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• How to get faster graphics in KVM? VNC is painfully slow with Haiku OS guest, Spice won't install and SDL doesn't work

  - by Don Quixote

  I've been coming up to speed on the Haiku operating system, an Open Source clone of BeOS 5 Pro. I'm using an Apple MacBook Pro as my development machine. Apple's BootCamp BIOS does not support more than four partitions on the internal hard drive. While I can set up extended and logical partitions, doing so will prevent any of the installed operating systems from booting. To run Haiku directly on the iron, I boot it off a USB stick. Using external storage is also helpful because I am perpetually out of filesystem space. While VirtualBox is documented to allow access to physical drives, I could not actually get it to work. Also VirtualBox can only use one of the host CPU's cores. While VB guests can be configured for more than one CPU, they are only emulated. A full build of the Haiku OS takes 4.5 under VB. I had the hope of reducing build times by using KVM instead, but it's not working nearly as well as VirtualBox did. The Linux Kernel Virtual Machine is broken in all manner of fundamental ways as seen from Haiku. But I'm a coder; maybe I could contribute to fixing some of those problems. The first problem I've got is that Haiku's video in virt-manager is quite painfully slow. When I drag Haiku windows around the desktop, they lag quite far behind where my mouse is. It's quite difficult to move a window to a precise position on the screen. Just imagine that the mouse was connected to the window title bar with a really stretchy spring. Also Haiku's mouse lags quite far behind where I have moved it. I found lots of Personal Package Archives that enable Spice from QEMU / KVM at the Ubuntu Personal Package Arhives. I tried a few of the PPAs but none of them worked; with one of them, the command "add-apt-repository" crashed with a traceback. There is a Wiki page about Spice, but it says that it only works on 64-bit. My Early 2006 MacBook Pro is 32-bit. Its Apple Model Identifier is MacBookPro1,1; these use Core Duos NOT Core 2 Duos. I don't mind building a source deb for 32-bit if I can expect it to work. Is there some reason that Spice should be 64-bit only? Does it need features of the x86_64 Instruction Set Architecture that x86 does not have? When I try using SDL from virt-manager, the configuration for Local SDL Window says "Xauth: /home/mike/.Xauthority". When I try to start my guest, virt-manager emits an error. When I Googled the error message, the usual solution was to make ~/.Xauthority readible. However, .Xauthorty does not exist in my home directory. Instead I have a $XAUTHORITY environment variable. There is no way to configure SDL in virt-manager to use $XAUTHORITY instead of ~/.Xauthority. Neither does it work to copy the value of $XAUTHORITY into the file. I am ready to scream, because I've been five fscking days trying to make KVM work for Haiku development. There is a whole lot more that is broken than the slow video. All I really want to do for now is speed up my full builds of Haiku by using "jam -j2" to use both cores in my CPU. I may try Xen next, but the last time I monkeyed with Xen it was far, far more broken than I am finding KVM to be. Just for now, I would be satisfied if there were some way to use my USB stick as a drive in VirtualBox. VB does allow me to configure /dev/sdb as a drive, but it always causes a fatal error when I try to launch the guest. Thank You For Any Advice You Can Give Me. -

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• Process Power to the People that Create Engagement

  - by Michael Snow

  Organizations often speak about their engagement problems as if the problem is the people they are trying to engage - employees,  partners, customers and citizens.  The reality of most engagement problems is that the processes put in place to engage are impersonal, inflexible, unintuitive, and often completely ignorant of the population they are trying to serve. Life, Liberty and the Pursuit of Delight? How appropriate during this short week of the US Independence Day Holiday that we're focusing on People, Process and Engagement. As we celebrate this holiday in the US and the historic independence we gained (sorry Brits!) - it's interesting to think back to 1776 to the creation of that pivotal document, the Declaration of Independence. What tremendous pressure to create an engaging document and founding experience they must have felt. "On June 11, 1776, in anticipation of the impending vote for independence from Great Britain, the Continental Congress appointed five men — Thomas Jefferson, John Adams, Benjamin Franklin, Roger Sherman, and Robert Livingston — to write a declaration that would make clear to people everywhere why this break from Great Britain was both necessary and inevitable. The committee then appointed Jefferson to draft a statement. Jefferson produced a "fair copy" of his draft declaration, which became the basic text of his "original Rough draught." The text was first submitted to Adams, then Franklin, and finally to the other two members of the committee. Before the committee submitted the declaration to Congress on June 28, they made forty-seven emendations to the document. During the ensuing congressional debates of July 1-4, 1776, Congress adopted thirty-nine further revisions to the committee draft. (http://www.constitution.org) If anything was an attempt for engaging the hearts and minds of the 13 Colonies at the time, this document certainly succeeded in its mission. ...Their tools at the time were pen and ink and parchment. Although the final document would later be typeset with lead type for a printing press to distribute to the colonies, all of the original drafts were hand written. And today's enterprise complains about using "Review and Track Changes" at times.  Can you imagine the manual revision control process? or lack thereof?  Collaborative process? Time delays? Would  implementing a better process have helped our founding fathers collaborate better? Declaration of Independence rough draft below. One of many during the creation process. Great comparison across multiple versions of the document here. (from http://www.ushistory.org/): While you may not be creating a new independent nation, getting your employees to engage is crucial to your success as a company in today's world. Oracle WebCenter provides the tools that power engagement. Employees that have better tools for communication, collaboration and getting their job done are more engaged employees. Better engaged employees create more engaged customers and partners. 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-size:10.0pt; font-family:"Times New Roman","serif"; mso-fareast-font-family:"Times New Roman";}

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• What 5 things should SQL Server get rid of?

  - by BuckWoody

  I’ve been “tagged” by my friend Paul Randal. It’s a high-tech way of making someone else do what you want, but since it’s Paul, well, I guess I’m OK with that. He’s asked in his recent blog entry “What five things would you get rid of in SQL Server if you were in charge?” This is, of course, a delicate issue. After all, I work at Microsoft, so anything I say here might be taken as a criticism that would require action – but of course it really doesn’t. Interestingly, you may have more to do with what goes in to SQL Server than I did even as a Program Manager where I “owned” a feature. Unlike many places I’ve worked, Microsoft really does drive its products by what its users want – not every time, and not every user request, mind you, but overall I think we hit the mark pretty well. So, with all of that said, and of course the obligatory statement of “these are my own opinions, and have nothing to do with any official Microsoft position in any way, and do not reflect the opinions of other Microsoft employees or management”, here goes. 1. Get rid of SQL Server Management Studio Does that surprise you? After all, when I was a Program Manager, I actually owned the general architecture for SSMS. But those on my team probably would have been able to guess this one for you. I think that SSMS is a fine development tool. But I think that it does less of a good job for managing a system. It’s based on Visual Studio, probably one of the best development IDE’s around. And when I develop code, I really like it. But for a monitoring/management tool, I prefer a snap-in to the Microsoft Management Console (MMC). I know, the old one (prior to 3.0) was kludgy, difficult to use and program in. But that’s changed. Of course, when I bring this up, you’ll probably immediately say “But I don’t have that in XP.” And that’s one of the reasons we didn’t go there. (But I still don’t like SSMS for management.) 2. ShrinkDB I think this discussion has been done to death, so I’ll leave it at that. 3. SQL Server Agent Does that one surprise you as well? In my mind, since we ALWAYS ride on Windows, just use the task scheduler there, along with PowerShell. You could log the results in Windows logs, files, back into SQL Server, whatever. It’s just a complexity we don’t need in SQL Server. 4. SQL Server Error Logs We have a full logging setup in Windows. They’re well done, easy to understand and ubiquitous. We should just use that. 5. Several SKU’s I won’t say which, but we have a few SKU’s of SQL Server that need to go. And we need to figure out how to help you understand clearly where you need to go to Enterprise or Data Center.  Most folks are trying to push Standard edition to do things it isn’t designed to do, and then they think SQL Server won’t scale. I think we can do a better job of showing you where Standard Edition will hit the wall, and I think with fewer choices it would be pretty simple for you to pick the right one. Well, once again I’ve probably puzzled some folks and angered others. I think my work here is done. :) Back to you, Paul. Share this post: email it! | bookmark it! | digg it! | reddit! | kick it! | live it!

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• The Three-Legged Milk Stool - Why Oracle Fusion Incentive Compensation makes the difference!

  - by Richard Lefebvre

  During the London Olympics, we were exposed to dozens of athletes who worked with sports psychologists to maximize their performance. Executives often hire business psychologists to coach their teams to excellence. In the same vein, Fusion Incentive Compensation can be used to get people to change their sales behavior so we can make our numbers. But what about using incentive compensation solutions in a non-sales scenario to drive change? Recently, I was working an opportunity where a company was having a low user adoption rate for Salesforce.com, which was causing problems for them. I suggested they use Fusion Incentive Comp to change the reps' behavior. We tossed around the idea of tracking user adoption by creating a variable bonus for reps based on how well they forecasted revenues in the new system. Another thought was to reward the reps for how often they logged into the system or for the percentage of leads that became opportunities and turned into revenue. A new twist on a great product. Fusion CRM's Sweet Spot I'm excited about the sales performance management (SPM) tools in Fusion CRM. This trio of Incentive Compensation, Territory Management, and Quota Management sets us apart from the competition because Oracle is the only vendor that provides all three of these capabilities on a single tech stack, in a single application, and with a single look and feel. The niche vendors offer standalone territory or incentive compensation solutions, but then the customer has to custom build the other tools and can end up with a Frankenstein-type environment. On average, companies overpay sales commissions by three to eight percent. You calculate that number for a company the size of Oracle for one quarter and it makes a pretty air-tight financial case for using SPM tools to figure accurate commissions. Plus when sales reps get the right compensation, they can be out selling rather than spending precious time figuring out what they didn't get paid or looking for another job. And one more thing ... Oracle knows incentive comp. We have been a Gartner Market Scope leader in this space for the last five years. Our solution gets high marks because of its scalability and because of its interoperability with other technologies. And now that we're leading with Fusion, our incentive compensation offering includes the innovations that the Fusion team built, plus enhancements from the E-Business Suite Incentive Comp team. It's a case of making a good thing even better. (See product video.) The "Wedge" Apps In a number of accounts that I'm working on, there is a non-Oracle CRM system of record. That gives me the perfect opportunity to introduce the benefits of our SPM tools and to get the customer using Fusion. Then the door is wide open for the company to uptake more of Fusion CRM, especially since all the integrations they need are out of the box. I really believe that implementing this wedge of SPM tools is the ticket to taking market share away from other vendors. It allows us to insert ourselves in an environment where no other CRM solution in the market has the extending capabilities of Fusion. Not Just Your Usual Suspects Usually the stakeholders that I talk to for Territory Management are tightly aligned with the sales management team. When I sell the quota planning tool, I'm talking to finance people on the ERP side of the house who are measuring quotas and forecasting revenue. And then Incentive Comp is of most interest to the sales operations people, and generally these people roll up to either HR or the payroll department. I think of our Fusion SPM tools as a three-legged stool straddling an organization's Sales, Finance, and HR departments. So when you're prospecting for opportunities -- yes, people with a CRM perspective will be very interested -- but don't limit yourselves to that constituency. You might find stakeholders in accounting, revenue planning, or HR compensation teams. You just might discover, as I did at United Airlines, that the HR organization is spearheading the CRM project because incentive compensation is what they need ... and they're the ones with the budget. Jason Loh Global Solutions Manager, Fusion CRM Sales Planning Oracle Corporation

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• Deliberate Practice

  - by Jeff Foster

  It’s easy to assume, as software engineers, that there is little need to “practice” writing code. After all, we write code all day long! Just by writing a little each day, we’re constantly learning and getting better, right? Unfortunately, that’s just not true. Of course, developers do improve with experience. Each time we encounter a problem we’re more likely to avoid it next time. If we’re in a team that deploys software early and often, we hone and improve the deployment process each time we practice it. However, not all practice makes perfect. To develop true expertise requires a particular type of practice, deliberate practice, the only goal of which is to make us better programmers. Everyday software development has other constraints and goals, not least the pressure to deliver. We rarely get the chance in the course of a “sprint” to experiment with potential solutions that are outside our current comfort zone. However, if we believe that software is a craft then it’s our duty to strive continuously to raise the standard of software development. This requires specific and sustained efforts to get better at something we currently can’t do well (from Harvard Business Review July/August 2007). One interesting way to introduce deliberate practice, in a sustainable way, is the code kata. The term kata derives from martial arts and refers to a set of movements practiced either solo or in pairs. One of the better-known examples is the Bowling Game kata by Bob Martin, the goal of which is simply to write some code to do the scoring for 10-pin bowling. It sounds too easy, right? What could we possibly learn from such a simple example? Trust me, though, that it’s not as simple as five minutes of typing and a solution. Of course, we can reach a solution in a short time, but the important thing about code katas is that we explore each technique fully and in a controlled way. We tackle the same problem multiple times, using different techniques and making different decisions, understanding the ramifications of each one, and exploring edge cases. The short feedback loop optimizes opportunities to learn. Another good example is Conway’s Game of Life. It’s a simple problem to solve, but try solving it in a functional style. If you’re used to mutability, solving the problem without mutating state will push you outside of your comfort zone. Similarly, if you try to solve it with the focus of “tell-don’t-ask“, how will the responsibilities of each object change? As software engineers, we don’t get enough opportunities to explore new ideas. In the middle of a development cycle, we can’t suddenly start experimenting on the team’s code base. Code katas offer an opportunity to explore new techniques in a safe environment. If you’re still skeptical, my challenge to you is simply to try it out. Convince a willing colleague to pair with you and work through a kata or two. It only takes an hour and I’m willing to bet you learn a few new things each time. The next step is to make it a sustainable team practice. Start with an hour every Friday afternoon (after all who wants to commit code to production just before they leave for the weekend?) for month and see how that works out. Finally, consider signing up for the Global Day of Code Retreat. It’s like a daylong code kata, it’s on December 8th and there’s probably an event in your area!

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• Top 5 Reasons to Invest in Enterprise 2.0 Technologies

  - by kellsey.ruppel(at)oracle.com

  In 2010, Oracle's portal, content management, and collaboration solutions evolved rapidly, supported by increasingly deep integrations across Oracle Fusion Middleware and the entire Oracle stack. In light of these developments, we asked Vince Casarez, vice president of Enterprise 2.0 product management, for his top five reasons to invest in Enterprise 2.0 (E2.0) technologies--including real-world examples of businesses already realizing the benefits of next-generation E2.0 technologies. 1. Provide a modern user experience As E2.0 technologies gain widespread adoption, customers and employees expect intuitive Web experiences that are both interactive and community-based. By partnering with Oracle, Alcatel-Lucent Enterprise Group is already making that happen. With 76,000 employees and operations in more than 100 countries, the company wanted a streamlined, personalized user experience with more relevant content in fewer clicks. Working with Oracle, they created a global support portal that supports personalization and integration with Oracle Business Intelligence Enterprise Edition and Oracle E-Business Suite--and drives collaboration with tools such as wikis, blogs, and forums. Learn more about Alcatel-Lucent Enterprise Group's Global Support Portal in this Webcast. 2. Improve productivity and collaboration As E2.0 technologies mature, Oracle anticipates companies moving beyond the idea of simply creating yet another Facebook-like destination for its employees, and instead shaping work environments around specific business tasks. After rapid growth--both organic and through acquisition--construction and infrastructure services leader Balfour Beatty found itself with multiple homegrown intranet sites with very minimal content-sharing capabilities. Today, thanks to Oracle WebCenter Suite, Oracle WebCenter Spaces, Oracle WebCenter Services, and Oracle Universal Content Management, Balfour Beatty is benefiting from collaborative workspaces, a central place to use and work with documents, and unified search across content. 3. Leverage business processes and applications Modern portals are now able to integrate users, content, and business processes in unprecedented ways. To take advantage of these new possibilities, leading dairy provider Land O'Lakes has implemented a fully integrated ERP solution together with Oracle's ECM platform. As a result, Land O'Lakes has been able to achieve better information management and compliance, increased adoption rates for enterprise tools, and increased business process efficiency thanks to more effective information sharing and collaboration. 4. Enhance customer and supplier relationships Companies have begun to move beyond the idea that E2.0 simply means enabling customer reviews or embedding chat functionality. They are taking E2.0 to the next level and providing interactive experiences for their customers. For example, to enhance customer and supplier relationships, Wind River, a global leader in device software optimization, successfully partnered with Oracle to: Integrate ERP and ECM content to provide customers the latest and most relevant support information for products they own Enable customers to personalize their support experience and receive updates regarding patches, application notes, and other relevant content Enable discussions, wikis, and blogs for more efficient collaboration 5. Increase business visibility and responsiveness By strategically embedding collaboration and communication tools into specific business contexts, companies significantly increase visibility into changing business conditions--and can respond much more agilely. Texas A&M University System--one of the largest systems of higher education in the U.S.--partnered with Oracle to create a unified repository that would enable the retrieval of research and grant data from disparate systems via an Enterprise 2.0 user interface. By enabling researchers to customize their own portals with easy-to-use tools, they have also been able to significantly reduce their reliance on the IT department. Learn how other Oracle customers are leveraging Enterprise 2.0 technologies.

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• Make the Time

  - by WonderOfItAll

  Took the little one to the pool tonight for swim lessons. Okay, Okay. They're not really lessons so much as they are "Hey, here's a few bucks, let me rent out a small section of your pool to swim around with my little one" Saw a dad at the pool. Bluetooth on, iPad in hand, and two year old somewhere around there. Saw a mom at the pool. Arguing with her five year old to NOT take a shower after swimming. Bluetooth on, iPad in hand, work laptop open on stadium seats. Her reasoning for not wanting the child to shower "Look, I have to get this stuff to the office by 6:30, we don't have time for you to shower. Let's go" Wait, isn't the whole point of this little experience called Mommy and Me (or, as in my case, Daddy and Me). Wherein Mommy/Daddy is supposed to spend time with little one. Not with the Bluetooth. Not with the work laptop. Dad (yeah, the same dad from earlier), in the pool. Bluetooth off (it's not waterproof or I'm sure he would've had it on), two year old in hand and iPad somewhere put away. Getting frustrated with kid because he won't 'perform' on command. Here's a little exchange Kid: "I don't wanna get in the water" Dad: "Well, we're here for 30 minutes, get in the water" Kid: "No, don't wanna" Dad: "Fine, I'm getting in" and, true to his word, in he goes, off to swim. Kid: Crying Dad: "Well, c'mon" Kid: Walking to stands Dad: Ignoring kid Kid: At stands Dad: Out of pool, drying off. Frustrated. Grabs bag, grabs kid, leaves How sad. It really seems like I am living in a generation of parents who view their children as one big scheduled distraction to another. It's almost like the dad was saying "Look, little 2 year old boy, I have a busy scheduled. Right now my Outlook Calendar tells me that I have 30 mins to spend with you, so, let's go kid: PERFORM because I have the time" Really? Can someone please tell me when the hell this happened? When did spending time with your kid, spending time with your family, spending time with your spouse, etc... become a distraction? I've seen people at work all day Tweeting throughout the day, checked in with Four Square, IM up and running constantly so they can 'stay in touch' only to see these same folks come home and be irritated because their kids or their spouse wants to connect with the. I've seen these very same people leave the house, go to the corner bar/store/you-name-the-place to be 'alone' only to find them there, plugged in, tweeting away, etc, etc, etc I LOVE technology. I love working with technology. But I also know that I am a human being. A person who, by very definition, is a social being. I needed social interactions and contact--and, no, I'm not talking about the Social Graph kind of connections, I'm talking about those interactions which, *GASP* involve eye to eye contact and human contact. A recent study found that the number one complaint of kids is that they feel they have to compete with technology for their parents time and attention. The number one wish from high school kids? That there parents would turn off the computer/tv/cell phone at dinner. This, coming from high school kids. Shouldn't that tell you a whole helluva lot? So, do yourself a favor tomorrow. Plug into technology all day. Throw yourself into it. Be passionate about what you do. When you walk through the door to your family, turn it all off for 30 mins and be there with your loved ones. If you can manage to play Angry Birds, I'm sure you can handle being disconnected for 30 minutes. Make the time

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• Proving What You are Worth

  - by Ted Henson

  Here is a challenge for everyone. Just about everyone has been asked to provide or calculate the Return on Investment (ROI), so I will assume everyone has a method they use. The problem with stopping once you have an ROI is that those in the C-Suite probably do not care about the ROI as much as Return on Equity (ROE). Shareholders are mostly concerned with their return on the money the invested. Warren Buffett looks at ROE when deciding whether to make a deal or not. This article will outline how you can add more meaning to your ROI and show how you can potentially enhance the ROE of the company.   First I want to start with a base definition I am using for ROI and ROE. Return on investment (ROI) and return on equity (ROE) are ways to measure management effectiveness, parts of a system of measures that also includes profit margins for profitability, price-to-earnings ratio for valuation, and various debt-to-equity ratios for financial strength. Without a set of evaluation metrics, a company's financial performance cannot be fully examined by investors. ROI and ROE calculate the rate of return on a specific investment and the equity capital respectively, assessing how efficient financial resources have been used. Typically, the best way to improve financial efficiency is to reduce production cost, so that will be the focus. Now that the challenge has been made and items have been defined, let’s go deeper. Most research about implementation stops short at system start-up and seldom addresses post-implementation issues. However, we know implementation is a continuous improvement effort, and continued efforts after system start-up will influence the ultimate success of a system.   Most UPK ROI’s I have seen only include the cost savings in developing the training material. Some will also include savings based on reduced Help Desk calls. Using just those values you get a good ROI. To get an ROE you need to go a little deeper. Typically, the best way to improve financial efficiency is to reduce production cost, which is the purpose of implementing/upgrading an enterprise application. Let’s assume the new system is up and running and all users have been properly trained and are comfortable using the system. You provide senior management with your ROI that justifies the original cost. What you want to do now is develop a good base value to a measure the current efficiency. Using usage tracking you can look for various patterns. For example, you may find that users that are accessing UPK assistance are processing a procedure, such as entering an order, 5 minutes faster than those that don’t.  You do some research and discover each minute saved in processing a claim saves the company one dollar. That translates to the company saving five dollars on every transaction. Assuming 100,000 transactions are performed a year, and all users improve their performance, the company will be saving $500,000 a year. That $500,000 can be re-invested, used to reduce debt or paid to the shareholders.   With continued refinement during the life cycle, you should be able to find ways to reduce cost. These are the type of numbers and productivity gains that senior management and shareholders want to see. Being able to quantify savings and increase productivity may also help when seeking a raise or promotion.

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• Customer Loyalty vs. Customer Engagement: Who Cares?

  - by Jeb Dasteel-Oracle

  Have you read the recent Forbes OracleVoice blog titled Customer Loyalty is Dead. Long Live Engagement!? If you haven’t, take a look. This article prompted lots of conversation in the social realm. Many who read the article voiced their reactions to the headline and now I’m jumping in to add my view. Normal 0 false false false EN-US X-NONE X-NONE Customer loyalty is still key. It’s the effect and engagement is the cause. We at least know that to be true for our customers. We are in an age where customers are demanding to be heard. We need them to be actively involved – or engaged – as well. Greater levels of customer engagement, properly targeted, positively correlate with satisfaction. Our data has shown us this over and over. Satisfied customers are more loyal and more willing to vocalize their satisfaction through referencing, and are more likely to purchase again, all of which in turn drives incremental revenue – from the customer doing the referencing AND the customer on the receiving end of that reference. Turning this around completely, if we begin to see the level of a customer’s engagement start to wane, this is an indicator that their satisfaction, loyalty, and future revenue are likely at risk. At Oracle, we’ve put in place many programs to target, encourage, and then track engagement, allowing us to measure engagement as a determinant of loyalty. Some of these programs include our Key Accounts, solution design and architectural, Executive Sponsorship, as well as executive advisory boards. Specific programs allow us to engage specific contacts within specific customer organizations (based on role) and then systematically track their engagement activities over time, along side of tracking customer satisfaction, loyalty, referenceability, and incremental revenue contribution. Continuous measurement of engagement allows us to better understand customer views of what it means to partner with a provider and adjust program participation to better meet the needs of the partnership. We can also track across customer segments, and design new programs that are even more effective than the ones we have in place today. In case you missed any of my previous Forbes articles, I’ve included links below for easy access. Award-Winning Companies Put Customers First The Power of Peer Networks: 5 Reasons to Get (and Stay) Involved Technology At Work: Traveling In Style Customer Central: 8 Strategies for Putting Customers at the Core of Your Business Technology at Work: Five Companies Doing IT Right /* 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-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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• Red Meat's Music is Rare - and Well Done

  - by Oracle OpenWorld Blog Team

  By Karen Shamban The blogger has questions; San Francisco-based country band Red Meat has answers. Although we forgot to ask how they got their band name, dang it. Read on and enjoy the honesty and insight. Q. What do you like best about performing in front of a live audience?A. Probably just having fun and entertaining the audience. We've been together for almost two decades, and in that time we've played for crowds of five people, and for crowds of more than 15,000. Both are equally important to us, and just as fun. We turn Jill and Smelley loose on the between-songs repartee, and let the songs shine through. On the best night, we feed on the audience's love and vice-versa. It's emotional vampirism of the best sort. [Blogger's note: now that whole "red meat" thing is starting to make sense ...] Q. Do you prefer smaller, intimate venues or larger, louder ones? Why?A. We love both. Whether it's a chance to connect with a small room or huge audience, we always try to hit 'em between the eyes! Q. What about your fans surprises you?A. Since we've been together for so long, we're pretty much on our third generation of fans now. We're excited that the Bakersfield sound has that same effect on the new, younger fans as it did on the punk rockers that we played to 20 years ago. And we still see them at our shows too! Q. What about your live act surprises your fans?A. For people who haven't seen Red Meat before, they may be dragged to a show thinking they don't like country music. But they're surprised to hear it done in a way that excites them so much. We get a lot of first-timers coming up to us after a performance and asking, "Wait, THAT'S what country music can sound like?" Q. There are going to be a lot of technical people (you could call them geeks) in the Oracle crowd - what are they going to love about your performance?A. Just what everyone loves about a Red Meat show - the chance to drink beer, dance, get rowdy, and have a great time. Q. Have you been on tour recently? If so, what do you like about touring, and what do you dislike?A. Actually, we're going to be coming off the road immediately into the Oracle OpenWorld Music Festival, having just played some Texas dates. On tour, we love playing for fans who don't get to see us as often as our California fans do. And food. Most of our conversations in the van center around food. Q. Ever think about playing another kind of music? If so, what, and why?A. Our tastes and influences in the band run all over the place. Obviously we love the Bakersfield artists - Buck Owens, Merle Haggard, Dwight Yoakam - but we love other types of roots music as well, along with the Beatles, NRBQ, MC5, punk/new wave, and countless bar bands that we've had the privilege of playing with through the years. But as far as playing a different kind of music as Red Meat? Nah. We love what we're doing. Q. What are the top three things people should know about your music?A1. Country music, done right, has unlimited soul.A2. Red Meat is a modern band, playing original material, with a great debt to the Bakersfield sound of Buck Owens and Merle Haggard.A3. It's FUN. More details on the Festival and the band: Oracle OpenWorld Music Festival Red Meat

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• Challenges in Corporate Reporting - New Independent Research

  - by ndwyouell

  Earlier this year, Oracle and Accenture sponsored a global study on trends in financial close and reporting. We surveyed 1,123 finance professionals in large organizations in 12 countries around the world during February and March. Financial Consolidation and Reporting is the most mature aspect of Enterprise Performance Management with mainstream solutions having been around for over 30 years. But of course over this time there have been many changes and very significant increases in regulation. So just what is the current state is Financial Consolidation and Reporting in our major corporations across the world? We commissioned this independent research to find out. Highlights of the result are: •          Seeking change: Businesses recognize they need to invest in financial reporting to address the challenges they currently face. 47 percent of companies have made substantial investments over the last year to the financial close, filing, and reporting processes. •          Ineffective investments: Despite these investments, spreadsheets (72 percent) and e-mails (68 percent) are still being used daily to track and manage reporting, suggesting that new investments are falling short of expectations. •          Increased costs and uncertainty: The situation is so opaque that managers across the finance function are unable to fully understand the financial impact or cost implications of reporting, with 60 percent of respondents admitting they did not know the total cost of managing and publicizing their financial results. •          Persistent challenges: 68 percent of respondents admitted that they have inadequate visibility into reporting processes, while 84 percent of finance managers surveyed said they find it difficult to control the quality of financial data across the entire reporting process. •          Decreased effectiveness: 71 percent of finance managers feel their effectiveness is limited in some way by data-analysis–related issues, while 39 percent of C-level or VP-level respondents say their effectiveness is impaired by limited visibility. •          Missed deadlines: Due to late changes to the chart of accounts, 15 percent of global businesses have missed statutory filings, putting their companies at risk of financial penalties and potentially impacting share value. The report makes it clear that investments made to date by these large organizations around the world have been uneven across the close, reporting, and filing processes, which has led to the challenges these organizations currently face in the overall process. Regardless of whether companies are using a variety of solutions or a single solution, the report shows they continue to witness increased costs, ineffectual data management, and missed reporting, which—in extreme circumstances—can impact a company’s corporate image and share value. The good news is that businesses realize that these problems persist and 86 percent of companies are likely to make a significant investment during the next five years to address these issues. While they should invest, it is critical that they direct investments correctly to address the key issues this research identified: •          Improving data integrity •          Optimizing processes •          Integrating the extended financial close process By addressing these issues and with clear guidance on how to implement the correct business processes, infrastructure, and software solutions, finance teams will find that their reporting processes are much more effective, cost-efficient, and aligned with their performance expectations. To get a copy of the full report: http://www.oracle.com/webapps/dialogue/ns/dlgwelcome.jsp?p_ext=Y&p_dlg_id=11747758&src=7300117&Act=92 To replay a webcast discussing the findings: http://www.cfo.com/webcast.cfm?webcast=14639438&pcode=ORA061912_ORA

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• Smooth animation on QStackedWidget

  - by saravanan

  Hi., i have five Qwidgets (Each QWidget having different controls). i put all the QWidget into one Parent QStackedWidget. for change the display of Qwidget i am using setCurrentIndex(int) function. There is no problem in displaying. but i need to put animation while changing the page. i tried nothing is working. so i removed the QStackedWidget and i put QWidget directly and i tried with QPropertyAnimation. This QPropertyAnimation is working but it's not the smooth animation. Here my code for QPropertyAnimation. QRect pGeo(8,152,width()-16,height()-160); profilePage->show(); //first QWidget QPropertyAnimation *anim1= new QPropertyAnimation(profilePage, "geometry"); anim1->setStartValue(QRect(200,pGeo.y(),pGeo.width(),pGeo.height())); anim1->setEndValue(pGeo); anim1->setEasingCurve(QEasingCurve::InOutSine); anim1->setDuration(500); anim1->start(); how to do the smooth animation using the QWidget or the QStackedWidget. Please give some suggestion to implement the smooth animation.

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• Code Golf: Code 39 Bar Code

  - by gwell

  The challenge The shortest code by character count to draw an ASCII representation of a Code 39 bar code. Wikipedia article about Code 39: http://en.wikipedia.org/wiki/Code_39 Input The input will be a string of legal characters for Code 39 bar codes. This means 43 characters are valid: 0-9 A-Z (space) and -.$/+%. The * character will not appear in the input as it is used as the start and stop characters. Output Each character encoded in Code 39 bar codes have nine elements, five bars and four spaces. Bars will be represented with # characters, and spaces will be represented with the space character. Three of the nine elements will be wide. The narrow elements will be one character wide, and the wide elements will be three characters wide. A inter-character space of a single space should be added between each character pattern. The pattern should be repeated so that the height of the bar code is eight characters high. The start/stop character * (bWbwBwBwb) would be represented like this: # # ### ### # # # ### ### # # # ### ### # # # ### ### # # # ### ### # # # ### ### # # # ### ### # # # ### ### # ^ ^ ^^ ^ ^ ^ ^^^ | | || | | | ||| narrow bar -+ | || | | | ||| wide space ---+ || | | | ||| narrow bar -----+| | | | ||| narrow space ------+ | | | ||| wide bar --------+ | | ||| narrow space ----------+ | ||| wide bar ------------+ ||| narrow space --------------+|| narrow bar ---------------+| inter-character space ----------------+ The start and stop character * will need to be output at the start and end of the bar code. No quiet space will need to be included before or after the bar code. No check digit will need to be calculated. Full ASCII Code39 encoding is not required, just the standard 43 characters. No text needs to be printed below the ASCII bar code representation to identify the output contents. The character # can be replaced with another character of higher density if wanted. Using the full block character U+2588, would allow the bar code to actually scan when printed. Test cases Input: ABC Output: # # ### ### # ### # # # ### # ### # # ### ### ### # # # # # ### ### # # # ### ### # ### # # # ### # ### # # ### ### ### # # # # # ### ### # # # ### ### # ### # # # ### # ### # # ### ### ### # # # # # ### ### # # # ### ### # ### # # # ### # ### # # ### ### ### # # # # # ### ### # # # ### ### # ### # # # ### # ### # # ### ### ### # # # # # ### ### # # # ### ### # ### # # # ### # ### # # ### ### ### # # # # # ### ### # # # ### ### # ### # # # ### # ### # # ### ### ### # # # # # ### ### # # # ### ### # ### # # # ### # ### # # ### ### ### # # # # # ### ### # Input: 1/3 Output: # # ### ### # ### # # # ### # # # # # ### ### # # # # # ### ### # # # ### ### # ### # # # ### # # # # # ### ### # # # # # ### ### # # # ### ### # ### # # # ### # # # # # ### ### # # # # # ### ### # # # ### ### # ### # # # ### # # # # # ### ### # # # # # ### ### # # # ### ### # ### # # # ### # # # # # ### ### # # # # # ### ### # # # ### ### # ### # # # ### # # # # # ### ### # # # # # ### ### # # # ### ### # ### # # # ### # # # # # ### ### # # # # # ### ### # # # ### ### # ### # # # ### # # # # # ### ### # # # # # ### ### # Input: - $ (minus space dollar) Output: # # ### ### # # # # ### ### # ### # ### # # # # # # # # ### ### # # # ### ### # # # # ### ### # ### # ### # # # # # # # # ### ### # # # ### ### # # # # ### ### # ### # ### # # # # # # # # ### ### # # # ### ### # # # # ### ### # ### # ### # # # # # # # # ### ### # # # ### ### # # # # ### ### # ### # ### # # # # # # # # ### ### # # # ### ### # # # # ### ### # ### # ### # # # # # # # # ### ### # # # ### ### # # # # ### ### # ### # ### # # # # # # # # ### ### # # # ### ### # # # # ### ### # ### # ### # # # # # # # # ### ### # Code count includes input/output (full program).

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• Very strange iSeries Provider behavior

  - by AJ

  We've been given a "stored procedure" from our RPG folks that returns six data tables. Attempting to call it from .NET (C#, 3.5) using the iSeries Provider for .NET (tried using both V5R4 and V6R1), we are seeing different results based on how we call the stored proc. Here's way that we'd prefer to do it: using (var dbConnection = new iDB2Connection("connectionString")) { dbConnection.Open(); using(var cmd = dbConnection.CreateCommand()) { cmd.CommandType = CommandType.StoredProcedure; cmd.CommandText = "StoredProcName"; cmd.Parameters.Add(new iDB2Parameter("InParm1", iDB2DbType.Varchar).Value = thing; var ds = new DataSet(); var da = new iDB2DataAdapter(cmd); da.Fill(ds); } } Doing it this way, we get FIVE tables back in the result set. However, if we do this: cmd.CommandType = CommandType.Text; cmd.CommandText = "CALL StoredProcName('" + thing + "')"; We get back the expected SIX tables. I realize that there aren't many of us sorry .NET-to-DB2 folks out here, but I'm hoping someone has seen this before. TIA.

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• How to implement facebook like button

  - by vamsivanka

  I am trying to implement facebook like button on my website. The first four lines in the code is already there on my site after the end of the "" tag. To implement the "Like button" i have added the second script (Line five to the end) and ran the application. Its giving me an error as "Microsoft Jscript runtime error:'_onLoad' is null or not an object" Please Let me know. Thanks <script type="text/javascript" src="http://static.ak.connect.facebook.com/js/api_lib/v0.4/FeatureLoader.js.php"></script> <script type="text/javascript"> FB.init("myapikey", "xd_receiver.htm", { "reloadIfSessionStateChanged": true }); </script> <script type="text/javascript"> window.fbAsyncInit = function() { FB.init({appId: 'myappid', status: true, cookie: true, xfbml: true}); }; (function() { var e = document.createElement('script'); e.async = true; e.src = document.location.protocol + '//connect.facebook.net/en_US/all.js'; document.getElementById('fb-root').appendChild(e); }()); </script> References: http://developers.facebook.com/docs/reference/plugins/like <fb:like href="http://webclip.in" layout="standard" show-faces="true" width="450" action="like" font="arial" colorscheme="light"/>

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• Android Live Wallpaper: waitForCondition(ReallocateCondition)

  - by jstatz

  I've been developing a live wallpaper using GLWallpaperService, and have gotten good results overall. It runs rock-solid in the emulator and looks good. I've dealt with OpenGL many times before so have a solid command of how to do things... unfortunately I'm having a hell of a time getting this to actually be stable on the actual hardware. The basic symption occurs when you slide the physical keyboard on a Motorola Droid in and out a few times. This causes the wallpaper to get destroyed/recreated several times in quick succession -- which would be fine, as I have my assets clearing in onDestroy and reloading in onSurfaceChanged. The problem is after a few iterations of this, (four or five, maybe) the calls to onSurfaceChanged completely stop, and i get an endless string of this printed to the log: 04-02 00:53:18.088: WARN/SharedBufferStack(1032): waitForCondition(ReallocateCondition) timed out (identity=337, status=0). CPU may be pegged. trying again. Is there something I should be implementing here aside from the Android-typical onSurfaceCreated/onSurfaceChanged/onSurfaceDestroyed triumvirate? Browsing through the WallpaperService and WallpaperRenderer classes doesn't pop up anything obvious to me.

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• javadoc and overloaded methods

  - by skrebbel

  Hi all, I'm developing an API with many identically named methods that just differ by signature, which I guess is fairly common. They all do the same thing, except that they initialize various values by defaults if the user does not want to specify. As a digestible example, consider public interface Forest { public Tree addTree(); public Tree addTree(int amountOfLeaves); public Tree addTree(int amountOfLeaves, Fruit fruitType); public Tree addTree(int amountOfLeaves, int height); public Tree addTree(int amountOfLeaves, Fruit fruitType, int height); } The essential action performed by all of these methods is the same; a tree is planted in the forest. Many important things users of my API need to know about adding trees hold for all these methods. Ideally, I would like to write one Javadoc block that is used by all methods: /** * Plants a new tree in the forest. Please note that it may take * up to 30 years for the tree to be fully grown. * * @param amountOfLeaves desired amount of leaves. Actual amount of * leaves at maturity may differ by up to 10%. * @param fruitType the desired type of fruit to be grown. No warranties * are given with respect to flavour. * @param height desired hight in centimeters. Actual hight may differ by * up to 15%. */ In my imagination, a tool could magically choose which of the @params apply to each of the methods, and thus generate good docs for all methods at once. With Javadoc, if I understand it correctly, all I can do is essentially copy&paste the same javadoc block five times, with only a slightly differing parameter list for each method. This sounds cumbersome to me, and is also difficult to maintain. Is there any way around that? Some extension to javadoc that has this kind of support? Or is there a good reason why this is not supported that I missed?

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• CSS div/overflow Question: Why does the first HTML file work but not the second?

  - by kidvid

  Notice how the first HTML/CSS works when you re-size the browser horizontally. It will shrink no further than around 800 pixels, but it will expand as far as you drag the right edge of the browser. It will also correctly overflow the table at the top and scroll it horizontally. The thing I don't like about the first code snippet is where the scrollbar is. I want it to show up within the borders of the fieldset, so even if I narrow the browser down to 800 pixels wide, I can see both the left and right sides of the fieldset's border. The second code snippet is exactly the same as the first except I add another div tag to the mix, inside of the field set and around the grid. Notice how the top fieldset's width won't correctly shrink when you make the viewport of your browser narrower. Any ideas on why it doesn't work, what I can do to get it to work like the first code snippet? I don't think I'm describing this clearly, but if you run the two side by side, and expand and contract the horizontal edge of your browser windows, you'll see the differences between the two. I'm pretty new to CSS and HTML layout, so my understanding of why CSS handles sizing the way it does in some situations is still really confusing to me. Thanks, Adrian Working HTML file: <!DOCTYPE HTML PUBLIC "-//W3C//DTD HTML 4.01//EN" "http://www.w3.org/TR/html4/strict.dtd"> <html> <head> <meta http-equiv="Content-Type" content="text/html; charset=UTF-8"/> <meta http-equiv="Content-Style-Type" content="text/css"></meta> <style type="text/css"> #divBody { margin-top: 5px; top:24px; margin-top: 10px; } #divContainer { top: 5px; position:relative; min-height:100%; #width:expression(document.body.clientWidth < 830? "800": "90%" ); width:90%; min-width: 800px; padding-bottom:70px; } #divMasterGrid { position:relative; margin:5px; top:5px; width:99%; margin:0 auto; overflow-x:scroll; } #divRadioButtonArea { position:relative; top:20px; height:51px; font-size: 12px; width:99%; margin:5px; } </style> <title>TEST TEST</title> </head> <body id="divBody"> <div id="divContainer" class="gridRegion"> <div id="divMasterGrid"> <fieldset style="margin: 5px;"> <legend style="font-size: 12px; color: #000;">Numbers</legend> <table border="1px"> <tr> <td>One </td> <td>Two </td> <td>Three </td> <td>Fout </td> <td>Five </td> <td>Six </td> <td>Seven </td> <td>Eight </td> <td>Nine </td> <td>Ten </td> <td>Eleven </td> <td>Twelve </td> <td>Thirteen </td> <td>Fourteen </td> <td>Fifteen </td> <td>Sixteen </td> <td>Seventeen </td> <td>Eighteen </td> <td>Nineteen </td> <td>Twenty </td> </tr> </table> </fieldset> </div> <div id="divRadioButtonArea"> <fieldset style=" padding-left: 5px;"> <legend style="color: #000; height:auto">Colors</legend> <table style="width:100%;padding-left:5%;padding-right:5%;"> <tr> <td> <input type="radio" name="A" value="Y"/><label>Red</label> </td> <td> <input type="radio" name="O" value="O"/><label>White</label> </td> <td> <input type="radio" name="W"/><label>Blue</label> </td> </tr> </table> </fieldset> </div> </div> </body> </html> Broken HTML file: <!DOCTYPE HTML PUBLIC "-//W3C//DTD HTML 4.01//EN" "http://www.w3.org/TR/html4/strict.dtd"> <html> <head> <meta http-equiv="Content-Type" content="text/html; charset=UTF-8"/> <meta http-equiv="Content-Style-Type" content="text/css"></meta> <style type="text/css"> #divBody { margin-top: 5px; top:24px; margin-top: 10px; } #divContainer { top: 5px; position:relative; min-height:100%; #width:expression(document.body.clientWidth < 830? "800": "90%" ); width:90%; min-width: 800px; padding-bottom:70px; } #divTopFieldSet { position:relative; margin:5px; top:5px; width:99%; } #divRadioButtonArea { position:relative; top:20px; height:51px; font-size: 12px; width:99%; margin:5px; } #divTable { position:relative; width:99%; margin:5px auto; overflow-x:scroll; } </style> <title>TEST TEST</title> </head> <body id="divBody"> <div id="divContainer" class="gridRegion"> <div id="divTopFieldSet"> <fieldset style="margin: 5px;"> <legend style="font-size: 12px; color: #000;">Numbers</legend> <div id="divTable"> <table border="1px"> <tr> <td>One </td> <td>Two </td> <td>Three </td> <td>Fout </td> <td>Five </td> <td>Six </td> <td>Seven </td> <td>Eight </td> <td>Nine </td> <td>Ten </td> <td>Eleven </td> <td>Twelve </td> <td>Thirteen </td> <td>Fourteen </td> <td>Fifteen </td> <td>Sixteen </td> <td>Seventeen </td> <td>Eighteen </td> <td>Nineteen </td> <td>Twenty </td> </tr> </table> </div> </fieldset> </div> <div id="divRadioButtonArea"> <fieldset style=" padding-left: 5px;"> <legend style="color: #000; height:auto">Colors</legend> <table style="width:100%;padding-left:5%;padding-right:5%;"> <tr> <td> <input type="radio" name="A" value="Y"/><label>Red</label> </td> <td> <input type="radio" name="O" value="O"/><label>White</label> </td> <td> <input type="radio" name="W"/><label>Blue</label> </td> </tr> </table> </fieldset> </div> </div> </body> </html>

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• Get error when accessing RadioButtonList from javascript that exist in a page that have master page

  - by Space Cracker

  i have a asp.net page that have its master page and it contain RadioButtonList1 and i try to do thefollwing <script type="text/javascript"> var radioButtonList = document.getElementById('<%=RadioButtonList1.ClientID%>'); if(radioButtonList[0].checked) document.getElementById("_secondTR").style.display = "block"; else if (radioButtonList[1].checked ) document.getElementById("_secondTR").style.display = "none"; } </script> <table style="width: 100%"> <tr id="Tr1"> <td> <asp:RadioButtonList ID="RadioButtonList1" runat="server" BackColor="#FFCC99" RepeatDirection="Horizontal" Width="117px" onclick="ShowHide()"> <asp:ListItem Value="1">Yes</asp:ListItem> <asp:ListItem Value="0">No</asp:ListItem> </asp:RadioButtonList> </td> </tr> <tr id="_secondTR" runat="server" style="display: none"> <td> <asp:RadioButton ID="Five" runat="server" GroupName="1" BackColor="#669999" /> <asp:RadioButton ID="Four" runat="server" GroupName="1" CausesValidation="True" BackColor="#669999" /> </td> </tr> </table> i can't get RadioButtonList1 from java script ... could any help me to get that ?

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• Horizontal menu vertical padding on anchor tag doesn't take affect

  - by Levi

  I am wondering why in the following example the top and bottom padding has no affect on the anchor tag while the left and right does? <ul id="nav"> <li><a href="#">One</a></li> <li><a href="#">Two</a></li> <li><a href="#">Three</a></li> <li><a href="#">Four</a></li> <li><a href="#">Five</a></li> </ul> #nav{ list-style:none; } #nav li{ border:1px solid #666; display:inline; /*If you do it this way you need to set the top and bottom padding to be the same here as under #nav li a padding:8px 0; */ } #nav li a{ padding:8px 16px; } Example: Link So my main question is, why does the top and bottom padding not have an effect on the list items while the left and right do? I did try this out with a float instead of a display:inline on the list item and it worked as I expected it to. So I guess if I had a secondary question it would be what is the difference between a float:left; and a display:inline? I was reading the float spec and it sounds like a float is still a box online inline so somewhat like inline-block? I appreciate any input, this isn't really something I need to know to finish a project or anything, but I would like to know why. Thanks Levi

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• To GAC, or not to GAC?

  - by Jagd

  I have a data access layer (DAL) that is written in ASP.NET 3.5 and uses the Microsoft patterns & practices libraries (hereafter referred to as P&P) in order to accomplish its data access. I installed P&P and it resides in my GAC, so, logically, my DAL references it in the GAC. Therefore, the P&P libraries are never pulled down to the bin folder of my DAL. I use this DAL project in at least five (more than that even, but I'm too lazy to try to count them all) different websites. And this has all worked just fine for me because I'm the only developer who works on these websites. But, now I have other developers who are going to work on some of these websites. The problem: if a developer pulls the DAL project down from our code repository, it won't build for them if they don't have the P&P libraries installed. My question: should I expect the developers to install the P&P libraries, or should I just dump them in the bin folder and be done with it? I realize that dumping them into the bin folder is probably the easiest way to deal with the problem, but I've never been a big fan of the bin folder if I can reference them in the GAC instead.

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• Need Advice on building the database. all in one table or split?

  - by Ibrahim Azhar Armar

  hello, i am developing an application for a real-estate company. the problem i am facing is about implementing the database. however i am just confused on which way to adopt i would appreciate if you could help me out in reasoning the database implementation. here is my situation. a) i have to store the property details in the database. b) the properties have approximately 4-5 categories to which it will belong for ex : resedential, commnercial, industrial etc. c) now the categories have sub-categories. for example. a residential category will have sub category such as. Apartment / Independent House / Villa / Farm House/ Studio Apartment etc. and hence same way commercial and industrial or agricultural will too have sub-categories. d) each sub-categories will have to store the different values. like a resident will have features like Bedrooms/ kitchens / Hall / bathroom etc. the features depends on the sub categories. for an example on how i would want to implement my application you can have a look at this site. http://www.magicbricks.com/bricks/postProperty.html i could possibly think of the solution like this. a) create four to five tables depending upon the categories which will be existing(the problem is categories might increase in the future). b) create different tables for all the features, location, price, description and merge the common property table into one. for example all the property will have the common entity such as location, total area, etc. what would you advice for me given the current situation. thank you

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• LookAhead Regex in .Net - unexpected result

  - by AaronM

  Hello, I am a bit puzzled with my Regex results (and still trying to get my head around the syntax). I have been using http://regexpal.com/ to test out my expression, and its works as intended there, however in C# its not as expected. Here is a test - an expression of the following: (?=<open>).*?(?=</open>) on an input string of: <open>Text 1 </open>Text 2 <open>Text 3 </open>Text 4 <open>Text 5 </open> I would expect a result back of <open>Text1 <open>Text 2 <open>Text 3... etc However when I do this in C# it only returns the first match of <open>Text1 How do I get all five 'results' back from the Regex? Regex exx = new Regex("(?=<open>).*?(?=</open>)", RegexOptions.IgnoreCase | RegexOptions.Singleline); string input = "<open>Text 1</open> Text 2 <open> Text 3 </open> Text 4 <open> Text 5 </open>"; string result = Regex.Match(input, exx.ToString(), exx.Options).ToString();

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• How to write a C program using the fork() system call that generates the Fibonacci sequence in the

  - by Ellen

  The problem I am having is that when say for instance the user enters 7, then the display shows: 0 11 2 3 5 8 13 21 child ends. I cannot seem to figure out how to fix the 11 and why is it displaying that many numbers in the sequence! Can anyone help? The number of the sequence will be provided in the command line. For example, if 5 is provided, the first five numbers in the Fibonacci sequence will be output by the child process. Because the parent and child processes have their own copies of the data, it will be necessary for the child to output the sequence. Have the parent invoke the wait() call to wait for the child process to complete before exiting the program. Perform necessary error checking to ensure that a non-negative number is passed on the command line. #include <stdio.h> #include <sys/types.h> #include <unistd.h> int main() { int a=0, b=1, n=a+b,i,ii; pid_t pid; printf("Enter the number of a Fibonacci Sequence:\n"); scanf("%d", &ii); if (ii < 0) printf("Please enter a non-negative integer!\n"); else { pid = fork(); if (pid == 0) { printf("Child is producing the Fibonacci Sequence...\n"); printf("%d %d",a,b); for (i=0;i<ii;i++) { n=a+b; printf("%d ", n); a=b; b=n; } printf("Child ends\n"); } else { printf("Parent is waiting for child to complete...\n"); wait(NULL); printf("Parent ends\n"); } } return 0; }

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• Terrible DotNetNuke performance

  - by Peter Bridger

  I'm involved with a project using DotNetNuke version 05.01.04 Community Edition. We are building our new Intranet using it, but performance is terrible. We have five people adding pages and content to it and every 15-30 seconds they experience a pause of 10 seconds or longer before the system continues and the next screens loads. The server is Windows 2003, 3.8GHz with 1GB of RAM. I'm told by our server admin that the CPU and memory performance don't appear to be the bottleneck. We currently have 350 pages in the system, we a plan to add 1000. So we need to resolve this performance problem so that we can enter content and so we can go live. I just can't see where the bottleneck is. Is there a good why to determine the bottleneck when using DotNetNuke? Modules installed Publish:Engage (Not currently in use) Page Blaster (Doesn't appear to providing caching when users logged in using Integrated Authentication) SimpleGallery XMod Content Manager IIS Setup Application recycling completely disabled (Apart from a 2am recycle) New findings: 18th March 2010 The main bottleneck was due to version 5.1.4 having a bug which caused 1300 database roundtrips on an average page, due to broken database in-memory caching. We've upgraded to 5.2.4 which has resolved this bottleneck. Now the next biggest bottleneck is the navigation. We've used both DDR:Menu and DDN:Nav, but both have a major impact on performance. Is there a navigation interface out there that doesn't drain performance so badly?

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