, I didn’t have any real concerns that were unresolved. So where do I go from here? So time passed by from the initial writing of this post and as work whirred in and out of my inbox I have still not had a proper opportunity to give the service a test run. Recently though things have began to slow down and then surprise surprise I had another SVN Hell day. With that experience I had a new found resolve to get our team on TFS and so today we are going to start to use the service as a team. I am hoping that I do not have TFS hell days – but if I do, I will be sure to write about them. In short - the verdict is still out on whether this service is going to be invaluable to my business or whether it will create more headaches than it is worth BUT I am hopping it will be an invaluable service. I will only really be able to determine that in a few months… till then!

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Refactoring Part 1 : Intuitive Investments

- by Wes McClure

Fear, it’s what turns maintaining applications into a nightmare. Technology moves on, teams move on, someone is left to operate the application, what was green is now perceived brown. Eventually the business will evolve and changes will need to be made. The approach to those changes often dictates the long term viability of the application. Fear of change, lack of passion and a lack of interest in understanding the domain often leads to a paranoia to do anything that doesn’t involve duct tape and bailing twine. Don’t get me wrong, those have a place in the short term viability of a project but they don’t have a place in the long term. Add to it “us versus them” in regards to the original team and those that maintain it, internal politics and other factors and you have a recipe for disaster. This results in code that quickly becomes unmanageable. Even the most clever of designs will eventually become sub optimal and debt will amount that exponentially makes changes difficult. This is where refactoring comes in, and it’s something I’m very passionate about. Refactoring is about improving the process whereby we make change, it’s an exponential investment in the process of change. Without it we will incur exponential complexity that halts productivity. Investments, especially in the long term, require intuition and reflection. How can we tackle new development effectively via evolving the original design and paying off debt that has been incurred? The longer we wait to ask and answer this question, the more it will cost us. Small requests don’t warrant big changes, but realizing when changes now will pay off in the long term, and especially in the short term, is valuable. I have done my fair share of maintaining applications and continuously refactoring as needed, but recently I’ve begun work on a project that hasn’t had much debt, if any, paid down in years. This is the first in a series of blog posts to try to capture the process which is largely driven by intuition of smaller refactorings from other projects. Signs that refactoring could help: Testability How can decreasing test time not pay dividends? One of the first things I found was that a very important piece often takes 30+ minutes to test. I can only imagine how much time this has cost historically, but more importantly the time it might cost in the coming weeks: I estimate at least 10-20 hours per person! This is simply unacceptable for almost any situation. As it turns out, about 6 hours of working with this part of the application and I was able to cut the time down to under 30 seconds! In less than the lost time of one week, I was able to fix the problem for all future weeks! If we can’t test fast then we can’t change fast, nor with confidence. Code is used by end users and it’s also used by developers, consider your own needs in terms of the code base. Adding logic to enable/disable features during testing can help decouple parts of an application and lead to massive improvements. What exactly is so wrong about test code in real code? Often, these become features for operators and sometimes end users. If you cannot run an integration test within a test runner in your IDE, it’s time to refactor. Readability Are variables named meaningfully via a ubiquitous language? Is the code segmented functionally or behaviorally so as to minimize the complexity of any one area? Are aspects properly segmented to avoid confusion (security, logging, transactions, translations, dependency management etc) Is the code declarative (what) or imperative (how)? What matters, not how. LINQ is a great abstraction of the what, not how, of collection manipulation. The Reactive framework is a great example of the what, not how, of managing streams of data. Are constants abstracted and named, or are they just inline? Do people constantly bitch about the code/design? If the code is hard to understand, it will be hard to change with confidence. It’s a large undertaking if the original designers didn’t pay much attention to readability and as such will never be done to “completion.” Make sure not to go over board, instead use this as you change an application, not in lieu of changes (like with testability). Complexity Simplicity will never be achieved, it’s highly subjective. That said, a lot of code can be significantly simplified, tidy it up as you go. Refactoring will often converge upon a simplification step after enough time, keep an eye out for this. Understandability In the process of changing code, one often gains a better understanding of it. Refactoring code is a good way to learn how it works. However, it’s usually best in combination with other reasons, in effect killing two birds with one stone. Often this is done when readability is poor, in which case understandability is usually poor as well. In the large undertaking we are making with this legacy application, we will be replacing it. Therefore, understanding all of its features is important and this refactoring technique will come in very handy. Unused code How can deleting things not help? This is a freebie in refactoring, it’s very easy to detect with modern tools, especially in statically typed languages. We have VCS for a reason, if in doubt, delete it out (ok that was cheesy)! If you don’t know where to start when refactoring, this is an excellent starting point! Duplication Do not pray and sacrifice to the anti-duplication gods, there are excellent examples where consolidated code is a horrible idea, usually with divergent domains. That said, mediocre developers live by copy/paste. Other times features converge and aren’t combined. Tools for finding similar code are great in the example of copy/paste problems. Knowledge of the domain helps identify convergent concepts that often lead to convergent solutions and will give intuition for where to look for conceptual repetition. 80/20 and the Boy Scouts It’s often said that 80% of the time 20% of the application is used most. These tend to be the parts that are changed. There are also parts of the code where 80% of the time is spent changing 20% (probably for all the refactoring smells above). I focus on these areas any time I make a change and follow the philosophy of the Boy Scout in cleaning up more than I messed up. If I spend 2 hours changing an application, in the 20%, I’ll always spend at least 15 minutes cleaning it or nearby areas. This gives a huge productivity edge on developers that don’t. Ironically after a short period of time the 20% shrinks enough that we don’t have to spend 80% of our time there and can move on to other areas. Refactoring is highly subjective, never attempt to refactor to completion! Learn to be comfortable with leaving one part of the application in a better state than others. It’s an evolution, not a revolution. These are some simple areas to look into when making changes and can help get one started in the process. I’ve often found that refactoring is a convergent process towards simplicity that sometimes spans a few hours but often can lead to massive simplifications over the timespan of weeks and months of regular development.

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Emtel Knowledge Series - Q2/2014

From Cyber Island to Smart Mauritius Cyber Island? Smart Mauritius? - What is Emtel talking about? "With the majority of the population living in urban environments today, the concept of "Smart Cities" has become an urgent necessity. "Smart Cities" refer to an urban transformation which, by using latest ICT technologies makes cities more efficient. Many Governments are setting out ambitious plans to build the cities of the future based on massive connectivity, high bandwidth communications, intelligent sensors and analysis of huge volumes of data. Various researches have shown four key enablers for smart city success - Government leadership, suitable technology infrastructure, solid public-private partnerships and engaged citizens. It is around these enabling factors that telecoms companies can play a vital role in assisting governments to deliver on the smart city vision." The Emtel Knowledge Series goes in compliance with Emtel's 25th anniversary celebrations throughout the year and the master of ceremony, Kim Andersen, mentioned that there will be more upcoming events on a quarterly base. As a representative of the Mauritius Software Craftsmanship Community (MSCC) there was absolutely no hesitation to join in again. Following my visit to the first Emtel Knowledge Series workshop back in February this year, it was great to have another opportunity to meet and exchange with technology experts. But quite frankly what is it with those buzz words... As far as I remember and how it was mentioned "Cyber Island" is an old initiative from around 2005/2006 which has been refreshed in 2010. It implies the empowerment of Information & Communication Technologies (ICT) as an essential factor of growth by the government here in Mauritius. Actually, the first promotional period of Cyber Island brought me here but that's another story. The venue and its own problems Like last time the event was organised and held at the Conference Hall at Cyber Tower I in Ebene. As I've been working there for some years, I know about the frustrating situation of finding a proper parking. So, does Smart Island include better solutions for the search of parking spaces? Maybe, let's see whether I will be able to answer that question at the end of the article. Anyway, after circling around the tower almost two times, I finally got a decent space to put the car, without risking to get a ticket or damage actually. International speakers and their experience Once again, Emtel did a great job to get international expertise onto the stage to share their experience and vision on this kind of embarkment. Personally, I really appreciated the fact they were speakers of global reach and could provide own-experience knowledge. Johan Gott spoke about the fundamental change that the Swedish government ignited in order to move their society and workers' environment away from heavy industry towards a knowledge-based approach. Additionally, we spoke about the effort and transformation of New York City into a greener and more efficient Smart City. Given modern technology he also advised that any kind of available Big Data should be opened to the general public - this openness would provide a playground for anyone to garner new ideas and most probably solid solutions of which no one else thought about before. Emtel Knowledge Series on moving from Cyber Island to Smart Mauritus Later during the afternoon that exact statement regarding openness to and transparency of government-owned Big Data has been emphasised again by the Danish speaker Kim Andersen and his former colleague Mika Jantunen from Finland. Mika continued to underline the important role of the government to provide a solid foundation for a knowledge-based society and mentioned that Finnish citizens have a constitutional right to broadband connectivity. Next to free higher (tertiary) education Finland already produced a good number of innovations, among them are: First country to grant voting rights to women Free higher education Constitutional right to broadband connectivity Nokia Linux Angry Birds Sauna and others... General access to internet via broadband and/or mobile connectivity is surely a key factor towards Smart Cities, or better said Smart Mauritius given the area dimensions and size of population. CTO Paul Valette gave the audience a brief overview of the essential role that Emtel will have to move Mauritius forward towards a knowledge-based and innovation-driven environment for its citizen. What I have seen looks really promising and with recently published information that Mauritians have 127% of mobile capacity - meaning more than 1 mobile, smartphone or tablet per person - it will be crucial to have the right infrastructure for these connected devices. How would it be possible to achieve a knowledge-based society? YouTube to the rescue!Seriously, gaining more knowledge will require to have fast access to educational course material as explained by Dr Kaviraj Sukon, General Director of the Open University of Mauritius. According to him a good number of high-profile universities in the world have opened their course libraries to the general public, among them EDX, Coursera and Open University. Nowadays, you're actually able and enabled to learn for and earn a BSc or even MSc certification on your own pace - no need to attend classed on campus. It was really impressive to see the number of available hours - more than enough for a life-long learning experience! {loadposition content_adsense} Networking in the name of MSCC As briefly mentioned above I was about to combine two approaches for this workshop. Of course, getting latest information and updates on Emtel services available, especially for my business here on the west coast of the island, but also to meet and greet new people for the MSCC. And I think it was very positive on both sides. Let me quickly describe some of the key aspects that happened during the day: Met with Arnaud Meslier and Kellie, both Microsoft to swap latest information on IT events. Hereby, I got an invite to Microsoft Windows Phone 8.1 Dev Camp. Got in touch with Arvin Lockee, Emtel to check our options to meet with the data team, and seizing the opportunity to have a visiting tour at the Emtel Data Centre. Had a great chat with Avinash Meetoo, Knowledge 7, Kim Andersen and Mika Jantunen about the situation of teaching and learning in general and specifically in the private sector here in Mauritius. Additionally, a number of various other interesting chats... Once again, I'm catching up on a couple of business cards in order to provide more background information about the MSCC, and to create a better awareness of MSCC within the local IT businesses. There is more to come soon! Resume of the day The number of attendees during this event has been doubled or even tripled this time. The whole organisation has been improved massively and the combination of presentation and summarizing panel discussions was better than during the previous workshop back in February. Overall, once again a well-organised workshop and I'm already looking forward to join the next workshop in Q3. Update End of July we finally managed to visit the Emtel Data Centre in Arsenal. It was an interesting opportunity for some of our MSCC members.

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It was a figure of speech!

- by Ratman21

Yesterday I posted the following as attention getter / advertisement (as well as my feelings). In the groups, (I am in) on the social networking site, LinkedIn and boy did I get responses. I am fighting mad about (a figure of speech, really) not having a job! Look just because I am over 55 and have gray hair. It does not mean, my brain is dead or I can no longer trouble shoot a router or circuit or LAN issue. Or that I can do “IT” work at all. And I could prove this if; some one would give me at job. Come on try me for 90 days at min. wage. I know you will end up keeping me (hope fully at normal pay) around. Is any one hearing me…come on take up the challenge! This was the responses I got. I hear you. We just need to retrain and get our skills up to speed is all. That is what I am doing. I have not given up. Just got to stay on top of the game. Experience is on our side if we have the credentials and we are reasonable about our salaries this should not be an issue. Already on it, going back to school and have got three certifications (CompTIA A+, Security+ and Network+. I am now studying for my CISCO CCNA certification. As to my salary, I am willing to work at very reasonable rate. You need to re-brand yourself like a product, market and sell yourself. You need to smarten up, look and feel a million dollars, re-energize yourself, regain your confidents. Either start your own business, or re-write your CV so it stands out from the rest, get the template off the internet. Contact every recruitment agent in your town, state, country and overseas, and on the web. Apply to every job you think you could do, you may not get it but you will make a contact for your network, which may lead to a job at the end of the tunnel. Get in touch with everyone you know from past jobs. Do charity work. I maintain the IT Network, stage electrical and the Telecom equipment in my church, Again already on it. I have email the world is seems with my resume and cover letters. So far, I have rewritten or had it rewrote, my resume and cover letters; over seven times so far. Re-energize? I never lost my energy level or my self-confidents in my work (now if could get some HR personal to see the same). I also volunteer at my church, I created and maintain the church web sit. I share your frustration. Sucks being over 50 and looking for work. Please don't sell yourself short at min wage because the employer will think that’s your worth. Keep trying!! I never stop trying and min wage is only for 90 days. If some one takes up the challenge. Some post asked if I am keeping up technology. Do you keep up with the latest technology and can speak the language fluidly? Yep to that and as to speaking it also a yep! I am a geek you know. I heard from others over the 50 year mark and younger too. I'm with you! I keep getting told that I don't have enough experience because I just recently completed a Masters level course in Microsoft SQL Server, which gave me a project-intensive equivalent of between 2 and 3 years of experience. On top of that training, I have 19 years as an applications programmer and database administrator. I can normalize rings around experienced DBAs and churn out effective code with the best of them. But my 19 years is worthless as far as most recruiters and HR people are concerned because it is not the specific experience for which they're looking. HR AND RECRUITERS TAKE NOTE: Experience, whatever the language, translates across platforms and technology! By the way, I'm also over 55 and still have "got it"! I never lost it and I also can work rings round younger techs. I'm 52 and female and seem to be having the same issues. I have over 10 years experience in tech support (with a BS in CIS) and can't get hired either. Ow, I only have an AS in computer science along with my certifications. Keep the faith, I have been unemployed since August of 2008. I agree with you...I am willing to return to the beginning of my retail career and work myself back through the ranks, if someone will look past the grey and realize the knowledge I would bring to the table. I also would like some one to look past the gray. Interesting approach, volunteering to work for minimum wage for 90 days. I'm in the same situation as you, being 55 & balding w/white hair, so I know where you're coming from. I've been out of work now for a year. I'm in Michigan, where the unemployment rate is estimated to be 15% (the worst in the nation) & even though I've got 30+ years of IT experience ranging from mainframe to PC desktop support, it's difficult to even get a face-to-face interview. I had one prospective employer tell me flat out that I "didn't have the energy required for this position". Mostly I never get any feedback. All I can say is good luck & try to remain optimistic. He said WHAT! Yes remaining optimistic is key. Along with faith in God. Then there was this (for lack of better word) jerk. Give it up already. You were too old to work in high tech 10 years ago. Scratch that, 20 years ago! Try selling hot dogs in front of Fry's Electronics. At least you would get a chance to eat lunch with your previous colleagues.... You know funny thing on this person is that I checked out his profile. He is older than I am.

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first install for windows eight.....da beta

- by raysmithequip

The W8 preview is now installed and I am enjoying it. I remember the learning curve of my first unix machine back in the eighties, this ain't that.It is normal for me to do the first os install with a keyboard and low end monitor...you never know what you'll encounter out in the field. The OS took like a fish to water. I used a low end INTEL motherboard dp55w I gathered on the cheap, an 1157 i5 from the used bin a pair of 6 gig ddr3 sticks, a rosewell 550 watt power supply a cheap used twenty buck sub 200g wd sata drive, a half working dvd burner and an asus fanless nvidia vid card, not a great one but Sub 50.00 on newey eggey...I did have to hunt the ms forums for a key and of course to activate the thing, if dos would of needed this outmoded ritual, we would still be on cpm and osborne would be a household name, of course little do people know that this ritual was common as far back as the seventies on att unix installs....not, but it was possible, I used to joke about when I ran a bbs, what hell would of been wrought had dos 3.2 machines been required to dial into my bbs to send fido mail to ms and wait for an acknowledgement. All in all the thing was pushing a seven on the ms richter scale, not including the vid card, sadly it came in at just a tad over three....I wanted to evaluate it for a possible replacement on critical machines that in the past went down due to a vid card fan failure....you have no idea what a customer thinks when you show them a failed vid card fan..."you mean that little plastic piece of junk caused all this!!??!!!"...yea man. Some production machines don't need any sort of vid, I will at least keep it on the maybe list for those, MTBF is a very important factor, some big box stores should put percentage of failure rate within 24 month estimates on the outside of the carton for sure. And a warning that the power supplies are already at their limit. Let's face it, today even 550w can be iffy.A few neat eye candy improvements over the earlier windows is nice, the metro screen is nice, anyone who has used a newer phone recently will intuitively drag their fingers across the screen....lot of good that was with no mouse or touch screen though. Lucky me, I have been using windows since day one, I still have a copy of win 2.0 (and every other version) for no good reason. Still the old ix collection of disks is much larger, recompiling any kernal is another silly ritual, same machine, different day, same recompile...argh. Rh is my all time fav, mandrake was always missing something, like it rewrote the init file or something, novell is ok as long as you stay on the beaten path and of course ubuntu normally recompiles with the same errors consistantly....makes life easy that way....no errors on windows eight, just a screen that did not match the installed hardware, natuarally I alt tabbed right out of it, then hit the flag key to find the start menu....no start button. I miss the start button already. Keyboard cowboy funnin and I was browsing the harddrive, nothing stunning there, I like that, means I can find stuff. Only I can't find what I want, the start button....the start menu is that first screen for touch tablets. No biggie for useruser, that is where they will want to be, I can see that. Admins won't want to be there, it is easy enough to get the control panel a bazzilion other ways though, just not the start button. (see a pattern here?). Personally, from the keyboard I find it fun to hit the carets along the location bar at the top of the explorer screen with tabs and arrows and choose SHOW ALL CONTROL PANEL ITEMS, or thereabouts. Bottom line, I love seven and I'll love eight even more!...very happy I did not have to follow the normal rule of thumb (a customer watching me build a system and asking questions said "oh I get it, so every piece you put in there is basically a hundred bucks, right?)...ok, sure, pretty much, more or less, well, ya dude. It will be WAY past october till I get a real touch screen but I did pick up a pair of cheap tatungs so I can try the NEW main start screen, I parse a lot of folders and have a vision of how a pair of touch screens will be easier than landing a rover on mars. Ok. fine, they are way smallish, and I don't expect multitouch to work but we are talking a few percent of a new 21 inch viewsonic touch screen. Will this OS be a game changer? I don't know. Bottom line with all the pads and droids in the world, it is more of a catch up move at first glance. Not something ms is used to. An app store? I can see ms's motivation, the others have it. I gather there will not be gadgets there, go ahead and see what ms did to the once populated gadget page...go ahead, google gadgets and take a gander, used to hundreds of gadgets, they are already gone. They replaced gadgets? sort of, I'll drop that, it's a bit of a sore point for me. More of interest was what happened when I downloaded stuff off codeplex and some other normal programs that I like, like orbitron, top o' my list!!...cardware it is...anyways, click on the exe, get a screen, normal for windows, this one indicated that I was not running a normal windows program and had a button for exit the install, naw, I hit details, a hidden run program anyways came into view....great, my path to the normal windows has detected a program tha.....yea ok, acl is on, fine, moving along I got orbitron installed in record time and was tracking the iss on the newest Microsoft OS, beta of course, felt like the first time I setup bsd all those year ago...FUN!!...I suppose I gotta start to think about budgeting for the real os when it comes out in october, by then I should have a rasberry pi and be done with fedora remixed. Of course that sounds like fun too!! I would use this OS on a tablet or phone. I don't like the idea of being hearded to an app store, don't like that on anything, we are americans and want real choices not marketed hype, lest you are younger with opm (other peoples money). This os would be neat on a zune, but I suspect the zune is a gonner, I am rooting for microsoft, after all their default password is not admin anymore, nor alpine, it's blank. Others force a password, my first fawn password was so long I could not even log into it with the password in front of me, who the heck uses %$# anyways, and if I was writing a brute force attack what the heck kinda impasse is that anyways at .00001 microseconds of a code execution cycle (just a non qualified number, not a real clock speed)....AI is where it will be before too long, MS is on that path, perhaps soon someone will sit down and write an app for the kinect that watches your eyes while you scan the new main start screen, clicking on the big E icon when you blink.....boy is that going to be fun!!!! sure. Blink,dammit,blink,dammit...... OPM no doubt.I like windows eight, we are moving forwards, better keep a close eye on ubuntu. The real clinch comes when open source becomes paid source......don't blink, I already see plenty of very expensive 'ix apps, some even in app stores already. more to come.......

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