Search Results

Search found 37348 results on 1494 pages for 'agile project management'.

Page 6/1494 | < Previous Page | 2 3 4 5 6 7 8 9 10 11 12 13  | Next Page >

  • Oracle-AmberPoint Webcast: Learn How Your Business Can Profit from the Combination

    - by jyothi.swaroop
    With the recent acquisition of AmberPoint, Oracle now offers an enhanced end-to-end SOA solution that features runtime governance, business transaction management, and cross-platform management capabilities. Put that solution to work and your business can achieve lower costs of implementation and higher profit. Join Ed Horst, Vice President, Oracle (former CMO of AmberPoint), and Ashish Mohindroo, Senior Director, Product Marketing, Oracle, as they discuss in this live Webcast the customer advantages of the Oracle and AmberPoint combination. Learn how our SOA solutions with AmberPoint capabilities can help you: Achieve more agility and visibility into your business processes Increase control and performance of critical applications Improve performance and reduce IT costs to benefit your bottom line Register for the Live Webcast Event Date: Thursday, May 20, 2010 Time: 10 a.m. PT/1 p.m. ET

    Read the article

  • IOUG Webcast Series on Identity Management

    - by Tanu Sood
    Identity Management for Business Empowerment Identity Management has gone from the realm of IT tools to being a business solution. Security and Identity Management offer confidence in doing secure and compliant business. But more than that, Identity Management today contributes to business growth with secure social, cloud, mobile and internal & external ecosystem enablement. Cloud computing has heightened the interest in user access security, mobile computing brings access to information beyond the enterprise and a bring your own device culture in-house, social media has added a new dimension to user identity and increasing security compliance pressure has made organizations rethink their roles and entitlements strategy. To discuss the industry trends, maturity and framework for security, compliance and business empowerment with identity management, Oracle is proud to collaborate with IOUG to launch a series of live webcasts. Covering a span of topics from identity platform to entitlements managements, privilege access management and cloud, mobile and social security, these webcasts will provide direct access to subject matter experts and technology specialists. Hear first-hand about best practices, a pragmatic approach to security implementation, customer success stories and more. Register today for the individual webcasts or the series. And just a reminder that the conversation starts at COLLABORATE 12 in Las Vegas from April 22nd – 26th. In addition to our conference sessions, as an added value this year, we are offering a half-day deep dive session on Oracle Identity Management: Building a Security and Compliance Framework for Oracle Systems. The session is scheduled for Sunday, April 22nd from 9 am to 3 pm and will cover relevant topics such as: • A Primer on Identity Management • Security and Compliance with Oracle Identity Management • Security for Oracle Applications, Fusion Applications• Managing Identities in The Cloud and Mobile World • Best Practices: Building an Identity Roadmap and Getting Started To get a head start on your compliance and security program, pre-register for this session today.

    Read the article

  • Which management tools would you recommend for software development?

    - by Robert Schneider
    What would you generally recommend for software developement? Which combination do you use or would you recommend? I assume that tools are needed for Version control, issues/bugs/task, Release management, Requirement management. Tools for Test management and Project management should be accounted for as well, I guess. Did I forget anything? Maybe tools for Continous Integration. I'm not interested in a halfway combination of one ore two tools like a Subversion + Bugzilla (I know they are good but for a company they might not be sufficient). And also tools like make/ant shouldn't be taken into account. I'd like to know a combination that covers all what is important for professional software development. However, it could be a single tool of course if it covers all the management issues. What do you think would be a good combination? I assume a combination should be regardes as good if the tools itself are good but also if they have good integrations. Udate: Something like Ant is just a script not a management tool. Okay: we do already have Perforce. But this is somehow generic. We have different projects that uses C-, VS/.NET-, Python-, PHP and we will be starting new projects in Java. Plenty of languages and frameworks, though some are going to be legacy. So the tools should be generic. Obviously we don't want to use Bugzilla for one project and Jira for another. The management tools have to be generic. Further thoughts: Think of sourceforge: For each project they offer a version control system, an issue tracker, a wiki, ... totally independent of what the project is about. Those are some management tools that a project usually needs. I would say that most companies need such a set of tools. But I could imagine, if a company has several projects, they need further tools too: for Project management, Quality management, ... And I could imagine there are some recommendable combinations of tools. A not really apropiate comparison to this could be LAMP (Linux, Apache, MySQL, PHP). A combination of software that has evolved since they work very well together, and are pretty useful for a lot of applications (or rather web sites). So maybe there are some recommendable management tool combinations that also fit toghether like LAMP. The integration is important. Thank you for the incredibly fast and helpful responses!!!

    Read the article

  • How to do the transition from project manager to product manager? [on hold]

    - by E. Topp
    I'm working as project manager / head of software for a small software company and was working on my own previously to this position. I want to however make the transition to product manager from my current position. You could ask about position differences, pitfalls of using project management processes and decision making as a product manager. What skill sets you need for the product manager job What are the position differences? What are the pitfalls of using project management processes and decision making as a product manager? What skill set is required for the product manager job? Is the transition easier for a project manager?

    Read the article

  • Getting your bearings and defining the project objective

    - by johndoucette
    I wrote this two years ago and thought it was worth posting… Some may think this is a daunting task and some may even say “what a waste of time” and want to open MS Project and start typing out tasks because someone asked for an estimate and a task list. Hell, maybe you even use Excel and pump out a spreadsheet with some real scientific formula for guessing how long it will take to code a bunch of classes. However, this short exercise will provide the basis for the entire project, whether small or large and be a great friend when communicating to anyone on your team or even your client. I call this the Project Brief. If you find yourself going beyond a single page, then you must decompose the sections and summarize your findings so there is a complete and clear picture of the project you are working on in a relatively short statement. Here is a great quote from the PMBOK (Project Management Body of Knowledge) relative to what a project is;   A project is a temporary endeavor undertaken to create a unique product, service or result. With this in mind, the project brief should encompass the entirety (objective) of the endeavor in its explanation and what it will take (goals) to create the product, service or result (deliverables). Normally the process of identifying the project objective is done during the first stage of a project called the Project Kickoff, but you can perform this very important step anytime to help you get a bearing. There are many more parts to helping a project stay on course, but this is usually the foundation where it can be grounded on. Through a series of 3 exercises, you should be able to come up with the objective, goals and deliverables on your project. Follow these steps, and in no time (about &frac12; hour), you will have the foundation of your project plan. (See examples below) Exercise 1 – Objectives Begin with the end in mind. Think about your project in business terms with a couple things to help you understand the objective; Reference the business benefit in terms of cost, speed and / or quality, Provide a higher level of what the outcome will look like (future sense) It should be non-measurable, that’s what the goals are all about The output should be a single paragraph with three sentences and take 10 minutes to write. *Typically, agreement must be reached on the objectives of the project before you would proceed to the next steps of the project. Exercise 2 – Goals A project goal is a statement that answers questions about who, what, why, where and when. A good project goal statement; Answers the five “W” questions for the project Is measurable in each of its parts Is published and agreed on by all the owners This helps the Project Manager receive confirmation on defining the project target. Using the established project objective done in the first exercise, think about the things it will take to get the job done. Think about tangible activities which are the top level tasks in a typical Work Breakdown Structure (WBS). The overall goal statement plus all the deliverables (next exercise) can be seen as the project team’s contract with the project owners. Write 3 - 5 goals in about 10 minutes. You should not write the words “Who, what, why, where and when, but merely be able to answer the questions when you read a goal. Exercise 3 – Deliverables Every project creates some type of output and these outputs are called deliverables. There are two classes of deliverables; Internal – produced for project team members to meet their goals External – produced for project owners to meet their expectations The list you enter here provides a checklist for the team’s delivery and/or is a statement of all the expectations of the project owners. Here are some typical project deliverables; Product and product documentation End product/system Requirements/feature documents Installation guides Demo/prototype System design documents User guides/help files Plans Project plan Training plan Conversion/installation/delivery plan Test plans Documentation plan Communication plan Reports and general documentation Progress reports System acceptance tests Outstanding bug list Procedures Risk and issue logs Project history Deliverables should go with each of the goals. Have 3-5 deliverables for each goal. When you are done, you will have established a great foundation for the clarity of your project. This exercise can take some time, but with practice, you should be able to whip this one out in 10 minutes as well, especially if you are intimate with an ongoing project. Samples  Objective [Client] is implementing a series of MOSS sites to support external public (Internet), internal employee (Intranet) and an external secure (password protected Internet) applications. This project will focus on the public-facing web site and will provide [Client] with architectural recommendations based on the current design being done by their design partner [Partner] and the internal Content Team. In addition, it will provide [Client] with a development plan and confidence they need to deploy a world class public Internet website. Goals 1.  [Consultant] will provide technical guidance and set project team expectations for the implementation of the MOSS Internet site based on provided features/functions within three weeks. 2.  [Consultant] will understand phase 2 secure password-protected Internet site design and provide recommendations.   Deliverables 1.1  Public Internet (unsecure) Architectural Recommendation Plan 1.2  Physical Site construction Work Breakdown Structure and plan (Time, cost and resources needed) 2.1  Two Factor authentication recommendation document   Objective [Client] is currently using an application developed by [Consultant] many years ago called "XXX". This application, although functional, does not meet their new updated business requirements and contains a few defects which [Client] has developed work-around processes. [Client] would like to have a "new and improved" system to support their membership management needs by expanding membership and subscription capabilities, provide accounting integration with internal (GL) and external (VeriSign) systems, and implement hooks to the current CRM solution. This effort will take place through a series of phases, beginning with envisioning. Goals 1. Through discussions with users, [Consultant] will discover current issues/bugs which need to be resolved which must meet the current functionality requirements within three weeks. 2. [Consultant] will gather requirements from the users about what is "needed" vs. "what they have" for enhancements and provide a high level document supporting their needs. 3. [Consultant] will meet with the team members through a series of meetings and help define the overall project plan to deliver a new and improved solution. Deliverables 1.1 Prioritized list of Current application issues/bugs that need to be resolved 1.2 Provide a resolution plan on the issues/bugs identified in the current application 1.3 Risk Assessment Document 2.1 Deliver a Requirements Document showing high-level [Client] needs for the new XXX application. · New feature functionality not in the application today · Existing functionality that will remain in the new functionality 2.2 Reporting Requirements Document 3.1 A Project Plan showing the deliverables and cost for the next (second) phase of this project. 3.2 A Statement of Work for the next (second) phase of this project. 3.3 An Estimate of any work that would need to follow the second phase.

    Read the article

  • Organizational characteristics that impact the selection of Development Methodology concepts applied to a project

    Based on my experience, no one really follows a specific methodology exactly as it is formally designed. In fact, the key concepts of a few methodologies are usually combined to form a hybrid methodology for each project based on the current organizational makeup and the project need/requirements to be accomplished. Organizational characteristics that impact the selection of methodology concepts applied to a project. Prior subject knowledge pertaining to a project can be critical when deciding on what methodology or combination of methodologies to apply to a project. For example, if a project is very straight forward, and the development staff has experience in developing  that are similar, then the waterfall method could possibly be the best choice because little to no research is needed  in order to complete the project tasks and there is very little need for changes to occur.  On the other hand, if the development staff has limited subject knowledge or the requirements/specification of the project could possibly change as the project progresses then the use of spiral, iterative, incremental, agile, or any combination would be preferred. The previous methodologies used by an organization typically do not change much from project to project unless the needs of a project dictate differently. For example, if the waterfall method is the preferred development methodology then most projects will be developed by the waterfall method. Depending on the time allotted to a project each day can impact the selection of a development methodology. In one example, if the staff can only devote a few hours a day to a project then the incremental methodology might be ideal because modules can be added to the final project as they are developed. On the other hand, if daily time allocation is not an issue, then a multitude of methodologies could work well for a project. Project characteristics that impact the selection of methodology concepts applied to a project. The type of project being developed can often dictate the type of methodology used for the project. Based on my experience, projects that tend to have a lot of user interaction, follow a more iterative, incremental, or agile approach typically using a prototype that develops into a final project. These methodologies desire back and forth communication between users, clients, and developers to allow for requirements to change and functionality to be enhanced. Conversely, limited interaction applications or automated services can still sometimes get away with using the waterfall or transactional approach. The timeline of a project can also force an organization to prefer a particular methodology over the rest. For instance, if the project must be completed within 24 hours, then there is very little time for discussions back and forth between clients, users and the development team. In this scenario, the waterfall method would be perfect because the only interaction with the client occurs prior to a development project to outline the system requirements, and the development team can quickly move through the software development stages in order to complete the project within the deadline. If the team had more time, then the other methodologies could also be considered because there is more time for client and users to review the project and make changes as they see fit, and/or allow for more time to review the project in order to enhance the business performance and functionality. Sometimes the client and or user involvement can dictate the selection of methodologies applied to a project. One example of this is if a client is highly motivated to get a project completed and desires to play an active part in the development process then the agile development approach would work perfectly with this client because it allows for frequent interaction between clients, users and the development team. The inverse of this situation is a client that just wants to provide the project requirements and only wants to get involved when the project is to be delivered. In this case the waterfall method would work well because there is no room for changes and no back and forth between the users, clients or the development team.

    Read the article

  • Announcing Oracle Enterprise Content Management Suite 11g

    - by [email protected]
    Today Oracle announced Oracle Enterprise Content Management Suite 11g. This is a major release for us, and reinforces our three key themes at Oracle: Complete New in this release - Oracle ECM Suite 11g is built on a single, unified repository. Every piece of content - documents, HTML pages, digital assets, scanned images - is stored and accessbile directly from the repository, whether you are working on websites, creating brand logos, processing accounts payable invoices, or running records and retention functions. It makes complete, end-to-end management of content possible, from the point it enters the organization, through its entire lifecycle. Also new in this release, the installation, access, monitoring and administration of Oracle ECM Suite 11g is centralized. As a complete system, organizations can lower the costs of training and usage by having a centralized source of information that is easily administered. As part of this new unified repository release, Oracle has released a benchmarking white paper that shows the extreme performance and scalability of Oracle ECM Suite. When tested on a two node UCM Server running on Sun Oracle DB Machine Half Rack Hardware with an Exadata storage server, Oracle ECM Suite 11g is able to ingest over 178 million documents per day. Open Oracle ECM Suite 11g is built on a service-oriented architecture. All functions are available through standards-based services calls in Web Services or Java. In this release Oracle unveils Open Web Content Management. Open Web Content Management is a revolutionary approach to web content management that decouples the content management process from the process of creating web applications. One piece of this approach is our one-click web content management. With one click, a web application builder can drag content services into their application, enabling their users to also edit content with just one click. Open Web Content Management is also open because it enables Web developers to add Web content management to new and existing JavaServer Pages (JSP), JavaServer Faces (JSF) and Oracle Application Development Framework (ADF) Faces applications Open content distribution - Oracle ECM Suite 11g offers flexible deployment options with a built-in smart cache so organizations can deliver Web sites or Web applications without requiring Oracle ECM Suite as part of the delivery system Integrated Oracle ECM Suite 11g also offers a series of next generation desktop integrations, providing integrations such as: New MS Office integration with menus to access managed content, insert managed links, and compare managed documents using standard MS Office reviewing tools Automatic identity tagging of documents on download - to help users understand which versions they are viewing and prevent duplicate content items in the content repository. New "smart productivity folders" to show a users workflow inbox, saved searches and checked out content directly from Windows Explorer Drag and drop metadata pop-ups Check in and check out for all file formats with any standard WebDAV server As part of Oracle's Enterprise Application Documents initiative, Oracle Content Management 11g also provides certified application integrations with solution templates You can read the press release here. You can see more assets at the launch center here. You can sign up for the announcement webinar and hear more about the new features here. You can read the benchmarking study here.

    Read the article

  • Can an agile shop every really score 12 on the Joel Test? [closed]

    - by Simon
    Possible Duplicate: Can an agile shop every really score 12 on the Joel Test? I really like the Joel test, use it myself, and encourage my staff and interviewees to consider it carefully. However I don't think I can ever score more than 9 because a few points seem to contradict the Agile Manifesto, XP and TDD, which are the bedrocks of my world. Specifically the questions about schedule, specs, testers and quiet working conditions run counter to what we are trying to create and the values that we have adopted in being genuinely agile. So my question is whether it is possible for a true Agile shop to score 12? [Note: I had this question closed on meta so I have re-posted here]

    Read the article

  • A Hot Topic - Profitability and Cost Management

    - by john.orourke(at)oracle.com
    Maybe it's due to the recent recession, or current economic recovery but a hot topic and area of focus for many organizations these days is profitability and cost management.  For most organizations, aggressive cost-cutting and cost management were critical to remaining profitable while top line revenue was flat or shrinking.  However, now we are seeing many organizations taking a more "surgical" approach to profitability and cost management, by accurately allocating revenue and costs to individual product lines, services, customer segments, locations, channels and other lines of business to understand which ones are truly profitable and which ones are not.  Based on these insights, managers can make more informed decisions about which products or services to invest in or retire, how to price their products or services for different customer segments, and where to focus their marketing and customer service resources. The most common industries where this product, service and customer-focused costing and profitability analysis is being adopted include financial services, consumer packaged goods, retail and manufacturing.  However we are seeing adoption of profitability and cost management applications in other industries and use cases.  Here are a few examples: Telecommunications Industry:  Network Costing and Management to identify the most cost effective and/or profitable network areas, to optimize existing resources, infrastructure and network capacity.  Regulatory Cost Accounting to perform more accurate allocations of revenue and costs across services and customer segments, improve ability to set billing rates for future periods, for various products and customer segments and more easily develop analysis needed for rate case proposals. Healthcare Insurance:  Visually, justifiable Medical Loss Ratio results, better knowledge of the cost to service healthcare plans and members, accurate understanding of member segment and plan profitability, improved marketing programs through better member segmentation. Public Sector:  Statutory / Regulatory Compliance:  A variety of statutory and regulatory documents state explicitly or implicitly that the use of government resources must be properly tracked and tied to performance goals.  Managerial costing methods implemented through Cost Management applications provide unparalleled visibility into costs and shared services usage throughout a Public Sector agency. Funding Support:  Regulations require public sector funding requests to be evaluated based upon the ability to achieve performance goals against the associated cost.   Improved visibility and understanding of costs of different programs/services means that organizations can demonstrably monitor performance and the associated resource costs improve the chances of having their funding requests granted. Profitability and Cost Management is one of the fastest-growing solution areas in Oracle's Enterprise Performance Management product line and we are seeing a growing number of customer successes across geographies and industries.  Listed below are just a few examples.  Here's a link to the replay from a recent webcast on this topic which featured Schroders Plc, a UK-based Financial Services company: http://www.oracle.com/go/?&Src=7011668&Act=168&pcode=WWMK10037859MPP043 Here's a link to a case study on Shenhua Guohua Power in China: http://www.oracle.com/us/corporate/customers/shenhua-snapshot-159574.pdf Here's a link to information on Oracle's web site about our profitability and cost management solutions: http://www.oracle.com/us/solutions/ent-performance-bi/performance-management/profitability-cost-mgmt/index.html

    Read the article

  • How to Implement Project Type "Copy", "Move", "Rename", and "Delete"

    - by Geertjan
    You've followed the NetBeans Project Type Tutorial and now you'd like to let the user copy, move, rename, and delete the projects conforming to your project type. When they right-click a project, they should see the relevant menu items and those menu items should provide dialogs for user interaction, followed by event handling code to deal with the current operation. Right now, at the end of the tutorial, the "Copy" and "Delete" menu items are present but disabled, while the "Move" and "Rename" menu items are absent: The NetBeans Project API provides a built-in mechanism out of the box that you can leverage for project-level "Copy", "Move", "Rename", and "Delete" actions. All the functionality is there for you to use, while all that you need to do is a bit of enablement and configuration, which is described below. To get started, read the following from the NetBeans Project API: http://bits.netbeans.org/dev/javadoc/org-netbeans-modules-projectapi/org/netbeans/spi/project/ActionProvider.html http://bits.netbeans.org/dev/javadoc/org-netbeans-modules-projectapi/org/netbeans/spi/project/CopyOperationImplementation.html http://bits.netbeans.org/dev/javadoc/org-netbeans-modules-projectapi/org/netbeans/spi/project/MoveOrRenameOperationImplementation.html http://bits.netbeans.org/dev/javadoc/org-netbeans-modules-projectapi/org/netbeans/spi/project/DeleteOperationImplementation.html Now, let's do some work. For each of the menu items we're interested in, we need to do the following: Provide enablement and invocation handling in an ActionProvider implementation. Provide appropriate OperationImplementation classes. Add the new classes to the Project Lookup. Make the Actions visible on the Project Node. Run the application and verify the Actions work as you'd like. Here we go: Create an ActionProvider. Here you specify the Actions that should be supported, the conditions under which they should be enabled, and what should happen when they're invoked, using lots of default code that lets you reuse the functionality provided by the NetBeans Project API: class CustomerActionProvider implements ActionProvider { @Override public String[] getSupportedActions() { return new String[]{ ActionProvider.COMMAND_RENAME, ActionProvider.COMMAND_MOVE, ActionProvider.COMMAND_COPY, ActionProvider.COMMAND_DELETE }; } @Override public void invokeAction(String string, Lookup lkp) throws IllegalArgumentException { if (string.equalsIgnoreCase(ActionProvider.COMMAND_RENAME)) { DefaultProjectOperations.performDefaultRenameOperation( CustomerProject.this, ""); } if (string.equalsIgnoreCase(ActionProvider.COMMAND_MOVE)) { DefaultProjectOperations.performDefaultMoveOperation( CustomerProject.this); } if (string.equalsIgnoreCase(ActionProvider.COMMAND_COPY)) { DefaultProjectOperations.performDefaultCopyOperation( CustomerProject.this); } if (string.equalsIgnoreCase(ActionProvider.COMMAND_DELETE)) { DefaultProjectOperations.performDefaultDeleteOperation( CustomerProject.this); } } @Override public boolean isActionEnabled(String command, Lookup lookup) throws IllegalArgumentException { if ((command.equals(ActionProvider.COMMAND_RENAME))) { return true; } else if ((command.equals(ActionProvider.COMMAND_MOVE))) { return true; } else if ((command.equals(ActionProvider.COMMAND_COPY))) { return true; } else if ((command.equals(ActionProvider.COMMAND_DELETE))) { return true; } return false; } } Importantly, to round off this step, add "new CustomerActionProvider()" to the "getLookup" method of the project. If you were to run the application right now, all the Actions we're interested in would be enabled (if they are visible, as described in step 4 below) but when you invoke any of them you'd get an error message because each of the DefaultProjectOperations above looks in the Lookup of the Project for the presence of an implementation of a class for handling the operation. That's what we're going to do in the next step. Provide Implementations of Project Operations. For each of our operations, the NetBeans Project API lets you implement classes to handle the operation. The dialogs for interacting with the project are provided by the NetBeans project system, but what happens with the folders and files during the operation can be influenced via the operations. Below are the simplest possible implementations, i.e., here we assume we want nothing special to happen. Each of the below needs to be in the Lookup of the Project in order for the operation invocation to succeed. private final class CustomerProjectMoveOrRenameOperation implements MoveOrRenameOperationImplementation { @Override public List<FileObject> getMetadataFiles() { return new ArrayList<FileObject>(); } @Override public List<FileObject> getDataFiles() { return new ArrayList<FileObject>(); } @Override public void notifyRenaming() throws IOException { } @Override public void notifyRenamed(String nueName) throws IOException { } @Override public void notifyMoving() throws IOException { } @Override public void notifyMoved(Project original, File originalPath, String nueName) throws IOException { } } private final class CustomerProjectCopyOperation implements CopyOperationImplementation { @Override public List<FileObject> getMetadataFiles() { return new ArrayList<FileObject>(); } @Override public List<FileObject> getDataFiles() { return new ArrayList<FileObject>(); } @Override public void notifyCopying() throws IOException { } @Override public void notifyCopied(Project prjct, File file, String string) throws IOException { } } private final class CustomerProjectDeleteOperation implements DeleteOperationImplementation { @Override public List<FileObject> getMetadataFiles() { return new ArrayList<FileObject>(); } @Override public List<FileObject> getDataFiles() { return new ArrayList<FileObject>(); } @Override public void notifyDeleting() throws IOException { } @Override public void notifyDeleted() throws IOException { } } Also make sure to put the above methods into the Project Lookup. Check the Lookup of the Project. The "getLookup()" method of the project should now include the classes you created above, as shown in bold below: @Override public Lookup getLookup() { if (lkp == null) { lkp = Lookups.fixed(new Object[]{ this, new Info(), new CustomerProjectLogicalView(this), new CustomerCustomizerProvider(this), new CustomerActionProvider(), new CustomerProjectMoveOrRenameOperation(), new CustomerProjectCopyOperation(), new CustomerProjectDeleteOperation(), new ReportsSubprojectProvider(this), }); } return lkp; } Make Actions Visible on the Project Node. The NetBeans Project API gives you a number of CommonProjectActions, including for the actions we're dealing with. Make sure the items in bold below are in the "getActions" method of the project node: @Override public Action[] getActions(boolean arg0) { return new Action[]{ CommonProjectActions.newFileAction(), CommonProjectActions.copyProjectAction(), CommonProjectActions.moveProjectAction(), CommonProjectActions.renameProjectAction(), CommonProjectActions.deleteProjectAction(), CommonProjectActions.customizeProjectAction(), CommonProjectActions.closeProjectAction() }; } Run the Application. When you run the application, you should see this: Let's now try out the various actions: Copy. When you invoke the Copy action, you'll see the dialog below. Provide a new project name and location and then the copy action is performed when the Copy button is clicked below: The message you see above, in red, might not be relevant to your project type. When you right-click the application and choose Branding, you can find the string in the Resource Bundles tab, as shown below: However, note that the message will be shown in red, no matter what the text is, hence you can really only put something like a warning message there. If you have no text at all, it will also look odd.If the project has subprojects, the copy operation will not automatically copy the subprojects. Take a look here and here for similar more complex scenarios. Move. When you invoke the Move action, the dialog below is shown: Rename. The Rename Project dialog below is shown when you invoke the Rename action: I tried it and both the display name and the folder on disk are changed. Delete. When you invoke the Delete action, you'll see this dialog: The checkbox is not checkable, in the default scenario, and when the dialog above is confirmed, the project is simply closed, i.e., the node hierarchy is removed from the application. However, if you truly want to let the user delete the project on disk, pass the Project to the DeleteOperationImplementation and then add the children of the Project you want to delete to the getDataFiles method: private final class CustomerProjectDeleteOperation implements DeleteOperationImplementation { private final CustomerProject project; private CustomerProjectDeleteOperation(CustomerProject project) { this.project = project; } @Override public List<FileObject> getDataFiles() { List<FileObject> files = new ArrayList<FileObject>(); FileObject[] projectChildren = project.getProjectDirectory().getChildren(); for (FileObject fileObject : projectChildren) { addFile(project.getProjectDirectory(), fileObject.getNameExt(), files); } return files; } private void addFile(FileObject projectDirectory, String fileName, List<FileObject> result) { FileObject file = projectDirectory.getFileObject(fileName); if (file != null) { result.add(file); } } @Override public List<FileObject> getMetadataFiles() { return new ArrayList<FileObject>(); } @Override public void notifyDeleting() throws IOException { } @Override public void notifyDeleted() throws IOException { } } Now the user will be able to check the checkbox, causing the method above to be called in the DeleteOperationImplementation: Hope this answers some questions or at least gets the discussion started. Before asking questions about this topic, please take the steps above and only then attempt to apply them to your own scenario. Useful implementations to look at: http://kickjava.com/src/org/netbeans/modules/j2ee/clientproject/AppClientProjectOperations.java.htm https://kenai.com/projects/nbandroid/sources/mercurial/content/project/src/org/netbeans/modules/android/project/AndroidProjectOperations.java

    Read the article

  • Agile Approach for WCM

    - by cameron.f.logan
    Can anyone provide me with advice, opinions, or experience with using an agile methodology to delivery an enterprise-scale Web Content Management system (e.g., Interwoven TeamSite, Tridion)? My current opinion is that to implement a CM system there is a certain--relatively high--amount of upfront work that needs to happen to make sure the system is going to be scalable and efficient for future projects for the multi-year lifespan an WCM is expected to have. This suggests a hybrid approach at best, if not a more waterfall-like approach. I'm really interested to learn what approaches others have taken. Thanks.

    Read the article

  • Major Analyst Report Chooses Oracle As An ECM Leader

    - by brian.dirking(at)oracle.com
    Oracle announced that Gartner, Inc. has named Oracle as a Leader in its latest "Magic Quadrant for Enterprise Content Management" in a press release issued this morning. Gartner's Magic Quadrant reports position vendors within a particular quadrant based on their completeness of vision and ability to execute. According to Gartner, "Leaders have the highest combined scores for Ability to Execute and Completeness of Vision. They are doing well and are prepared for the future with a clearly articulated vision. In the context of ECM, they have strong channel partners, presence in multiple regions, consistent financial performance, broad platform support and good customer support. In addition, they dominate in one or more technology or vertical market. Leaders deliver a suite that addresses market demand for direct delivery of the majority of core components, though these are not necessarily owned by them, tightly integrated, unique or best-of-breed in each area. We place more emphasis this year on demonstrated enterprise deployments; integration with other business applications and content repositories; incorporation of Web 2.0 and XML capabilities; and vertical-process and horizontal-solution focus. Leaders should drive market transformation." "To extend content governance and best practices across the enterprise, organizations need an enterprise content management solution that delivers a broad set of functionality and is tightly integrated with business processes," said Andy MacMillan, vice president, Product Management, Oracle. "We believe that Oracle's position as a Leader in this report is recognition of the industry-leading performance, integration and scalability delivered in Oracle Enterprise Content Management Suite 11g." With Oracle Enterprise Content Management Suite 11g, Oracle offers a comprehensive, integrated and high-performance content management solution that helps organizations increase efficiency, reduce costs and improve content security. In the report, Oracle is grouped among the top three vendors for execution, and is the furthest to the right, placing Oracle as the most visionary vendor. This vision stems from Oracle's integration of content management right into key business processes, delivering content in context as people need it. Using a PeopleSoft Accounts Payable user as an example, as an employee processes an invoice, Oracle ECM Suite brings that invoice up on the screen so the processor can verify the content right in the process, improving speed and accuracy. Oracle integrates content into business processes such as Human Resources, Travel and Expense, and others, in the major enterprise applications such as PeopleSoft, JD Edwards, Siebel, and E-Business Suite. As part of Oracle's Enterprise Application Documents strategy, you can see an example of these integrations in this webinar: Managing Customer Documents and Marketing Assets in Siebel. You can also get a white paper of the ROI Embry Riddle achieved using Oracle Content Management integrated with enterprise applications. Embry Riddle moved from a point solution for content management on accounts payable to an infrastructure investment - they are now using Oracle Content Management for accounts payable with Oracle E-Business Suite, and for student on-boarding with PeopleSoft e-Campus. They continue to expand their use of Oracle Content Management to address further use cases from a core infrastructure. Oracle also shows its vision in the ability to deliver content optimized for online channels. Marketers can use Oracle ECM Suite to deliver digital assets and offers as part of an integrated campaign that understands website visitors and ensures that they are given the most pertinent information and offers. Oracle also provides full lifecycle management through its built-in records management. Companies are able to manage the lifecycle of content (both records and non-records) through built-in retention management. And with the integration of Oracle ECM Suite and Sun Storage Archive Manager, content can be routed to the appropriate storage media based upon content type, usage data or other business rules. This ensures that the most accessed content is instantly available, and archived content is stored on a more appropriate medium like tape. You can learn more in this webinar - Oracle Content Management and Sun Tiered Storage. If you are interested in reading more about why Oracle was chosen as a Leader, view the Gartner Magic Quadrant for Enterprise Content Management.

    Read the article

  • Absence Management White Papers to Assist with your Implementations

    - by Carolyn Cozart
    Absence Management Setup – Additional Resources PeopleSoft is committed to helping our customers sharing our knowledge expertise in our applications. We have prepared a collection of documents (White Papers) containing examples, tips, and techniques to help you when making important decisions during your Absence Management implementation.   These documents can all be found on My Oracle Support. Absence Management Entitlement and Take Setup This document (Document ID 1493866.1) provides an overview of how to set up the main components of Absence Management, such as Absence Entitlement and Take elements, as well as other supporting elements relevant to your Absence Management implementation. Absence Management System Elements This document (Document ID 1493879.1) provides an overview of the system elements related to Absence Management. System elements are building blocks used during the design and construction of your Absence Rules. Knowing how they work and when to use them should help you expedite the implementation of your Absence Policy rules in your company Absence Management Self Service Setup This document (Document ID 1493867.1) provides an overview and guidance on some of the important areas when setting up Absence Self Service. Throughout this document we are providing examples of different configurations supported in Self Service. 

    Read the article

  • Today @ OOW: Identity Management for the SoMoClo world

    - by B Shashikumar
    Today at OpenWord, we have a very interesting lineup of Identity Management sessions that discuss how to extend identity management securrley to cloud, mobile and social ecosystems. Here are 3 of the can’t miss identity management sessions today: Identity Management and the Cloud: Security is regularly identified as the #1 barrier to cloud service adoption. Oracle Identity Management is designed to help customers extend and connect core identity services to SaaS applications and systems. This session explores how organizations are using Oracle Identity Management with cloud services and how some customers are offering identity management as a cloud service. Real-time External Authorization for Applications, Middleware and Databases: Externalization of authorization is key to manageability and audit. This session covers enterprise wide authorization solution deployment best practices and real-world examples of using Oracle Entitlements Server—the one-stop standards-compliant authorization solution—for middleware, applications, and data. Delivering Secure WiFi on the Tube as an Olympics Legacy from London 2012: In this session, Virgin Media, the U.K.’s first combined provider of broadband, TV, mobile, and home phone services, shares how it is providing free secure Wi-Fi services to the London Underground, using Oracle Virtual Directory and Oracle Entitlements Server, leveraging back-end legacy systems that were never designed to be externalized. As an Olympics 2012 legacy, the Oracle architecture will form a platform to be consumed by other Virgin Media services such as video on demand. Here is the complete lineup of Identity Management sessions today at OOW.

    Read the article

  • Is it unusual for a small company (15 developers) not to use managed source/version control?

    - by LordScree
    It's not really a technical question, but there are several other questions here about source control and best practice. The company I work for (which will remain anonymous) uses a network share to host its source code and released code. It's the responsibility of the developer or manager to manually move source code to the correct folder depending on whether it's been released and what version it is and stuff. We have various spreadsheets dotted around where we record file names and versions and what's changed, and some teams also put details of different versions at the top of each file. Each team (2-3 teams) seems to do this differently within the company. As you can imagine, it's an organised mess - organised, because the "right people" know where their stuff is, but a mess because it's all different and it relies on people remembering what to do at any one time. One good thing is that everything is backed up on a nightly basis and kept indefinitely, so if mistakes are made, snapshots can be recovered. I've been trying to push for some kind of managed source control for a while, but I can't seem to get enough support for it within the company. My main arguments are: We're currently vulnerable; at any point someone could forget to do one of the many release actions we have to do, which could mean whole versions are not stored correctly. It could take hours or even days to piece a version back together if necessary We're developing new features along with bug fixes, and often have to delay the release of one or the other because some work has not been completed yet. We also have to force customers to take versions that include new features even if they just want a bug fix, because there's only really one version we're all working on We're experiencing problems with Visual Studio because multiple developers are using the same projects at the same time (not the same files, but it's still causing problems) There are only 15 developers, but we all do stuff differently; wouldn't it be better to have a standard company-wide approach we all have to follow? My questions are: Is it normal for a group of this size not to have source control? I have so far been given only vague reasons for not having source control - what reasons would you suggest could be valid for not implementing source control, given the information above? Are there any more reasons for source control that I could add to my arsenal? I'm asking mainly to get a feel for why I have had so much resistance, so please answer honestly. I'll give the answer to the person I believe has taken the most balanced approach and has answered all three questions. Thanks in advance

    Read the article

  • Recommendations for project management software for Scrum

    - by Mendokusai
    We're using Scrum on our current project and we're very happy using our agile board and cards but reporting, burndown charts etc. are somewhat cumbersome to maintain. So, we're looking for good agile software to use instead. I'm keeping requirements deliberately vague but does anyone have any recommendations? The software would need to run on Windows.

    Read the article

  • Handling inconcistent resource availability in Project 2007

    - by Lachlan McDonald
    Afternoon all, I have four resources; a project manager, and three developers. The project manager can work anywhere from 9 to 5pm each day, but only for a total of 10 hours per week. It doesn't matter when he works, as long as he isn't over-allocated 10 hours per week. The developers on the other hand can only work up to 2 hours per day, for a total of 10 hours per week. If they work more than 2 hours in a day, they are over-allocated. How do I best configure Project to handle this kind of scheduling requirement?

    Read the article

  • Task Management - How important it is for a entry level developer?

    - by Naveen Kumar
    I hold masters in CS & now I'm mobile apps developer (Entry Level) , I always start to plan things when starting or doing any project both at work & projects i do at Home (for passion) - as I can deliver the project on time but sometimes i m running out of time like 10 tasks a day vs my time forecast will take 2 on that day? As I'm beginner level, I want your suggestions on How important is Task Management for a person like me & for achieving my goals? My target for the next 3 year will be a Project Manager or Similiar Role - i belive which these time managing skills will be a needed quality.

    Read the article

  • Introducing the First Global Web Experience Management Content Management System

    - by kellsey.ruppel
    By Calvin Scharffs, VP of Marketing and Product Development, Lingotek Globalizing online content is more important than ever. The total spending power of online consumers around the world is nearly $50 trillion, a recent Common Sense Advisory report found. Three years ago, enterprises would have to translate content into 37 language to reach 98 percent of Internet users. This year, it takes 48 languages to reach the same amount of users.  For companies seeking to increase global market share, “translate frequently and fast” is the name of the game. Today’s content is dynamic and ever-changing, covering the gamut from social media sites to company forums to press releases. With high-quality translation and localization, enterprises can tailor content to consumers around the world.  Speed and Efficiency in Translation When it comes to the “frequently and fast” part of the equation, enterprises run into problems. Professional service providers provide translated content in files, which company workers then have to manually insert into their CMS. When companies update or edit source documents, they have to hunt down all the translated content and change each document individually.  Lingotek and Oracle have solved the problem by making the Lingotek Collaborative Translation Platform fully integrated and interoperable with Oracle WebCenter Sites Web Experience Management. Lingotek combines best-in-class machine translation solutions, real-time community/crowd translation and professional translation to enable companies to publish globalized content in an efficient and cost-effective manner. WebCenter Sites Web Experience Management simplifies the creation and management of different types of content across multiple channels, including social media.  Globalization Without Interrupting the Workflow The combination of the Lingotek platform with WebCenter Sites ensures that process of authoring, publishing, targeting, optimizing and personalizing global Web content is automated, saving companies the time and effort of manually entering content. Users can seamlessly integrate translation into their WebCenter Sites workflows, optimizing their translation and localization across web, social and mobile channels in multiple languages. The original structure and formatting of all translated content is maintained, saving workers the time and effort involved with inserting the text translation and reformatting.  In addition, Lingotek’s continuous publication model addresses the dynamic nature of content, automatically updating the status of translated documents within the WebCenter Sites Workflow whenever users edit or update source documents. This enables users to sync translations in real time. The translation, localization, updating and publishing of Web Experience Management content happens in a single, uninterrupted workflow.  The net result of Lingotek Inside for Oracle WebCenter Sites Web Experience Management is a system that more than meets the need for frequent and fast global translation. Workflows are accelerated. The globalization of content becomes faster and more streamlined. Enterprises save time, cost and effort in translation project management, and can address the needs of each of their global markets in a timely and cost-effective manner.  About Lingotek Lingotek is an Oracle Gold Partner and is going to be one of the first Oracle Validated Integrator (OVI) partners with WebCenter Sites. Lingotek is also an OVI partner with Oracle WebCenter Content.  Watch a video about how Lingotek Inside for Oracle WebCenter Sites works! Oracle WebCenter will be hosting a webinar, “Hitachi Data Systems Improves Global Web Experiences with Oracle WebCenter," tomorrow, September 13th. To attend the webinar, please register now! For more information about Lingotek for Oracle WebCenter, please visit http://www.lingotek.com/oracle.

    Read the article

  • Resources for using TFS for Agile Project Development?

    - by Amy P
    Our company just installed TFS for us to start using for project development processes and source control. They want us to start using it to manage our projects as well. We have a small team, no current bug or task tracking software, and 2 developers of the 3 have experience with any actual methodologies. What books, websites, and/or other information can you recommend for us to use to get started?

    Read the article

  • Print Microsoft Project chart as giant PDF

    - by Eric
    Hi, I have Adobe's PDF creator installed and I'm using Microsoft Project 2007... I want to print my gantt chart as one giant single-page PDF. (Currently it's set to print on letter sized paper, and it's six pages in a 3x2 layout.) I can't figure out where or how to make those settings. The PDF page setup doesn't seem to be right, nor "page setup" in Project. Help :-)

    Read the article

  • Management and Monitoring Tools for Windows Azure

    - by BuckWoody
    With such a large platform, Windows Azure has a lot of moving parts. We’ve done our best to keep the interface as simple as possible, while giving you the most control and visibility we can. However, as with most Microsoft products, there are multiple ways to do something – and I’ve always found that to be a good strength. Depending on the situation, I might want a graphical interface, a command-line interface, or just an API so I can incorporate the management into my own tools, or have third-party companies write other tools. While by no means exhaustive, I thought I might put together a quick list of a few tools you can use to manage and monitor Windows Azure components, from our IaaS, SaaS and PaaS offerings. Some of the products focus on one area more than another, but all are available today. I’ll try and maintain this list to keep it current, but make sure you check the date of this post’s update – if it’s more than six months old, it’s most likely out of date. Things move fast in the cloud. The Windows Azure Management Portal The primary tool for managing Windows Azure is our portal – most everything you need is there, from creating new services to querying a database. There are two versions as of this writing – a Silverlight client version, and a newer HTML5 version. The latter is being updated constantly to be in parity with the Silverlight client. There’s a balance in this portal between simplicity and power – we’re following the “less is more” approach, with increasing levels of detail as you work through the portal rather than overwhelming you with a single, long “more is more” page. You can find the Portal here: http://windowsazure.com (then click “Log In” and then “Portal”) Windows Azure Management API You can also use programming tools to either write your own interface, or simply provide management functions directly within your solution. You have two options – you can use the more universal REST API’s, which area bit more complex but work with any system that can write to them, or the more approachable .NET API calls in code. You can find the reference for the API’s here: http://msdn.microsoft.com/en-us/library/windowsazure/ee460799.aspx  All Class Libraries, for each part of Windows Azure: http://msdn.microsoft.com/en-us/library/ee393295.aspx  PowerShell Command-lets PowerShell is one of the most powerful scripting languages I’ve used with Windows – and it’s baked into all of our products. When you need to work with multiple servers, scripting is really the only way to go, and the Windows Azure PowerShell Command-Lets allow you to work across most any part of the platform – and can even be used within the services themselves. You can do everything with them from creating a new IaaS, PaaS or SaaS service, to controlling them and even working with security and more. You can find more about the Command-Lets here: http://wappowershell.codeplex.com/documentation (older link, still works, will point you to the new ones as well) We have command-line utilities for other operating systems as well: https://www.windowsazure.com/en-us/manage/downloads/  Video walkthrough of using the Command-Lets: http://channel9.msdn.com/Events/BUILD/BUILD2011/SAC-859T  System Center System Center is actually a suite of graphical tools you can use to manage, deploy, control, monitor and tune software from Microsoft and even other platforms. This will be the primary tool we’ll recommend for managing a hybrid or contiguous management process – and as time goes on you’ll see more and more features put into System Center for the entire Windows Azure suite of products. You can find the Management Pack and README for it here: http://www.microsoft.com/en-us/download/details.aspx?id=11324  SQL Server Management Studio / Data Tools / Visual Studio SQL Server has two built-in management and development, and since Version 2008 R2, you can use them to manage Windows Azure Databases. Visual Studio also lets you connect to and manage portions of Windows Azure as well as Windows Azure Databases. You can read more about Visual Studio here: http://msdn.microsoft.com/en-us/library/windowsazure/ee405484  You can read more about the SQL tools here: http://msdn.microsoft.com/en-us/library/windowsazure/ee621784.aspx  Vendor-Provided Tools Microsoft does not suggest or endorse a specific third-party product. We do, however, use them, and see lots of other customers use them. You can browse to these sites to learn more, and chat with their folks directly on how they support Windows Azure. Cerebrata: Tools for managing from the command-line, graphical diagnostics, graphical storage management - http://www.cerebrata.com/  Quest Cloud Tools: Monitoring, Storage Management, and costing tools - http://communities.quest.com/community/cloud-tools  Paraleap: Monitoring tool - http://www.paraleap.com/AzureWatch  Cloudgraphs: Monitoring too -  http://www.cloudgraphs.com/  Opstera: Monitoring for Windows Azure and a Scale-out pattern manager - http://www.opstera.com/products/Azureops/  Compuware: SaaS performance monitoring, load testing -  http://www.compuware.com/application-performance-management/gomez-apm-products.html  SOASTA: Penetration and Security Testing - http://www.soasta.com/cloudtest/enterprise/  LoadStorm: Load-testing tool - http://loadstorm.com/windows-azure  Open-Source Tools This is probably the most specific set of tools, and the list I’ll have to maintain most often. Smaller projects have a way of coming and going, so I’ll try and make sure this list is current. Windows Azure MMC: (I actually use this one a lot) http://wapmmc.codeplex.com/  Windows Azure Diagnostics Monitor: http://archive.msdn.microsoft.com/wazdmon  Azure Application Monitor: http://azuremonitor.codeplex.com/  Azure Web Log: http://www.xentrik.net/software/azure_web_log.html  Cloud Ninja:Multi-Tennant billing and performance monitor -  http://cnmb.codeplex.com/  Cloud Samurai: Multi-Tennant Management- http://cloudsamurai.codeplex.com/    If you have additions to this list, please post them as a comment and I’ll research and then add them. Thanks!

    Read the article

  • Management and Monitoring Tools for Windows Azure

    - by BuckWoody
    With such a large platform, Windows Azure has a lot of moving parts. We’ve done our best to keep the interface as simple as possible, while giving you the most control and visibility we can. However, as with most Microsoft products, there are multiple ways to do something – and I’ve always found that to be a good strength. Depending on the situation, I might want a graphical interface, a command-line interface, or just an API so I can incorporate the management into my own tools, or have third-party companies write other tools. While by no means exhaustive, I thought I might put together a quick list of a few tools you can use to manage and monitor Windows Azure components, from our IaaS, SaaS and PaaS offerings. Some of the products focus on one area more than another, but all are available today. I’ll try and maintain this list to keep it current, but make sure you check the date of this post’s update – if it’s more than six months old, it’s most likely out of date. Things move fast in the cloud. The Windows Azure Management Portal The primary tool for managing Windows Azure is our portal – most everything you need is there, from creating new services to querying a database. There are two versions as of this writing – a Silverlight client version, and a newer HTML5 version. The latter is being updated constantly to be in parity with the Silverlight client. There’s a balance in this portal between simplicity and power – we’re following the “less is more” approach, with increasing levels of detail as you work through the portal rather than overwhelming you with a single, long “more is more” page. You can find the Portal here: http://windowsazure.com (then click “Log In” and then “Portal”) Windows Azure Management API You can also use programming tools to either write your own interface, or simply provide management functions directly within your solution. You have two options – you can use the more universal REST API’s, which area bit more complex but work with any system that can write to them, or the more approachable .NET API calls in code. You can find the reference for the API’s here: http://msdn.microsoft.com/en-us/library/windowsazure/ee460799.aspx  All Class Libraries, for each part of Windows Azure: http://msdn.microsoft.com/en-us/library/ee393295.aspx  PowerShell Command-lets PowerShell is one of the most powerful scripting languages I’ve used with Windows – and it’s baked into all of our products. When you need to work with multiple servers, scripting is really the only way to go, and the Windows Azure PowerShell Command-Lets allow you to work across most any part of the platform – and can even be used within the services themselves. You can do everything with them from creating a new IaaS, PaaS or SaaS service, to controlling them and even working with security and more. You can find more about the Command-Lets here: http://wappowershell.codeplex.com/documentation (older link, still works, will point you to the new ones as well) We have command-line utilities for other operating systems as well: https://www.windowsazure.com/en-us/manage/downloads/  Video walkthrough of using the Command-Lets: http://channel9.msdn.com/Events/BUILD/BUILD2011/SAC-859T  System Center System Center is actually a suite of graphical tools you can use to manage, deploy, control, monitor and tune software from Microsoft and even other platforms. This will be the primary tool we’ll recommend for managing a hybrid or contiguous management process – and as time goes on you’ll see more and more features put into System Center for the entire Windows Azure suite of products. You can find the Management Pack and README for it here: http://www.microsoft.com/en-us/download/details.aspx?id=11324  SQL Server Management Studio / Data Tools / Visual Studio SQL Server has two built-in management and development, and since Version 2008 R2, you can use them to manage Windows Azure Databases. Visual Studio also lets you connect to and manage portions of Windows Azure as well as Windows Azure Databases. You can read more about Visual Studio here: http://msdn.microsoft.com/en-us/library/windowsazure/ee405484  You can read more about the SQL tools here: http://msdn.microsoft.com/en-us/library/windowsazure/ee621784.aspx  Vendor-Provided Tools Microsoft does not suggest or endorse a specific third-party product. We do, however, use them, and see lots of other customers use them. You can browse to these sites to learn more, and chat with their folks directly on how they support Windows Azure. Cerebrata: Tools for managing from the command-line, graphical diagnostics, graphical storage management - http://www.cerebrata.com/  Quest Cloud Tools: Monitoring, Storage Management, and costing tools - http://communities.quest.com/community/cloud-tools  Paraleap: Monitoring tool - http://www.paraleap.com/AzureWatch  Cloudgraphs: Monitoring too -  http://www.cloudgraphs.com/  Opstera: Monitoring for Windows Azure and a Scale-out pattern manager - http://www.opstera.com/products/Azureops/  Compuware: SaaS performance monitoring, load testing -  http://www.compuware.com/application-performance-management/gomez-apm-products.html  SOASTA: Penetration and Security Testing - http://www.soasta.com/cloudtest/enterprise/  LoadStorm: Load-testing tool - http://loadstorm.com/windows-azure  Open-Source Tools This is probably the most specific set of tools, and the list I’ll have to maintain most often. Smaller projects have a way of coming and going, so I’ll try and make sure this list is current. Windows Azure MMC: (I actually use this one a lot) http://wapmmc.codeplex.com/  Windows Azure Diagnostics Monitor: http://archive.msdn.microsoft.com/wazdmon  Azure Application Monitor: http://azuremonitor.codeplex.com/  Azure Web Log: http://www.xentrik.net/software/azure_web_log.html  Cloud Ninja:Multi-Tennant billing and performance monitor -  http://cnmb.codeplex.com/  Cloud Samurai: Multi-Tennant Management- http://cloudsamurai.codeplex.com/    If you have additions to this list, please post them as a comment and I’ll research and then add them. Thanks!

    Read the article

  • How do I (tactfully) tell my project manager or lead developer that the project's codebase needs serious work?

    - by Adam Maras
    I just joined a (relatively) small development team that's been working on a project for several months, if not a year. As with most developer joining a project, I spent my first couple of days reviewing the project's codebase. The project (a medium- to large-sized ASP.NET WebForms internal line of business application) is, for lack of a more descriptive term, a disaster. There are three immediately noticeable problems with the coding standards: The standard is very loose. It describes more of what not to do (don't use Hungarian notation, etc..) than what to do. The standard isn't always followed. There are inconsistencies with the code formatting everywhere. The standard doesn't follow Microsoft's style guidelines. In my opinion, there's no value in deviating from the guidelines that were set forth by the developer of the framework and the largest contributor to the language specification. As for point 3, perhaps it bothers me more because I've taken the time to get my MCPD with a focus on web applications (specifically, ASP.NET). I'm also the only Microsoft Certified Professional on the team. Because of what I learned in all of my schooling, self-teaching, and on-the-job learning (including my preparation for the certification exams) I've also spotted several instances in the project's code where things are simply not done in the best way. I've only been on this team for a week, but I see so many issues with their codebase that I imagine I'll be spending more time fighting with what's already written to do things in "their way" than I would if I were working on a project that, for example, followed more widely accepted coding standards, architecture patterns, and best practices. This brings me to my question: Should I (and if so, how do I) propose to my project manager and team lead that the project needs to be majorly renovated? I don't want to walk into their office, waving my MCTS and MCPD certificates around, saying that their project's codebase is crap. But I also don't want to have to stay silent and have to write kludgey code atop their kludgey code, because I actually want to write quality software and I want the end product to be stable and easily maintainable.

    Read the article

< Previous Page | 2 3 4 5 6 7 8 9 10 11 12 13  | Next Page >