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• Cannot create a row of size 8074 which is greater than the allowable maximum row size of 8060.

  - by Lieven Cardoen

  I have already asked a question about this, but the problems keeps on hitting me ;-) I have two tables that are identical. I want to add a xml column. In the first table this is no problem, but in the second table I get the sqlException (title). However, apart from the data in it, they are the same. So, can I get the sqlException because of data in the table? I have also tried to store the field off page with EXEC sp_tableoption 'dbo.PackageSessionNodesFinished', 'large value types out of row', 1 but without any succes. The same SqlException keeps coming. First table: PackageSessionNodes CREATE TABLE [dbo].[PackageSessionNodes]( [PackageSessionNodeId] [int] IDENTITY(1,1) NOT NULL, [PackageSessionId] [int] NOT NULL, [TreeNodeId] [int] NOT NULL, [Duration] [int] NULL, [Score] [float] NOT NULL, [ScoreMax] [float] NOT NULL, [Interactions] [xml] NOT NULL, [BrainTeaser] [bit] NULL, [DateCreated] [datetime] NULL, [CompletionStatus] [int] NOT NULL, [ReducedScore] [float] NOT NULL, [ReducedScoreMax] [float] NOT NULL, [ContentInteractions] [xml] NOT NULL, CONSTRAINT [PK_PackageSessionNodes] PRIMARY KEY CLUSTERED ( [PackageSessionNodeId] ASC )WITH (PAD_INDEX = OFF, STATISTICS_NORECOMPUTE = OFF, IGNORE_DUP_KEY = OFF, ALLOW_ROW_LOCKS = ON, ALLOW_PAGE_LOCKS = ON) ON [PRIMARY] ) ON [PRIMARY] Second table: PackageSessionNodesFinished CREATE TABLE [dbo].[PackageSessionNodesFinished]( [PackageSessionNodeFinishedId] [int] IDENTITY(1,1) NOT NULL, [PackageSessionId] [int] NOT NULL, [TreeNodeId] [int] NOT NULL, [Duration] [int] NULL, [Score] [float] NOT NULL, [ScoreMax] [float] NOT NULL, [Interactions] [xml] NOT NULL, [BrainTeaser] [bit] NULL, [DateCreated] [datetime] NULL, [CompletionStatus] [int] NOT NULL, [ReducedScore] [float] NOT NULL, [ReducedScoreMax] [float] NOT NULL, [ContentInteractions] [xml] NULL, CONSTRAINT [PK_PackageSessionNodesFinished] PRIMARY KEY CLUSTERED ( [PackageSessionNodeFinishedId] ASC )WITH (PAD_INDEX = OFF, STATISTICS_NORECOMPUTE = OFF, IGNORE_DUP_KEY = OFF, ALLOW_ROW_LOCKS = ON, ALLOW_PAGE_LOCKS = ON) ON [PRIMARY] ) ON [PRIMARY] First script I tried to run (First two ALTER TABLE work fine, the third crashes on SqlException) ALTER TABLE dbo.PackageSessionNodes ADD ContentInteractions xml NOT NULL CONSTRAINT DF_PackageSessionNodes_ContentInteractions DEFAULT (('<contentinteractions/>')); ALTER TABLE dbo.PackageSessionNodes DROP CONSTRAINT DF_PackageSessionNodes_ContentInteractions ALTER TABLE dbo.PackageSessionNodesFinished ADD ContentInteractions xml NOT NULL CONSTRAINT DF_PackageSessionNodesFinished_ContentInteractions DEFAULT (('<contentinteractions/>')); ALTER TABLE dbo.PackageSessionNodesFinished DROP CONSTRAINT DF_PackageSessionNodesFinished_ContentInteractions Second script I tried to run with the same result as previous script: EXEC sp_tableoption 'dbo.PackageSessionNodes', 'large value types out of row', 1 ALTER TABLE dbo.PackageSessionNodes ADD ContentInteractions xml NOT NULL CONSTRAINT DF_PackageSessionNodes_ContentInteractions DEFAULT (('<contentinteractions/>')); ALTER TABLE dbo.PackageSessionNodes DROP CONSTRAINT DF_PackageSessionNodes_ContentInteractions EXEC sp_tableoption 'dbo.PackageSessionNodesFinished', 'large value types out of row', 1 ALTER TABLE dbo.PackageSessionNodesFinished ADD ContentInteractions xml NOT NULL CONSTRAINT DF_PackageSessionNodesFinished_ContentInteractions DEFAULT (('<contentinteractions/>')); ALTER TABLE dbo.PackageSessionNodesFinished DROP CONSTRAINT DF_PackageSessionNodesFinished_ContentInteractions Now, In PackageSessionNodes there are 234 records, in PackageSessionNodesFinished there are 4256946 records. Really would appreciate some help here as I'm stuck.

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• Seeking on a Heap, and Two Useful DMVs

  - by Paul White

  So far in this mini-series on seeks and scans, we have seen that a simple ‘seek’ operation can be much more complex than it first appears.  A seek can contain one or more seek predicates – each of which can either identify at most one row in a unique index (a singleton lookup) or a range of values (a range scan).  When looking at a query plan, we will often need to look at the details of the seek operator in the Properties window to see how many operations it is performing, and what type of operation each one is.  As you saw in the first post in this series, the number of hidden seeking operations can have an appreciable impact on performance. Measuring Seeks and Scans I mentioned in my last post that there is no way to tell from a graphical query plan whether you are seeing a singleton lookup or a range scan.  You can work it out – if you happen to know that the index is defined as unique and the seek predicate is an equality comparison, but there’s no separate property that says ‘singleton lookup’ or ‘range scan’.  This is a shame, and if I had my way, the query plan would show different icons for range scans and singleton lookups – perhaps also indicating whether the operation was one or more of those operations underneath the covers. In light of all that, you might be wondering if there is another way to measure how many seeks of either type are occurring in your system, or for a particular query.  As is often the case, the answer is yes – we can use a couple of dynamic management views (DMVs): sys.dm_db_index_usage_stats and sys.dm_db_index_operational_stats. Index Usage Stats The index usage stats DMV contains counts of index operations from the perspective of the Query Executor (QE) – the SQL Server component that is responsible for executing the query plan.  It has three columns that are of particular interest to us: user_seeks – the number of times an Index Seek operator appears in an executed plan user_scans – the number of times a Table Scan or Index Scan operator appears in an executed plan user_lookups – the number of times an RID or Key Lookup operator appears in an executed plan An operator is counted once per execution (generating an estimated plan does not affect the totals), so an Index Seek that executes 10,000 times in a single plan execution adds 1 to the count of user seeks.  Even less intuitively, an operator is also counted once per execution even if it is not executed at all.  I will show you a demonstration of each of these things later in this post. Index Operational Stats The index operational stats DMV contains counts of index and table operations from the perspective of the Storage Engine (SE).  It contains a wealth of interesting information, but the two columns of interest to us right now are: range_scan_count – the number of range scans (including unrestricted full scans) on a heap or index structure singleton_lookup_count – the number of singleton lookups in a heap or index structure This DMV counts each SE operation, so 10,000 singleton lookups will add 10,000 to the singleton lookup count column, and a table scan that is executed 5 times will add 5 to the range scan count. The Test Rig To explore the behaviour of seeks and scans in detail, we will need to create a test environment.  The scripts presented here are best run on SQL Server 2008 Developer Edition, but the majority of the tests will work just fine on SQL Server 2005.  A couple of tests use partitioning, but these will be skipped if you are not running an Enterprise-equivalent SKU.  Ok, first up we need a database: USE master; GO IF DB_ID('ScansAndSeeks') IS NOT NULL DROP DATABASE ScansAndSeeks; GO CREATE DATABASE ScansAndSeeks; GO USE ScansAndSeeks; GO ALTER DATABASE ScansAndSeeks SET ALLOW_SNAPSHOT_ISOLATION OFF ; ALTER DATABASE ScansAndSeeks SET AUTO_CLOSE OFF, AUTO_SHRINK OFF, AUTO_CREATE_STATISTICS OFF, AUTO_UPDATE_STATISTICS OFF, PARAMETERIZATION SIMPLE, READ_COMMITTED_SNAPSHOT OFF, RESTRICTED_USER ; Notice that several database options are set in particular ways to ensure we get meaningful and reproducible results from the DMVs.  In particular, the options to auto-create and update statistics are disabled.  There are also three stored procedures, the first of which creates a test table (which may or may not be partitioned).  The table is pretty much the same one we used yesterday: The table has 100 rows, and both the key_col and data columns contain the same values – the integers from 1 to 100 inclusive.  The table is a heap, with a non-clustered primary key on key_col, and a non-clustered non-unique index on the data column.  The only reason I have used a heap here, rather than a clustered table, is so I can demonstrate a seek on a heap later on.  The table has an extra column (not shown because I am too lazy to update the diagram from yesterday) called padding – a CHAR(100) column that just contains 100 spaces in every row.  It’s just there to discourage SQL Server from choosing table scan over an index + RID lookup in one of the tests. The first stored procedure is called ResetTest: CREATE PROCEDURE dbo.ResetTest @Partitioned BIT = 'false' AS BEGIN SET NOCOUNT ON ; IF OBJECT_ID(N'dbo.Example', N'U') IS NOT NULL BEGIN DROP TABLE dbo.Example; END ; -- Test table is a heap -- Non-clustered primary key on 'key_col' CREATE TABLE dbo.Example ( key_col INTEGER NOT NULL, data INTEGER NOT NULL, padding CHAR(100) NOT NULL DEFAULT SPACE(100), CONSTRAINT [PK dbo.Example key_col] PRIMARY KEY NONCLUSTERED (key_col) ) ; IF @Partitioned = 'true' BEGIN -- Enterprise, Trial, or Developer -- required for partitioning tests IF SERVERPROPERTY('EngineEdition') = 3 BEGIN EXECUTE (' DROP TABLE dbo.Example ; IF EXISTS ( SELECT 1 FROM sys.partition_schemes WHERE name = N''PS'' ) DROP PARTITION SCHEME PS ; IF EXISTS ( SELECT 1 FROM sys.partition_functions WHERE name = N''PF'' ) DROP PARTITION FUNCTION PF ; CREATE PARTITION FUNCTION PF (INTEGER) AS RANGE RIGHT FOR VALUES (20, 40, 60, 80, 100) ; CREATE PARTITION SCHEME PS AS PARTITION PF ALL TO ([PRIMARY]) ; CREATE TABLE dbo.Example ( key_col INTEGER NOT NULL, data INTEGER NOT NULL, padding CHAR(100) NOT NULL DEFAULT SPACE(100), CONSTRAINT [PK dbo.Example key_col] PRIMARY KEY NONCLUSTERED (key_col) ) ON PS (key_col); '); END ELSE BEGIN RAISERROR('Invalid SKU for partition test', 16, 1); RETURN; END; END ; -- Non-unique non-clustered index on the 'data' column CREATE NONCLUSTERED INDEX [IX dbo.Example data] ON dbo.Example (data) ; -- Add 100 rows INSERT dbo.Example WITH (TABLOCKX) ( key_col, data ) SELECT key_col = V.number, data = V.number FROM master.dbo.spt_values AS V WHERE V.[type] = N'P' AND V.number BETWEEN 1 AND 100 ; END; GO The second stored procedure, ShowStats, displays information from the Index Usage Stats and Index Operational Stats DMVs: CREATE PROCEDURE dbo.ShowStats @Partitioned BIT = 'false' AS BEGIN -- Index Usage Stats DMV (QE) SELECT index_name = ISNULL(I.name, I.type_desc), scans = IUS.user_scans, seeks = IUS.user_seeks, lookups = IUS.user_lookups FROM sys.dm_db_index_usage_stats AS IUS JOIN sys.indexes AS I ON I.object_id = IUS.object_id AND I.index_id = IUS.index_id WHERE IUS.database_id = DB_ID(N'ScansAndSeeks') AND IUS.object_id = OBJECT_ID(N'dbo.Example', N'U') ORDER BY I.index_id ; -- Index Operational Stats DMV (SE) IF @Partitioned = 'true' SELECT index_name = ISNULL(I.name, I.type_desc), partitions = COUNT(IOS.partition_number), range_scans = SUM(IOS.range_scan_count), single_lookups = SUM(IOS.singleton_lookup_count) FROM sys.dm_db_index_operational_stats ( DB_ID(N'ScansAndSeeks'), OBJECT_ID(N'dbo.Example', N'U'), NULL, NULL ) AS IOS JOIN sys.indexes AS I ON I.object_id = IOS.object_id AND I.index_id = IOS.index_id GROUP BY I.index_id, -- Key I.name, I.type_desc ORDER BY I.index_id; ELSE SELECT index_name = ISNULL(I.name, I.type_desc), range_scans = SUM(IOS.range_scan_count), single_lookups = SUM(IOS.singleton_lookup_count) FROM sys.dm_db_index_operational_stats ( DB_ID(N'ScansAndSeeks'), OBJECT_ID(N'dbo.Example', N'U'), NULL, NULL ) AS IOS JOIN sys.indexes AS I ON I.object_id = IOS.object_id AND I.index_id = IOS.index_id GROUP BY I.index_id, -- Key I.name, I.type_desc ORDER BY I.index_id; END; The final stored procedure, RunTest, executes a query written against the example table: CREATE PROCEDURE dbo.RunTest @SQL VARCHAR(8000), @Partitioned BIT = 'false' AS BEGIN -- No execution plan yet SET STATISTICS XML OFF ; -- Reset the test environment EXECUTE dbo.ResetTest @Partitioned ; -- Previous call will throw an error if a partitioned -- test was requested, but SKU does not support it IF @@ERROR = 0 BEGIN -- IO statistics and plan on SET STATISTICS XML, IO ON ; -- Test statement EXECUTE (@SQL) ; -- Plan and IO statistics off SET STATISTICS XML, IO OFF ; EXECUTE dbo.ShowStats @Partitioned; END; END; The Tests The first test is a simple scan of the heap table: EXECUTE dbo.RunTest @SQL = 'SELECT * FROM Example'; The top result set comes from the Index Usage Stats DMV, so it is the Query Executor’s (QE) view.  The lower result is from Index Operational Stats, which shows statistics derived from the actions taken by the Storage Engine (SE).  We see that QE performed 1 scan operation on the heap, and SE performed a single range scan.  Let’s try a single-value equality seek on a unique index next: EXECUTE dbo.RunTest @SQL = 'SELECT key_col FROM Example WHERE key_col = 32'; This time we see a single seek on the non-clustered primary key from QE, and one singleton lookup on the same index by the SE.  Now for a single-value seek on the non-unique non-clustered index: EXECUTE dbo.RunTest @SQL = 'SELECT data FROM Example WHERE data = 32'; QE shows a single seek on the non-clustered non-unique index, but SE shows a single range scan on that index – not the singleton lookup we saw in the previous test.  That makes sense because we know that only a single-value seek into a unique index is a singleton seek.  A single-value seek into a non-unique index might retrieve any number of rows, if you think about it.  The next query is equivalent to the IN list example seen in the first post in this series, but it is written using OR (just for variety, you understand): EXECUTE dbo.RunTest @SQL = 'SELECT data FROM Example WHERE data = 32 OR data = 33'; The plan looks the same, and there’s no difference in the stats recorded by QE, but the SE shows two range scans.  Again, these are range scans because we are looking for two values in the data column, which is covered by a non-unique index.  I’ve added a snippet from the Properties window to show that the query plan does show two seek predicates, not just one.  Now let’s rewrite the query using BETWEEN: EXECUTE dbo.RunTest @SQL = 'SELECT data FROM Example WHERE data BETWEEN 32 AND 33'; Notice the seek operator only has one predicate now – it’s just a single range scan from 32 to 33 in the index – as the SE output shows.  For the next test, we will look up four values in the key_col column: EXECUTE dbo.RunTest @SQL = 'SELECT key_col FROM Example WHERE key_col IN (2,4,6,8)'; Just a single seek on the PK from the Query Executor, but four singleton lookups reported by the Storage Engine – and four seek predicates in the Properties window.  On to a more complex example: EXECUTE dbo.RunTest @SQL = 'SELECT * FROM Example WITH (INDEX([PK dbo.Example key_col])) WHERE key_col BETWEEN 1 AND 8'; This time we are forcing use of the non-clustered primary key to return eight rows.  The index is not covering for this query, so the query plan includes an RID lookup into the heap to fetch the data and padding columns.  The QE reports a seek on the PK and a lookup on the heap.  The SE reports a single range scan on the PK (to find key_col values between 1 and 8), and eight singleton lookups on the heap.  Remember that a bookmark lookup (RID or Key) is a seek to a single value in a ‘unique index’ – it finds a row in the heap or cluster from a unique RID or clustering key – so that’s why lookups are always singleton lookups, not range scans. Our next example shows what happens when a query plan operator is not executed at all: EXECUTE dbo.RunTest @SQL = 'SELECT key_col FROM Example WHERE key_col = 8 AND @@TRANCOUNT < 0'; The Filter has a start-up predicate which is always false (if your @@TRANCOUNT is less than zero, call CSS immediately).  The index seek is never executed, but QE still records a single seek against the PK because the operator appears once in an executed plan.  The SE output shows no activity at all.  This next example is 2008 and above only, I’m afraid: EXECUTE dbo.RunTest @SQL = 'SELECT * FROM Example WHERE key_col BETWEEN 1 AND 30', @Partitioned = 'true'; This is the first example to use a partitioned table.  QE reports a single seek on the heap (yes – a seek on a heap), and the SE reports two range scans on the heap.  SQL Server knows (from the partitioning definition) that it only needs to look at partitions 1 and 2 to find all the rows where key_col is between 1 and 30 – the engine seeks to find the two partitions, and performs a range scan seek on each partition. The final example for today is another seek on a heap – try to work out the output of the query before running it! EXECUTE dbo.RunTest @SQL = 'SELECT TOP (2) WITH TIES * FROM Example WHERE key_col BETWEEN 1 AND 50 ORDER BY $PARTITION.PF(key_col) DESC', @Partitioned = 'true'; Notice the lack of an explicit Sort operator in the query plan to enforce the ORDER BY clause, and the backward range scan. © 2011 Paul White email: [email protected] twitter: @SQL_Kiwi

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• Agile Development

  - by James Oloo Onyango

  Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

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• nginx proxying websockets, must be missing something

  - by CodeMonkey

  I have a basic chat app written in node.js using express and socket.io; it works fine when connecting directly to node on port 3000 But doesn't work when I try to use nginx v1.4.2 as a proxy. I start off using the connection map map $http_upgrade $connection_upgrade { default upgrade; '' close; } Then add the locations location /socket.io/ { proxy_pass http://node; proxy_redirect off; proxy_http_version 1.1; proxy_set_header Host $http_host; proxy_set_header X-Forwarded-For $remote_addr; proxy_set_header X-Request-Id $txid; proxy_set_header X-Session-Id $uid_set+$uid_got; proxy_set_header Upgrade $http_upgrade; proxy_set_header Connection $connection_upgrade; proxy_buffering off; proxy_read_timeout 86400; keepalive_timeout 90; proxy_cache off; access_log /var/log/nginx/webservice.access.log; error_log /var/log/nginx/webservice.error.log; } location /web-service/ { proxy_pass http://node; proxy_redirect off; proxy_http_version 1.1; proxy_set_header Host $http_host; proxy_set_header X-Forwarded-For $remote_addr; proxy_set_header X-Request-Id $txid; proxy_set_header X-Session-Id $uid_set+$uid_got; proxy_set_header Upgrade $http_upgrade; proxy_set_header Connection $connection_upgrade; proxy_buffering off; proxy_read_timeout 86400; keepalive_timeout 90; access_log /var/log/nginx/webservice.access.log; error_log /var/log/nginx/webservice.error.log; rewrite /web-service/(.*) /$1 break; proxy_cache off; } These are built up using all of the tips to get it working that I could find. The error log does not show any errors. (except when I stop node to test the error logging is working) When through nginx I do see a websocket connection in the dev tools, with the status of 101; but the frames tab under the resuects is empty. The only differnece I can see in the response headers is a case difference - "upgrade" vs "Upgrade" - through nginx : Connection:upgrade Date:Fri, 08 Nov 2013 11:49:25 GMT Sec-WebSocket-Accept:LGB+iEBb8Ql9zYfqNfuuXzdzjgg= Server:nginx/1.4.2 Upgrade:websocket direct from node Connection:Upgrade Sec-WebSocket-Accept:8nwPpvg+4wKMOyQBEvxWXutd8YY= Upgrade:websocket output from node (when used through nginx) debug - served static content /socket.io.js debug - client authorized info - handshake authorized iaej2VQlsbLFIhachyb1 debug - setting request GET /socket.io/1/websocket/iaej2VQlsbLFIhachyb1 debug - set heartbeat interval for client iaej2VQlsbLFIhachyb1 debug - client authorized for debug - websocket writing 1:: debug - websocket writing 5:::{"name":"message","args":[{"message":"welcome to the chat"}]} debug - clearing poll timeout debug - jsonppolling writing io.j[0]("8::"); debug - set close timeout for client 7My3F4CuvZC0I4Olhybz debug - jsonppolling closed due to exceeded duration debug - clearing poll timeout debug - jsonppolling writing io.j[0]("8::"); debug - set close timeout for client AkCYl0nWNZAHeyUihyb0 debug - jsonppolling closed due to exceeded duration debug - setting request GET /socket.io/1/xhr-polling/iaej2VQlsbLFIhachyb1?t=1383911206158 debug - setting poll timeout debug - discarding transport debug - cleared heartbeat interval for client iaej2VQlsbLFIhachyb1 debug - setting request GET /socket.io/1/jsonp-polling/iaej2VQlsbLFIhachyb1?t=1383911216160&i=0 debug - setting poll timeout debug - discarding transport debug - clearing poll timeout debug - clearing poll timeout debug - jsonppolling writing io.j[0]("8::"); debug - set close timeout for client iaej2VQlsbLFIhachyb1 debug - jsonppolling closed due to exceeded duration debug - setting request GET /socket.io/1/jsonp-polling/iaej2VQlsbLFIhachyb1?t=1383911236429&i=0 debug - setting poll timeout debug - discarding transport debug - cleared close timeout for client iaej2VQlsbLFIhachyb1 when direct to node, the client does not start polling. The normal http stuff node outputs works fine with nginx. Clearly something I am not seeing, but I am stuck, thanks :)

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• What are the best ways to cope with «one of those days»? [closed]

  - by Júlio Santos

  I work in a fast-paced startup and am absolutely in love with what I do. Still, I wake up to a bad mood as often as the next guy. I find that forcing myself to play out my day as usual doesn't help — in fact, it only makes it worse, possibly ruining my productivity for the rest of the week. There are several ways I can cope with this, for instance: dropping the current task for the day and getting that awesome but low-priority feature in place; doing some pending research for future development (i.e. digging up ruby gems); spending the day reading and educating myself; just taking the day off. The first three items are productive in themselves, and taking the day off recharges my coding mana for the rest of the week. Being a young developer, I'm pretty sure there's a multitude of alternatives that I haven't come across yet. How can programmers cope with off days? Edit: I am looking for answers related specifically to this profession. I therefore believe that coping with off days in our field is fundamentally different that doing so in other areas. Programmers (especially in a start-up) are a unique breed in this context in the sense that they tend to have a multitude of tasks at hand on any given moment, so they can easily switch between these without wreaking too much havoc. Programmers also tend to work based on clear, concise objectives — provided they are well managed either by themselves or a third party — and hence have a great deal of flexibility when it comes to managing their time. Finally, our line of work creates the opportunity — necessity, if you will — to fit a plethora of tasks not directly related to the current one, such as research and staying on top of new releases and software updates.

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• Magic Mouse and Alum keyboard autosleep?

  - by Moshe

  How does the power management of the wireless keyboard and magic mouse work with iMac? (late 2009) Do I need to manually power off the keyboard and mouse when I shut off my Mac or do they power off/sleep automatically? ( BONUS: How often should the batteries be replaced? )

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• Windows Updates - Does Not Install, how can I remove it

  - by Kanini

  Everytime I shutdown my Windows XP, it comes up with the following screen which says "Turn Off with Installing Updates" (Of course, it also gives me an option as follows, "Click here to turn off without installing updates.") Now, when I do normal shutdown asking it to Install Updates and Turn it Off. It does not install the updates and every subsequent time I try to shut down the PC, it still comes with the prompt "Turn Off with Installing Updates". I managed to find out that this install was this "Installing Microsoft SQL Server 2005 Express Edition Service Pack 3 (KB955706) update 1 of 1 .... " Now, when I click on the Installing Updates icon (the yellow icon, that appears on the task bar near the clock), and Install it. It tries to install and it fails. Now, why is this install alone failing? Second, if we are not able to ascertain why this is failing, can we at least ensure that it is removed from the list of possible installs so that everytime it does not ask me to install it.

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• WinSCP putting multiple files on sftp site

  - by NewToWinSCP

  WinSCP 5.2 I wanted to put multiple files with a file extension .pgp on an sftp site. When I tested my original command line (see below) and it only placed the first *.pgp alphabetical file (D:\a.csv.pgp) on the sftp site. I tried specifying *.PGP and *.pgp without any changes - only one file (D:\a.csv.pgp) would be copied each time. I got it to work for all files only if I specified a put command for each .pgp file. Any ideas on how to put all *.pgp on the sftp site? Original Command Line - Does Not Work d:\winscp\winscp /command "option echo off" "option batch on" "option confirm off" "open sftp" "put D:\*.pgp" "close" "exit" Works d:\winscp\winscp /command "option echo off" "option batch on" "option confirm off" "open sftp" "put D:\a.csv.pgp" "put D:\b.csv.pgp" "put D:\c.csv.pgp" "put D:\d.csv.pgp" "put D:\e.csv.pgp" "put D:\f.csv.pgp" "put D:\g.csv.pgp" "put D:\h.csv.pgp" "put D:\i.csv.pgp" "close" "exit"

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• hp pavilion g6 1250 with a BCM 4313 doesn't see any wireless networks

  - by Ahmed Kotb

  i have tried using ubuntu 10.04 and ubuntu 11.10 and both have the same problem the driver is detected by the additional propriety drivers wizard and after installation, ubuntu can't see except on wireless network which is not mine (and i can't connect to it as it is secured) There are plenty of wireless networks around me but ubuntu can't detect them and if i tried to connect to one of them as if it was hidden connection time out. the command lspci -nvn | grep -i net gives 04:00.0 Network controller [0280]: Broadcom Corporation BCM4313 802.11b/g/n Wireless LAN Controller [14e4:4727] (rev 01) 05:00.0 Ethernet controller [0200]: Realtek Semiconductor Co., Ltd. RTL8101E/RTL8102E PCI Express Fast Ethernet controller [10ec:8136] (rev 05) iwconfig gives lo no wireless extensions. eth0 no wireless extensions. wlan0 IEEE 802.11bgn ESSID:off/any Mode:Managed Access Point: Not-Associated Tx-Power=19 dBm Retry long limit:7 RTS thr:off Fragment thr:off Power Management:off i guess it is something related to Broadcom driver .. but i don't know , any help will be appreciated UPDATE: ok i installed a new copy of 11.10 to remove the effect of any trials i have made i followed the link (http://askubuntu.com/q/67806) as suggested all what i have done now is trying the command lsmod | grep brc and it gave me the following brcmsmac 631693 0 brcmutil 17837 1 brcmsmac mac80211 310872 1 brcmsmac cfg80211 199587 2 brcmsmac,mac80211 crc_ccitt 12667 1 brcmsmac then i blacklisted all the other drivers as mentioned in the link the wireless is still disabled.. in the last installation installing the Brodcom STA driver form the additional drivers enabled the menu but as i have said before it wasn't able to connect or even get a list of available networks so what should i do now ? the output of command rfkill list all rfkill list all 0: phy0: Wireless LAN Soft blocked: no Hard blocked: no

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• Nginx Password Protect Directory Downloads Source Code

  - by Pamela

  I'm trying to password protect a WordPress login page on my Nginx server. When I navigate to http://www.example.com/wp-login.php, this brings up the "Authentication Required" prompt (not the WordPress login page) for a username and password. However, when I input the correct credentials, it downloads the PHP source code (wp-login.php) instead of showing the WordPress login page. Permission for my htpasswd file is set to 644. Here are the directives in question within the server block of my website's configuration file: location ^~ /wp-login.php { auth_basic "Restricted Area"; auth_basic_user_file htpasswd; } Alternately, here are the entire contents of my configuration file (including the above four lines): server { listen *:80; server_name domain.com www.domain.com; root /var/www/domain.com/web; index index.html index.htm index.php index.cgi index.pl index.xhtml; error_log /var/log/ispconfig/httpd/domain.com/error.log; access_log /var/log/ispconfig/httpd/domain.com/access.log combine$ location ~ /\. { deny all; access_log off; log_not_found off; } location = /favicon.ico { log_not_found off; access_log off; } location = /robots.txt { allow all; log_not_found off; access_log off; } location /stats/ { index index.html index.php; auth_basic "Members Only"; auth_basic_user_file /var/www/web/stats/.htp$ } location ^~ /awstats-icon { alias /usr/share/awstats/icon; } location ~ \.php$ { try_files /b371b8bbf0b595046a2ef9ac5309a1c0.htm @php; } location @php { try_files $uri =404; include /etc/nginx/fastcgi_params; fastcgi_pass unix:/var/lib/php5-fpm/web11.sock; fastcgi_index index.php; fastcgi_param SCRIPT_FILENAME $document_root$fastcgi_script_name; fastcgi_intercept_errors on; } location / { try_files $uri $uri/ /index.php?$args; client_max_body_size 64M; } location ^~ /wp-login.php { auth_basic "Restricted Area"; auth_basic_user_file htpasswd; } } If it makes any difference, I'm using Ubuntu 14.04.1 LTS with Nginx 1.4.6 and ISPConfig 3.0.5.4p3.

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• 2 ATI Radeon HD 5870 (crossfire): Intermittent loud fan and non-functioning secondary card

  - by Merritt

  Installed 2 5870s. Left off the left side panel of my case(cooler master haf x), started my computer, installed the drivers and set up the crossfire... yada yada yada... everything worked fine. Then turned off computer, put left side panel back on, turned on computer, and heard a very loud buzzing (asssuming it was a gpu fan). Checked status of cards (in Windows 7) and the secondary card did not appear. Turned off the computer, took off left side panel, jiggled power connectors into secondary card, then turned the computer back on, and it worked again. Put the panel on, turned on computer, worked. Sometime later, turned on computer, and there's that loud fan sound again. What gives?

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• hp pavilion g6 1250 wireless problems

  - by Ahmed Kotb

  i have tried using ubuntu 10.04 and ubuntu 11.10 and both have the same problem the driver is detected by the additional propriety drivers wizard and after installation , ubuntu can't see except on wireless network which is not mine (and i can't connect to it as it is secured) there are plenty of wireless networks around me but ubuntu can't detect them and if i tried to connect to one of them as if it was hidden connection time out. the command lspci -nvn | grep -i net gives 04:00.0 Network controller [0280]: Broadcom Corporation BCM4313 802.11b/g/n Wireless LAN Controller [14e4:4727] (rev 01) 05:00.0 Ethernet controller [0200]: Realtek Semiconductor Co., Ltd. RTL8101E/RTL8102E PCI Express Fast Ethernet controller [10ec:8136] (rev 05) iwconfig gives lo no wireless extensions. eth0 no wireless extensions. wlan0 IEEE 802.11bgn ESSID:off/any Mode:Managed Access Point: Not-Associated Tx-Power=19 dBm Retry long limit:7 RTS thr:off Fragment thr:off Power Management:off i guess it is something related to Broadcom driver .. but i don't know , any help will be appreciated UPDATE: ok i installed a new copy of 11.10 to remove the effect of any trials i have made i followed the link (http://askubuntu.com/q/67806) as suggested all what i have done now is trying the command lsmod | grep brc and it gave me the following brcmsmac 631693 0 brcmutil 17837 1 brcmsmac mac80211 310872 1 brcmsmac cfg80211 199587 2 brcmsmac,mac80211 crc_ccitt 12667 1 brcmsmac then i blacklisted all the other drivers as mentioned in the link the wireless is still disabled.. in the last installation installing the Brodcom STA driver form the additional drivers enabled the menu but as i have said before it wasn't able to connect or even get a list of available networks so what should i do now ? the output of command rfkill list all rfkill list all 0: phy0: Wireless LAN Soft blocked: no Hard blocked: no

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• nginx 502 Bad Gateway on every external site

  - by Leandros

  I just installed nginx and followed the guides on the official site, to set it up with php5-fpm, but it just won't work. Not even the default site, without php is working outside of my server. Tried listen = 127.0.0.1:7777 and listen = /var/run/php5-fpm.sock Both don't work. I can access http://localhost with lynx on my server, but not from somewhere else (with external ip obviously). Yes, the php5-fpm deamons are running, yes the port (80 and 7777) is opened. Don't work with php-cgi as well. My config: user www-data; worker_processes 4; pid /var/run/nginx.pid; events { worker_connections 768; # multi_accept on; } http { ## # Basic Settings ## sendfile on; tcp_nopush on; tcp_nodelay on; keepalive_timeout 65; types_hash_max_size 2048; # server_tokens off; # server_names_hash_bucket_size 64; # server_name_in_redirect off; include /etc/nginx/mime.types; default_type application/octet-stream; ## # Logging Settings ## access_log /var/log/nginx/access.log; error_log /var/log/nginx/error.log; ## # Gzip Settings ## gzip on; gzip_disable "msie6"; # gzip_vary on; # gzip_proxied any; # gzip_comp_level 6; # gzip_buffers 16 8k; # gzip_http_version 1.1; # gzip_types text/plain text/css application/json application/x-javascript text/xml application/xml application/xml+rss text/javascript; ## # nginx-naxsi config ## # Uncomment it if you installed nginx-naxsi ## #include /etc/nginx/naxsi_core.rules; ## # nginx-passenger config ## # Uncomment it if you installed nginx-passenger ## #passenger_root /usr; #passenger_ruby /usr/bin/ruby; ## # Virtual Host Configs ## include /etc/nginx/conf.d/*.conf; include /etc/nginx/sites-enabled/*; proxy_buffers 16 16k; proxy_buffer_size 32k; fastcgi_buffers 16 16k; fastcgi_buffer_size 32k; fastcgi_connect_timeout 300; fastcgi_send_timeout 300; fastcgi_read_timeout 300; } Server config: (symlinked to sites-enabled) server { server_name skilloverflow.de *.skilloverflow.de; root /var/www/blog.skilloverflow.de/htdocs; index index.php; error_log /var/log/nginx/skilloverflow.error.log; access_log /var/log/nginx/skilloverflow.access.log; location = /favicon.ico { log_not_found off; access_log off; } location = /robots.txt { allow all; log_not_found off; access_log off; } location / { # This is cool because no php is touched for static content. # include the "?$args" part so non-default permalinks doesn't break when using query string try_files $uri $uri/ /index.php?$args; } location ~ [^/]\.php(/|$) { fastcgi_split_path_info ^(.+?\.php)(/.*)$; if (!-f $document_root$fastcgi_script_name) { return 404; } fastcgi_pass 127.0.0.1:7777; fastcgi_index index.php; include fastcgi_params; } location ~* \.(js|css|png|jpg|jpeg|gif|ico)$ { expires max; log_not_found off; } # deny access to apache .htaccess files location ~ /\.ht { deny all; } # deny access to apache .htaccess files location ~ /\.ht { deny all; } } PHP Version: 5.4.17-1 nginx version: 1.2.1 Debian 6.0.7 Linux 2.6.32 Edit: Lighttpd is still installed, does that matter? It's not running though. Edit 2: No error or access log is generated. They're all empty.

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• Reducing IO caused by nginx

  - by glumbo

  I have a lot of free RAM but my IO is always 100 %util or very close. What ways can I reduce IO by using more RAM? My iotop shows nginx worker processes with the highest io rate. This is a file server serving files ranging from 1mb to 2gb. Here is my nginx.conf #user nobody; worker_processes 32; worker_rlimit_nofile 10240; worker_rlimit_sigpending 32768; error_log logs/error.log crit; #pid logs/nginx.pid; events { worker_connections 51200; } http { include mime.types; default_type application/octet-stream; access_log off; limit_conn_log_level info; log_format xfs '$arg_id|$arg_usr|$remote_addr|$body_bytes_sent|$status'; sendfile off; tcp_nopush off; tcp_nodelay on; directio 4m; output_buffers 3 512k; reset_timedout_connection on; open_file_cache max=5000 inactive=20s; open_file_cache_valid 30s; open_file_cache_min_uses 2; open_file_cache_errors on; client_body_buffer_size 32k; server_tokens off; autoindex off; keepalive_timeout 0; #keepalive_timeout 65;

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• how can i on my cookie

  - by Pooja rai

  my cookie is off and i cant turned on it so pls help me

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• Minimum Baseline for Extended Support are you Ready ?

  - by gadi.chen

  As you all know the Premier support for 11i was ended last year. The extended support is available, but to use it you are advised to be at a minimum patch level as describe in note: 883202.1. So how you can know if you are in the minimum patch level? So, there are few ways. Patch wizard. Contact Oracle Support. Upload me Patch wizard Easy to use, very intuitive, required installing patch 9803629. Check MOS note: 1178133.1 Oracle Support You can log an SR thru My Oracle Support a.k.a MOS. Upload me In this option you will need to run simple sql statement (attached below or you can download it from here patchinfo.sql ) via sql*plus and upload/mail me the output and I will mail you back as soon as I can a detailed report of the required patches to be installed in order to be supported. Gadi Chen Oracle Core Technology Consultant [email protected] -------------------------------- Start from Here --------------------------------- set pagesize 0 echo off feedback off trimspool on timing off col prod format a8 col patchset format a15 spool patchinfo.txt select instance_name, version from v$instance; select bug_number from ad_bugs; prompt EOS select decode(nvl(a.APPLICATION_short_name,'Not Found'), 'SQLAP','AP','SQLGL','GL','OFA','FA', 'Not Found','id '||to_char(fpi.application_id), a.APPLICATION_short_name) prod, fpi.status, nvl(fpi.patch_level,'Unknown') patchset from fnd_application a, fnd_product_installations fpi where fpi.application_id = a.application_id(+) and fpi.status != 'N' and fpi.patch_level is not null order by 2,1; spool off; exit

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• Windows Updates - Does Not Install, how can I remove it

  - by Kanini

  Everytime I shutdown my Windows XP, it comes up with the following screen which says Turn Off with Installing Updates (Of course, it also gives me an option as follows, "Click here to turn off without installing updates.") When I do a normal shutdown asking it to "Install Updates and Turn It Off", it doesn't actually install the updates. Each subsequent time I try to shut down the PC, it still prompts me to "Turn Off with Installing Updates". I managed to find out that the install was this: Installing Microsoft SQL Server 2005 Express Edition Service Pack 3 (KB955706) update 1 of 1 .... When I click on the Installing Updates icon (the yellow icon, that appears on the task bar near the clock), and install it, it tries to install but fails: Why is this install alone failing? Secondly, if it's not possible to ascertain why the installation is failing, can I at least ensure that it's removed from the list of possible installs so that each time it does not ask me to install it?

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• Pluscom MAC address shows up but "wireless unavailable"

  - by Luigi

  I've got a pluscom pci card plugged into my desktop and although the mac address shows up in network manager, it says "Wireless unavailable". I'm using Ubuntu 12.10 Gnome Shell Remix... edgar@edgarQuantal:~$ iwconfig eth0 no wireless extensions. lo no wireless extensions. wlan0 IEEE 802.11bg ESSID:off/any Mode:Managed Access Point: Not-Associated Tx-Power=0 dBm Retry long limit:7 RTS thr:off Fragment thr:off Power Management:off edgar@edgarQuantal:~$ ifconfig eth0 Link encap:Ethernet HWaddr 6c:f0:49:02:1f:b8 inet addr:192.168.0.7 Bcast:192.168.0.255 Mask:255.255.255.0 inet6 addr: fe80::6ef0:49ff:fe02:1fb8/64 Scope:Link UP BROADCAST RUNNING MULTICAST MTU:1500 Metric:1 RX packets:1425 errors:0 dropped:0 overruns:0 frame:0 TX packets:1393 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:1000 RX bytes:995753 (995.7 KB) TX bytes:134079 (134.0 KB) lo Link encap:Local Loopback inet addr:127.0.0.1 Mask:255.0.0.0 inet6 addr: ::1/128 Scope:Host UP LOOPBACK RUNNING MTU:16436 Metric:1 RX packets:363 errors:0 dropped:0 overruns:0 frame:0 TX packets:363 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:0 RX bytes:40828 (40.8 KB) TX bytes:40828 (40.8 KB) It looks the same as the problem as here, seems quite complicated: http://ubuntuforums.org/showthread.php?t=1993226 Tried downloading the driver but i get this: "Unpacking firmware-ralink (from .../firmware-ralink_0.36_all.deb) ... dpkg: error processing /home/edgar/Downloads/firmware-ralink_0.36_all.deb (--install): trying to overwrite '/lib/firmware/rt2870.bin', which is also in package linux-firmware 1.95"

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• Disable mod_security on Dreamhost, for a single cgi script

  - by Hippyjim

  Hi I've searched around a lot, and tried various tweaks to .htaccess files to try to turn off mod_security for a particular cgi script (uber uploader) but it doesn't seem to have any effect. The most popular one I see rehashed all over the web is: # Turn off mod_security filtering. SecFilterEngine Off # The below probably isn't needed, # but better safe than sorry. SecFilterScanPOST Off Which looks relative simple to me - if "SecFilterEngine" is in some way related to mod_security of course. Shame it has absolutely no effect! Does anyone have a suggested way I can simply disable it for a request to any file in my cgi-bin directory?

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• Leveraging ERP Investments with EPM and BI Solutions

  - by john.orourke(at)oracle.com

  Now that many organizations have implemented ERP systems to automate and integrate their operational processes, IT investments are beginning to shift to the management systems i.e. EPM and BI tools and applications that integrate data from multiple transactional systems.  These solutions automate and integrate the management processes and enable organizations to achieve "management excellence" becoming smarter, more agile and more aligned than their competitors.  In fact the results of a recent IDC survey indicate that "Organizations that have implemented performance management more broadly are nearly four times more likely to be among the most competitive organizations in their industry."  One example of an organization that is leveraging their ERP investments with Oracle EPM and BI solutions is General Dynamics.  The Business Intelligence Collaborative (BIC) group within General Dynamics' IT organization assists various business units with the implementation, application support, and application hosting for their Business Intelligence and Enterprise Performance Management Applications.  Attend the Oracle Virtual Trade Show "Spotlight on Customer Success" on February 3rd to hear the details of how General Dynamics is using Oracle Essbase, Hyperion Planning, and Oracle BI to improve their planning, reporting and analysis processes and leverage their investments in Oracle E-Business Suite and other operational systems.   During the event, you can also hear about the latest developments and plans for Oracle Applications products, as well as what's coming with Oracle Fusion Applications. Here's a link to the Virtual Trade Show event overview and registration page.  The event runs from 8AM - 1PM PST/11AM - 4PM EST, and the EPM session is 10:30 - 11AM PST/1:30 - 2PM EST.    http://event.on24.com/event/26/79/15/rt/opFb.html?partnerref=internal I hope you'll join us on February 3rd!  

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• How to use WPA2 client mode in the Linux-based Cisco WAP4410N access point

  - by joechip

  I have a Cisco WAP4410N access point that I want to use as a client to connect to a WPA2 wireless network (for WLAN service monitoring purposes). Supposedly this access point supports a "Wireless Client/Repeater" mode that allows to do this. The Repeater function is optional (I have that box unchecked so that nobody can connect to this access point wirelessly). I have verified through SSH that the access point gets configured as a client and not as a Master. But it never associates to the SSID I ask it to. This is what iwconfig shows: ath04 IEEE 802.11ng ESSID:"myownssid" Mode:Managed Channel:0 Access Point: Not-Associated Bit Rate:0 kb/s Tx-Power:14 dBm Sensitivity=1/3 Retry:off RTS thr:off Fragment thr:off Encryption key:off Power Management:off Link Quality=0/94 Signal level=161/162 Noise level=161/161 Rx invalid nwid:0 Rx invalid crypt:0 Rx invalid frag:0 Tx excessive retries:0 Invalid misc:0 Missed beacon:0 Although I've never done this from the command line, I suppose I could use wpa_supplicant or wpa_client to associate it, but I don't know how to do that without editing configuration files and the filesystem is readonly. Besides, I would have to run those commands manually after every reboot. I'd like to know how to do this the Cisco way, if possible. If not, any trick to make this work would be useful. Edit: This is with the latest firmware, 2.0.4.2. And I found that not all of the filesystem is readonly, since /var and /tmp are mounted with type ramfs.

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• Amazon Elastic Terms and Conditions

  - by PP

  WARNING: Have you really read Amazon's Terms and Conditions? Would anybody seriously agree to this term on Amazon's Elastic services sign up page? 6.2. Restrictions with Respect to Use of Marks. Your use of any trademarks, service marks, service or trade names, logos, and other designations of AWS and its affiliates or licensors, hereinafter "Marks", shall strictly comply with the following provisions. You may use the Marks in conjunction with the display of the AWS Content and for the purpose of indicating that your Application was created using the Services. You may use the Marks only in the form in which we make them available to you and not in any manner that disparages Amazon, its affiliates or its licensors, or that otherwise dilutes any Mark. Other than your limited right to use the Marks as provided in this Agreement, we and our licensors retain all right, title, and interest in and to the Marks. You will not at any time now or in the future challenge or assist others to challenge the validity of the Marks, or attempt to register confusingly similar trademarks, trade names, service marks or logos. You agree to follow our the Trademark Use Guidelines posted on the Amazon Web Services™ Trademark Guidelines page (the "Trademark Guidelines") as those guidelines may change from time to time. The Trademark Guidelines are incorporated herein by reference. You must immediately discontinue use of any Mark as specified by us at any time in writing. We may modify any Marks provided to you at any time, and upon notice, you will use only the modified Marks and not the old Marks. Other than as specified in this Agreement, you may not use any trademark, service mark, trade name or other business identifier of Amazon or its affiliates unless you obtain Amazon's or its affiliates' prior written consent. The foregoing prohibition includes the use of "amazon," any other trademark of AWS, Amazon or its affiliates, or variations or misspellings of any of them, in the name of an Application or in a URL to the left of the top-level domain name (e.g., ".com", ".net", "co.uk", etc.)-for example, a URL such as "amazon.mydomain.com", "amaozn.com" or "amazonauctions.net" are expressly prohibited. Any use you make of the Marks shall inure to our benefit and you hereby irrevocably assign to us all right, title and interest in the same. In addition, you agree not to misrepresent or embellish the relationship between us and you, for example by implying that we support, sponsor, endorse, or contribute money to you or your business endeavors. If you are a large company and you want to use Amazon's services you must agree that: you may not use the word "amazon" in any domain name you control (even if you are a forestry company) you may not use any word Amazon choose to trademark in any domain you control (regardless of whether the name has a different meaning/purpose in your industry) from now until forever you will never dispute any claim Amazon makes on any word you or anybody else uses Seriously, who would sign such a thing?

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• Do programmers need a union? [closed]

  - by James A. Rosen

  In light of the acrid responses to the intellectual property clause discussed in my previous question, I have to ask: why don't we have a programmers' union? There are many issues we face as employees, and we have very little ability to organize and negotiate. Could we band together with the writers', directors', or musicians' guilds, or are our needs unique? Has anyone ever tried to start one? If so, why did it fail? (Or, alternatively, why have I never heard of it, despite its success?) later: Keith has my idea basically right. I would also imagine the union being involved in many other topics, including: legal liability for others' use/misuse of our work, especially unintended uses evaluating the quality of computer science and software engineering higher education programs -- unlike many other engineering disciplines, we are not required to be certified on receiving our Bachelor's degrees evangelism and outreach -- especially to elementary school students certification -- not doing it, but working with the companies like ISC(2) and others to make certifications meaningful and useful continuing education -- similar to previous conferences -- maintain a go-to list of organizers and other resources our members can use I would see it less so as a traditional trade union, with little emphasis on: pay -- we tend to command fairly good salaries outsourcing and free trade -- most of use tend to be pretty free-market oriented working conditions -- we're the only industry with Aeron chairs being considered anything like "standard"

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• Nginx configuration question

  - by Pockata

  Hey guys, i'm trying to make the autoindex feature only run for my ip address with this code: server{ ... autoindex off; ... if ($remote_addr ~ ..*.*) { autoindex on; } ... } But it doesn't work. It gives my a 403 :/ Can someone help me :) Btw, i'm using Debian Lenny and Nginx 0.6 :) EDIT: Here's my full configuration: server { listen 80; server_name site.com; server_name_in_redirect off; client_max_body_size 4M; server_tokens off; # log_subrequest on; autoindex off; # expires max; error_page 500 502 503 504 /var/www/nginx-default/50x.html; # error_page 404 /404.html; set $myhome /bla/bla; set $myroot $myhome/public; set $mysubd $myhome/subdomains; log_format new_log '$remote_addr - $remote_user [$time_local] $request ' '"$status" "$http_referer" ' '"$http_user_agent" "$http_x_forwarded_for"'; # Star nginx :@ access_log /bla/bla/logs/access.log new_log; error_log /bla/bla/logs/error.log; if ($remote_addr ~ 94.156.58.138) { autoindex on; } # Subdomains if ($host ~* (.*)\.site\.org$) { set $myroot $mysubd/$1; } # Static files # location ~* \.(jpg|jpeg|gif|css|png|js|ico)$ { # access_log off; # expires 30d; # } location / { root $myroot; index index.php index.html index.htm; } # PHP location ~ \.php$ { fastcgi_pass 127.0.0.1:9000; fastcgi_index index.php; fastcgi_param SCRIPT_FILENAME $myroot$fastcgi_script_name; include fastcgi_params; } # .Htaccess location ~ /\.ht { deny all; } } I forgot to mention that when i add the code to remove static files from my access log, the static files cannot be accessed. I don't know if it's relevant :)

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• How to permanently save power options in windows 7

  - by Ieyasu Sawada

  How can I set the hard disk to never turn off permanently?And the sleep to never, together with the hibernate. Because the options resets to their default values when I turn off, log off or restart my computer. I am using granola on my laptop and it is set to lowest speed. When I restart it turns to full power again. Does it have something to do with the power options resetting to their default values?

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