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• Sort vector<int>(n) in O(n) time using O(m) space?

  - by Adam

  I have a vector<unsigned int> vec of size n. Each element in vec is in the range [0, m], no duplicates, and I want to sort vec. Is it possible to do better than O(n log n) time if you're allowed to use O(m) space? In the average case m is much larger than n, in the worst case m == n. Ideally I want something O(n). I get the feeling that there's a bucket sort-ish way to do this: unsigned int aux[m]; aux[vec[i]] = i; Somehow extract the permutation and permute vec. I'm stuck on how to do 3. In my application m is on the order of 16k. However this sort is in the inner loops and accounts for a significant portion of my runtime.

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• Classification question

  - by adam

  If php and ruby are languages, and cake and rails are frameworks, how do CMS like drupal and joomla fit into the scheme... can you use them in any language and any framework?

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• Loop through array, print with string.

  - by Adam

  I have a simple array like: var myArr=["one","two","three"]; an I have a counting loop, which increases the value of var i by one. What I want to do is print the next value from the array each time the loop runs, next to a text string, like so: alert('value number '+myArr[i]+); But for some reason I can't get this to work. The following code works, so I'm assuming I'm not calling the counter right: alert('value number '+myArr[0]+);

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• is it possible to create a search engine to index new jobs from many company websites?

  - by Adam

  I dont think it's possible without some xml/api given by the employer websites? basically can i extract and identify information from a html page?

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• how do i detect \r\n in a u_char type of buffer?

  - by aDi Adam

  i am trying to construct http content from packet sniffing in C. right now i am able to save all the packets in a file but i want to get rid of the headers in the first packet. they are also being saved as per they are a part of tcp payload. the actual body after the header starts after double "crlf" or \r\n\r\n in http response. how do i detect \r\n so that i can only save the following part of the buffer in the file. the buffer is u_char type. i cant figure out the command or the part i looked on google and other places but i mostly find c# commands, nothing in C.

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• compiling Boost linked libraries (Ubuntu)

  - by Adam Greenhall

  I installed Boost via sudo apt-get install libboost-all-dev on the most recent version of Ubuntu. Now I want to compile a project that uses the Boost.Serialization library, which needs to be linked. I've tried many variants of the following, without success: gcc -I /usr/lib code.cpp -o compiled /usr/lib/libboost_serialization.a and gcc -I /usr/lib code.cpp -o compiled -l libboost_serialization The error message is: error: ‘split_member’ is not a member of ‘boost::serialization ` What am I missing?

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• MySQL some columns Distinct

  - by Adam

  I have the following query that works well. SELECT DISTINCT city,region1,region2 from static_geo_world where country='AU' AND (city LIKE '%geel%' OR region1 LIKE '%geel%' OR region2 LIKE '%geel%' OR region3 LIKE '%geel%' OR zip LIKE 'geel%') ORDER BY city; I need to also extract a column named 'id' but this messes up the DISTINCT as each ID is different. How can I get the same UNIQUE set of records as above but also get the 'id' for each record? Note: sometimes I can return a few thousand records so a query for each record isn't possible. Any ideas would be very welcome...

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• What's the easiest way to add flash to an html page to use with Jquery?

  - by Adam

  Is there a method in Jquery to add a flash movie easily?

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• Trying to parse out the $_POST key names that I don't want

  - by Adam

  $post_keys = array_keys($_POST); $special_keys = array(); for($i=0;$i<count($post_keys);$i++){ if(strpos($post_keys[$i], "special") !== false){ $special_keys[] = $post_keys[$i]; } } I have numerous post vars with naming conventions such as special0, special0_time, special0_duration, special1, special1_time etc.... What I want to do is to find out how many main groups there are, so special0, special1 etc... The code I currently have searches all key names that have "special" in it, thus retrieving more than I want.

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• PHP Undefined index - Occuring when the variable has a value in it

  - by Adam

  I have the following code that is being used to successfully upload images: $fileName = $_FILES['file']['name']; $fileSize = $_FILES['file']['size']; $fileType = $_FILES['file']['type']; $fileTmp = $_FILES['file']['tmp_name']; list($origWidth, $origHeight) = getimagesize($fileTmp); The catch is I'm getting an 'Undefined index' on each line. I have print_r($_FILES) just before this code and each array variable exists and I've echo out varibles like $fileName and can see each has a value. Also I have put this before this code block and it makes no difference: $fileName = $fileSize = $fileType = $fileTmp = ''; Any suggestions how I can ensure these variables are defined? thankyou

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• What do I use to make a simple html gallery?

  - by Adam

  i'm trying to make the typical ecommerce site where you have different views of clothing and when you click it it becomes the main image. I'm assuming javascript would be best suited for this? maybe Jquery will be easier? Thanks I just need someone to point me in the right direction.

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• Batch file from UNC path: %~dp0 takes a long time to resolve

  - by Adam

  When I try to use "%~dp0" in batch files stored on remote servers, sometimes it takes a good 45 seconds for the path to resolve! I have a fast connection and doing other things with these remote servers is quick. Is this normal? Is there any way around it? Any help would be greatly appreciated.

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• HAProxy: Display a "BADREQ" | BADREQ's by the thousands

  - by GruffTech

  My HAProxy Configuration. #HA-Proxy version 1.3.22 2009/10/14 Copyright 2000-2009 Willy Tarreau <[email protected]> global maxconn 10000 spread-checks 50 user haproxy group haproxy daemon stats socket /tmp/haproxy log localhost local0 log localhost local1 notice defaults mode http maxconn 50000 timeout client 10000 option forwardfor except 127.0.0.1 option httpclose option httplog listen dcaustin 0.0.0.0:80 mode http timeout connect 12000 timeout server 60000 timeout queue 120000 balance roundrobin option httpchk GET /index.html log global option httplog option dontlog-normal server web1 10.10.10.101:80 maxconn 300 check fall 1 server web2 10.10.10.102:80 maxconn 300 check fall 1 server web3 10.10.10.103:80 maxconn 300 check fall 1 server web4 10.10.10.104:80 maxconn 300 check fall 1 listen stats 0.0.0.0:9000 mode http balance log global timeout client 5000 timeout connect 4000 timeout server 30000 stats uri /haproxy HAProxy is running, and the socket is working... adam@dcaustin:/etc/haproxy# echo "show info" | socat stdio /tmp/haproxy Name: HAProxy Version: 1.3.22 Release_date: 2009/10/14 Nbproc: 1 Process_num: 1 Pid: 6320 Uptime: 0d 0h14m58s Uptime_sec: 898 Memmax_MB: 0 Ulimit-n: 20017 Maxsock: 20017 Maxconn: 10000 Maxpipes: 0 CurrConns: 47 PipesUsed: 0 PipesFree: 0 Tasks: 51 Run_queue: 1 node: dcaustin desiption: Errors show nothing from socket... adam@dcaustin:/etc/haproxy# echo "show errors" | socat stdio /tmp/haproxy adam@dcaustin:/etc/haproxy# However... My Error log is exploding with "badrequests" with the Error code cR. cR (according to 1.3 documentation) is The "timeout http-request" stroke before the client sent a full HTTP request. This is sometimes caused by too large TCP MSS values on the client side for PPPoE networks which cannot transport full-sized packets, or by clients sending requests by hand and not typing fast enough, or forgetting to enter the empty line at the end of the request. The HTTP status code is likely a 408 here. Correct on the 408, but we're getting literally thousands of these requests every hour. (This log snippet is an clip for about 10 seconds of time...) Jun 30 11:08:52 localhost haproxy[6320]: 92.22.213.32:26448 [30/Jun/2011:11:08:42.384] dcaustin dcaustin/<NOSRV> -1/-1/-1/-1/10002 408 212 - - cR-- 35/35/18/0/0 0/0 "<BADREQ>" Jun 30 11:08:54 localhost haproxy[6320]: 71.62.130.24:62818 [30/Jun/2011:11:08:44.457] dcaustin dcaustin/<NOSRV> -1/-1/-1/-1/10001 408 212 - - cR-- 39/39/16/0/0 0/0 "<BADREQ>" Jun 30 11:08:55 localhost haproxy[6320]: 84.73.75.236:3589 [30/Jun/2011:11:08:45.021] dcaustin dcaustin/<NOSRV> -1/-1/-1/-1/10008 408 212 - - cR-- 35/35/15/0/0 0/0 "<BADREQ>" Jun 30 11:08:55 localhost haproxy[6320]: 69.39.20.190:49969 [30/Jun/2011:11:08:45.709] dcaustin dcaustin/<NOSRV> -1/-1/-1/-1/10000 408 212 - - cR-- 37/37/16/0/0 0/0 "<BADREQ>" Jun 30 11:08:56 localhost haproxy[6320]: 2.29.0.9:58772 [30/Jun/2011:11:08:46.846] dcaustin dcaustin/<NOSRV> -1/-1/-1/-1/10001 408 212 - - cR-- 43/43/22/0/0 0/0 "<BADREQ>" Jun 30 11:08:57 localhost haproxy[6320]: 212.139.250.242:57537 [30/Jun/2011:11:08:47.568] dcaustin dcaustin/<NOSRV> -1/-1/-1/-1/10000 408 212 - - cR-- 42/42/21/0/0 0/0 "<BADREQ>" Jun 30 11:08:58 localhost haproxy[6320]: 74.79.195.75:55046 [30/Jun/2011:11:08:48.559] dcaustin dcaustin/<NOSRV> -1/-1/-1/-1/10000 408 212 - - cR-- 46/46/24/0/0 0/0 "<BADREQ>" Jun 30 11:08:58 localhost haproxy[6320]: 74.79.195.75:55044 [30/Jun/2011:11:08:48.554] dcaustin dcaustin/<NOSRV> -1/-1/-1/-1/10004 408 212 - - cR-- 45/45/24/0/0 0/0 "<BADREQ>" Jun 30 11:08:58 localhost haproxy[6320]: 74.79.195.75:55045 [30/Jun/2011:11:08:48.554] dcaustin dcaustin/<NOSRV> -1/-1/-1/-1/10005 408 212 - - cR-- 44/44/24/0/0 0/0 "<BADREQ>" Jun 30 11:09:00 localhost haproxy[6320]: 68.197.56.2:52781 [30/Jun/2011:11:08:50.975] dcaustin dcaustin/<NOSRV> -1/-1/-1/-1/10000 408 212 - - cR-- 49/49/28/0/0 0/0 "<BADREQ>" From what I read on google, if i wanted to see what the bad requests are, I can show errors to the socket and it will spit them out. We do run a pretty heavily trafficed website and the percentage of "BADREQS" to normal requests is quite low, but I'd like to be able to get ahold of what that request WAS so I can debug it. stats # pxname,svname,qcur,qmax,scur,smax,slim,stot,bin,bout,dreq,dresp,ereq,econ,eresp,wretr,wredis,status,weight,act,bck,chkfail,chkdown,lastchg,downtime,qlimit,pid,iid,sid,throttle,lbtot,tracked,type,rate,rate_lim,rate_max, dcaustin,FRONTEND,,,64,120,50000,88433,105889100,2553809875,0,0,4641,,,,,OPEN,,,,,,,,,1,1,0,,,,0,45,0,128, dcaustin,web1,0,0,10,28,300,20941,25402112,633143416,,0,,0,3,0,0,UP,1,1,0,0,0,2208,0,,1,1,1,,20941,,2,11,,30, dcaustin,web2,0,0,9,30,300,20941,25026691,641475169,,0,,0,3,0,0,UP,1,1,0,0,0,2208,0,,1,1,2,,20941,,2,11,,30, dcaustin,web3,0,0,10,27,300,20940,30116527,635015040,,0,,0,9,0,0,UP,1,1,0,0,0,2208,0,,1,1,3,,20940,,2,10,,31, dcaustin,web4,0,0,5,28,300,20940,25343770,643209546,,0,,0,8,0,0,UP,1,1,0,0,0,2208,0,,1,1,4,,20940,,2,11,,31, dcaustin,BACKEND,0,0,34,95,50000,83762,105889100,2553809875,0,0,,0,34,0,0,UP,4,4,0,,0,2208,0,,1,1,0,,83762,,1,43,,122, 88500 "Sessions" and 4500 errors. in the last 20 minutes.

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• Professional Scrum Developer (.NET) Training in London

  - by Martin Hinshelwood

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

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• Employee Engagement Q&A with John Brunswick

  - by Kellsey Ruppel

  As we are focusing this week on Employee Engagement, I recently sat down with industry expert and thought leader John Brunswick on the topic. Here is the Q&A dialogue we shared.  Q: How do you effectively engage employees to drive business value?A: Motivation, both extrinsic and intrinsic, combined with the relevancy of various channels to support it.  Beyond chaining business strategies like compensation models within an organization, engagement ultimately is most successful when driven by employee's motivations.  Business value derived from engagement through technical capabilities can be objectively measured through metrics like the rate and accuracy of problem solving for a given business function or frequency of innovation created.  Providing employees performing "knowledge work" with capabilities that allow them to perform work with a higher degree of accuracy in the same or ideally less time, adds value for that individual and in turn, drives their level of engagement to drive business value. Q: Organizations with high levels of employee engagement outperform the total stock market index by 22%. Can you comment on why you think this might be? A: Alignment through shared purpose.  Zappos is an excellent example of a culture that arguably has higher than average levels of employee engagement and it permeates every aspect of their organization – embodied externally through their customer experience.  I recently made my first purchase with them and it was obvious through their web experience, visual design, communication style, customer service and attention to detail down to green packaging, that they have an amazingly strong shared purpose.  The Zappos.com ‘About page’ outlines their "Family Core Values", the first three being "Deliver WOW Through Service, Embrace and Drive Change & Create Fun and A Little Weirdness" – all reflected externally in my interaction with them.  Strong shared purpose enables higher product and service experience, equating to a dedicated customer base, repeat purchases and expanded marketshare. Q: Have you seen any trends in the market regarding employee engagement? A: Some companies now see offering a form of social engagement similar to Facebook and LinkedIn as standard communication infrastructure like email or instant messaging.  Originally offered as standalone tools, the value is now seen when these capabilities are offered in an integrated fashion in the context of business entities.  An emerging area of focus is around employee activities related to their organization on external social platforms, implicitly creating external communities with employees acting on behalf of the brand and interacting with each other (e.g. Twitter).  Companies have reached a formal understand that this now established communication medium requires strategies allowing employees to engage.  I have personally met colleagues from Oracle, like Oracle User Experience Director Ultan O'Broin (@ultan), via Twitter before meeting first through internal channels. Q: Employee engagement is important, but what about engaging customers and partners? A: The last few years we have witnessed an interesting evolution from the novelty of self-service to expectations of "intelligent" self-service.  From a consumer standpoint, engagement can end up being a key differentiator, especially in mature markets.  Customers that perform some level of interaction with a brand develop greater affinity for the brand and have a greater probability of acting as an advocate.  As organizations move toward a model of deeper engagement, they must ensure that their business is positioned to support deeper relationships, offering potentially greater transparency. From a partner standpoint greater engagement can lead to new types of business opportunities, much in the way that Amazon.com offers a unified shopping experience that can potentially span various vendors.  This same model can be extended to blending services and product delivery models, based on a closeness not easily possible before increased capability of engagement mechanisms. Q: What types of solutions are available to successfully deliver employee engagement? A: Solutions enabling higher levels of engagement do so on the basis of relevancy.  This relevancy is generally supported by aspects of content management, social collaboration, business intelligence, portal and process management technologies.  These technologies can help deliver an experience tailored to a given role or process within an organization that applies equally to work that is structured or unstructured, appearing in the form of functionality as simple as an online employee directory search, knowledge communities supported by social collaboration, as well as more feature rich business intelligence dashboards and portals. Looking to learn more about how to effectively engage your employees? Check out this webcast, or read more from John Brunswick. 

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• Oracle CRM On Demand Release 24 is Generally Available

  - by Richard Lefebvre

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 We are pleased to announce that Oracle CRM On Demand Release 24 is Generally Available as of October 25, 2013 Get smarter, more productive and the best value with Oracle CRM On Demand Release 24. Oracle CRM On Demand continues to be the most complete Software-as-a-Service (SaaS) CRM solution available. Now, with Release 24, organizations of all types and sizes benefit from actionable insight anywhere, anytime, as well as key enhancements in mobility, embedded social, analytics, integration and extensibility, and ease of use.Next Generation Mobile and Desktop Solutions : Oracle CRM On Demand Release 24 offers a complete set of mobile and desktop solutions that improve productivity by enabling reps to access and update information anywhere, anytime. Capabilities include: Oracle CRM On Demand Disconnected Mobile Sales (DMS) – A disconnected native iPad solution, DMS has been further streamlined mobile sales process by adding Structured Product Messaging to record brand specific call objectives, enhancements in HTML5 eDetailing including message response tracking and improvements in administration and configuration such as more field management options for read only fields, role management and enhanced logging. Oracle CRM On Demand Connected Mobile Sales. This add-on mobile service provides a configurable mobile solution on iOS, BlackBerry and now Android devices. You can access data from CRM On Demand in real time with a rich, native user experience, that is comfortable and familiar to current iOS, BlackBerry and Android users. New features also include Single Sign On to enhance security for mobile users.  Oracle CRM On Demand Desktop: This application centralizes essential CRM information in the familiar Microsoft Outlook environment,increasing user adoption and decreasing training costs. Users can manage CRM data while disconnected, then synchronize bi-directionally when they are back on the network. New in Oracle CRM On Demand Desktop Version 3 is the ability to synchronize by Books of Business, and improved Online Lookup. Mobile Browser Support: The following mobile device browsers are now supported: Apple iPhone, Apple iPad, Windows 8 Tablets, and Google Android. Leverage the Social Enterprise Engaging customers via social channels is rapidly becoming a significant key to enhanced customer experience as it provides proactive customer service, targeted messaging and greater intimacy throughout the entire customer lifecycle. Listening to customers on the social channels can identify a customers’ sphere of influence and the real value they bring to their organization, or the impact they can have on the opportunity. Servicing the customer’s need is the first step towards loyalty to a brand, integrating with social channels allows us to maximize brand affinity and virally expand customer engagements thus increasing revenue. Oracle CRM On Demand is leveraging the Social Enterprise through its integration with Oracle’s Social Relationship Management (SRM) product suite by providing out-of-the-box integration with Social Engagement and Monitoring (SEM), Social Marketing (SM) and Oracle Social Network (OSN). With Oracle CRM On Demand Release 24, users are able to create a service request from a social post via SEM and have leads entered on a SM lead form automatically entered into Oracle CRM On Demand along with the campaign, streamlining the lead qualification process. Get Smarter with Actionable Insight The difference between making good decisions and great decisions depends heavily upon the quality, structure, and availability of information at hand. Oracle CRM On Demand Release 24 expands upon its industry-leading analytics capabilities to provide greater business insight than ever before. New capabilities include flexible permissions on analytics reports folders, allowing for read only access to reports, and additional field and object coverage. Get More Productive with Powerful Tools Oracle CRM On Demand Release 24 introduces a new set of powerful capabilities designed to maximize productivity. A significant new feature for customizing Oracle CRM On Demand is a JavaScript API. The JS API allows customers to add new buttons, suppress existing buttons and even change what happens when a user clicks an existing button. Other usability enhancements, such as personalized related information applets, extended case insensitive search provide users with better, more intuitive, experience. Additional privileges for viewing private activities and notes allow administrators to reassign records as needed, and Custom Object management. Workflow has been added to the Order Item object; and now tasks can be assigned to a relative user, such as an Account Owner, allowing more complex business processes to be automated and adhered to. Get the Best Value Oracle CRM On Demand delivers unprecedented value with the broadest set of capabilities from a single-provider solution, the industry’s lowest total cost of ownership, the most on-demand deployment options, the deepest CRM expertise and experience of any CRM provider, and the most secure CRM in the cloud. With Release 24, Oracle CRM On Demand now includes even more enterprise-grade security, integration, and extensibility features, along with enhanced industry editions to save you time and money. New features include: Business Process Administration: A new privilege has been added that allows administrators to override a Business Process Administration rule.This privilege permits users to edit a locked record, or unlock a record, in the event of a material change that needs to be reflected per corporatepolicy. Additionally, the Products Detailed object has been added to Business Process Administration, enabling record locking and logic to be applied. Expanded Integration: Oracle continues to improve Web Services each release, by adding more object coverage enabling customers and partners to easily integrate with CRM On Demand. Bottom Line Oracle CRM On Demand Release 24 enables organizations to get smarter, get more productive, and get the best value, period. For more information on Oracle CRM On Demand Release 24, please visit oracle.com/crmondemand

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• Poor Customer Service Example

  - by MightyZot

  Lately I have been frustrated by examples of poor customer service. At least one is worth writing about because I don’t think companies realize the effects of their service policies on loyal customers. Bad Customer Service Example #1 Recently, I received an offer in the mail from my cable company, suddenLink. The offer was for an updated TiVo for $12/mo. Normally I ignore offers like this one because I already have the service they’re offering and many times advertisers are offering alternatives to what is already an excellent product offering. I tend to exhibit a high level of loyalty to the products and brands that I use. In this case, we were looking to upgrade our TiVo and this deal is attractive for several reasons: I don’t want to pay a huge amount up-front for the device, so paying a monthly amount for the device is attractive to me. My entertainment is almost all on a single invoice. I’m no longer going to be billed by suddenLink and TiVo. TiVo is still involved, so I am still loyal to the brand I love. I have resisted moving to other DVRs and services for over a decade. I called suddenLink to order the new TiVo and was rewarded with great customer service. In fact, I can’t remember ever getting poor customer service from suddenLink. They are always there to answer my technical support questions and they are very responsive to outages. Then I called TiVo. First of all, I chose the option on the phone system to change or cancel my service, which was consequently met by an inordinate hold time. (I’m calling this time inordinate because I get through very quickly if I want to purchase something.) This is a trend that I’ve noticed with companies – if you want me to be loyal to you, it should be just as easy to cancel your service as it is to purchase it. Because, I should never be cancelling because I am unhappy. And, if you ever want my business again, or more importantly a reference, then you’d better make the exit door open just as easy as the enter door. After quite some time on hold, I talked to “Victor” who was very courteous. Victor canceled my service and then told me that I could keep my current TiVo and transfer recorded programs to it from the new TiVo.  Cool I said, but what about the cost?  He said there was no extra cost.  This was also attractive to me because I paid for my TiVo and it would be good to use it for something at least.  That was four months ago. This month I noticed that TiVo was still charging me for my original service. I was a little upset, but I decided to give them the benefit of the doubt. After all, I am a loyal TiVo customer and I have resisted moving to other solutions for over a decade. I’m sure they will do whatever it takes to keep my business, through TiVo or through suddenLink. After quite some time on hold, I was able to talk to a customer service representative, “Les”. I explained that I am a loyal TiVo customer, but I purchased this deal through my cable provider. I’m still with TiVo, I just wanted a single bill and to take advantage of the pay-over-time option. “Les” told me that he was very sorry to hear that I’m leaving TiVo, to which I responded again that I wasn’t leaving TiVo, I just want one invoice, and to take advantage of the pay-over-time. So, after explaining that I requested a termination of the non-suddenLink account (TiVo can see both of course), I was put on hold again for quite some time while my refund was “approved”.  “Les” said that he could see my cancellation request back in July. Note that it is now November, so they have billed me inappropriately four times. After quite some time, he came back on the line and told me that he was able to “get me most of my money back.” He got approval to refund 90 days. Even though I requested cancellation of one of my accounts, TiVo has that cancellation request on file and they admit overbilling me, I am going to get “most” of my money back. To top this experience off, when we were ready to hang up, “Les” told me that he was sorry to see me go and that he hoped I would come back to TiVo again. Again, I explained to “Les” that I have not left TiVo. I am just paying them through suddenLink. At that point, he went into a small dissertation about how this is a special arrangement they have with suddenLink and very few others. He made me feel like I was doing something wrong. Why should I feel that way? TiVo made the deal with suddenLink, not me, and the deal seemed like a good compromise for me to be able to get what I need. Here is what TiVo Customer Service accomplished on those two calls – I no longer feel like I need to be loyal to the TiVo brand or service. If I had been treated better on these two calls, I would still be recommending TiVo to my friends. They would still be getting revenue from a loyal customer, who paid the same rate for over a decade, and this article wouldn’t be here for you to read. Interesting… In my opinion, if you want brand loyalty, be loyal to your customers!

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• How to Hashtag (Without Being #Annoying)

  - by Mike Stiles

  The right tool in the wrong hands can be a dangerous thing. Giving a chimpanzee a chain saw would not be a pretty picture. And putting Twitter hashtags in the hands of social marketers who were never really sure how to use them can be equally unattractive. Boiled down, hashtags are for search and organization of tweets. A notch up from that, they can also be used as part of a marketing strategy. In terms of search, if you’re in the organic apple business, you want anyone who searches “organic” on Twitter to see your posts about your apples. It’s keyword tactics not unlike web site keyword search tactics. So get a clear idea of what keywords are relevant for your tweet. It’s reasonable to include #organic in your tweet. Is it fatal if you don’t hashtag the word? It depends on the person searching. If they search “organic,” your tweet’s going to come up even if you didn’t put the hashtag in front of it. If the searcher enters “#organic,” your tweet needs the hashtag. Err on the side of caution and hashtag it so it comes up no matter how the searcher enters it. You’ll also want to hashtag it for the second big reason people hashtag, organization. You can follow a hashtag. So can the rest of the Twitterverse. If you’re that into organic munchies, you can set up a stream populated only with tweets hashtagged #organic. If you’ve established a hashtag for your brand, like #nobugsprayapples, you (and everyone else) can watch what people are tweeting about your company. So what kind of hashtags should you include? They should be directly related to the core message of your tweet. Ancillary or very loosely-related hashtags = annoying. Hashtagging your brand makes sense. Hashtagging your core area of interest makes sense. Creating a specific event or campaign hashtag you want others to include and spread makes sense (the burden is on you to promote it and get it going). Hashtagging nearly every word in the tweet is highly annoying. Far and away, the majority of hashtagged words in such tweets have no relevance, are not terms that would be searched, and are not terms needed for categorization. It looks desperate and spammy. Two is fine. One is better. And it is possible to tweet with --gasp-- no hashtags! Make your hashtags as short as you can. In fact, if your brand’s name really is #nobugsprayapples, you’re burning up valuable, limited characters and risking the inability of others to retweet with added comments. Also try to narrow your topic hashtag down. You’ll find a lot of relevant users with #organic, but a lot of totally uninterested users with #food. Just as you can join online forums and gain credibility and a reputation by contributing regularly to that forum, you can follow hashtagged topics and gain the same kind of credibility in your area of expertise. Don’t just parachute in for the occasional marketing message. And if you’re constantly retweeting one particular person, stop it. It’s kissing up and it’s obvious. Which brings us to the king of hashtag annoyances, “hashjacking.” This is when you see what terms are hot and include them in your marketing tweet as a hashtag, even though it’s unrelated to your content. Justify it all you want, but #justinbieber has nothing to do with your organic apples. Equally annoying, piggybacking on a popular event’s hashtag to tweet something not connected to the event. You’re only fostering ill will and mistrust toward your account from the people you’ve tricked into seeing your tweet. Lastly, don’t @ mention people just to make sure they see your tweet. If the tweet’s not for them or about them, it’s spammy. What I haven’t covered is use of the hashtag for comedy’s sake. You’ll see this a lot and is a matter of personal taste. No one will search these hashtagged terms or need to categorize then, they’re just there for self-expression and laughs. Twitter is, after all, supposed to be fun.  What are some of your biggest Twitter pet peeves? #blogsovernow

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

  - by HCM-Oracle

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

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• Branding Support for TopComponents

  - by Geertjan

  In yesterday's blog entry, you saw how a menu item can be created, in this case with the label "Brand", especially for Java classes that extend TopComponent: And, as you can see here, it's not about the name of the class, i.e., not because the class above is named "BlaTopComponent" because below the "Brand" men item is also available for the class named "Bla": Both the files BlaTopComponent.java and Bla.java have the "Brand" menu item available, because both extend the "org.openide.windows.TopComponent"  class, as shown yesterday. Now we continue by creating a new JPanel, with checkboxes for each part of a TopComponent that we consider to be brandable. In my case, this is the end result, at deployment, when the Brand menu item is clicked for the Bla class: When the user (who, in this case, is a developer) clicks OK, a constructor is created and the related client properties are added, depending on which of the checkboxes are clicked: public Bla() {     putClientProperty(TopComponent.PROP_SLIDING_DISABLED, false);     putClientProperty(TopComponent.PROP_UNDOCKING_DISABLED, true);     putClientProperty(TopComponent.PROP_MAXIMIZATION_DISABLED, false);     putClientProperty(TopComponent.PROP_CLOSING_DISABLED, true);     putClientProperty(TopComponent.PROP_DRAGGING_DISABLED, false); } At this point, no check is done to see whether a constructor already exists, nor whether the client properties are already available. That's for an upcoming blog entry! Right now, the constructor is always created, regardless of whether it already exists, and the client properties are always added. The key to all this is the 'actionPeformed' of the TopComponent, which was left empty yesterday. We start by creating a JDialog from the JPanel and we retrieve the selected state of the checkboxes defined in the JPanel: @Override public void actionPerformed(ActionEvent ev) {     String msg = dobj.getName() + " Branding";     final BrandTopComponentPanel brandTopComponentPanel = new BrandTopComponentPanel();     dd = new DialogDescriptor(brandTopComponentPanel, msg, true, new ActionListener() {         @Override         public void actionPerformed(ActionEvent e) {             Object result = dd.getValue();             if (DialogDescriptor.OK_OPTION == result) {                 isClosing = brandTopComponentPanel.getClosingCheckBox().isSelected();                 isDragging = brandTopComponentPanel.getDraggingCheckBox().isSelected();                 isMaximization = brandTopComponentPanel.getMaximizationCheckBox().isSelected();                 isSliding = brandTopComponentPanel.getSlidingCheckBox().isSelected();                 isUndocking = brandTopComponentPanel.getUndockingCheckBox().isSelected();                 JavaSource javaSource = JavaSource.forFileObject(dobj.getPrimaryFile());                 try {                     javaSource.runUserActionTask(new ScanTask(javaSource), true);                 } catch (IOException ex) {                     Exceptions.printStackTrace(ex);                 }             }         }     });     DialogDisplayer.getDefault().createDialog(dd).setVisible(true); } Then we start a scan process, which introduces the branding. We're already doing a scan process for identifying whether a class is a TopComponent. So, let's combine those two scans, branching out based on which one we're doing: private class ScanTask implements Task<CompilationController> {     private BrandTopComponentAction action = null;     private JavaSource js = null;     private ScanTask(JavaSource js) {         this.js = js;     }     private ScanTask(BrandTopComponentAction action) {         this.action = action;     }     @Override     public void run(final CompilationController info) throws Exception {         info.toPhase(Phase.ELEMENTS_RESOLVED);         if (action != null) {             new EnableIfTopComponentScanner(info, action).scan(                     info.getCompilationUnit(), null);         } else {             introduceBranding();         }     }     private void introduceBranding() throws IOException {         CancellableTask task = new CancellableTask<WorkingCopy>() {             @Override             public void run(WorkingCopy workingCopy) throws IOException {                 workingCopy.toPhase(Phase.RESOLVED);                 CompilationUnitTree cut = workingCopy.getCompilationUnit();                 TreeMaker treeMaker = workingCopy.getTreeMaker();                 for (Tree typeDecl : cut.getTypeDecls()) {                     if (Tree.Kind.CLASS == typeDecl.getKind()) {                         ClassTree clazz = (ClassTree) typeDecl;                         ModifiersTree methodModifiers = treeMaker.Modifiers(Collections.<Modifier>singleton(Modifier.PUBLIC));                         MethodTree newMethod =                                 treeMaker.Method(methodModifiers,                                 "<init>",                                 treeMaker.PrimitiveType(TypeKind.VOID),                                 Collections.<TypeParameterTree>emptyList(),                                 Collections.EMPTY_LIST,                                 Collections.<ExpressionTree>emptyList(),                                 "{ putClientProperty(TopComponent.PROP_SLIDING_DISABLED, " + isSliding + ");\n"+                                 "  putClientProperty(TopComponent.PROP_UNDOCKING_DISABLED, " + isUndocking + ");\n"+                                 "  putClientProperty(TopComponent.PROP_MAXIMIZATION_DISABLED, " + isMaximization + ");\n"+                                 "  putClientProperty(TopComponent.PROP_CLOSING_DISABLED, " + isClosing + ");\n"+                                 "  putClientProperty(TopComponent.PROP_DRAGGING_DISABLED, " + isDragging + "); }\n",                                 null);                         ClassTree modifiedClazz = treeMaker.addClassMember(clazz, newMethod);                         workingCopy.rewrite(clazz, modifiedClazz);                     }                 }             }             @Override             public void cancel() {             }         };         ModificationResult result = js.runModificationTask(task);         result.commit();     } } private static class EnableIfTopComponentScanner extends TreePathScanner<Void, Void> {     private CompilationInfo info;     private final AbstractAction action;     public EnableIfTopComponentScanner(CompilationInfo info, AbstractAction action) {         this.info = info;         this.action = action;     }     @Override     public Void visitClass(ClassTree t, Void v) {         Element el = info.getTrees().getElement(getCurrentPath());         if (el != null) {             TypeElement te = (TypeElement) el;             if (te.getSuperclass().toString().equals("org.openide.windows.TopComponent")) {                 action.setEnabled(true);             } else {                 action.setEnabled(false);             }         }         return null;     } }

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• Silverlight Cream for March 23, 2010 -- #818

  - by Dave Campbell

  In this Issue: Max Paulousky, Jeremy Likness, Mark Tucker, Christian Schormann, Page Brooks, Brad Abrams(-2-), Jeff Wilcox, Unnir, Bea Stollnitz, John Papa and Adam Kinney, and Bill Reiss(-2-). Shoutouts: Ashish Shetty posted his material from his MIX10 presentation: Stepping outside the browser with Silverlight 4 Not Silverlight, but dang useful, Karl Shifflett posted a Visual Studio 2010 XAML Editor IntelliSense Presenter Extension Yavor Georgiev posted his MIX10 material: Two samples from today's MIX talk From SilverlightCream.com: GroupBox Sketching Control for WPF applications Using Blend Max Paulousky creates a GroupBox control for SketchFlow for WPF. He includes a link to an example of doing the same for Silverlight. Sequential Asynchronous Workflows in Silverlight using Coroutines Jeremy Likness' latest post begann with a post on the Silverlight.net forum and Rob Eisenburg's MVVM presentation from MIX10 resulting in the use of Wintellect's PowerThreading library (downloadable), and Coroutines. Windows Phone 7 UI Templates Mark Tucker has been putting a lot of thought into WP7 apps and produced 5 templates for building apps, downloadable in PowerPoint format. He's also looking to discuss this concept. Blend 4: About Path Layout, Part I Christian Schormann has a great tutorial up about Expression Blend 4 and path layout ... this is lots of great info, and it's only part 1! Custom Splash Screen for Windows Phone Page Brooks makes very quick work of showing how to add a splash screen to your WP7 app... very nice, Page! Silverlight 4 + RIA Services - Ready for Business: Exposing Data from Entity Framework Brad Abrams next post in the series is is on pulling your data from wherever it lives, and uses a DomainService to shape it for your Silverlight app. Silverlight 4 + RIA Services - Ready for Business: Consuming Data in the Silverlight Client Brad Abrams then discusses consuming that data in a Silverlight app. Not much code involvement at all.. great ROI :) Building Silverlight 3 and Silverlight 4 applications on a .NET 3.5 build machine Jeff Wilcox talks about building Silverlight 3 and Silverlight 4B both on a .NET 3.5 machine. He then adds in the Toolkit, and even WCF RIA Services. Expression Blend 4 - XAML generation tweaks Unnir demonstrates a few changes to Expression Blend 4 that produce more compact XAML. He's also asking for other examples you'd like to see tightened up. How can I sort a hierarchy? Bea Stollnitz posts plausible solutions to sorting data items at each level of a hierarchical UI, with descriptions of why they don't work, followed by the real deal... Silverlight and WPF. Silverlight Training Course (Silverlight 4) John Papa and Adam Kinney have posted a huge body of work to get us up-to-speed on Silverlight 4 -- a WhitePaper, hands-on labs, and an 8-unit course with 25 accompanying videos... geez... Silverlight game development on Windows Phone 7 Bill Reiss has a post up discussing game development on WP7 in general and then discusses his SilverSprite library, with a link to it. XNA or Silverlight for Windows Phone 7 game development? Bill Reiss next discusses the advantage of using Silverlight or XNA for your WP7 game development, and who better to discuss both? Stay in the 'Light! Twitter SilverlightNews | Twitter WynApse | WynApse.com | Tagged Posts | SilverlightCream Join me @ SilverlightCream | Phoenix Silverlight User Group Technorati Tags: Silverlight    Silverlight 3    Silverlight 4    Windows Phone MIX10

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• Silverlight Cream for May 15, 2010 -- #862

  - by Dave Campbell

  In this Issue: Victor Gaudioso, Antoni Dol(-2-), Brian Genisio, Shawn Wildermuth, Mike Snow, Phil Middlemiss, Pete Brown, Kirupa, Dan Wahlin, Glenn Block, Jeff Prosise, Anoop Madhusudanan, and Adam Kinney. Shoutouts: Victor Gaudioso would like you to Checkout my Interview with Microsoft’s Murray Gordon at MIX 10 Pete Brown announced: Connected Show Podcast #29 With … Me! From SilverlightCream.com: New Silverlight Video Tutorial: How to Create Fast Forward for the MediaElement Victor Gaudioso's latest video tutorial is on creating the ability to fast-forward a MediaElement... check it out in the tutorial player itself! Overlapping TabItems with the Silverlight Toolkit TabControl Antoni Dol has a very cool tutorial up on the Toolkit TabItems control... not only is he overlapping them quite nicely but this is a very cool tutorial... QuoteFloat: Animating TextBlock PlaneProjections for a spiraling effect in Silverlight Antoni Dol also has a Blend tutorial up on animating TextBlock items... run the demo and you'll want to read the rest :) Adventures in MVVM – My ViewModel Base – Silverlight Support! Brian Genisio continues his MVVM tutorials with this update on his ViewModel base using some new C# 4.0 features, and fully supports Silverlight and WPF My Thoughts on the Windows Phone 7 Shawn Wildermuth gives his take on WP7. He included a port of his XBoxGames app to WP7 ... thanks Shawn! Silverlight Tip of the Day #20 – Using Tooltips in Silverlight I figured Mike Snow was going to overrun me with tips since I have missed a couple days, but there's only one! ... and it's on Tooltips. Animating the Silverlight opacity mask Phil Middlemiss has an article at SilverZine describing a Behavior he wrote (and is sharing) that turns a FrameworkElement into an opacity mask for it's parent container... cool demo on the page too. Breaking Apart the Margin Property in Xaml for better Binding Pete Brown dug in on a Twitter message and put some thoughts down about breaking a Margin apart to see about binding to the individual elements. Building a Simple Windows Phone App Kirupa has a 6-part tutorial up on building not-your-typical first WP7 application... all good stuff! Integrating HTML into Silverlight Applications Dan Wahlin has a post up discussing three ways to display HTML inside a Silverlight app. Hello MEF in Silverlight 4 and VB! (with an MVVM Light cameo) Glenn Block has a post up discussing MEF, MVVM, and it's in VB this time... and it's actually a great tutorial top to bottom... all source included of course :) Understanding Input Scope in Silverlight for Windows Phone Jeff Prosise has a good post up on the WP7 SIP and how to set the proper InputScope to get the SIP you want. Thinking about Silverlight ‘desktop’ apps – Creating a Standalone Installer for offline installation (no browser) Anoop Madhusudanan is discussing something that's been floating around for a while... installing Silverlight from, say, a CD or DVD when someone installs your app. He's got some good code, but be sure to read Tim Heuer and Scott Guthrie's comments, and consider digging deeper into that part. Using FluidMoveBehavior to animate grid coordinates in Silverlight Adam Kinney has a cool post up on animating an object using the FluidMotionBehavior of Blend 4... looks great moving across a checkerboard... check out the demo, then grab the code. Stay in the 'Light! Twitter SilverlightNews | Twitter WynApse | WynApse.com | Tagged Posts | SilverlightCream Join me @ SilverlightCream | Phoenix Silverlight User Group Technorati Tags: Silverlight    Silverlight 3    Silverlight 4    Windows Phone MIX10

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• Silverlight Cream for June 01, 2010 -- #874

  - by Dave Campbell

  In this Issue: Michael Washington, Alan Beasley and Michael Washington, Miroslav Miroslavov, Max Paulousky, Teresa and Ronald Burger, Laurent Duveau, Tim Heuer, Jeff Brand, Mike Snow, and John Papa. Shoutouts: To pay homage to the Advanced Options button in Expression Blend, Adam Kinney posted: Expression Blend Advanced Options square wallpaper SilverLaw stood his drag and drop ripple on it's head for this one: Silver Soccer - A Case Study for the Flexible Surface Effect (Silverlight 4) From SilverlightCream.com: Expression Blend DataStore - A Powerful Tool For Designers Michael Washington dug into the documentation and with some Microsoft assistance has figured out how to use the SetDataStoreAction in SketchFlow... good tutorial and a game to demonstrate it's use. Windows Phone 7 View Model Style Video Player Alan Beasley and Michael Washington teamed up again to produce a ViewModel-Style Video Player for WP7 ... very nice interface I might add... very detailed tutorial and all the code... oh, and did you notice it uses MVVMLight... on WP7? ... just thought I'd mention that :) Navigation in 3D world of 2D objects In part 7 of the CompleteIT code explenation, Miroslav Miroslavov is discussing some of the very cool animation they did... 3D, moving camera... cool stuff! Search Engine Optimization (SEO) for Silverlight Applications. Part 2 Max Paulousky has part 2 of his Silverlight 4 and SEO series up. In part 2 he's discussing sitemaps and html content providing. He also has good links showing where to submit your sitemaps and information. Mousin’ down the PathListBox Teresa and Ronald Burger (not sure which) has a post up about the PathListBox and how they drew the path that they ended up using, and the code used to enable animation. Dynamically apply and change Theme with the Silverlight Toolkit We've all had fun playing with themes, but Laurent Duveau has an example up of letting your users change the theme at run-time. Microsoft Translator client library for Silverlight Tim Heuer has been playing with the Microsoft Translator for Silverlight and he has a "Works on My Machine" license on what he's making available .. but considering his access to resources... I'd say go for it :) Custom Per-Page Transitions in Windows Phone 7 Jeff Brand has a follow-on to his other WP7 post about page transitions and is now discussing per-page transitions Silverlight Tip of the Day #26 – Changing the Startup Class Mike Snow's latest 'tip' is a little more involved than a tip ... changing the startup class and actually removing (in his example), the page and app classes... code and xaml! I've seen this before but never explained as clean... fun stuff. Behaviors in Blend 4 (Silverlight TV #30) Episode 30 of Silverlight TV (now a tag at Silverlight Cream) finds John Papa talking to Adam Kinney about Behaviors in Blend 4... not only using them but creating a custom one. Stay in the 'Light! Twitter SilverlightNews | Twitter WynApse | WynApse.com | Tagged Posts | SilverlightCream Join me @ SilverlightCream | Phoenix Silverlight User Group Technorati Tags: Silverlight    Silverlight 3    Silverlight 4    Windows Phone MIX10

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• SED - Regular Expression over multiple lines

  - by herrherr

  Hi there, I'm stuck with this for several hours now and cycled through a wealth of different tools to get the job done. Without success. It would be fantastic, if someone could help me out with this. Here is the problem: I have a very large CSV file (400mb+) that is not formatted correctly. Right now it looks something like this: Alan Smithee ist ein Anagramm von „The [...] „Alan Smythee“, und „Adam Smithee“." ,Alan Smithee Die Aussagenlogik ist der Bereich der Logik, der sich mit [...] ihrer Teilaussagen bestimmen. ,Aussagenlogik As you can probably see the words ",Alan Smithee" and ",Aussagenlogik" should actually be on the same line as the foregoing sentence. Then it would look something like this: Alan Smithee ist ein Anagramm von „The Smitheeeee [...] „Alan Smythee“, und „Adam Smithee“.,Alan Smithee Die Aussagenlogik ist der Bereich der Logik, der sich mit [...] ihrer Teilaussagen bestimmen.,Aussagenlogik Please note that the end of the sentence can contain quotes or not. In the end they should be replaced too. Here is what I came up with so far: sed -n '1h;1!H;${;g;s/\."?.*,//g;p;}' out.csv > out1.csv This should actually get the job done of matching the expression over multiple lines. Unfortunately it doesn't :) The expression is looking for the dot at the end of the sentence and the optional quotes plus a newline character that I'm trying to match with .*. Help much appreciated. And it doesn't really matter what tool gets the job done (awk, perl, sed, tr, etc.). Thanks, Chris

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• Datatype to use for collection of QT buttons

  - by different

  Hi Everyone, I am brand new to QT and need to develop the Mancala game. Since I'm brand new to the QT environment, my plan it to keep things very simple. I will be using the "Push Button" widget as pieces on the game. Since two players play this game, my idea is to have to arrays of buttons. One array for player 1 and the other for player 2. My question is since I am using "Push Button" widgets, how can I group them to iterate through? I notice that QT has both the array and vector data types but I'm confused on how these data types can be used to "group" the buttons. Does anyone know of any sample code or tutorials to look at to learn more? Thanks for your time and any input provided.

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