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  • Error logging/handling on application basis?

    - by Industrial
    Hi everybody, We have a web server that we're about to launch a number of applications on. On the server-level we have managed to work out the error handling with the help of Hyperic to notify the person who is in charge in the event of a database/memcached server is going down. However, we are still in the need of handling those eventual error and log events that happen on application level to improve the applications for our customers, before the customers notices. So, what's then a good solution to do this? Utilizing PHP:s own error log would quickly become cloggered if we would run a big number of applications at the same time. It's probably isn't the best option if you like structure. One idea is to build a off-site lightweight error-handling application that has a REST/JSON API that receives encrypted and serialized arrays of error messages and stores them into a database. Maybe it could, depending on the severity of the error also be directly inputted into our bug tracker. Could be a few well spent hours, but it seems like a quite fragile solution and I am sure that there's better more-reliable alternatives out there already. Thanks,

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  • How can I hide a work item field from some users in TFS 2008?

    - by muerte
    I'm customizing work item templates in TFS 2008 through the PowerTools and I'm wondering is it possible to hide a field (or it's value) for certain users? For example, let's say I open TFS to my clients so they can submit feature requests. I'd like them to see the work item created, to see the history, changes etc. but I'd like to keep some of the field private and for our internal use. Is it possible?

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  • how can cookies track users despite same origin policy?

    - by user1763930
    Article here discusses tactics used by political campaigns. http://www.nytimes.com/2012/10/14/us/politics/campaigns-mine-personal-lives-to-get-out-vote.html The part in question is quoted: The campaigns have planted software known as cookies on voters’ computers to see if they frequent evangelical or erotic Web sites for clues to their moral perspectives. Voters who visit religious Web sites might be greeted with religion-friendly messages when they return to mittromney.com or barackobama.com. How is that possible? I thought all modern browsers have same origin policy security where website A doesn't have access to any information about other website B, website C, etc. The article makes it sound like a user browses: 1. presidentialcandidate.com 2. website2.com 3. website3.com 4. website4.com 5. presidentialcandidate.com How can a cookie from visit #1 know track user history and be revealed in visit #5?

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  • Do you employ any tools for managing technical debt?

    - by Phil.Wheeler
    The site I work with on a day-to-day basis has its share of shortcomings and we often make design decisions to "get us by right now" with the intention of fixing those up later. I've found that making the time to actually go back and fix them, let alone remembering what the full list of to-do items is can be challenging at best. Can you recommend any tools, resources or tricks that help you effectively manage your technical debt?

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  • How to do Google Analytics for ajax call in Facebook?

    - by seatoskyhk
    I have a FBML game and need to track all ajax calls. At the bottom of the page, I have this: and in the javascript functions, I put this: Facebook.urchinTracker("/ajaxcallname/"); However, it doesn't work.. and what I found out is that the utmac (the google account id) is empty!!! _uacct is empty! even I set it in the FBML, it is still empty!! and I can't find a way to dynamically set _uacct be my google account ID.. any one has any idea?

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  • How to track how many times an iPhone app is opened?

    - by Jason
    I am building an iphone app and would like to keep track of how many times it has been opened so that I can prompt the user to do certain actions after it has been opened X number of times. I have thought about storing a variable in Core Data which I update every time it is opened, but this seems like a waste since it is a singleton data, not multiple instances of an object. What is the best way to store data like this and access it without slowing down the app opening time?

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  • SQL 2008 publisher -> SQL 2000 subscriber: Is a pull subscription possible for merge replication?

    - by Brian Dunzweiler
    I am trying to synchronize a SQL 2000 SP4 subscriber to a SQL 2008 publisher via a merge pull subscription. When the subscriber tries to run the merge agent, it fails the following error: The process could not connect to Distributor 'OH05DBS002\SAM_SSG_2008'. SQL Server does not exist or access denied. Has anyone had success with this setup? I was able to create and synchronize a push subscription so I know that communication works between the two, at least from 2008-2000. The lack of communication from 2000-2008 also affects the ability to create a linked server on the SQL 2000 subscriber. One other tidbit - I did install the SQL 2008 native client on the the 2000 box but it didn't help either. Before anyone asks, I can't upgrade the subscriber as it still needs to support replication between MS Access 2003. Yeah, I know. :) TIA, Brian

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  • when i merge a data table with a typed dataset, one single field on a single row is DBNull sometimes

    - by benj007
    Hi everybody, I have a strange problem sometimes when I try to merge a data table with a typed dataset my data table is filled in with a stored procedure and when I checked the content of this table it is ok, everything is in there straight after I merge it with my core typed dataset like this : MyTypedDataSet.TheTable.Clear(); MyTypedDataSet.TheTable.Merge(MyDataTable); and now if i check the table in the dataset everything is ok except only one single field on one single row which is DBNull, that makes no sense because the source data table contains the good integer vaue. Thanks a lot in advance guys :)

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  • How do I merge cells of the same column in LyX?

    - by brickner
    I have 3 subfigures I want to arrange so that 1 will be in the left and 2 will be in the right (one above the other): Figure 1 | Figure 2 Figure 1 | Figure 3 Figure 1 should appear only once of course - across the entire column. I thought I should use 2x2 table to arrange them, but I can't find a way to merge the two cells in the same column to one cell in order to put figure 1 there. How can I merge the two cells in the same column?

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  • Tracking upstream svn changes with git-svn and github?

    - by Joseph Turian
    How do I track upstream SVN changes using git-svn and github? I used git-svn to convert an SVN repo to git on github: $ git svn clone -s http://svn.osqa.net/svnroot/osqa/ osqa $ cd osqa $ git remote add origin [email protected]:turian/osqa.git $ git push origin master I then made a few changes in my git repo, committed, and pushed to github. Now, I am on a new machine. I want to take upstream SVN changes, merge them with my github repo, and push them to my github repo. This documentation says: "If you ever lose your local copy, just run the import again with the same settings, and you’ll get another working directory with all the necessary SVN metainfo." So I did the following. But none of the commands work as desired. How do I track upstream SVN changes using git-svn and github? What am I doing wrong? $ git svn clone -s http://svn.osqa.net/svnroot/osqa/ osqa $ cd osqa $ git remote add origin [email protected]:turian/osqa.git $ git push origin master To [email protected]:turian/osqa.git ! [rejected] master -> master (non-fast forward) error: failed to push some refs to '[email protected]:turian/osqa.git' $ git pull remote: Counting objects: 21, done. remote: Compressing objects: 100% (17/17), done. remote: Total 17 (delta 7), reused 9 (delta 0) Unpacking objects: 100% (17/17), done. From [email protected]:turian/osqa * [new branch] master -> origin/master From [email protected]:turian/osqa * [new tag] master -> master You asked me to pull without telling me which branch you want to merge with, and 'branch.master.merge' in your configuration file does not tell me either. Please name which branch you want to merge on the command line and try again (e.g. 'git pull <repository> <refspec>'). See git-pull(1) for details on the refspec. ... $ /usr//lib/git-core/git-svn rebase warning: refname 'master' is ambiguous. First, rewinding head to replay your work on top of it... Applying: Added forum/management/commands/dumpsettings.py error: Ref refs/heads/master is at 6acd747f95aef6d9bce37f86798a32c14e04b82e but expected a7109d94d813b20c230a029ecd67801e6067a452 fatal: Cannot lock the ref 'refs/heads/master'. Could not move back to refs/heads/master rebase refs/remotes/trunk: command returned error: 1

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  • Why does git branch -t fail with "Not tracking: ambiguous information"?

    - by che
    When I try to create a new branch tracking a remote branch, I get this: che@nok ~/prj/git-ipc $ git branch -t test main/some_remote_branch error: Not tracking: ambiguous information for ref refs/remotes/main/some_remote_branch The source seems to somehow search for branches to track and throws me out because it finds less more than one, but I don't exactly get what it's looking for since I already told it what to track on the command line. Can anybody tell me what's going on and how to fix it?

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  • How to merge two pdf doucment as single report in jasper reoprt?

    - by Kumar
    Hi Friends, I am new to jasper report.I can able to create Simple PDF document with Javabean datasource.In my project i have created two separete pdf document with separate javabeandatasource , Now i want to merge that both document into single document.Can anyone tell me how to merge both document into single document using jasper.

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  • In SqlAlchemy, how to ignore m2m relationship attributes when merge?

    - by ablmf
    There is a m2m relation in my models, User and Role. I want to merge a role, but i DO NOT want this merge has any effect on user and role relation-ship. Unfortunately, for some complicate reason, role.users if not empty. I tried to set role.users = None, but SA complains None is not a list. At this moment, I use sqlalchemy.orm.attributes.del_attribute, but I don't know if it's provided for this purpose.

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  • What is the performance of "Merge" clause in sql server 2008?

    - by ziang
    Hi, Merge can performs insert, update, or delete operations on a target table based on the results of a join with a source table. For example, you can synchronize two tables by inserting, updating, or deleting rows in one table based on differences found in the other table. Is anyone familiar with the performance to use "Merge" versus the traditional logic to check existence and decide the update or insert then? Thanks!

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  • How dangerous is e.preventDefault();, and can it be replaced by keydown/mousedown tracking?

    - by yc
    I'm working on a tracking script for a fairly sophisticated CRM for tracking form actions in Google Analytics. I'm trying to balance the desire to track form actions accurately with the need to never prevent a form from not working. Now, I know that doing something like this doesn't work. $('form').submit(function(){ _gaq.push('_trackEvent', 'Form', 'Submit', $(this).attr('action')) }); The DOM unloads before this has a chance to process. So, a lot of sample code recommends something like this: $('form').submit(function(e){ e.preventDefault(); var form = this; _gaq.push('_trackEvent', 'Form', 'Submit', $(this).attr('action')); //...do some other tracking stuff... setTimeout(function(){ form.submit(); }, 400); }); This is reliable in most cases, but it makes me nervous. What if something happens between e.preventDefault();and when I get around to triggering the DOM based submit? I've totally broken the form. I've been poking around some other analytics implementations, and I've noticed something like this: $('form').mousedown(function(){ _gaq.push('_trackEvent', 'Form', 'Submit', $(this).attr('action')); }); $('form').keydown(function(e){ if(e.which===13) //if the keydown is the enter key _gaq.push('_trackEvent', 'Form', 'Submit', $(this).attr('action')); }); Basically, instead of interrupting the form submit, preempting it by assuming that if someone is mousing down or keying down on Enter, than that form is submitted. Obviously, this will result in a certain amount of false positives, but it completely eliminates use of e.preventDefault();, which in my mind eliminates the risk that I might ever prevent a form from successfully submitting. So, my question: Is it possible to take the standard form tracking snippet and prevent it from ever fully preventing the form from submitting? Is the mousedown/keydown alternative viable? Are there any submission cases it may miss? Specifically, are there other ways to end up submitting besides the mouse and the keyboard enter? And will the browser always have time to process javascript before beginning to unload the page?

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  • Is Social Media The Vital Skill You Aren’t Tracking?

    - by HCM-Oracle
    By Mark Bennett - Originally featured in Talent Management Excellence The ever-increasing presence of the workforce on social media presents opportunities as well as risks for organizations. While on the one hand, we read about social media embarrassments happening to organizations, on the other we see that social media activities by workers and candidates can enhance a company’s brand and provide insight into what individuals are, or can become, influencers in the social media sphere. HR can play a key role in helping organizations make the most value out of the activities and presence of workers and candidates, while at the same time also helping to manage the risks that come with the permanence and viral nature of social media. What is Missing from Understanding Our Workforce? “If only HP knew what HP knows, we would be three-times more productive.”  Lew Platt, Former Chairman, President, CEO, Hewlett-Packard  What Lew Platt recognized was that organizations only have a partial understanding of what their workforce is capable of. This lack of understanding impacts the company in several negative ways: 1. A particular skill that the company needs to access in one part of the organization might exist somewhere else, but there is no record that the skill exists, so the need is unfulfilled. 2. As market conditions change rapidly, the company needs to know strategic options, but some options are missed entirely because the company doesn’t know that sufficient capability already exists to enable those options. 3. Employees may miss out on opportunities to demonstrate how their hidden skills could create new value to the company. Why don’t companies have that more complete picture of their workforce capabilities – that is, not know what they know? One very good explanation is that companies put most of their efforts into rating their workforce according to the jobs and roles they are filling today. This is the essence of two important talent management processes: recruiting and performance appraisals.  In recruiting, a set of requirements is put together for a job, either explicitly or indirectly through a job description. During the recruiting process, much of the attention is paid towards whether the candidate has the qualifications, the skills, the experience and the cultural fit to be successful in the role. This makes a lot of sense.  In the performance appraisal process, an employee is measured on how well they performed the functions of their role and in an effort to help the employee do even better next time, they are also measured on proficiency in the competencies that are deemed to be key in doing that job. Again, the logic is impeccable.  But in both these cases, two adages come to mind: 1. What gets measured is what gets managed. 2. You only see what you are looking for. In other words, the fact that the current roles the workforce are performing are the basis for measuring which capabilities the workforce has, makes them the only capabilities to be measured. What was initially meant to be a positive, i.e. identify what is needed to perform well and measure it, in order that it can be managed, comes with the unintended negative consequence of overshadowing the other capabilities the workforce has. This also comes with an employee engagement price, for the measurements and management of workforce capabilities is to typically focus on where the workforce comes up short. Again, it makes sense to do this, since improving a capability that appears to result in improved performance benefits, both the individual through improved performance ratings and the company through improved productivity. But this is based on the assumption that the capabilities identified and their required proficiencies are the only attributes of the individual that matter. Anything else the individual brings that results in high performance, while resulting in a desired performance outcome, often goes unrecognized or underappreciated at best. As social media begins to occupy a more important part in current and future roles in organizations, businesses must incorporate social media savvy and innovation into job descriptions and expectations. These new measures could provide insight into how well someone can use social media tools to influence communities and decision makers; keep abreast of trends in fast-moving industries; present a positive brand image for the organization around thought leadership, customer focus, social responsibility; and coordinate and collaborate with partners. These measures should demonstrate the “social capital” the individual has invested in and developed over time. Without this dimension, “short cut” methods may generate a narrow set of positive metrics that do not have real, long-lasting benefits to the organization. How Workforce Reputation Management Helps HR Harness Social Media With hundreds of petabytes of social media data flowing across Facebook, LinkedIn and Twitter, businesses are tapping technology solutions to effectively leverage social for HR. Workforce reputation management technology helps organizations discover, mobilize and retain talent by providing insight into the social reputation and influence of the workforce while also helping organizations monitor employee social media policy compliance and mitigate social media risk.  There are three major ways that workforce reputation management technology can play a strategic role to support HR: 1. Improve Awareness and Decisions on Talent Many organizations measure the skills and competencies that they know they need today, but are unaware of what other skills and competencies their workforce has that could be essential tomorrow. How about whether your workforce has the reputation and influence to make their skills and competencies more effective? Many organizations don’t have insight into the social media “reach” their workforce has, which is becoming more critical to business performance. These features help organizations, managers, and employees improve many talent processes and decision making, including the following: Hiring and Assignments. People and teams with higher reputations are considered more valuable and effective workers. Someone with high reputation who refers a candidate also can have high credibility as a source for hires.   Training and Development. Reputation trend analysis can impact program decisions regarding training offerings by showing how reputation and influence across the workforce changes in concert with training. Worker reputation impacts development plans and goal choices by helping the individual see which development efforts result in improved reputation and influence.   Finding Hidden Talent. Managers can discover hidden talent and skills amongst employees based on a combination of social profile information and social media reputation. Employees can improve their personal brand and accelerate their career development.  2. Talent Search and Discovery The right technology helps organizations find information on people that might otherwise be hidden. By leveraging access to candidate and worker social profiles as well as their social relationships, workforce reputation management provides companies with a more complete picture of what their knowledge, skills, and attributes are and what they can in turn access. This more complete information helps to find the right talent both outside the organization as well as the right, perhaps previously hidden talent, within the organization to fill roles and staff projects, particularly those roles and projects that are required in reaction to fast-changing opportunities and circumstances. 3. Reputation Brings Credibility Workforce reputation management technology provides a clearer picture of how candidates and workers are viewed by their peers and communities across a wide range of social reputation and influence metrics. This information is less subject to individual bias and can impact critical decision-making. Knowing the individual’s reputation and influence enables the organization to predict how well their capabilities and behaviors will have a positive effect on desired business outcomes. Many roles that have the highest impact on overall business performance are dependent on the individual’s influence and reputation. In addition, reputation and influence measures offer a very tangible source of feedback for workers, providing them with insight that helps them develop themselves and their careers and see the effectiveness of those efforts by tracking changes over time in their reputation and influence. The following are some examples of the different reputation and influence measures of the workforce that Workforce Reputation Management could gather and analyze: Generosity – How often the user reposts other’s posts. Influence – How often the user’s material is reposted by others.  Engagement – The ratio of recent posts with references (e.g. links to other posts) to the total number of posts.  Activity – How frequently the user posts. (e.g. number per day)  Impact – The size of the users’ social networks, which indicates their ability to reach unique followers, friends, or users.   Clout – The number of references and citations of the user’s material in others’ posts.  The Vital Ingredient of Workforce Reputation Management: Employee Participation “Nothing about me, without me.” Valerie Billingham, “Through the Patient’s Eyes”, Salzburg Seminar Session 356, 1998 Since data resides primarily in social media, a question arises: what manner is used to collect that data? While much of social media activity is publicly accessible (as many who wished otherwise have learned to their chagrin), the social norms of social media have developed to put some restrictions on what is acceptable behavior and by whom. Disregarding these norms risks a repercussion firestorm. One of the more recognized norms is that while individuals can follow and engage with other individual’s public social activity (e.g. Twitter updates) fairly freely, the more an organization does this unprompted and without getting permission from the individual beforehand, the more likely the organization risks a totally opposite outcome from the one desired. Instead, the organization must look for permission from the individual, which can be met with resistance. That resistance comes from not knowing how the information will be used, how it will be shared with others, and not receiving enough benefit in return for granting permission. As the quote above about patient concerns and rights succinctly states, no one likes not feeling in control of the information about themselves, or the uncertainty about where it will be used. This is well understood in consumer social media (i.e. permission-based marketing) and is applicable to workforce reputation management. However, asking permission leaves open the very real possibility that no one, or so few, will grant permission, resulting in a small set of data with little usefulness for the company. Connecting Individual Motivation to Organization Needs So what is it that makes an individual decide to grant an organization access to the data it wants? It is when the individual’s own motivations are in alignment with the organization’s objectives. In the case of workforce reputation management, when the individual is motivated by a desire for increased visibility and career growth opportunities to advertise their skills and level of influence and reputation, they are aligned with the organizations’ objectives; to fill resource needs or strategically build better awareness of what skills are present in the workforce, as well as levels of influence and reputation. Individuals can see the benefit of granting access permission to the company through multiple means. One is through simple social awareness; they begin to discover that peers who are getting more career opportunities are those who are signed up for workforce reputation management. Another is where companies take the message directly to the individual; we think you would benefit from signing up with our workforce reputation management solution. Another, more strategic approach is to make reputation management part of a larger Career Development effort by the company; providing a wide set of tools to help the workforce find ways to plan and take action to achieve their career aspirations in the organization. An effective mechanism, that facilitates connecting the visibility and career growth motivations of the workforce with the larger context of the organization’s business objectives, is to use game mechanics to help individuals transform their career goals into concrete, actionable steps, such as signing up for reputation management. This works in favor of companies looking to use workforce reputation because the workforce is more apt to see how it fits into achieving their overall career goals, as well as seeing how other participation brings additional benefits.  Once an individual has signed up with reputation management, not only have they made themselves more visible within the organization and increased their career growth opportunities, they have also enabled a tool that they can use to better understand how their actions and behaviors impact their influence and reputation. Since they will be able to see their reputation and influence measurements change over time, they will gain better insight into how reputation and influence impacts their effectiveness in a role, as well as how their behaviors and skill levels in turn affect their influence and reputation. This insight can trigger much more directed, and effective, efforts by the individual to improve their ability to perform at a higher level and become more productive. The increased sense of autonomy the individual experiences, in linking the insight they gain to the actions and behavior changes they make, greatly enhances their engagement with their role as well as their career prospects within the company. Workforce reputation management takes the wide range of disparate data about the workforce being produced across various social media platforms and transforms it into accessible, relevant, and actionable information that helps the organization achieve its desired business objectives. Social media holds untapped insights about your talent, brand and business, and workforce reputation management can help unlock them. Imagine - if you could find the hidden secrets of your businesses, how much more productive and efficient would your organization be? Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use. Follow him @mpbennett

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  • using monit to restart custom daemon

    - by Jenis Sam
    I wrote a php daemon using system daemon pear class. How do I use monit to restart it when it fails? I have the following code in my monit config file: check process merge with pidfile /var/www/merge/merge.pid group 1000 start program = "/etc/init.d/merge start" stop program = "/etc/init.d/merge stop" IF CHANGED PID then restart My goal is solely if the daemon fails (stops running because of an error), I want monit to make it start running again.

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  • How to reserve public API to internal usage in .NET?

    - by mark
    Dear ladies and sirs. Let me first present the case, which will explain my question. This is going to be a bit long, so I apologize in advance :-). I have objects and collections, which should support the Merge API (it is my custom API, the signature of which is immaterial for this question). This API must be internal, meaning only my framework should be allowed to invoke it. However, derived types should be able to override the basic implementation. The natural way to implement this pattern as I see it, is this: The Merge API is declared as part of some internal interface, let us say IMergeable. Because the interface is internal, derived types would not be able to implement it directly. Rather they must inherit it from a common base type. So, a common base type is introduced, which would implement the IMergeable interface explicitly, where the interface methods delegate to respective protected virtual methods, providing the default implementation. This way the API is only callable by my framework, but derived types may override the default implementation. The following code snippet demonstrates the concept: internal interface IMergeable { void Merge(object obj); } public class BaseFrameworkObject : IMergeable { protected virtual void Merge(object obj) { // The default implementation. } void IMergeable.Merge(object obj) { Merge(obj); } } public class SomeThirdPartyObject : BaseFrameworkObject { protected override void Merge(object obj) { // A derived type implementation. } } All is fine, provided a single common base type suffices, which is usually true for non collection types. The thing is that collections must be mergeable as well. Collections do not play nicely with the presented concept, because developers do not develop collections from the scratch. There are predefined implementations - observable, filtered, compound, read-only, remove-only, ordered, god-knows-what, ... They may be developed from scratch in-house, but once finished, they serve wide range of products and should never be tailored to some specific product. Which means, that either: they do not implement the IMergeable interface at all, because it is internal to some product the scope of the IMergeable interface is raised to public and the API becomes open and callable by all. Let us refer to these collections as standard collections. Anyway, the first option screws my framework, because now each possible standard collection type has to be paired with the respective framework version, augmenting the standard with the IMergeable interface implementation - this is so bad, I am not even considering it. The second option breaks the framework as well, because the IMergeable interface should be internal for a reason (whatever it is) and now this interface has to open to all. So what to do? My solution is this. make IMergeable public API, but add an extra parameter to the Merge method, I call it a security token. The interface implementation may check that the token references some internal object, which is never exposed to the outside. If this is the case, then the method was called from within the framework, otherwise - some outside API consumer attempted to invoke it and so the implementation can blow up with a SecurityException. Here is the modified code snippet demonstrating this concept: internal static class InternalApi { internal static readonly object Token = new object(); } public interface IMergeable { void Merge(object obj, object token); } public class BaseFrameworkObject : IMergeable { protected virtual void Merge(object obj) { // The default implementation. } public void Merge(object obj, object token) { if (!object.ReferenceEquals(token, InternalApi.Token)) { throw new SecurityException("bla bla bla"); } Merge(obj); } } public class SomeThirdPartyObject : BaseFrameworkObject { protected override void Merge(object obj) { // A derived type implementation. } } Of course, this is less explicit than having an internally scoped interface and the check is moved from the compile time to run time, yet this is the best I could come up with. Now, I have a gut feeling that there is a better way to solve the problem I have presented. I do not know, may be using some standard Code Access Security features? I have only vague understanding of it, but can LinkDemand attribute be somehow related to it? Anyway, I would like to hear other opinions. Thanks.

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