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  • Partner Blog Series: PwC Perspectives - The Gotchas, The Do's and Don'ts for IDM Implementations

    - by Tanu Sood
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mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Arial; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} table.MsoTableMediumList1Accent6 {mso-style-name:"Medium List 1 - Accent 6"; mso-tstyle-rowband-size:1; mso-tstyle-colband-size:1; mso-style-priority:65; mso-style-unhide:no; border-top:solid #E0301E 1.0pt; mso-border-top-themecolor:accent6; border-left:none; border-bottom:solid #E0301E 1.0pt; mso-border-bottom-themecolor:accent6; border-right:none; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Georgia","serif"; color:black; mso-themecolor:text1; mso-ansi-language:EN-GB;} table.MsoTableMediumList1Accent6FirstRow {mso-style-name:"Medium List 1 - Accent 6"; mso-table-condition:first-row; mso-style-priority:65; mso-style-unhide:no; mso-tstyle-border-top:cell-none; mso-tstyle-border-bottom:1.0pt solid #E0301E; mso-tstyle-border-bottom-themecolor:accent6; font-family:"Arial Narrow","sans-serif"; mso-ascii-font-family:Georgia; mso-ascii-theme-font:major-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:major-fareast; mso-hansi-font-family:Georgia; mso-hansi-theme-font:major-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:major-bidi;} table.MsoTableMediumList1Accent6LastRow {mso-style-name:"Medium List 1 - Accent 6"; mso-table-condition:last-row; mso-style-priority:65; mso-style-unhide:no; mso-tstyle-border-top:1.0pt solid #E0301E; mso-tstyle-border-top-themecolor:accent6; mso-tstyle-border-bottom:1.0pt solid #E0301E; mso-tstyle-border-bottom-themecolor:accent6; color:#968C6D; mso-themecolor:text2; mso-ansi-font-weight:bold; mso-bidi-font-weight:bold;} table.MsoTableMediumList1Accent6FirstCol {mso-style-name:"Medium List 1 - Accent 6"; mso-table-condition:first-column; mso-style-priority:65; mso-style-unhide:no; mso-ansi-font-weight:bold; mso-bidi-font-weight:bold;} table.MsoTableMediumList1Accent6LastCol {mso-style-name:"Medium List 1 - Accent 6"; mso-table-condition:last-column; mso-style-priority:65; mso-style-unhide:no; mso-tstyle-border-top:1.0pt solid #E0301E; mso-tstyle-border-top-themecolor:accent6; mso-tstyle-border-bottom:1.0pt solid #E0301E; mso-tstyle-border-bottom-themecolor:accent6; mso-ansi-font-weight:bold; mso-bidi-font-weight:bold;} table.MsoTableMediumList1Accent6OddColumn {mso-style-name:"Medium List 1 - Accent 6"; mso-table-condition:odd-column; mso-style-priority:65; mso-style-unhide:no; mso-tstyle-shading:#F7CBC7; mso-tstyle-shading-themecolor:accent6; mso-tstyle-shading-themetint:63;} table.MsoTableMediumList1Accent6OddRow {mso-style-name:"Medium List 1 - Accent 6"; mso-table-condition:odd-row; mso-style-priority:65; mso-style-unhide:no; mso-tstyle-shading:#F7CBC7; mso-tstyle-shading-themecolor:accent6; mso-tstyle-shading-themetint:63;} It is generally accepted among business communities that technology by itself is not a silver bullet to all problems, but when it is combined with leading practices, strategy, careful planning and execution, it can create a recipe for success. This post attempts to highlight some of the best practices along with dos & don’ts that our practice has accumulated over the years in the identity & access management space in general, and also in the context of R2, in particular. Best Practices The following section illustrates the leading practices in “How” to plan, implement and sustain a successful OIM deployment, based on our collective experience. Planning is critical, but often overlooked A common approach to planning an IAM program that we identify with our clients is the three step process involving a current state assessment, a future state roadmap and an executable strategy to get there. It is extremely beneficial for clients to assess their current IAM state, perform gap analysis, document the recommended controls to address the gaps, align future state roadmap to business initiatives and get buy in from all stakeholders involved to improve the chances of success. When designing an enterprise-wide solution, the scalability of the technology must accommodate the future growth of the enterprise and the projected identity transactions over several years. Aligning the implementation schedule of OIM to related information technology projects increases the chances of success. As a baseline, it is recommended to match hardware specifications to the sizing guide for R2 published by Oracle. Adherence to this will help ensure that the hardware used to support OIM will not become a bottleneck as the adoption of new services increases. If your Organization has numerous connected applications that rely on reconciliation to synchronize the access data into OIM, consider hosting dedicated instances to handle reconciliation. Finally, ensure the use of clustered environment for development and have at least three total environments to help facilitate a controlled migration to production. If your Organization is planning to implement role based access control, we recommend performing a role mining exercise and consolidate your enterprise roles to keep them manageable. In addition, many Organizations have multiple approval flows to control access to critical roles, applications and entitlements. If your Organization falls into this category, we highly recommend that you limit the number of approval workflows to a small set. Most Organizations have operations managed across data centers with backend database synchronization, if your Organization falls into this category, ensure that the overall latency between the datacenters when replicating the databases is less than ten milliseconds to ensure that there are no front office performance impacts. Ingredients for a successful implementation During the development phase of your project, there are a number of guidelines that can be followed to help increase the chances for success. Most implementations cannot be completed without the use of customizations. If your implementation requires this, it’s a good practice to perform code reviews to help ensure quality and reduce code bottlenecks related to performance. We have observed at our clients that the development process works best when team members adhere to coding leading practices. Plan for time to correct coding defects and ensure developers are empowered to report their own bugs for maximum transparency. Many organizations struggle with defining a consistent approach to managing logs. This is particularly important due to the amount of information that can be logged by OIM. We recommend Oracle Diagnostics Logging (ODL) as an alternative to be used for logging. ODL allows log files to be formatted in XML for easy parsing and does not require a server restart when the log levels are changed during troubleshooting. Testing is a vital part of any large project, and an OIM R2 implementation is no exception. We suggest that at least one lower environment should use production-like data and connectors. Configurations should match as closely as possible. For example, use secure channels between OIM and target platforms in pre-production environments to test the configurations, the migration processes of certificates, and the additional overhead that encryption could impose. Finally, we ask our clients to perform database backups regularly and before any major change event, such as a patch or migration between environments. In the lowest environments, we recommend to have at least a weekly backup in order to prevent significant loss of time and effort. Similarly, if your organization is using virtual machines for one or more of the environments, it is recommended to take frequent snapshots so that rollbacks can occur in the event of improper configuration. Operate & sustain the solution to derive maximum benefits When migrating OIM R2 to production, it is important to perform certain activities that will help achieve a smoother transition. At our clients, we have seen that splitting the OIM tables into their own tablespaces by categories (physical tables, indexes, etc.) can help manage database growth effectively. If we notice that a client hasn’t enabled the Oracle-recommended indexing in the applicable database, we strongly suggest doing so to improve performance. Additionally, we work with our clients to make sure that the audit level is set to fit the organization’s auditing needs and sometimes even allocate UPA tables and indexes into their own table-space for better maintenance. Finally, many of our clients have set up schedules for reconciliation tables to be archived at regular intervals in order to keep the size of the database(s) reasonable and result in optimal database performance. For our clients that anticipate availability issues with target applications, we strongly encourage the use of the offline provisioning capabilities of OIM R2. This reduces the provisioning process for a given target application dependency on target availability and help avoid broken workflows. To account for this and other abnormalities, we also advocate that OIM’s monitoring controls be configured to alert administrators on any abnormal situations. Within OIM R2, we have begun advising our clients to utilize the ‘profile’ feature to encapsulate multiple commonly requested accounts, roles, and/or entitlements into a single item. By setting up a number of profiles that can be searched for and used, users will spend less time performing the same exact steps for common tasks. We advise our clients to follow the Oracle recommended guides for database and application server tuning which provides a good baseline configuration. It offers guidance on database connection pools, connection timeouts, user interface threads and proper handling of adapters/plug-ins. All of these can be important configurations that will allow faster provisioning and web page response times. Many of our clients have begun to recognize the value of data mining and a remediation process during the initial phases of an implementation (to help ensure high quality data gets loaded) and beyond (to support ongoing maintenance and business-as-usual processes). A successful program always begins with identifying the data elements and assigning a classification level based on criticality, risk, and availability. It should finish by following through with a remediation process. Dos & Don’ts Here are the most common dos and don'ts that we socialize with our clients, derived from our experience implementing the solution. Dos Don’ts Scope the project into phases with realistic goals. Look for quick wins to show success and value to the stake holders. Avoid “boiling the ocean” and trying to integrate all enterprise applications in the first phase. Establish an enterprise ID (universal unique ID across the enterprise) earlier in the program. Avoid major UI customizations that require code changes. Have a plan in place to patch during the project, which helps alleviate any major issues or roadblocks (product and database). Avoid publishing all the target entitlements if you don't anticipate their usage during access request. Assess your current state and prepare a roadmap to address your operations, tactical and strategic goals, align it with your business priorities. Avoid integrating non-production environments with your production target systems. Defer complex integrations to the later phases and take advantage of lessons learned from previous phases Avoid creating multiple accounts for the same user on the same system, if there is an opportunity to do so. Have an identity and access data quality initiative built into your plan to identify and remediate data related issues early on. Avoid creating complex approval workflows that would negative impact productivity and SLAs. Identify the owner of the identity systems with fair IdM knowledge and empower them with authority to make product related decisions. This will help ensure overcome any design hurdles. Avoid creating complex designs that are not sustainable long term and would need major overhaul during upgrades. Shadow your internal or external consulting resources during the implementation to build the necessary product skills needed to operate and sustain the solution. Avoid treating IAM as a point solution and have appropriate level of communication and training plan for the IT and business users alike. Conclusion In our experience, Identity programs will struggle with scope, proper resourcing, and more. We suggest that companies consider the suggestions discussed in this post and leverage them to help enable their identity and access program. This concludes PwC blog series on R2 for the month and we sincerely hope that the information we have shared thus far has been beneficial. For more information or if you have questions, you can reach out to Rex Thexton, Senior Managing Director, PwC and or Dharma Padala, Director, PwC. We look forward to hearing from you. Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:12.0pt; mso-para-margin-left:0in; line-height:12.0pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Arial","sans-serif"; mso-ascii-font-family:Arial; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Arial; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Meet the Writers: Dharma Padala is a Director in the Advisory Security practice within PwC.  He has been implementing medium to large scale Identity Management solutions across multiple industries including utility, health care, entertainment, retail and financial sectors.   Dharma has 14 years of experience in delivering IT solutions out of which he has been implementing Identity Management solutions for the past 8 years. Praveen Krishna is a Manager in the Advisory Security practice within PwC.  Over the last decade Praveen has helped clients plan, architect and implement Oracle identity solutions across diverse industries.  His experience includes delivering security across diverse topics like network, infrastructure, application and data where he brings a holistic point of view to problem solving. Scott MacDonald is a Director in the Advisory Security practice within PwC.  He has consulted for several clients across multiple industries including financial services, health care, automotive and retail.   Scott has 10 years of experience in delivering Identity Management solutions. John Misczak is a member of the Advisory Security practice within PwC.  He has experience implementing multiple Identity and Access Management solutions, specializing in Oracle Identity Manager and Business Process Engineering Language (BPEL).

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  • Apache + Codeigniter + New Server + Unexpected Errors

    - by ngl5000
    Alright here is the situation: I use to have my codeigniter site at bluehost were I did not have root access, I have since moved that site to rackspace. I have not changed any of the PHP code yet there has been some unexpected behavior. Unexpected Behavior: http://mysite.com/robots.txt Both old and new resolve to the robots file http://mysite.com/robots.txt/ The old bluehost setup resolves to my codeigniter 404 error page. The rackspace config resolves to: Not Found The requested URL /robots.txt/ was not found on this server. **This instance leads me to believe that there could be a problem with my mod rewrites or lack there of. The first one produces the error correctly through php while it seems the second senario lets the server handle this error. The next instance of this problem is even more troubling: 'http://mysite.com/search/term/9 x 1-1%2F2 white/' New site results in: Bad Request Your browser sent a request that this server could not understand. Old site results in: The actual page being loaded and the search term being unencoded. I have to assume that this has something to do with the fact that when I went to the new server I went from root level htaccess file to httpd.conf file and virtual server default and default-ssl. Here they are: Default file: <VirtualHost *:80> ServerAdmin webmaster@localhost ServerName mysite.com DocumentRoot /var/www <Directory /> Options +FollowSymLinks AllowOverride None </Directory> <Directory /var/www> Options -Indexes +FollowSymLinks -MultiViews AllowOverride None Order allow,deny allow from all RewriteEngine On RewriteBase / # force no www. (also does the IP thing) RewriteCond %{HTTPS} !=on RewriteCond %{HTTP_HOST} !^mysite\.com [NC] RewriteRule ^(.*)$ http://mysite.com/$1 [R=301,L] RewriteCond %{REQUEST_FILENAME} !-f RewriteCond %{REQUEST_FILENAME} !-d RewriteRule ^(.+)\.(\d+)\.(js|css|png|jpg|gif)$ $1.$3 [L] # index.php remove any index.php parts RewriteCond %{THE_REQUEST} /index\.(php|html) RewriteRule (.*)index\.(php|html)(.*)$ /$1$3 [r=301,L] # codeigniter direct RewriteCond $0 !^(index\.php|assets|robots\.txt|sitemap\.xml|favicon\.ico) RewriteRule ^.*$ index.php [L] </Directory> ScriptAlias /cgi-bin/ /usr/lib/cgi-bin/ <Directory "/usr/lib/cgi-bin"> AllowOverride None Options +ExecCGI -MultiViews +SymLinksIfOwnerMatch Order allow,deny Allow from all </Directory> ErrorLog ${APACHE_LOG_DIR}/error.log # Possible values include: debug, info, notice, warn, error, crit, # alert, emerg. LogLevel warn CustomLog ${APACHE_LOG_DIR}/access.log combined Alias /doc/ "/usr/share/doc/" <Directory "/usr/share/doc/"> Options Indexes MultiViews FollowSymLinks AllowOverride None Order deny,allow Deny from all Allow from 127.0.0.0/255.0.0.0 ::1/128 </Directory> </VirtualHost> Default-ssl File <IfModule mod_ssl.c> <VirtualHost _default_:443> ServerAdmin webmaster@localhost ServerName mysite.com DocumentRoot /var/www <Directory /> Options +FollowSymLinks AllowOverride None </Directory> <Directory /var/www> Options -Indexes +FollowSymLinks -MultiViews AllowOverride None Order allow,deny allow from all RewriteEngine On RewriteBase / RewriteCond %{SERVER_PORT} !^443 RewriteRule ^ https://mysite.com%{REQUEST_URI} [R=301,L] RewriteCond %{REQUEST_FILENAME} !-f RewriteCond %{REQUEST_FILENAME} !-d RewriteRule ^(.+)\.(\d+)\.(js|css|png|jpg|gif)$ $1.$3 [L] # index.php remove any index.php parts RewriteCond %{THE_REQUEST} /index\.(php|html) RewriteRule (.*)index\.(php|html)(.*)$ /$1$3 [r=301,L] # codeigniter direct RewriteCond $0 !^(index\.php|assets|robots\.txt|sitemap\.xml|favicon\.ico) RewriteRule ^.*$ index.php [L] </Directory> ScriptAlias /cgi-bin/ /usr/lib/cgi-bin/ <Directory "/usr/lib/cgi-bin"> AllowOverride None Options +ExecCGI -MultiViews +SymLinksIfOwnerMatch Order allow,deny Allow from all </Directory> ErrorLog ${APACHE_LOG_DIR}/error.log # Possible values include: debug, info, notice, warn, error, crit, # alert, emerg. LogLevel warn CustomLog ${APACHE_LOG_DIR}/ssl_access.log combined Alias /doc/ "/usr/share/doc/" <Directory "/usr/share/doc/"> Options Indexes MultiViews FollowSymLinks AllowOverride None Order deny,allow Deny from all Allow from 127.0.0.0/255.0.0.0 ::1/128 </Directory> # SSL Engine Switch: # Enable/Disable SSL for this virtual host. SSLEngine on # Use our self-signed certificate by default SSLCertificateFile /etc/apache2/ssl/certs/www.mysite.com.crt SSLCertificateKeyFile /etc/apache2/ssl/private/www.mysite.com.key # A self-signed (snakeoil) certificate can be created by installing # the ssl-cert package. See # /usr/share/doc/apache2.2-common/README.Debian.gz for more info. # If both key and certificate are stored in the same file, only the # SSLCertificateFile directive is needed. # SSLCertificateFile /etc/ssl/certs/ssl-cert-snakeoil.pem # SSLCertificateKeyFile /etc/ssl/private/ssl-cert-snakeoil.key # Server Certificate Chain: # Point SSLCertificateChainFile at a file containing the # concatenation of PEM encoded CA certificates which form the # certificate chain for the server certificate. Alternatively # the referenced file can be the same as SSLCertificateFile # when the CA certificates are directly appended to the server # certificate for convinience. #SSLCertificateChainFile /etc/apache2/ssl.crt/server-ca.crt # Certificate Authority (CA): # Set the CA certificate verification path where to find CA # certificates for client authentication or alternatively one # huge file containing all of them (file must be PEM encoded) # Note: Inside SSLCACertificatePath you need hash symlinks # to point to the certificate files. Use the provided # Makefile to update the hash symlinks after changes. #SSLCACertificatePath /etc/ssl/certs/ #SSLCACertificateFile /etc/apache2/ssl.crt/ca-bundle.crt # Certificate Revocation Lists (CRL): # Set the CA revocation path where to find CA CRLs for client # authentication or alternatively one huge file containing all # of them (file must be PEM encoded) # Note: Inside SSLCARevocationPath you need hash symlinks # to point to the certificate files. Use the provided # Makefile to update the hash symlinks after changes. #SSLCARevocationPath /etc/apache2/ssl.crl/ #SSLCARevocationFile /etc/apache2/ssl.crl/ca-bundle.crl # Client Authentication (Type): # Client certificate verification type and depth. Types are # none, optional, require and optional_no_ca. Depth is a # number which specifies how deeply to verify the certificate # issuer chain before deciding the certificate is not valid. #SSLVerifyClient require #SSLVerifyDepth 10 # Access Control: # With SSLRequire you can do per-directory access control based # on arbitrary complex boolean expressions containing server # variable checks and other lookup directives. The syntax is a # mixture between C and Perl. See the mod_ssl documentation # for more details. #<Location /> #SSLRequire ( %{SSL_CIPHER} !~ m/^(EXP|NULL)/ \ # and %{SSL_CLIENT_S_DN_O} eq "Snake Oil, Ltd." \ # and %{SSL_CLIENT_S_DN_OU} in {"Staff", "CA", "Dev"} \ # and %{TIME_WDAY} >= 1 and %{TIME_WDAY} <= 5 \ # and %{TIME_HOUR} >= 8 and %{TIME_HOUR} <= 20 ) \ # or %{REMOTE_ADDR} =~ m/^192\.76\.162\.[0-9]+$/ #</Location> # SSL Engine Options: # Set various options for the SSL engine. # o FakeBasicAuth: # Translate the client X.509 into a Basic Authorisation. This means that # the standard Auth/DBMAuth methods can be used for access control. The # user name is the `one line' version of the client's X.509 certificate. # Note that no password is obtained from the user. Every entry in the user # file needs this password: `xxj31ZMTZzkVA'. # o ExportCertData: # This exports two additional environment variables: SSL_CLIENT_CERT and # SSL_SERVER_CERT. These contain the PEM-encoded certificates of the # server (always existing) and the client (only existing when client # authentication is used). This can be used to import the certificates # into CGI scripts. # o StdEnvVars: # This exports the standard SSL/TLS related `SSL_*' environment variables. # Per default this exportation is switched off for performance reasons, # because the extraction step is an expensive operation and is usually # useless for serving static content. So one usually enables the # exportation for CGI and SSI requests only. # o StrictRequire: # This denies access when "SSLRequireSSL" or "SSLRequire" applied even # under a "Satisfy any" situation, i.e. when it applies access is denied # and no other module can change it. # o OptRenegotiate: # This enables optimized SSL connection renegotiation handling when SSL # directives are used in per-directory context. #SSLOptions +FakeBasicAuth +ExportCertData +StrictRequire <FilesMatch "\.(cgi|shtml|phtml|php)$"> SSLOptions +StdEnvVars </FilesMatch> <Directory /usr/lib/cgi-bin> SSLOptions +StdEnvVars </Directory> # SSL Protocol Adjustments: # The safe and default but still SSL/TLS standard compliant shutdown # approach is that mod_ssl sends the close notify alert but doesn't wait for # the close notify alert from client. When you need a different shutdown # approach you can use one of the following variables: # o ssl-unclean-shutdown: # This forces an unclean shutdown when the connection is closed, i.e. no # SSL close notify alert is send or allowed to received. This violates # the SSL/TLS standard but is needed for some brain-dead browsers. Use # this when you receive I/O errors because of the standard approach where # mod_ssl sends the close notify alert. # o ssl-accurate-shutdown: # This forces an accurate shutdown when the connection is closed, i.e. a # SSL close notify alert is send and mod_ssl waits for the close notify # alert of the client. This is 100% SSL/TLS standard compliant, but in # practice often causes hanging connections with brain-dead browsers. Use # this only for browsers where you know that their SSL implementation # works correctly. # Notice: Most problems of broken clients are also related to the HTTP # keep-alive facility, so you usually additionally want to disable # keep-alive for those clients, too. Use variable "nokeepalive" for this. # Similarly, one has to force some clients to use HTTP/1.0 to workaround # their broken HTTP/1.1 implementation. Use variables "downgrade-1.0" and # "force-response-1.0" for this. BrowserMatch "MSIE [2-6]" \ nokeepalive ssl-unclean-shutdown \ downgrade-1.0 force-response-1.0 # MSIE 7 and newer should be able to use keepalive BrowserMatch "MSIE [17-9]" ssl-unclean-shutdown httpd.conf File Just a lot of stuff from html5 boiler plate, I will post it if need be Old htaccess file <IfModule mod_rewrite.c> # index.php remove any index.php parts RewriteCond %{THE_REQUEST} /index\.(php|html) RewriteRule (.*)index\.(php|html)(.*)$ /$1$3 [r=301,L] RewriteCond $1 !^(index\.php|assets|robots\.txt|sitemap\.xml|favicon\.ico) RewriteRule ^(.*)/$ /$1 [r=301,L] # codeigniter direct RewriteCond $1 !^(index\.php|assets|robots\.txt|sitemap\.xml|favicon\.ico) RewriteRule ^(.*)$ /index.php/$1 [L] </IfModule> Any Help would be hugely appreciated!!

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  • Authoritative sources about Database vs. Flatfile decision

    - by FastAl
    <tldr>looking for a reference to a book or other undeniably authoritative source that gives reasons when you should choose a database vs. when you should choose other storage methods. I have provided an un-authoritative list of reasons about 2/3 of the way down this post.</tldr> I have a situation at my company where a database is being used where it would be better to use another solution (in this case, an auto-generated piece of source code that contains a static lookup table, searched by binary sort). Normally, a database would be an OK solution even though the problem does not require a database, e.g, none of the elements of ACID are needed, as it is read-only data, updated about every 3-5 years (also requiring other sourcecode changes), and fits in memory, and can be keyed into via binary search (a tad faster than db, but speed is not an issue). The problem is that this code runs on our enterprise server, but is shared with several PC platforms (some disconnected, some use a central DB, etc.), and parts of it are managed by multiple programming units, parts by the DBAs, parts even by mathematicians in another department, etc. These hit their own platform’s version of their databases (containing their own copy of the static data). What happens is that every implementation, every little change, something different goes wrong. There are many other issues as well. I can’t even use a flatfile, because one mode of running on our enterprise server does not have permission to read files (only databases, and of course, its own literal storage, e.g., in-source table). Of course, other parts of the system use databases in proper, less obscure manners; there is no problem with those parts. So why don’t we just change it? I don’t have administrative ability to force a change. But I’m affected because sometimes I have to help fix the problems, but mostly because it causes outages and tons of extra IT time by other programmers and d*mmit that makes me mad! The reason neither management, nor the designers of the system, can see the problem is that they propose a solution that won’t work: increase communication; implement more safeguards and standards; etc. But every time, in a different part of the already-pared-down but still multi-step processes, a few different diligent, hard-working, top performing IT personnel make a unique subtle error that causes it to fail, sometimes after the last round of testing! And in general these are not single-person failures, but understandable miscommunications. And communication at our company is actually better than most. People just don't think that's the case because they haven't dug into the matter. However, I have it on very good word from somebody with extensive formal study of sociology and psychology that the relatively small amount of less-than-proper database usage in this gigantic cross-platform multi-source, multi-language project is bureaucratically un-maintainable. Impossible. No chance. At least with Human Beings in the loop, and it can’t be automated. In addition, the management and developers who could change this, though intelligent and capable, don’t understand the rigidity of this ‘how humans are’ issue, and are not convincible on the matter. The reason putting the static data in sourcecode will solve the problem is, although the solution is less sexy than a database, it would function with no technical drawbacks; and since the sharing of sourcecode already works very well, you basically erase any database-related effort from this section of the project, along with all the drawbacks of it that are causing problems. OK, that’s the background, for the curious. I won’t be able to convince management that this is an unfixable sociological problem, and that the real solution is coding around these limits of human nature, just as you would code around a bug in a 3rd party component that you can’t change. So what I have to do is exploit the unsuitableness of the database solution, and not do it using logic, but rather authority. I am aware of many reasons, and posts on this site giving reasons for one over the other; I’m not looking for lists of reasons like these (although you can add a comment if I've miss a doozy): WHY USE A DATABASE? instead of flatfile/other DB vs. file: if you need... Random Read / Transparent search optimization Advanced / varied / customizable Searching and sorting capabilities Transaction/rollback Locks, semaphores Concurrency control / Shared users Security 1-many/m-m is easier Easy modification Scalability Load Balancing Random updates / inserts / deletes Advanced query Administrative control of design, etc. SQL / learning curve Debugging / Logging Centralized / Live Backup capabilities Cached queries / dvlp & cache execution plans Interleaved update/read Referential integrity, avoid redundant/missing/corrupt/out-of-sync data Reporting (from on olap or oltp db) / turnkey generation tools [Disadvantages:] Important to get right the first time - professional design - but only b/c it's meant to last s/w & h/w cost Usu. over a network, speed issue (best vs. best design vs. local=even then a separate process req's marshalling/netwk layers/inter-p comm) indicies and query processing can stand in the way of simple processing (vs. flatfile) WHY USE FLATFILE: If you only need... Sequential Row processing only Limited usage append only (no reading, no master key/update) Only Update the record you're reading (fixed length recs only) Too big to fit into memory If Local disk / read-ahead network connection Portability / small system Email / cut & Paste / store as document by novice - simple format Low design learning curve but high cost later WHY USE IN-MEMORY/TABLE (tables, arrays, etc.): if you need... Processing a single db/ff record that was imported Known size of data Static data if hardcoding the table Narrow, unchanging use (e.g., one program or proc) -includes a class that will be shared, but encapsulates its data manipulation Extreme speed needed / high transaction frequency Random access - but search is dependent on implementation Following are some other posts about the topic: http://stackoverflow.com/questions/1499239/database-vs-flat-text-file-what-are-some-technical-reasons-for-choosing-one-over http://stackoverflow.com/questions/332825/are-flat-file-databases-any-good http://stackoverflow.com/questions/2356851/database-vs-flat-files http://stackoverflow.com/questions/514455/databases-vs-plain-text/514530 What I’d like to know is if anybody could recommend a hard, authoritative source containing these reasons. I’m looking for a paper book I can buy, or a reputable website with whitepapers about the issue (e.g., Microsoft, IBM), not counting the user-generated content on those sites. This will have a greater change to elicit a change that I’m looking for: less wasted programmer time, and more reliable programs. Thanks very much for your help. You win a prize for reading such a large post!

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  • How do I prove I should put a table of values in source code instead of a database table?

    - by FastAl
    <tldr>looking for a reference to a book or other undeniably authoritative source that gives reasons when you should choose a database vs. when you should choose other storage methods. I have provided an un-authoritative list of reasons about 2/3 of the way down this post.</tldr> I have a situation at my company where a database is being used where it would be better to use another solution (in this case, an auto-generated piece of source code that contains a static lookup table, searched by binary sort). Normally, a database would be an OK solution even though the problem does not require a database, e.g, none of the elements of ACID are needed, as it is read-only data, updated about every 3-5 years (also requiring other sourcecode changes), and fits in memory, and can be keyed into via binary search (a tad faster than db, but speed is not an issue). The problem is that this code runs on our enterprise server, but is shared with several PC platforms (some disconnected, some use a central DB, etc.), and parts of it are managed by multiple programming units, parts by the DBAs, parts even by mathematicians in another department, etc. These hit their own platform’s version of their databases (containing their own copy of the static data). What happens is that every implementation, every little change, something different goes wrong. There are many other issues as well. I can’t even use a flatfile, because one mode of running on our enterprise server does not have permission to read files (only databases, and of course, its own literal storage, e.g., in-source table). Of course, other parts of the system use databases in proper, less obscure manners; there is no problem with those parts. So why don’t we just change it? I don’t have administrative ability to force a change. But I’m affected because sometimes I have to help fix the problems, but mostly because it causes outages and tons of extra IT time by other programmers and d*mmit that makes me mad! The reason neither management, nor the designers of the system, can see the problem is that they propose a solution that won’t work: increase communication; implement more safeguards and standards; etc. But every time, in a different part of the already-pared-down but still multi-step processes, a few different diligent, hard-working, top performing IT personnel make a unique subtle error that causes it to fail, sometimes after the last round of testing! And in general these are not single-person failures, but understandable miscommunications. And communication at our company is actually better than most. People just don't think that's the case because they haven't dug into the matter. However, I have it on very good word from somebody with extensive formal study of sociology and psychology that the relatively small amount of less-than-proper database usage in this gigantic cross-platform multi-source, multi-language project is bureaucratically un-maintainable. Impossible. No chance. At least with Human Beings in the loop, and it can’t be automated. In addition, the management and developers who could change this, though intelligent and capable, don’t understand the rigidity of this ‘how humans are’ issue, and are not convincible on the matter. The reason putting the static data in sourcecode will solve the problem is, although the solution is less sexy than a database, it would function with no technical drawbacks; and since the sharing of sourcecode already works very well, you basically erase any database-related effort from this section of the project, along with all the drawbacks of it that are causing problems. OK, that’s the background, for the curious. I won’t be able to convince management that this is an unfixable sociological problem, and that the real solution is coding around these limits of human nature, just as you would code around a bug in a 3rd party component that you can’t change. So what I have to do is exploit the unsuitableness of the database solution, and not do it using logic, but rather authority. I am aware of many reasons, and posts on this site giving reasons for one over the other; I’m not looking for lists of reasons like these (although you can add a comment if I've miss a doozy): WHY USE A DATABASE? instead of flatfile/other DB vs. file: if you need... Random Read / Transparent search optimization Advanced / varied / customizable Searching and sorting capabilities Transaction/rollback Locks, semaphores Concurrency control / Shared users Security 1-many/m-m is easier Easy modification Scalability Load Balancing Random updates / inserts / deletes Advanced query Administrative control of design, etc. SQL / learning curve Debugging / Logging Centralized / Live Backup capabilities Cached queries / dvlp & cache execution plans Interleaved update/read Referential integrity, avoid redundant/missing/corrupt/out-of-sync data Reporting (from on olap or oltp db) / turnkey generation tools [Disadvantages:] Important to get right the first time - professional design - but only b/c it's meant to last s/w & h/w cost Usu. over a network, speed issue (best vs. best design vs. local=even then a separate process req's marshalling/netwk layers/inter-p comm) indicies and query processing can stand in the way of simple processing (vs. flatfile) WHY USE FLATFILE: If you only need... Sequential Row processing only Limited usage append only (no reading, no master key/update) Only Update the record you're reading (fixed length recs only) Too big to fit into memory If Local disk / read-ahead network connection Portability / small system Email / cut & Paste / store as document by novice - simple format Low design learning curve but high cost later WHY USE IN-MEMORY/TABLE (tables, arrays, etc.): if you need... Processing a single db/ff record that was imported Known size of data Static data if hardcoding the table Narrow, unchanging use (e.g., one program or proc) -includes a class that will be shared, but encapsulates its data manipulation Extreme speed needed / high transaction frequency Random access - but search is dependent on implementation Following are some other posts about the topic: http://stackoverflow.com/questions/1499239/database-vs-flat-text-file-what-are-some-technical-reasons-for-choosing-one-over http://stackoverflow.com/questions/332825/are-flat-file-databases-any-good http://stackoverflow.com/questions/2356851/database-vs-flat-files http://stackoverflow.com/questions/514455/databases-vs-plain-text/514530 What I’d like to know is if anybody could recommend a hard, authoritative source containing these reasons. I’m looking for a paper book I can buy, or a reputable website with whitepapers about the issue (e.g., Microsoft, IBM), not counting the user-generated content on those sites. This will have a greater change to elicit a change that I’m looking for: less wasted programmer time, and more reliable programs. Thanks very much for your help. You win a prize for reading such a large post!

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  • Disable .htaccess from apache allowoverride none, still reads .htaccess files

    - by John Magnolia
    I have moved all of our .htaccess config into <Directory> blocks and set AllowOverride None in the default and default-ssl. Although after restarting apache it is still reading the .htaccess files. How can I completely turn off reading these files? Update of all files with "AllowOverride" /etc/apache2/mods-available/userdir.conf <IfModule mod_userdir.c> UserDir public_html UserDir disabled root <Directory /home/*/public_html> AllowOverride FileInfo AuthConfig Limit Indexes Options MultiViews Indexes SymLinksIfOwnerMatch IncludesNoExec <Limit GET POST OPTIONS> Order allow,deny Allow from all </Limit> <LimitExcept GET POST OPTIONS> Order deny,allow Deny from all </LimitExcept> </Directory> </IfModule> /etc/apache2/mods-available/alias.conf <IfModule alias_module> # # Aliases: Add here as many aliases as you need (with no limit). The format is # Alias fakename realname # # Note that if you include a trailing / on fakename then the server will # require it to be present in the URL. So "/icons" isn't aliased in this # example, only "/icons/". If the fakename is slash-terminated, then the # realname must also be slash terminated, and if the fakename omits the # trailing slash, the realname must also omit it. # # We include the /icons/ alias for FancyIndexed directory listings. If # you do not use FancyIndexing, you may comment this out. # Alias /icons/ "/usr/share/apache2/icons/" <Directory "/usr/share/apache2/icons"> Options Indexes MultiViews AllowOverride None Order allow,deny Allow from all </Directory> </IfModule> /etc/apache2/httpd.conf # # Directives to allow use of AWStats as a CGI # Alias /awstatsclasses "/usr/share/doc/awstats/examples/wwwroot/classes/" Alias /awstatscss "/usr/share/doc/awstats/examples/wwwroot/css/" Alias /awstatsicons "/usr/share/doc/awstats/examples/wwwroot/icon/" ScriptAlias /awstats/ "/usr/share/doc/awstats/examples/wwwroot/cgi-bin/" # # This is to permit URL access to scripts/files in AWStats directory. # <Directory "/usr/share/doc/awstats/examples/wwwroot"> Options None AllowOverride None Order allow,deny Allow from all </Directory> Alias /awstats-icon/ /usr/share/awstats/icon/ <Directory /usr/share/awstats/icon> Options None AllowOverride None Order allow,deny Allow from all </Directory> /etc/apache2/sites-available/default-ssl <IfModule mod_ssl.c> <VirtualHost _default_:443> ServerAdmin webmaster@localhost DocumentRoot /var/www <Directory /> Options FollowSymLinks AllowOverride None </Directory> <Directory /var/www/> Options Indexes FollowSymLinks MultiViews AllowOverride None </Directory> ScriptAlias /cgi-bin/ /usr/lib/cgi-bin/ <Directory "/usr/lib/cgi-bin"> AllowOverride None Options +ExecCGI -MultiViews +SymLinksIfOwnerMatch Order allow,deny Allow from all </Directory> ErrorLog ${APACHE_LOG_DIR}/error.log # Possible values include: debug, info, notice, warn, error, crit, # alert, emerg. LogLevel warn CustomLog ${APACHE_LOG_DIR}/ssl_access.log combined # SSL Engine Switch: # Enable/Disable SSL for this virtual host. SSLEngine on # A self-signed (snakeoil) certificate can be created by installing # the ssl-cert package. See # /usr/share/doc/apache2.2-common/README.Debian.gz for more info. # If both key and certificate are stored in the same file, only the # SSLCertificateFile directive is needed. SSLCertificateFile /etc/ssl/certs/ssl-cert-snakeoil.pem SSLCertificateKeyFile /etc/ssl/private/ssl-cert-snakeoil.key # Server Certificate Chain: # Point SSLCertificateChainFile at a file containing the # concatenation of PEM encoded CA certificates which form the # certificate chain for the server certificate. Alternatively # the referenced file can be the same as SSLCertificateFile # when the CA certificates are directly appended to the server # certificate for convinience. #SSLCertificateChainFile /etc/apache2/ssl.crt/server-ca.crt # Certificate Authority (CA): # Set the CA certificate verification path where to find CA # certificates for client authentication or alternatively one # huge file containing all of them (file must be PEM encoded) # Note: Inside SSLCACertificatePath you need hash symlinks # to point to the certificate files. Use the provided # Makefile to update the hash symlinks after changes. #SSLCACertificatePath /etc/ssl/certs/ #SSLCACertificateFile /etc/apache2/ssl.crt/ca-bundle.crt # Certificate Revocation Lists (CRL): # Set the CA revocation path where to find CA CRLs for client # authentication or alternatively one huge file containing all # of them (file must be PEM encoded) # Note: Inside SSLCARevocationPath you need hash symlinks # to point to the certificate files. Use the provided # Makefile to update the hash symlinks after changes. #SSLCARevocationPath /etc/apache2/ssl.crl/ #SSLCARevocationFile /etc/apache2/ssl.crl/ca-bundle.crl # Client Authentication (Type): # Client certificate verification type and depth. Types are # none, optional, require and optional_no_ca. Depth is a # number which specifies how deeply to verify the certificate # issuer chain before deciding the certificate is not valid. #SSLVerifyClient require #SSLVerifyDepth 10 # Access Control: # With SSLRequire you can do per-directory access control based # on arbitrary complex boolean expressions containing server # variable checks and other lookup directives. The syntax is a # mixture between C and Perl. See the mod_ssl documentation # for more details. #<Location /> #SSLRequire ( %{SSL_CIPHER} !~ m/^(EXP|NULL)/ \ # and %{SSL_CLIENT_S_DN_O} eq "Snake Oil, Ltd." \ # and %{SSL_CLIENT_S_DN_OU} in {"Staff", "CA", "Dev"} \ # and %{TIME_WDAY} >= 1 and %{TIME_WDAY} <= 5 \ # and %{TIME_HOUR} >= 8 and %{TIME_HOUR} <= 20 ) \ # or %{REMOTE_ADDR} =~ m/^192\.76\.162\.[0-9]+$/ #</Location> # SSL Engine Options: # Set various options for the SSL engine. # o FakeBasicAuth: # Translate the client X.509 into a Basic Authorisation. This means that # the standard Auth/DBMAuth methods can be used for access control. The # user name is the `one line' version of the client's X.509 certificate. # Note that no password is obtained from the user. Every entry in the user # file needs this password: `xxj31ZMTZzkVA'. # o ExportCertData: # This exports two additional environment variables: SSL_CLIENT_CERT and # SSL_SERVER_CERT. These contain the PEM-encoded certificates of the # server (always existing) and the client (only existing when client # authentication is used). This can be used to import the certificates # into CGI scripts. # o StdEnvVars: # This exports the standard SSL/TLS related `SSL_*' environment variables. # Per default this exportation is switched off for performance reasons, # because the extraction step is an expensive operation and is usually # useless for serving static content. So one usually enables the # exportation for CGI and SSI requests only. # o StrictRequire: # This denies access when "SSLRequireSSL" or "SSLRequire" applied even # under a "Satisfy any" situation, i.e. when it applies access is denied # and no other module can change it. # o OptRenegotiate: # This enables optimized SSL connection renegotiation handling when SSL # directives are used in per-directory context. #SSLOptions +FakeBasicAuth +ExportCertData +StrictRequire <FilesMatch "\.(cgi|shtml|phtml|php)$"> SSLOptions +StdEnvVars </FilesMatch> <Directory /usr/lib/cgi-bin> SSLOptions +StdEnvVars </Directory> # SSL Protocol Adjustments: # The safe and default but still SSL/TLS standard compliant shutdown # approach is that mod_ssl sends the close notify alert but doesn't wait for # the close notify alert from client. When you need a different shutdown # approach you can use one of the following variables: # o ssl-unclean-shutdown: # This forces an unclean shutdown when the connection is closed, i.e. no # SSL close notify alert is send or allowed to received. This violates # the SSL/TLS standard but is needed for some brain-dead browsers. Use # this when you receive I/O errors because of the standard approach where # mod_ssl sends the close notify alert. # o ssl-accurate-shutdown: # This forces an accurate shutdown when the connection is closed, i.e. a # SSL close notify alert is send and mod_ssl waits for the close notify # alert of the client. This is 100% SSL/TLS standard compliant, but in # practice often causes hanging connections with brain-dead browsers. Use # this only for browsers where you know that their SSL implementation # works correctly. # Notice: Most problems of broken clients are also related to the HTTP # keep-alive facility, so you usually additionally want to disable # keep-alive for those clients, too. Use variable "nokeepalive" for this. # Similarly, one has to force some clients to use HTTP/1.0 to workaround # their broken HTTP/1.1 implementation. Use variables "downgrade-1.0" and # "force-response-1.0" for this. BrowserMatch "MSIE [2-6]" \ nokeepalive ssl-unclean-shutdown \ downgrade-1.0 force-response-1.0 # MSIE 7 and newer should be able to use keepalive BrowserMatch "MSIE [17-9]" ssl-unclean-shutdown </VirtualHost> </IfModule> /etc/apache2/sites-available/default <VirtualHost *:80> ServerAdmin webmaster@localhost DocumentRoot /var/www <Directory /> Options FollowSymLinks AllowOverride None </Directory> <Directory /var/www/> Options -Indexes FollowSymLinks MultiViews AllowOverride None Order allow,deny allow from all </Directory> ScriptAlias /cgi-bin/ /usr/lib/cgi-bin/ <Directory "/usr/lib/cgi-bin"> AllowOverride None Options +ExecCGI -MultiViews +SymLinksIfOwnerMatch Order allow,deny Allow from all </Directory> Alias /delboy /usr/share/phpmyadmin <Directory /usr/share/phpmyadmin> # Restrict phpmyadmin access Order Deny,Allow Allow from all </Directory> ErrorLog ${APACHE_LOG_DIR}/error.log # Possible values include: debug, info, notice, warn, error, crit, # alert, emerg. LogLevel warn CustomLog ${APACHE_LOG_DIR}/access.log combined Alias /doc/ "/usr/share/doc/" <Directory "/usr/share/doc/"> Options Indexes MultiViews FollowSymLinks AllowOverride None Order deny,allow Deny from all Allow from 127.0.0.0/255.0.0.0 ::1/128 </Directory> </VirtualHost> /etc/apache2/conf.d/security # # Disable access to the entire file system except for the directories that # are explicitly allowed later. # # This currently breaks the configurations that come with some web application # Debian packages. # #<Directory /> # AllowOverride None # Order Deny,Allow # Deny from all #</Directory> # Changing the following options will not really affect the security of the # server, but might make attacks slightly more difficult in some cases. # # ServerTokens # This directive configures what you return as the Server HTTP response # Header. The default is 'Full' which sends information about the OS-Type # and compiled in modules. # Set to one of: Full | OS | Minimal | Minor | Major | Prod # where Full conveys the most information, and Prod the least. # #ServerTokens Minimal ServerTokens OS #ServerTokens Full # # Optionally add a line containing the server version and virtual host # name to server-generated pages (internal error documents, FTP directory # listings, mod_status and mod_info output etc., but not CGI generated # documents or custom error documents). # Set to "EMail" to also include a mailto: link to the ServerAdmin. # Set to one of: On | Off | EMail # #ServerSignature Off ServerSignature On # # Allow TRACE method # # Set to "extended" to also reflect the request body (only for testing and # diagnostic purposes). # # Set to one of: On | Off | extended # TraceEnable Off #TraceEnable On /etc/apache2/apache2.conf # # Based upon the NCSA server configuration files originally by Rob McCool. # # This is the main Apache server configuration file. It contains the # configuration directives that give the server its instructions. # See http://httpd.apache.org/docs/2.2/ for detailed information about # the directives. # # Do NOT simply read the instructions in here without understanding # what they do. They're here only as hints or reminders. If you are unsure # consult the online docs. You have been warned. # # The configuration directives are grouped into three basic sections: # 1. Directives that control the operation of the Apache server process as a # whole (the 'global environment'). # 2. Directives that define the parameters of the 'main' or 'default' server, # which responds to requests that aren't handled by a virtual host. # These directives also provide default values for the settings # of all virtual hosts. # 3. Settings for virtual hosts, which allow Web requests to be sent to # different IP addresses or hostnames and have them handled by the # same Apache server process. # # Configuration and logfile names: If the filenames you specify for many # of the server's control files begin with "/" (or "drive:/" for Win32), the # server will use that explicit path. If the filenames do *not* begin # with "/", the value of ServerRoot is prepended -- so "foo.log" # with ServerRoot set to "/etc/apache2" will be interpreted by the # server as "/etc/apache2/foo.log". # ### Section 1: Global Environment # # The directives in this section affect the overall operation of Apache, # such as the number of concurrent requests it can handle or where it # can find its configuration files. # # # ServerRoot: The top of the directory tree under which the server's # configuration, error, and log files are kept. # # NOTE! If you intend to place this on an NFS (or otherwise network) # mounted filesystem then please read the LockFile documentation (available # at <URL:http://httpd.apache.org/docs/2.2/mod/mpm_common.html#lockfile>); # you will save yourself a lot of trouble. # # Do NOT add a slash at the end of the directory path. # #ServerRoot "/etc/apache2" # # The accept serialization lock file MUST BE STORED ON A LOCAL DISK. # LockFile ${APACHE_LOCK_DIR}/accept.lock # # PidFile: The file in which the server should record its process # identification number when it starts. # This needs to be set in /etc/apache2/envvars # PidFile ${APACHE_PID_FILE} # # Timeout: The number of seconds before receives and sends time out. # Timeout 300 # # KeepAlive: Whether or not to allow persistent connections (more than # one request per connection). Set to "Off" to deactivate. # KeepAlive On # # MaxKeepAliveRequests: The maximum number of requests to allow # during a persistent connection. Set to 0 to allow an unlimited amount. # We recommend you leave this number high, for maximum performance. # MaxKeepAliveRequests 100 # # KeepAliveTimeout: Number of seconds to wait for the next request from the # same client on the same connection. # KeepAliveTimeout 4 ## ## Server-Pool Size Regulation (MPM specific) ## # prefork MPM # StartServers: number of server processes to start # MinSpareServers: minimum number of server processes which are kept spare # MaxSpareServers: maximum number of server processes which are kept spare # MaxClients: maximum number of server processes allowed to start # MaxRequestsPerChild: maximum number of requests a server process serves <IfModule mpm_prefork_module> StartServers 5 MinSpareServers 5 MaxSpareServers 10 MaxClients 150 MaxRequestsPerChild 500 </IfModule> # worker MPM # StartServers: initial number of server processes to start # MaxClients: maximum number of simultaneous client connections # MinSpareThreads: minimum number of worker threads which are kept spare # MaxSpareThreads: maximum number of worker threads which are kept spare # ThreadLimit: ThreadsPerChild can be changed to this maximum value during a # graceful restart. ThreadLimit can only be changed by stopping # and starting Apache. # ThreadsPerChild: constant number of worker threads in each server process # MaxRequestsPerChild: maximum number of requests a server process serves <IfModule mpm_worker_module> StartServers 2 MinSpareThreads 25 MaxSpareThreads 75 ThreadLimit 64 ThreadsPerChild 25 MaxClients 150 MaxRequestsPerChild 0 </IfModule> # event MPM # StartServers: initial number of server processes to start # MaxClients: maximum number of simultaneous client connections # MinSpareThreads: minimum number of worker threads which are kept spare # MaxSpareThreads: maximum number of worker threads which are kept spare # ThreadsPerChild: constant number of worker threads in each server process # MaxRequestsPerChild: maximum number of requests a server process serves <IfModule mpm_event_module> StartServers 2 MaxClients 150 MinSpareThreads 25 MaxSpareThreads 75 ThreadLimit 64 ThreadsPerChild 25 MaxRequestsPerChild 0 </IfModule> # These need to be set in /etc/apache2/envvars User ${APACHE_RUN_USER} Group ${APACHE_RUN_GROUP} # # AccessFileName: The name of the file to look for in each directory # for additional configuration directives. See also the AllowOverride # directive. # AccessFileName .htaccess # # The following lines prevent .htaccess and .htpasswd files from being # viewed by Web clients. # <Files ~ "^\.ht"> Order allow,deny Deny from all Satisfy all </Files> # # DefaultType is the default MIME type the server will use for a document # if it cannot otherwise determine one, such as from filename extensions. # If your server contains mostly text or HTML documents, "text/plain" is # a good value. If most of your content is binary, such as applications # or images, you may want to use "application/octet-stream" instead to # keep browsers from trying to display binary files as though they are # text. # DefaultType text/plain # # HostnameLookups: Log the names of clients or just their IP addresses # e.g., www.apache.org (on) or 204.62.129.132 (off). # The default is off because it'd be overall better for the net if people # had to knowingly turn this feature on, since enabling it means that # each client request will result in AT LEAST one lookup request to the # nameserver. # HostnameLookups Off # ErrorLog: The location of the error log file. # If you do not specify an ErrorLog directive within a <VirtualHost> # container, error messages relating to that virtual host will be # logged here. If you *do* define an error logfile for a <VirtualHost> # container, that host's errors will be logged there and not here. # ErrorLog ${APACHE_LOG_DIR}/error.log # # LogLevel: Control the number of messages logged to the error_log. # Possible values include: debug, info, notice, warn, error, crit, # alert, emerg. # LogLevel warn # Include module configuration: Include mods-enabled/*.load Include mods-enabled/*.conf # Include all the user configurations: Include httpd.conf # Include ports listing Include ports.conf # # The following directives define some format nicknames for use with # a CustomLog directive (see below). # If you are behind a reverse proxy, you might want to change %h into %{X-Forwarded-For}i # LogFormat "%v:%p %h %l %u %t \"%r\" %>s %O \"%{Referer}i\" \"%{User-Agent}i\"" vhost_combined LogFormat "%h %l %u %t \"%r\" %>s %O \"%{Referer}i\" \"%{User-Agent}i\"" combined LogFormat "%h %l %u %t \"%r\" %>s %O" common LogFormat "%{Referer}i -> %U" referer LogFormat "%{User-agent}i" agent # Include of directories ignores editors' and dpkg's backup files, # see README.Debian for details. # Include generic snippets of statements Include conf.d/ # Include the virtual host configurations: Include sites-enabled/

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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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