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• How to save/retrieve words to/from SQlite database?

  - by user998032

  Sorry if I repeat my question but I have still had no clues of what to do and how to deal with the question. My app is a dictionary. I assume that users will need to add words that they want to memorise to a Favourite list. Thus, I created a Favorite button that works on two phases: short-click to save the currently-view word into the Favourite list; and long-click to view the Favourite list so that users can click on any words to look them up again. I go for using a SQlite database to store the favourite words but I wonder how I can do this task. Specifically, my questions are: Should I use the current dictionary SQLite database or create a new SQLite database to favorite words? In each case, what codes do I have to write to cope with the mentioned task? Could anyone there kindly help? Here is the dictionary code: package mydict.app; import java.util.ArrayList; import android.database.Cursor; import android.database.sqlite.SQLiteDatabase; import android.database.sqlite.SQLiteException; import android.util.Log; public class DictionaryEngine { static final private String SQL_TAG = "[MyAppName - DictionaryEngine]"; private SQLiteDatabase mDB = null; private String mDBName; private String mDBPath; //private String mDBExtension; public ArrayList<String> lstCurrentWord = null; public ArrayList<String> lstCurrentContent = null; //public ArrayAdapter<String> adapter = null; public DictionaryEngine() { lstCurrentContent = new ArrayList<String>(); lstCurrentWord = new ArrayList<String>(); } public DictionaryEngine(String basePath, String dbName, String dbExtension) { //mDBExtension = getResources().getString(R.string.dbExtension); //mDBExtension = dbExtension; lstCurrentContent = new ArrayList<String>(); lstCurrentWord = new ArrayList<String>(); this.setDatabaseFile(basePath, dbName, dbExtension); } public boolean setDatabaseFile(String basePath, String dbName, String dbExtension) { if (mDB != null) { if (mDB.isOpen() == true) // Database is already opened { if (basePath.equals(mDBPath) && dbName.equals(mDBName)) // the opened database has the same name and path -> do nothing { Log.i(SQL_TAG, "Database is already opened!"); return true; } else { mDB.close(); } } } String fullDbPath=""; try { fullDbPath = basePath + dbName + "/" + dbName + dbExtension; mDB = SQLiteDatabase.openDatabase(fullDbPath, null, SQLiteDatabase.OPEN_READWRITE|SQLiteDatabase.NO_LOCALIZED_COLLATORS); } catch (SQLiteException ex) { ex.printStackTrace(); Log.i(SQL_TAG, "There is no valid dictionary database " + dbName +" at path " + basePath); return false; } if (mDB == null) { return false; } this.mDBName = dbName; this.mDBPath = basePath; Log.i(SQL_TAG,"Database " + dbName + " is opened!"); return true; } public void getWordList(String word) { String query; // encode input String wordEncode = Utility.encodeContent(word); if (word.equals("") || word == null) { query = "SELECT id,word FROM " + mDBName + " LIMIT 0,15" ; } else { query = "SELECT id,word FROM " + mDBName + " WHERE word >= '"+wordEncode+"' LIMIT 0,15"; } //Log.i(SQL_TAG, "query = " + query); Cursor result = mDB.rawQuery(query,null); int indexWordColumn = result.getColumnIndex("Word"); int indexContentColumn = result.getColumnIndex("Content"); if (result != null) { int countRow=result.getCount(); Log.i(SQL_TAG, "countRow = " + countRow); lstCurrentWord.clear(); lstCurrentContent.clear(); if (countRow >= 1) { result.moveToFirst(); String strWord = Utility.decodeContent(result.getString(indexWordColumn)); String strContent = Utility.decodeContent(result.getString(indexContentColumn)); lstCurrentWord.add(0,strWord); lstCurrentContent.add(0,strContent); int i = 0; while (result.moveToNext()) { strWord = Utility.decodeContent(result.getString(indexWordColumn)); strContent = Utility.decodeContent(result.getString(indexContentColumn)); lstCurrentWord.add(i,strWord); lstCurrentContent.add(i,strContent); i++; } } result.close(); } } public Cursor getCursorWordList(String word) { String query; // encode input String wordEncode = Utility.encodeContent(word); if (word.equals("") || word == null) { query = "SELECT id,word FROM " + mDBName + " LIMIT 0,15" ; } else { query = "SELECT id,content,word FROM " + mDBName + " WHERE word >= '"+wordEncode+"' LIMIT 0,15"; } //Log.i(SQL_TAG, "query = " + query); Cursor result = mDB.rawQuery(query,null); return result; } public Cursor getCursorContentFromId(int wordId) { String query; // encode input if (wordId <= 0) { return null; } else { query = "SELECT id,content,word FROM " + mDBName + " WHERE Id = " + wordId ; } //Log.i(SQL_TAG, "query = " + query); Cursor result = mDB.rawQuery(query,null); return result; } public Cursor getCursorContentFromWord(String word) { String query; // encode input if (word == null || word.equals("")) { return null; } else { query = "SELECT id,content,word FROM " + mDBName + " WHERE word = '" + word + "' LIMIT 0,1"; } //Log.i(SQL_TAG, "query = " + query); Cursor result = mDB.rawQuery(query,null); return result; } public void closeDatabase() { mDB.close(); } public boolean isOpen() { return mDB.isOpen(); } public boolean isReadOnly() { return mDB.isReadOnly(); } } And here is the code below the Favourite button to save to and load the Favourite list: btnAddFavourite = (ImageButton) findViewById(R.id.btnAddFavourite); btnAddFavourite.setOnClickListener(new View.OnClickListener() { @Override public void onClick(View v) { // Add code here to save the favourite, e.g. in the db. Toast toast = Toast.makeText(ContentView.this, R.string.messageWordAddedToFarvourite, Toast.LENGTH_SHORT); toast.show(); } }); btnAddFavourite.setOnLongClickListener(new View.OnLongClickListener() { @Override public boolean onLongClick(View v) { // Open the favourite Activity, which in turn will fetch the saved favourites, to show them. Intent intent = new Intent(getApplicationContext(), FavViewFavourite.class); intent.setFlags(Intent.FLAG_ACTIVITY_NEW_TASK); getApplicationContext().startActivity(intent); return false; } }); }

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• West Wind WebSurge - an easy way to Load Test Web Applications

  - by Rick Strahl

  A few months ago on a project the subject of load testing came up. We were having some serious issues with a Web application that would start spewing SQL lock errors under somewhat heavy load. These sort of errors can be tough to catch, precisely because they only occur under load and not during typical development testing. To replicate this error more reliably we needed to put a load on the application and run it for a while before these SQL errors would flare up. It’s been a while since I’d looked at load testing tools, so I spent a bit of time looking at different tools and frankly didn’t really find anything that was a good fit. A lot of tools were either a pain to use, didn’t have the basic features I needed, or are extravagantly expensive. In  the end I got frustrated enough to build an initially small custom load test solution that then morphed into a more generic library, then gained a console front end and eventually turned into a full blown Web load testing tool that is now called West Wind WebSurge. I got seriously frustrated looking for tools every time I needed some quick and dirty load testing for an application. If my aim is to just put an application under heavy enough load to find a scalability problem in code, or to simply try and push an application to its limits on the hardware it’s running I shouldn’t have to have to struggle to set up tests. It should be easy enough to get going in a few minutes, so that the testing can be set up quickly so that it can be done on a regular basis without a lot of hassle. And that was the goal when I started to build out my initial custom load tester into a more widely usable tool. If you’re in a hurry and you want to check it out, you can find more information and download links here: West Wind WebSurge Product Page Walk through Video Download link (zip) Install from Chocolatey Source on GitHub For a more detailed discussion of the why’s and how’s and some background continue reading. How did I get here? When I started out on this path, I wasn’t planning on building a tool like this myself – but I got frustrated enough looking at what’s out there to think that I can do better than what’s available for the most common simple load testing scenarios. When we ran into the SQL lock problems I mentioned, I started looking around what’s available for Web load testing solutions that would work for our whole team which consisted of a few developers and a couple of IT guys both of which needed to be able to run the tests. It had been a while since I looked at tools and I figured that by now there should be some good solutions out there, but as it turns out I didn’t really find anything that fit our relatively simple needs without costing an arm and a leg… I spent the better part of a day installing and trying various load testing tools and to be frank most of them were either terrible at what they do, incredibly unfriendly to use, used some terminology I couldn’t even parse, or were extremely expensive (and I mean in the ‘sell your liver’ range of expensive). Pick your poison. There are also a number of online solutions for load testing and they actually looked more promising, but those wouldn’t work well for our scenario as the application is running inside of a private VPN with no outside access into the VPN. Most of those online solutions also ended up being very pricey as well – presumably because of the bandwidth required to test over the open Web can be enormous. When I asked around on Twitter what people were using– I got mostly… crickets. Several people mentioned Visual Studio Load Test, and most other suggestions pointed to online solutions. I did get a bunch of responses though with people asking to let them know what I found – apparently I’m not alone when it comes to finding load testing tools that are effective and easy to use. As to Visual Studio, the higher end skus of Visual Studio and the test edition include a Web load testing tool, which is quite powerful, but there are a number of issues with that: First it’s tied to Visual Studio so it’s not very portable – you need a VS install. I also find the test setup and terminology used by the VS test runner extremely confusing. Heck, it’s complicated enough that there’s even a Pluralsight course on using the Visual Studio Web test from Steve Smith. And of course you need to have one of the high end Visual Studio Skus, and those are mucho Dinero ($$$) – just for the load testing that’s rarely an option. Some of the tools are ultra extensive and let you run analysis tools on the target serves which is useful, but in most cases – just plain overkill and only distracts from what I tend to be ultimately interested in: Reproducing problems that occur at high load, and finding the upper limits and ‘what if’ scenarios as load is ramped up increasingly against a site. Yes it’s useful to have Web app instrumentation, but often that’s not what you’re interested in. I still fondly remember early days of Web testing when Microsoft had the WAST (Web Application Stress Tool) tool, which was rather simple – and also somewhat limited – but easily allowed you to create stress tests very quickly. It had some serious limitations (mainly that it didn’t work with SSL),  but the idea behind it was excellent: Create tests quickly and easily and provide a decent engine to run it locally with minimal setup. You could get set up and run tests within a few minutes. Unfortunately, that tool died a quiet death as so many of Microsoft’s tools that probably were built by an intern and then abandoned, even though there was a lot of potential and it was actually fairly widely used. Eventually the tools was no longer downloadable and now it simply doesn’t work anymore on higher end hardware. West Wind Web Surge – Making Load Testing Quick and Easy So I ended up creating West Wind WebSurge out of rebellious frustration… The goal of WebSurge is to make it drop dead simple to create load tests. It’s super easy to capture sessions either using the built in capture tool (big props to Eric Lawrence, Telerik and FiddlerCore which made that piece a snap), using the full version of Fiddler and exporting sessions, or by manually or programmatically creating text files based on plain HTTP headers to create requests. I’ve been using this tool for 4 months now on a regular basis on various projects as a reality check for performance and scalability and it’s worked extremely well for finding small performance issues. I also use it regularly as a simple URL tester, as it allows me to quickly enter a URL plus headers and content and test that URL and its results along with the ability to easily save one or more of those URLs. A few weeks back I made a walk through video that goes over most of the features of WebSurge in some detail: Note that the UI has slightly changed since then, so there are some UI improvements. Most notably the test results screen has been updated recently to a different layout and to provide more information about each URL in a session at a glance. The video and the main WebSurge site has a lot of info of basic operations. For the rest of this post I’ll talk about a few deeper aspects that may be of interest while also giving a glance at how WebSurge works. Session Capturing As you would expect, WebSurge works with Sessions of Urls that are played back under load. Here’s what the main Session View looks like: You can create session entries manually by individually adding URLs to test (on the Request tab on the right) and saving them, or you can capture output from Web Browsers, Windows Desktop applications that call services, your own applications using the built in Capture tool. With this tool you can capture anything HTTP -SSL requests and content from Web pages, AJAX calls, SOAP or REST services – again anything that uses Windows or .NET HTTP APIs. Behind the scenes the capture tool uses FiddlerCore so basically anything you can capture with Fiddler you can also capture with Web Surge Session capture tool. Alternately you can actually use Fiddler as well, and then export the captured Fiddler trace to a file, which can then be imported into WebSurge. This is a nice way to let somebody capture session without having to actually install WebSurge or for your customers to provide an exact playback scenario for a given set of URLs that cause a problem perhaps. Note that not all applications work with Fiddler’s proxy unless you configure a proxy. For example, .NET Web applications that make HTTP calls usually don’t show up in Fiddler by default. For those .NET applications you can explicitly override proxy settings to capture those requests to service calls. The capture tool also has handy optional filters that allow you to filter by domain, to help block out noise that you typically don’t want to include in your requests. For example, if your pages include links to CDNs, or Google Analytics or social links you typically don’t want to include those in your load test, so by capturing just from a specific domain you are guaranteed content from only that one domain. Additionally you can provide url filters in the configuration file – filters allow to provide filter strings that if contained in a url will cause requests to be ignored. Again this is useful if you don’t filter by domain but you want to filter out things like static image, css and script files etc. Often you’re not interested in the load characteristics of these static and usually cached resources as they just add noise to tests and often skew the overall url performance results. In my testing I tend to care only about my dynamic requests. SSL Captures require Fiddler Note, that in order to capture SSL requests you’ll have to install the Fiddler’s SSL certificate. The easiest way to do this is to install Fiddler and use its SSL configuration options to get the certificate into the local certificate store. There’s a document on the Telerik site that provides the exact steps to get SSL captures to work with Fiddler and therefore with WebSurge. Session Storage A group of URLs entered or captured make up a Session. Sessions can be saved and restored easily as they use a very simple text format that simply stored on disk. The format is slightly customized HTTP header traces separated by a separator line. The headers are standard HTTP headers except that the full URL instead of just the domain relative path is stored as part of the 1st HTTP header line for easier parsing. Because it’s just text and uses the same format that Fiddler uses for exports, it’s super easy to create Sessions by hand manually or under program control writing out to a simple text file. You can see what this format looks like in the Capture window figure above – the raw captured format is also what’s stored to disk and what WebSurge parses from. The only ‘custom’ part of these headers is that 1st line contains the full URL instead of the domain relative path and Host: header. The rest of each header are just plain standard HTTP headers with each individual URL isolated by a separator line. The format used here also uses what Fiddler produces for exports, so it’s easy to exchange or view data either in Fiddler or WebSurge. Urls can also be edited interactively so you can modify the headers easily as well: Again – it’s just plain HTTP headers so anything you can do with HTTP can be added here. Use it for single URL Testing Incidentally I’ve also found this form as an excellent way to test and replay individual URLs for simple non-load testing purposes. Because you can capture a single or many URLs and store them on disk, this also provides a nice HTTP playground where you can record URLs with their headers, and fire them one at a time or as a session and see results immediately. It’s actually an easy way for REST presentations and I find the simple UI flow actually easier than using Fiddler natively. Finally you can save one or more URLs as a session for later retrieval. I’m using this more and more for simple URL checks. Overriding Cookies and Domains Speaking of HTTP headers – you can also overwrite cookies used as part of the options. One thing that happens with modern Web applications is that you have session cookies in use for authorization. These cookies tend to expire at some point which would invalidate a test. Using the Options dialog you can actually override the cookie: which replaces the cookie for all requests with the cookie value specified here. You can capture a valid cookie from a manual HTTP request in your browser and then paste into the cookie field, to replace the existing Cookie with the new one that is now valid. Likewise you can easily replace the domain so if you captured urls on west-wind.com and now you want to test on localhost you can do that easily easily as well. You could even do something like capture on store.west-wind.com and then test on localhost/store which would also work. Running Load Tests Once you’ve created a Session you can specify the length of the test in seconds, and specify the number of simultaneous threads to run each session on. Sessions run through each of the URLs in the session sequentially by default. One option in the options list above is that you can also randomize the URLs so each thread runs requests in a different order. This avoids bunching up URLs initially when tests start as all threads run the same requests simultaneously which can sometimes skew the results of the first few minutes of a test. While sessions run some progress information is displayed: By default there’s a live view of requests displayed in a Console-like window. On the bottom of the window there’s a running total summary that displays where you’re at in the test, how many requests have been processed and what the requests per second count is currently for all requests. Note that for tests that run over a thousand requests a second it’s a good idea to turn off the console display. While the console display is nice to see that something is happening and also gives you slight idea what’s happening with actual requests, once a lot of requests are processed, this UI updating actually adds a lot of CPU overhead to the application which may cause the actual load generated to be reduced. If you are running a 1000 requests a second there’s not much to see anyway as requests roll by way too fast to see individual lines anyway. If you look on the options panel, there is a NoProgressEvents option that disables the console display. Note that the summary display is still updated approximately once a second so you can always tell that the test is still running. Test Results When the test is done you get a simple Results display: On the right you get an overall summary as well as breakdown by each URL in the session. Both success and failures are highlighted so it’s easy to see what’s breaking in your load test. The report can be printed or you can also open the HTML document in your default Web Browser for printing to PDF or saving the HTML document to disk. The list on the right shows you a partial list of the URLs that were fired so you can look in detail at the request and response data. The list can be filtered by success and failure requests. Each list is partial only (at the moment) and limited to a max of 1000 items in order to render reasonably quickly. Each item in the list can be clicked to see the full request and response data: This particularly useful for errors so you can quickly see and copy what request data was used and in the case of a GET request you can also just click the link to quickly jump to the page. For non-GET requests you can find the URL in the Session list, and use the context menu to Test the URL as configured including any HTTP content data to send. You get to see the full HTTP request and response as well as a link in the Request header to go visit the actual page. Not so useful for a POST as above, but definitely useful for GET requests. Finally you can also get a few charts. The most useful one is probably the Request per Second chart which can be accessed from the Charts menu or shortcut. Here’s what it looks like:   Results can also be exported to JSON, XML and HTML. Keep in mind that these files can get very large rather quickly though, so exports can end up taking a while to complete. Command Line Interface WebSurge runs with a small core load engine and this engine is plugged into the front end application I’ve shown so far. There’s also a command line interface available to run WebSurge from the Windows command prompt. Using the command line you can run tests for either an individual URL (similar to AB.exe for example) or a full Session file. By default when it runs WebSurgeCli shows progress every second showing total request count, failures and the requests per second for the entire test. A silent option can turn off this progress display and display only the results. The command line interface can be useful for build integration which allows checking for failures perhaps or hitting a specific requests per second count etc. It’s also nice to use this as quick and dirty URL test facility similar to the way you’d use Apache Bench (ab.exe). Unlike ab.exe though, WebSurgeCli supports SSL and makes it much easier to create multi-URL tests using either manual editing or the WebSurge UI. Current Status Currently West Wind WebSurge is still in Beta status. I’m still adding small new features and tweaking the UI in an attempt to make it as easy and self-explanatory as possible to run. Documentation for the UI and specialty features is also still a work in progress. I plan on open-sourcing this product, but it won’t be free. There’s a free version available that provides a limited number of threads and request URLs to run. A relatively low cost license  removes the thread and request limitations. Pricing info can be found on the Web site – there’s an introductory price which is $99 at the moment which I think is reasonable compared to most other for pay solutions out there that are exorbitant by comparison… The reason code is not available yet is – well, the UI portion of the app is a bit embarrassing in its current monolithic state. The UI started as a very simple interface originally that later got a lot more complex – yeah, that never happens, right? Unless there’s a lot of interest I don’t foresee re-writing the UI entirely (which would be ideal), but in the meantime at least some cleanup is required before I dare to publish it :-). The code will likely be released with version 1.0. I’m very interested in feedback. Do you think this could be useful to you and provide value over other tools you may or may not have used before? I hope so – it already has provided a ton of value for me and the work I do that made the development worthwhile at this point. You can leave a comment below, or for more extensive discussions you can post a message on the West Wind Message Board in the WebSurge section Microsoft MVPs and Insiders get a free License If you’re a Microsoft MVP or a Microsoft Insider you can get a full license for free. Send me a link to your current, official Microsoft profile and I’ll send you a not-for resale license. Send any messages to [email protected]. Resources For more info on WebSurge and to download it to try it out, use the following links. West Wind WebSurge Home Download West Wind WebSurge Getting Started with West Wind WebSurge Video© Rick Strahl, West Wind Technologies, 2005-2014Posted in ASP.NET   Tweet !function(d,s,id){var js,fjs=d.getElementsByTagName(s)[0];if(!d.getElementById(id)){js=d.createElement(s);js.id=id;js.src="//platform.twitter.com/widgets.js";fjs.parentNode.insertBefore(js,fjs);}}(document,"script","twitter-wjs"); (function() { var po = document.createElement('script'); po.type = 'text/javascript'; po.async = true; po.src = 'https://apis.google.com/js/plusone.js'; var s = document.getElementsByTagName('script')[0]; s.parentNode.insertBefore(po, s); })();

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• C++ assignment operators dynamic arrays

  - by user2905445

  First off i know the multiplying part is wrong but i have some questions about the code. 1. When i am overloading my operator+ i print out the matrix using cout << *this then right after i return *this and when i do a+b on matix a and matix b it doesnt give me the same thing this is very confusing. 2. When i make matrix c down in my main i cant use my default constructor for some reason because when i go to set it = using my assignment operator overloaded function it gives me an error saying "expression must be a modifiable value. although using my constructor that sets the row and column numbers is the same as my default constructor using (0,0). 3. My assignment operator= function uses a copy constructor to make a new matrix using the values on the right hand side of the equal sign and when i print out c it doesn't give me anything Any help would be great this is my hw for a algorithm class which i still need to do the algorithm for the multiplying matrices but i need to solve these issues first and im having a lot of trouble please help. //Programmer: Eric Oudin //Date: 10/21/2013 //Description: Working with matricies #include <iostream> using namespace std; class matrixType { public: friend ostream& operator<<(ostream&, const matrixType&); const matrixType& operator*(const matrixType&); matrixType& operator+(const matrixType&); matrixType& operator-(const matrixType&); const matrixType& operator=(const matrixType&); void fillMatrix(); matrixType(); matrixType(int, int); matrixType(const matrixType&); ~matrixType(); private: int **matrix; int rowSize; int columnSize; }; ostream& operator<< (ostream& osObject, const matrixType& matrix) { osObject << endl; for (int i=0;i<matrix.rowSize;i++) { for (int j=0;j<matrix.columnSize;j++) { osObject << matrix.matrix[i][j] <<", "; } osObject << endl; } return osObject; } const matrixType& matrixType::operator=(const matrixType& matrixRight) { matrixType temp(matrixRight); cout << temp; return temp; } const matrixType& matrixType::operator*(const matrixType& matrixRight) { matrixType temp(rowSize*matrixRight.columnSize, columnSize*matrixRight.rowSize); if(rowSize == matrixRight.columnSize) { for (int i=0;i<rowSize;i++) { for (int j=0;j<columnSize;j++) { temp.matrix[i][j] = matrix[i][j] * matrixRight.matrix[i][j]; } } } else { cout << "Cannot multiply matricies that have different size rows from the others columns." << endl; } return temp; } matrixType& matrixType::operator+(const matrixType& matrixRight) { if(rowSize == matrixRight.rowSize && columnSize == matrixRight.columnSize) { for (int i=0;i<rowSize;i++) { for (int j=0;j<columnSize;j++) { matrix[i][j] += matrixRight.matrix[i][j]; } } } else { cout << "Cannot add matricies that are different sizes." << endl; } cout << *this; return *this; } matrixType& matrixType::operator-(const matrixType& matrixRight) { matrixType temp(rowSize, columnSize); if(rowSize == matrixRight.rowSize && columnSize == matrixRight.columnSize) { for (int i=0;i<rowSize;i++) { for (int j=0;j<columnSize;j++) { matrix[i][j] -= matrixRight.matrix[i][j]; } } } else { cout << "Cannot subtract matricies that are different sizes." << endl; } return *this; } void matrixType::fillMatrix() { for (int i=0;i<rowSize;i++) { for (int j=0;j<columnSize;j++) { cout << "Enter the matix number at (" << i << "," << j << "):"; cin >> matrix[i][j]; } } } matrixType::matrixType() { rowSize=0; columnSize=0; matrix = new int*[rowSize]; for (int i=0; i < rowSize; i++) { matrix[i] = new int[columnSize]; } } matrixType::matrixType(int setRows, int setColumns) { rowSize=setRows; columnSize=setColumns; matrix = new int*[rowSize]; for (int i=0; i < rowSize; i++) { matrix[i] = new int[columnSize]; } } matrixType::matrixType(const matrixType& otherMatrix) { rowSize=otherMatrix.rowSize; columnSize=otherMatrix.columnSize; matrix = new int*[rowSize]; for (int i = 0; i < rowSize; i++) { for (int j = 0; j < columnSize; j++) { matrix[i]=new int[columnSize]; matrix[i][j]=otherMatrix.matrix[i][j]; } } } matrixType::~matrixType() { delete [] matrix; } int main() { matrixType a(2,2); matrixType b(2,2); matrixType c(0,0); cout << "fill matrix a:"<< endl;; a.fillMatrix(); cout << "fill matrix b:"<< endl;; b.fillMatrix(); cout << a; cout << b; c = a+b; cout <<"matrix a + matrix b =" << c; system("PAUSE"); return 0; }

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• jquery jumps to top on click event, return false or prevenDefault doesn't work

  - by Sebsemillia

  Hi, I have written a simple jquery script for a content slider. My problem is that the screen always jumps to the top position of the parent div when sliding the content. I've tried return false and preventDefault to cope with this effect, but the two just make the script not work anymore, nothing happens when I click the links.. So here is the jquery code: $(document).ready(function (){ var itemCount = $('.container div').size(); var itemWidth = $('.container div').width(); $('.container').wrap('<div id="AboutSlider"></div>'); $('#AboutSlider').css({'width':'640px', 'overflow':'hidden', 'position':'relative', 'height':'400px'}); $('#AboutSlider .container').css({'width':itemCount*itemWidth+'px', 'position':'absolute', 'height':'400px'}); $('.container .aboutContent').css({'padding-left':'0px'}); $('#AboutSlider .aboutContent').css({'width':'640px', 'float':'left', 'min-height':'400px'}); $('#AboutNav a').click(function(){ var integer = $(this).attr('rel'); $('#AboutSlider .container').animate({left:-640*(parseInt(integer)-1)}) $('#AboutNav a').each(function(){ $(this).removeClass('active'); if($(this).hasClass('button'+integer)){ $(this).addClass('active')} }); }); }); And here the respective html bit: <div id="Dienstleistungen"> <div class="left_column"> <h2>Meine Dienstleistungen</h2> <h3>KOMPETENZEN</h3> <ul id="AboutNav"> <li><h1><a href="#Kompetenzen" class="button1 active" rel="1" title="Frontend Entwicklung | Sebastian B&ouml;hme">&Uuml;berblick</a></h1></li> <li><h1><a href="#Frontend" class="button2" rel="2" title="Frontend Entwicklung | Sebastian B&ouml;hme">Frontend Entwicklung</a></h1></li> <li><h1><a href="#CMS" class="button3" rel="3" title="Content Management Systeme &amp; Online Shops | Sebastian B&ouml;hme">Content Management Systeme &amp; Online Shops</a></h1></li> <li><h1><a href="#SEO" class="button4" rel="4" title="Suchmaschinenoptimierung (SEO) | Sebastian B&ouml;hme">Suchmaschinenoptimierung (SEO)</a></h1></li> <li><h1><a href="#ScreenDesign" class="button5" rel="5" title="Screen Design | Sebastian B&ouml;hme">Screen Design</a></h1></li> <li><h1><a href="#Hand" class="button6" rel="6" title="Alles aus einer Hand | Sebastian B&ouml;hme">Alles aus einer Hand</a></h1></li> </ul> </div> <div class="container"> <div id="Kompetenzen" class="aboutContent right_columns"> <h1>&Uuml;berblick</h1> <p>Phasellus in massa. Curabitur dolor eros, gravida et, hendrerit ac, cursus non, massa. Aliquam lorem. In hac habitasse platea dictumst. Cras eu mauris. Quisque lacus. Donec ipsum. Nullam vitae sem at nunc pharetra ultricies. Vivamus elit eros, ullamcorper a, adipiscing sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> <p>Teng sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> </div> <hr /> <div id="Frontend" class="aboutContent right_column "> <h1>Frontend Entwicklung</h1> <p>Phasellus in massa. Curabitur dolor eros, gravida et, hendrerit ac, cursus non, massa. Aliquam lorem. In hac habitasse platea dictumst. Cras eu mauris. Quisque lacus. Donec ipsum. Nullam vitae sem at nunc pharetra ultricies. Vivamus elit eros, ullamcorper a, adipiscing sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> <p>Teng sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> </div> <hr /> <div id="CMS" class="aboutContent right_column "> <h1>Content Management Systeme &amp; Online Shops</h1> <p>Phasellus in massa. Curabitur dolor eros, gravida et, hendrerit ac, cursus non, massa. Aliquam lorem. In hac habitasse platea dictumst. Cras eu mauris. Quisque lacus. Donec ipsum. Nullam vitae sem at nunc pharetra ultricies. Vivamus elit eros, ullamcorper a, adipiscing sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> <p>Teng sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> </div> <hr /> <div id="SEO" class="aboutContent right_column "> <h1>Suchmaschinenoptimierung (SEO)</h1> <p>Phasellus in massa. Curabitur dolor eros, gravida et, hendrerit ac, cursus non, massa. Aliquam lorem. In hac habitasse platea dictumst. Cras eu mauris. Quisque lacus. Donec ipsum. Nullam vitae sem at nunc pharetra ultricies. Vivamus elit eros, ullamcorper a, adipiscing sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> <p>Teng sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> </div> <hr /> <div id="ScreenDesign" class="aboutContent right_column "> <h1>Screen Design</h1> <p>Phasellus in massa. Curabitur dolor eros, gravida et, hendrerit ac, cursus non, massa. Aliquam lorem. In hac habitasse platea dictumst. Cras eu mauris. Quisque lacus. Donec ipsum. Nullam vitae sem at nunc pharetra ultricies. Vivamus elit eros, ullamcorper a, adipiscing sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> <p>Teng sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> </div> <hr /> <div id="Hand" class="aboutContent right_column"> <h1>Alles aus einer Hand</h1> <p>Curabitur dolor eros, gravida et, hendrerit ac, cursus non, massa. Aliquam lorem. In hac habitasse platea dictumst. Cras eu mauris. Quisque lacus. Donec ipsum. Nullam vitae sem at nunc pharetra ultricies. Vivamus elit eros, ullamcorper a, adipiscing sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> <p>Teng sit amet, porttitor ut, nibh. Maecenas adipiscing mollis massa. Nunc ut dui eget nulla venenatis aliquet. Sed luctus posuere justo. Cras vehicula varius turpis. Vivamus eros metus, tristique sit amet, molestie dignissim, malesuada et, urna. </p> </div> </div><!-- AboutSlider --> </div><!-- Dienstleistungen --> somebody got any idea? Thanks a lot in advance!!

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• Where to find xmoov port to C#? (to make Http Pseudo Streaming from c# app)

  - by Ole Jak

  So I found this beautifull script for FLV video format Http Pseudo Streaming but in is in PHP ( found on http://stream.xmoov.com/ ) So does any one know opensource translations or can translate such PHP code into C#? <?php /* xmoov-php 1.0 Development version 0.9.3 beta by: Eric Lorenzo Benjamin jr. webmaster (AT) xmoov (DOT) com originally inspired by Stefan Richter at flashcomguru.com bandwidth limiting by Terry streamingflvcom (AT) dedicatedmanagers (DOT) com This work is licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License. For more information, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ For the full license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/legalcode or send a letter to Creative Commons, 543 Howard Street, 5th Floor, San Francisco, California, 94105, USA. */ // SCRIPT CONFIGURATION //------------------------------------------------------------------------------------------ // MEDIA PATH // // you can configure these settings to point to video files outside the public html folder. //------------------------------------------------------------------------------------------ // points to server root define('XMOOV_PATH_ROOT', ''); // points to the folder containing the video files. define('XMOOV_PATH_FILES', 'video/'); //------------------------------------------------------------------------------------------ // SCRIPT BEHAVIOR //------------------------------------------------------------------------------------------ //set to TRUE to use bandwidth limiting. define('XMOOV_CONF_LIMIT_BANDWIDTH', TRUE); //set to FALSE to prohibit caching of video files. define('XMOOV_CONF_ALLOW_FILE_CACHE', FALSE); //------------------------------------------------------------------------------------------ // BANDWIDTH SETTINGS // // these settings are only needed when using bandwidth limiting. // // bandwidth is limited my sending a limited amount of video data(XMOOV_BW_PACKET_SIZE), // in specified time intervals(XMOOV_BW_PACKET_INTERVAL). // avoid time intervals over 1.5 seconds for best results. // // you can also control bandwidth limiting via http command using your video player. // the function getBandwidthLimit($part) holds three preconfigured presets(low, mid, high), // which can be changed to meet your needs //------------------------------------------------------------------------------------------ //set how many kilobytes will be sent per time interval define('XMOOV_BW_PACKET_SIZE', 90); //set the time interval in which data packets will be sent in seconds. define('XMOOV_BW_PACKET_INTERVAL', 0.3); //set to TRUE to control bandwidth externally via http. define('XMOOV_CONF_ALLOW_DYNAMIC_BANDWIDTH', TRUE); //------------------------------------------------------------------------------------------ // DYNAMIC BANDWIDTH CONTROL //------------------------------------------------------------------------------------------ function getBandwidthLimit($part) { switch($part) { case 'interval' : switch($_GET[XMOOV_GET_BANDWIDTH]) { case 'low' : return 1; break; case 'mid' : return 0.5; break; case 'high' : return 0.3; break; default : return XMOOV_BW_PACKET_INTERVAL; break; } break; case 'size' : switch($_GET[XMOOV_GET_BANDWIDTH]) { case 'low' : return 10; break; case 'mid' : return 40; break; case 'high' : return 90; break; default : return XMOOV_BW_PACKET_SIZE; break; } break; } } //------------------------------------------------------------------------------------------ // INCOMING GET VARIABLES CONFIGURATION // // use these settings to configure how video files, seek position and bandwidth settings are accessed by your player //------------------------------------------------------------------------------------------ define('XMOOV_GET_FILE', 'file'); define('XMOOV_GET_POSITION', 'position'); define('XMOOV_GET_AUTHENTICATION', 'key'); define('XMOOV_GET_BANDWIDTH', 'bw'); // END SCRIPT CONFIGURATION - do not change anything beyond this point if you do not know what you are doing //------------------------------------------------------------------------------------------ // PROCESS FILE REQUEST //------------------------------------------------------------------------------------------ if(isset($_GET[XMOOV_GET_FILE]) && isset($_GET[XMOOV_GET_POSITION])) { // PROCESS VARIABLES # get seek position $seekPos = intval($_GET[XMOOV_GET_POSITION]); # get file name $fileName = htmlspecialchars($_GET[XMOOV_GET_FILE]); # assemble file path $file = XMOOV_PATH_ROOT . XMOOV_PATH_FILES . $fileName; # assemble packet interval $packet_interval = (XMOOV_CONF_ALLOW_DYNAMIC_BANDWIDTH && isset($_GET[XMOOV_GET_BANDWIDTH])) ? getBandwidthLimit('interval') : XMOOV_BW_PACKET_INTERVAL; # assemble packet size $packet_size = ((XMOOV_CONF_ALLOW_DYNAMIC_BANDWIDTH && isset($_GET[XMOOV_GET_BANDWIDTH])) ? getBandwidthLimit('size') : XMOOV_BW_PACKET_SIZE) * 1042; # security improved by by TRUI www.trui.net if (!file_exists($file)) { print('<b>ERROR:</b> xmoov-php could not find (' . $fileName . ') please check your settings.'); exit(); } if(file_exists($file) && strrchr($fileName, '.') == '.flv' && strlen($fileName) > 2 && !eregi(basename($_SERVER['PHP_SELF']), $fileName) && ereg('^[^./][^/]*$', $fileName)) { # stay clean @ob_end_clean(); @set_time_limit(0); # keep binary data safe set_magic_quotes_runtime(0); $fh = fopen($file, 'rb') or die ('<b>ERROR:</b> xmoov-php could not open (' . $fileName . ')'); $fileSize = filesize($file) - (($seekPos > 0) ? $seekPos + 1 : 0); // SEND HEADERS if(!XMOOV_CONF_ALLOW_FILE_CACHE) { # prohibit caching (different methods for different clients) session_cache_limiter("nocache"); header("Expires: Thu, 19 Nov 1981 08:52:00 GMT"); header("Last-Modified: " . gmdate("D, d M Y H:i:s") . " GMT"); header("Cache-Control: no-store, no-cache, must-revalidate, post-check=0, pre-check=0"); header("Pragma: no-cache"); } # content headers header("Content-Type: video/x-flv"); header("Content-Disposition: attachment; filename=\"" . $fileName . "\""); header("Content-Length: " . $fileSize); # FLV file format header if($seekPos != 0) { print('FLV'); print(pack('C', 1)); print(pack('C', 1)); print(pack('N', 9)); print(pack('N', 9)); } # seek to requested file position fseek($fh, $seekPos); # output file while(!feof($fh)) { # use bandwidth limiting - by Terry if(XMOOV_CONF_LIMIT_BANDWIDTH) { # get start time list($usec, $sec) = explode(' ', microtime()); $time_start = ((float)$usec + (float)$sec); # output packet print(fread($fh, $packet_size)); # get end time list($usec, $sec) = explode(' ', microtime()); $time_stop = ((float)$usec + (float)$sec); # wait if output is slower than $packet_interval $time_difference = $time_stop - $time_start; # clean up @flush(); @ob_flush(); if($time_difference < (float)$packet_interval) { usleep((float)$packet_interval * 1000000 - (float)$time_difference * 1000000); } } else { # output file without bandwidth limiting print(fread($fh, filesize($file))); } } } } ?>

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• Is there a Telecommunications Reference Architecture?

  - by raul.goycoolea

  @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Abstract   Reference architecture provides needed architectural information that can be provided in advance to an enterprise to enable consistent architectural best practices. Enterprise Reference Architecture helps business owners to actualize their strategies, vision, objectives, and principles. It evaluates the IT systems, based on Reference Architecture goals, principles, and standards. It helps to reduce IT costs by increasing functionality, availability, scalability, etc. Telecom Reference Architecture provides customers with the flexibility to view bundled service bills online with the provision of multiple services. It provides real-time, flexible billing and charging systems, to handle complex promotions, discounts, and settlements with multiple parties. This paper attempts to describe the Reference Architecture for the Telecom Enterprises. It lays the foundation for a Telecom Reference Architecture by articulating the requirements, drivers, and pitfalls for telecom service providers. It describes generic reference architecture for telecom enterprises and moves on to explain how to achieve Enterprise Reference Architecture by using SOA.   Introduction   A Reference Architecture provides a methodology, set of practices, template, and standards based on a set of successful solutions implemented earlier. These solutions have been generalized and structured for the depiction of both a logical and a physical architecture, based on the harvesting of a set of patterns that describe observations in a number of successful implementations. It helps as a reference for the various architectures that an enterprise can implement to solve various problems. It can be used as the starting point or the point of comparisons for various departments/business entities of a company, or for the various companies for an enterprise. It provides multiple views for multiple stakeholders.   Major artifacts of the Enterprise Reference Architecture are methodologies, standards, metadata, documents, design patterns, etc.   Purpose of Reference Architecture   In most cases, architects spend a lot of time researching, investigating, defining, and re-arguing architectural decisions. It is like reinventing the wheel as their peers in other organizations or even the same organization have already spent a lot of time and effort defining their own architectural practices. This prevents an organization from learning from its own experiences and applying that knowledge for increased effectiveness.   Reference architecture provides missing architectural information that can be provided in advance to project team members to enable consistent architectural best practices.   Enterprise Reference Architecture helps an enterprise to achieve the following at the abstract level:   ·       Reference architecture is more of a communication channel to an enterprise ·       Helps the business owners to accommodate to their strategies, vision, objectives, and principles. ·       Evaluates the IT systems based on Reference Architecture Principles ·       Reduces IT spending through increasing functionality, availability, scalability, etc ·       A Real-time Integration Model helps to reduce the latency of the data updates Is used to define a single source of Information ·       Provides a clear view on how to manage information and security ·       Defines the policy around the data ownership, product boundaries, etc. ·       Helps with cost optimization across project and solution portfolios by eliminating unused or duplicate investments and assets ·       Has a shorter implementation time and cost   Once the reference architecture is in place, the set of architectural principles, standards, reference models, and best practices ensure that the aligned investments have the greatest possible likelihood of success in both the near term and the long term (TCO).     Common pitfalls for Telecom Service Providers   Telecom Reference Architecture serves as the first step towards maturity for a telecom service provider. During the course of our assignments/experiences with telecom players, we have come across the following observations – Some of these indicate a lack of maturity of the telecom service provider:   ·       In markets that are growing and not so mature, it has been observed that telcos have a significant amount of in-house or home-grown applications. In some of these markets, the growth has been so rapid that IT has been unable to cope with business demands. Telcos have shown a tendency to come up with workarounds in their IT applications so as to meet business needs. ·       Even for core functions like provisioning or mediation, some telcos have tried to manage with home-grown applications. ·       Most of the applications do not have the required scalability or maintainability to sustain growth in volumes or functionality. ·       Applications face interoperability issues with other applications in the operator's landscape. Integrating a new application or network element requires considerable effort on the part of the other applications. ·       Application boundaries are not clear, and functionality that is not in the initial scope of that application gets pushed onto it. This results in the development of the multiple, small applications without proper boundaries. ·       Usage of Legacy OSS/BSS systems, poor Integration across Multiple COTS Products and Internal Systems. Most of the Integrations are developed on ad-hoc basis and Point-to-Point Integration. ·       Redundancy of the business functions in different applications • Fragmented data across the different applications and no integrated view of the strategic data • Lot of performance Issues due to the usage of the complex integration across OSS and BSS systems   However, this is where the maturity of the telecom industry as a whole can be of help. The collaborative efforts of telcos to overcome some of these problems have resulted in bodies like the TM Forum. They have come up with frameworks for business processes, data, applications, and technology for telecom service providers. These could be a good starting point for telcos to clean up their enterprise landscape.   Industry Trends in Telecom Reference Architecture   Telecom reference architectures are evolving rapidly because telcos are facing business and IT challenges.   “The reality is that there probably is no killer application, no silver bullet that the telcos can latch onto to carry them into a 21st Century.... Instead, there are probably hundreds – perhaps thousands – of niche applications.... And the only way to find which of these works for you is to try out lots of them, ramp up the ones that work, and discontinue the ones that fail.” – Martin Creaner President & CTO TM Forum.   The following trends have been observed in telecom reference architecture:   ·       Transformation of business structures to align with customer requirements ·       Adoption of more Internet-like technical architectures. The Web 2.0 concept is increasingly being used. ·       Virtualization of the traditional operations support system (OSS) ·       Adoption of SOA to support development of IP-based services ·       Adoption of frameworks like Service Delivery Platforms (SDPs) and IP Multimedia Subsystem ·       (IMS) to enable seamless deployment of various services over fixed and mobile networks ·       Replacement of in-house, customized, and stove-piped OSS/BSS with standards-based COTS products ·       Compliance with industry standards and frameworks like eTOM, SID, and TAM to enable seamless integration with other standards-based products   Drivers of Reference Architecture   The drivers of the Reference Architecture are Reference Architecture Goals, Principles, and Enterprise Vision and Telecom Transformation. The details are depicted below diagram. @font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }div.Section1 { page: Section1; } Figure 1. Drivers for Reference Architecture @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Today’s telecom reference architectures should seamlessly integrate traditional legacy-based applications and transition to next-generation network technologies (e.g., IP multimedia subsystems). This has resulted in new requirements for flexible, real-time billing and OSS/BSS systems and implications on the service provider’s organizational requirements and structure.   Telecom reference architectures are today expected to:   ·       Integrate voice, messaging, email and other VAS over fixed and mobile networks, back end systems ·       Be able to provision multiple services and service bundles • Deliver converged voice, video and data services ·       Leverage the existing Network Infrastructure ·       Provide real-time, flexible billing and charging systems to handle complex promotions, discounts, and settlements with multiple parties. ·       Support charging of advanced data services such as VoIP, On-Demand, Services (e.g.  Video), IMS/SIP Services, Mobile Money, Content Services and IPTV. ·       Help in faster deployment of new services • Serve as an effective platform for collaboration between network IT and business organizations ·       Harness the potential of converging technology, networks, devices and content to develop multimedia services and solutions of ever-increasing sophistication on a single Internet Protocol (IP) ·       Ensure better service delivery and zero revenue leakage through real-time balance and credit management ·       Lower operating costs to drive profitability   Enterprise Reference Architecture   The Enterprise Reference Architecture (RA) fills the gap between the concepts and vocabulary defined by the reference model and the implementation. Reference architecture provides detailed architectural information in a common format such that solutions can be repeatedly designed and deployed in a consistent, high-quality, supportable fashion. This paper attempts to describe the Reference Architecture for the Telecom Application Usage and how to achieve the Enterprise Level Reference Architecture using SOA.   • Telecom Reference Architecture • Enterprise SOA based Reference Architecture   Telecom Reference Architecture   Tele Management Forum’s New Generation Operations Systems and Software (NGOSS) is an architectural framework for organizing, integrating, and implementing telecom systems. NGOSS is a component-based framework consisting of the following elements:   ·       The enhanced Telecom Operations Map (eTOM) is a business process framework. ·       The Shared Information Data (SID) model provides a comprehensive information framework that may be specialized for the needs of a particular organization. ·       The Telecom Application Map (TAM) is an application framework to depict the functional footprint of applications, relative to the horizontal processes within eTOM. ·       The Technology Neutral Architecture (TNA) is an integrated framework. TNA is an architecture that is sustainable through technology changes.   NGOSS Architecture Standards are:   ·       Centralized data ·       Loosely coupled distributed systems ·       Application components/re-use  ·       A technology-neutral system framework with technology specific implementations ·       Interoperability to service provider data/processes ·       Allows more re-use of business components across multiple business scenarios ·       Workflow automation   The traditional operator systems architecture consists of four layers,   ·       Business Support System (BSS) layer, with focus toward customers and business partners. Manages order, subscriber, pricing, rating, and billing information. ·       Operations Support System (OSS) layer, built around product, service, and resource inventories. ·       Networks layer – consists of Network elements and 3rd Party Systems. ·       Integration Layer – to maximize application communication and overall solution flexibility.   Reference architecture for telecom enterprises is depicted below. @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Figure 2. Telecom Reference Architecture   The major building blocks of any Telecom Service Provider architecture are as follows:   1. Customer Relationship Management   CRM encompasses the end-to-end lifecycle of the customer: customer initiation/acquisition, sales, ordering, and service activation, customer care and support, proactive campaigns, cross sell/up sell, and retention/loyalty.   CRM also includes the collection of customer information and its application to personalize, customize, and integrate delivery of service to a customer, as well as to identify opportunities for increasing the value of the customer to the enterprise.   The key functionalities related to Customer Relationship Management are   ·       Manage the end-to-end lifecycle of a customer request for products. ·       Create and manage customer profiles. ·       Manage all interactions with customers – inquiries, requests, and responses. ·       Provide updates to Billing and other south bound systems on customer/account related updates such as customer/ account creation, deletion, modification, request bills, final bill, duplicate bills, credit limits through Middleware. ·       Work with Order Management System, Product, and Service Management components within CRM. ·       Manage customer preferences – Involve all the touch points and channels to the customer, including contact center, retail stores, dealers, self service, and field service, as well as via any media (phone, face to face, web, mobile device, chat, email, SMS, mail, the customer's bill, etc.). ·       Support single interface for customer contact details, preferences, account details, offers, customer premise equipment, bill details, bill cycle details, and customer interactions.   CRM applications interact with customers through customer touch points like portals, point-of-sale terminals, interactive voice response systems, etc. The requests by customers are sent via fulfillment/provisioning to billing system for ordering processing.   2. Billing and Revenue Management   Billing and Revenue Management handles the collection of appropriate usage records and production of timely and accurate bills – for providing pre-bill usage information and billing to customers; for processing their payments; and for performing payment collections. In addition, it handles customer inquiries about bills, provides billing inquiry status, and is responsible for resolving billing problems to the customer's satisfaction in a timely manner. This process grouping also supports prepayment for services.   The key functionalities provided by these applications are   ·       To ensure that enterprise revenue is billed and invoices delivered appropriately to customers. ·       To manage customers’ billing accounts, process their payments, perform payment collections, and monitor the status of the account balance. ·       To ensure the timely and effective fulfillment of all customer bill inquiries and complaints. ·       Collect the usage records from mediation and ensure appropriate rating and discounting of all usage and pricing. ·       Support revenue sharing; split charging where usage is guided to an account different from the service consumer. ·       Support prepaid and post-paid rating. ·       Send notification on approach / exceeding the usage thresholds as enforced by the subscribed offer, and / or as setup by the customer. ·       Support prepaid, post paid, and hybrid (where some services are prepaid and the rest of the services post paid) customers and conversion from post paid to prepaid, and vice versa. ·       Support different billing function requirements like charge prorating, promotion, discount, adjustment, waiver, write-off, account receivable, GL Interface, late payment fee, credit control, dunning, account or service suspension, re-activation, expiry, termination, contract violation penalty, etc. ·       Initiate direct debit to collect payment against an invoice outstanding. ·       Send notification to Middleware on different events; for example, payment receipt, pre-suspension, threshold exceed, etc.   Billing systems typically get usage data from mediation systems for rating and billing. They get provisioning requests from order management systems and inquiries from CRM systems. Convergent and real-time billing systems can directly get usage details from network elements.   3. Mediation   Mediation systems transform/translate the Raw or Native Usage Data Records into a general format that is acceptable to billing for their rating purposes.   The following lists the high-level roles and responsibilities executed by the Mediation system in the end-to-end solution.   ·       Collect Usage Data Records from different data sources – like network elements, routers, servers – via different protocol and interfaces. ·       Process Usage Data Records – Mediation will process Usage Data Records as per the source format. ·       Validate Usage Data Records from each source. ·       Segregates Usage Data Records coming from each source to multiple, based on the segregation requirement of end Application. ·       Aggregates Usage Data Records based on the aggregation rule if any from different sources. ·       Consolidates multiple Usage Data Records from each source. ·       Delivers formatted Usage Data Records to different end application like Billing, Interconnect, Fraud Management, etc. ·       Generates audit trail for incoming Usage Data Records and keeps track of all the Usage Data Records at various stages of mediation process. ·       Checks duplicate Usage Data Records across files for a given time window.   4. Fulfillment   This area is responsible for providing customers with their requested products in a timely and correct manner. It translates the customer's business or personal need into a solution that can be delivered using the specific products in the enterprise's portfolio. This process informs the customers of the status of their purchase order, and ensures completion on time, as well as ensuring a delighted customer. These processes are responsible for accepting and issuing orders. They deal with pre-order feasibility determination, credit authorization, order issuance, order status and tracking, customer update on customer order activities, and customer notification on order completion. Order management and provisioning applications fall into this category.   The key functionalities provided by these applications are   ·       Issuing new customer orders, modifying open customer orders, or canceling open customer orders; ·       Verifying whether specific non-standard offerings sought by customers are feasible and supportable; ·       Checking the credit worthiness of customers as part of the customer order process; ·       Testing the completed offering to ensure it is working correctly; ·       Updating of the Customer Inventory Database to reflect that the specific product offering has been allocated, modified, or cancelled; ·       Assigning and tracking customer provisioning activities; ·       Managing customer provisioning jeopardy conditions; and ·       Reporting progress on customer orders and other processes to customer.   These applications typically get orders from CRM systems. They interact with network elements and billing systems for fulfillment of orders.   5. Enterprise Management   This process area includes those processes that manage enterprise-wide activities and needs, or have application within the enterprise as a whole. They encompass all business management processes that   ·       Are necessary to support the whole of the enterprise, including processes for financial management, legal management, regulatory management, process, cost, and quality management, etc.;   ·       Are responsible for setting corporate policies, strategies, and directions, and for providing guidelines and targets for the whole of the business, including strategy development and planning for areas, such as Enterprise Architecture, that are integral to the direction and development of the business;   ·       Occur throughout the enterprise, including processes for project management, performance assessments, cost assessments, etc.     (i) Enterprise Risk Management:   Enterprise Risk Management focuses on assuring that risks and threats to the enterprise value and/or reputation are identified, and appropriate controls are in place to minimize or eliminate the identified risks. The identified risks may be physical or logical/virtual. Successful risk management ensures that the enterprise can support its mission critical operations, processes, applications, and communications in the face of serious incidents such as security threats/violations and fraud attempts. Two key areas covered in Risk Management by telecom operators are:   ·       Revenue Assurance: Revenue assurance system will be responsible for identifying revenue loss scenarios across components/systems, and will help in rectifying the problems. The following lists the high-level roles and responsibilities executed by the Revenue Assurance system in the end-to-end solution. o   Identify all usage information dropped when networks are being upgraded. o   Interconnect bill verification. o   Identify where services are routinely provisioned but never billed. o   Identify poor sales policies that are intensifying collections problems. o   Find leakage where usage is sent to error bucket and never billed for. o   Find leakage where field service, CRM, and network build-out are not optimized.   ·       Fraud Management: Involves collecting data from different systems to identify abnormalities in traffic patterns, usage patterns, and subscription patterns to report suspicious activity that might suggest fraudulent usage of resources, resulting in revenue losses to the operator.   The key roles and responsibilities of the system component are as follows:   o   Fraud management system will capture and monitor high usage (over a certain threshold) in terms of duration, value, and number of calls for each subscriber. The threshold for each subscriber is decided by the system and fixed automatically. o   Fraud management will be able to detect the unauthorized access to services for certain subscribers. These subscribers may have been provided unauthorized services by employees. The component will raise the alert to the operator the very first time of such illegal calls or calls which are not billed. o   The solution will be to have an alarm management system that will deliver alarms to the operator/provider whenever it detects a fraud, thus minimizing fraud by catching it the first time it occurs. o   The Fraud Management system will be capable of interfacing with switches, mediation systems, and billing systems   (ii) Knowledge Management   This process focuses on knowledge management, technology research within the enterprise, and the evaluation of potential technology acquisitions.   Key responsibilities of knowledge base management are to   ·       Maintain knowledge base – Creation and updating of knowledge base on ongoing basis. ·       Search knowledge base – Search of knowledge base on keywords or category browse ·       Maintain metadata – Management of metadata on knowledge base to ensure effective management and search. ·       Run report generator. ·       Provide content – Add content to the knowledge base, e.g., user guides, operational manual, etc.   (iii) Document Management   It focuses on maintaining a repository of all electronic documents or images of paper documents relevant to the enterprise using a system.   (iv) Data Management   It manages data as a valuable resource for any enterprise. For telecom enterprises, the typical areas covered are Master Data Management, Data Warehousing, and Business Intelligence. It is also responsible for data governance, security, quality, and database management.   Key responsibilities of Data Management are   ·       Using ETL, extract the data from CRM, Billing, web content, ERP, campaign management, financial, network operations, asset management info, customer contact data, customer measures, benchmarks, process data, e.g., process inputs, outputs, and measures, into Enterprise Data Warehouse. ·       Management of data traceability with source, data related business rules/decisions, data quality, data cleansing data reconciliation, competitors data – storage for all the enterprise data (customer profiles, products, offers, revenues, etc.) ·       Get online update through night time replication or physical backup process at regular frequency. ·       Provide the data access to business intelligence and other systems for their analysis, report generation, and use.   (v) Business Intelligence   It uses the Enterprise Data to provide the various analysis and reports that contain prospects and analytics for customer retention, acquisition of new customers due to the offers, and SLAs. It will generate right and optimized plans – bolt-ons for the customers.   The following lists the high-level roles and responsibilities executed by the Business Intelligence system at the Enterprise Level:   ·       It will do Pattern analysis and reports problem. ·       It will do Data Analysis – Statistical analysis, data profiling, affinity analysis of data, customer segment wise usage patterns on offers, products, service and revenue generation against services and customer segments. ·       It will do Performance (business, system, and forecast) analysis, churn propensity, response time, and SLAs analysis. ·       It will support for online and offline analysis, and report drill down capability. ·       It will collect, store, and report various SLA data. ·       It will provide the necessary intelligence for marketing and working on campaigns, etc., with cost benefit analysis and predictions.   It will advise on customer promotions with additional services based on loyalty and credit history of customer   ·       It will Interface with Enterprise Data Management system for data to run reports and analysis tasks. It will interface with the campaign schedules, based on historical success evidence.   (vi) Stakeholder and External Relations Management   It manages the enterprise's relationship with stakeholders and outside entities. Stakeholders include shareholders, employee organizations, etc. Outside entities include regulators, local community, and unions. Some of the processes within this grouping are Shareholder Relations, External Affairs, Labor Relations, and Public Relations.   (vii) Enterprise Resource Planning   It is used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the enterprise and manage the connections to outside stakeholders. ERP systems consolidate all business operations into a uniform and enterprise wide system environment.   The key roles and responsibilities for Enterprise System are given below:   ·        It will handle responsibilities such as core accounting, financial, and management reporting. ·       It will interface with CRM for capturing customer account and details. ·       It will interface with billing to capture the billing revenue and other financial data. ·       It will be responsible for executing the dunning process. Billing will send the required feed to ERP for execution of dunning. ·       It will interface with the CRM and Billing through batch interfaces. Enterprise management systems are like horizontals in the enterprise and typically interact with all major telecom systems. E.g., an ERP system interacts with CRM, Fulfillment, and Billing systems for different kinds of data exchanges.   6. External Interfaces/Touch Points   The typical external parties are customers, suppliers/partners, employees, shareholders, and other stakeholders. External interactions from/to a Service Provider to other parties can be achieved by a variety of mechanisms, including:   ·       Exchange of emails or faxes ·       Call Centers ·       Web Portals ·       Business-to-Business (B2B) automated transactions   These applications provide an Internet technology driven interface to external parties to undertake a variety of business functions directly for themselves. These can provide fully or partially automated service to external parties through various touch points.   Typical characteristics of these touch points are   ·       Pre-integrated self-service system, including stand-alone web framework or integration front end with a portal engine ·       Self services layer exposing atomic web services/APIs for reuse by multiple systems across the architectural environment ·       Portlets driven connectivity exposing data and services interoperability through a portal engine or web application   These touch points mostly interact with the CRM systems for requests, inquiries, and responses.   7. Middleware   The component will be primarily responsible for integrating the different systems components under a common platform. It should provide a Standards-Based Platform for building Service Oriented Architecture and Composite Applications. The following lists the high-level roles and responsibilities executed by the Middleware component in the end-to-end solution.   ·       As an integration framework, covering to and fro interfaces ·       Provide a web service framework with service registry. ·       Support SOA framework with SOA service registry. ·       Each of the interfaces from / to Middleware to other components would handle data transformation, translation, and mapping of data points. ·       Receive data from the caller / activate and/or forward the data to the recipient system in XML format. ·       Use standard XML for data exchange. ·       Provide the response back to the service/call initiator. ·       Provide a tracking until the response completion. ·       Keep a store transitional data against each call/transaction. ·       Interface through Middleware to get any information that is possible and allowed from the existing systems to enterprise systems; e.g., customer profile and customer history, etc. ·       Provide the data in a common unified format to the SOA calls across systems, and follow the Enterprise Architecture directive. ·       Provide an audit trail for all transactions being handled by the component.   8. Network Elements   The term Network Element means a facility or equipment used in the provision of a telecommunications service. Such terms also includes features, functions, and capabilities that are provided by means of such facility or equipment, including subscriber numbers, databases, signaling systems, and information sufficient for billing and collection or used in the transmission, routing, or other provision of a telecommunications service.   Typical network elements in a GSM network are Home Location Register (HLR), Intelligent Network (IN), Mobile Switching Center (MSC), SMS Center (SMSC), and network elements for other value added services like Push-to-talk (PTT), Ring Back Tone (RBT), etc.   Network elements are invoked when subscribers use their telecom devices for any kind of usage. These elements generate usage data and pass it on to downstream systems like mediation and billing system for rating and billing. They also integrate with provisioning systems for order/service fulfillment.   9. 3rd Party Applications   3rd Party systems are applications like content providers, payment gateways, point of sale terminals, and databases/applications maintained by the Government.   Depending on applicability and the type of functionality provided by 3rd party applications, the integration with different telecom systems like CRM, provisioning, and billing will be done.   10. Service Delivery Platform   A service delivery platform (SDP) provides the architecture for the rapid deployment, provisioning, execution, management, and billing of value added telecom services. SDPs are based on the concept of SOA and layered architecture. They support the delivery of voice, data services, and content in network and device-independent fashion. They allow application developers to aggregate network capabilities, services, and sources of content. SDPs typically contain layers for web services exposure, service application development, and network abstraction.   SOA Reference Architecture   SOA concept is based on the principle of developing reusable business service and building applications by composing those services, instead of building monolithic applications in silos. It’s about bridging the gap between business and IT through a set of business-aligned IT services, using a set of design principles, patterns, and techniques.   In an SOA, resources are made available to participants in a value net, enterprise, line of business (typically spanning multiple applications within an enterprise or across multiple enterprises). It consists of a set of business-aligned IT services that collectively fulfill an organization’s business processes and goals. We can choreograph these services into composite applications and invoke them through standard protocols. SOA, apart from agility and reusability, enables:   ·       The business to specify processes as orchestrations of reusable services ·       Technology agnostic business design, with technology hidden behind service interface ·       A contractual-like interaction between business and IT, based on service SLAs ·       Accountability and governance, better aligned to business services ·       Applications interconnections untangling by allowing access only through service interfaces, reducing the daunting side effects of change ·       Reduced pressure to replace legacy and extended lifetime for legacy applications, through encapsulation in services   ·       A Cloud Computing paradigm, using web services technologies, that makes possible service outsourcing on an on-demand, utility-like, pay-per-usage basis   The following section represents the Reference Architecture of logical view for the Telecom Solution. The new custom built application needs to align with this logical architecture in the long run to achieve EA benefits.   Packaged implementation applications, such as ERP billing applications, need to expose their functions as service providers (as other applications consume) and interact with other applications as service consumers.   COT applications need to expose services through wrappers such as adapters to utilize existing resources and at the same time achieve Enterprise Architecture goal and objectives.   The following are the various layers for Enterprise level deployment of SOA. This diagram captures the abstract view of Enterprise SOA layers and important components of each layer. Layered architecture means decomposition of services such that most interactions occur between adjacent layers. However, there is no strict rule that top layers should not directly communicate with bottom layers.   The diagram below represents the important logical pieces that would result from overall SOA transformation. @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Figure 3. Enterprise SOA Reference Architecture 1.          Operational System Layer: This layer consists of all packaged applications like CRM, ERP, custom built applications, COTS based applications like Billing, Revenue Management, Fulfilment, and the Enterprise databases that are essential and contribute directly or indirectly to the Enterprise OSS/BSS Transformation.   ERP holds the data of Asset Lifecycle Management, Supply Chain, and Advanced Procurement and Human Capital Management, etc.   CRM holds the data related to Order, Sales, and Marketing, Customer Care, Partner Relationship Management, Loyalty, etc.   Content Management handles Enterprise Search and Query. Billing application consists of the following components:   ·       Collections Management, Customer Billing Management, Invoices, Real-Time Rating, Discounting, and Applying of Charges ·       Enterprise databases will hold both the application and service data, whether structured or unstructured.   MDM - Master data majorly consists of Customer, Order, Product, and Service Data.     2.          Enterprise Component Layer:   This layer consists of the Application Services and Common Services that are responsible for realizing the functionality and maintaining the QoS of the exposed services. This layer uses container-based technologies such as application servers to implement the components, workload management, high availability, and load balancing.   Application Services: This Service Layer enables application, technology, and database abstraction so that the complex accessing logic is hidden from the other service layers. This is a basic service layer, which exposes application functionalities and data as reusable services. The three types of the Application access services are:   ·       Application Access Service: This Service Layer exposes application level functionalities as a reusable service between BSS to BSS and BSS to OSS integration. This layer is enabled using disparate technology such as Web Service, Integration Servers, and Adaptors, etc.   ·       Data Access Service: This Service Layer exposes application data services as a reusable reference data service. This is done via direct interaction with application data. and provides the federated query.   ·       Network Access Service: This Service Layer exposes provisioning layer as a reusable service from OSS to OSS integration. This integration service emphasizes the need for high performance, stateless process flows, and distributed design.   Common Services encompasses management of structured, semi-structured, and unstructured data such as information services, portal services, interaction services, infrastructure services, and security services, etc.   3.          Integration Layer:   This consists of service infrastructure components like service bus, service gateway for partner integration, service registry, service repository, and BPEL processor. Service bus will carry the service invocation payloads/messages between consumers and providers. The other important functions expected from it are itinerary based routing, distributed caching of routing information, transformations, and all qualities of service for messaging-like reliability, scalability, and availability, etc. Service registry will hold all contracts (wsdl) of services, and it helps developers to locate or discover service during design time or runtime.   • BPEL processor would be useful in orchestrating the services to compose a complex business scenario or process. • Workflow and business rules management are also required to support manual triggering of certain activities within business process. based on the rules setup and also the state machine information. Application, data, and service mediation layer typically forms the overall composite application development framework or SOA Framework.   4.          Business Process Layer: These are typically the intermediate services layer and represent Shared Business Process Services. At Enterprise Level, these services are from Customer Management, Order Management, Billing, Finance, and Asset Management application domains.   5.          Access Layer: This layer consists of portals for Enterprise and provides a single view of Enterprise information management and dashboard services.   6.          Channel Layer: This consists of various devices; applications that form part of extended enterprise; browsers through which users access the applications.   7.          Client Layer: This designates the different types of users accessing the enterprise applications. The type of user typically would be an important factor in determining the level of access to applications.   8.          Vertical pieces like management, monitoring, security, and development cut across all horizontal layers Management and monitoring involves all aspects of SOA-like services, SLAs, and other QoS lifecycle processes for both applications and services surrounding SOA governance.     9.          EA Governance, Reference Architecture, Roadmap, Principles, and Best Practices:   EA Governance is important in terms of providing the overall direction to SOA implementation within the enterprise. This involves board-level involvement, in addition to business and IT executives. At a high level, this involves managing the SOA projects implementation, managing SOA infrastructure, and controlling the entire effort through all fine-tuned IT processes in accordance with COBIT (Control Objectives for Information Technology).   Devising tools and techniques to promote reuse culture, and the SOA way of doing things needs competency centers to be established in addition to training the workforce to take up new roles that are suited to SOA journey.   Conclusions   Reference Architectures can serve as the basis for disparate architecture efforts throughout the organization, even if they use different tools and technologies. Reference architectures provide best practices and approaches in the independent way a vendor deals with technology and standards. Reference Architectures model the abstract architectural elements for an enterprise independent of the technologies, protocols, and products that are used to implement an SOA. Telecom enterprises today are facing significant business and technology challenges due to growing competition, a multitude of services, and convergence. Adopting architectural best practices could go a long way in meeting these challenges. The use of SOA-based architecture for communication to each of the external systems like Billing, CRM, etc., in OSS/BSS system has made the architecture very loosely coupled, with greater flexibility. Any change in the external systems would be absorbed at the Integration Layer without affecting the rest of the ecosystem. The use of a Business Process Management (BPM) tool makes the management and maintenance of the business processes easy, with better performance in terms of lead time, quality, and cost. Since the Architecture is based on standards, it will lower the cost of deploying and managing OSS/BSS applications over their lifecycles.

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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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