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  • Getting started with PHP on Windows

    - by jamesaharvey
    I'm getting started with a side project that will be developed using PHP and I'm looking for guidance on getting my Windows machine up and running and ready for development (as quickly as possible). Being that PHP development is more geared towards Linux users/developers (which I am not), I'm trying to figure out how to get all the pieces in place to get a 'WAMP' stack operational locally on my Windows machine. Any good tutorials/quick start guides out there and if not, does someone have all the steps that they could provide me with here?

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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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  • Why does some images not display in different browsers?

    - by RePRO
    I've unreal problem. I have a site, where are displaying images over an classical <img> tag. All images are loading from the database, where is URL column of the image. My problem is that three of ten images are not display. But if I open the source code and click at the URL of the image, I can see image. In source code is some looks like (just for a simple example): <img src = "http://some.image/1.jpg" alt = "description" height = "140" width = "187" /> But the biggest snag is that Opera displays all images correct, but just in FF, IE, Chrome are mentioned problems. I can not provide a screenshots, because the pages are a bit perverse. How can I show the site where the problem is? Or some advice? Thank you.

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  • XNA Notes 009

    - by George Clingerman
    This past week the MVPs (myself included) were on Microsoft campus for the MVP summit. So I apologize in advance if you did something cool or heard of something cool happening with XNA and XBLIGs and it’s not in my notes. I did my best to stay on top of things, but honestly this community is fast and furious with what it’s doing and creating. I really can’t keep up and that’s fantastic! But here’s what I *did* notice while I was there on Microsoft Campus (and I did make sure to point out to the XNA team several of these very cool happenings while I had their ears). Time Critical XNA News: The XNA team wants you to know that Dream Build Play registration is now open! http://blogs.msdn.com/b/xna/archive/2011/02/28/registration-now-open-for-dream-build-play-2011-challenge.aspx Join the XNA-UK create on March 24, 2011 at the Microsoft Tech Days Conference http://xna-uk.net/blogs/darkgenesis/archive/2011/02/27/join-the-xna-uk-crew-at-the-microsoft-tech-days-conference-on-24th-march-2011.aspx XNA Team: Shawn Hargreaves shares one of the coolest things that’s happened in the XNA community http://blogs.msdn.com/b/shawnhar/archive/2011/03/02/xbox-indies-pivot-view.aspx Nick Gravelyn continues his unique marketing/work prioritization strategy as he tries to get to 5,000 Pixel Man users before he makes Pixel Man 2 (and he’s almost there!) http://nickgravelyn.com/pixelman2/ XNA MVPs: A lot of the XNA MVPs were at the Microsoft MVP Summit 2011. Due to NDAs, most things can’t be shared, but I’m sure if you’re curious you could ask them about the general vibe and feeling they got from the team and the future of XNA/XBLIG and more. Catalin Zima and team release the free WP7 game Chickens Can Dream http://twitter.com/CatalinZima/statuses/41174062923390976 http://www.amusedsloth.com/2011/02/chickens-can-dream-is-live/ Charles Humphrey (NemoKrad) posts his March talk source and PowerPoint http://xna-uk.net/blogs/randomchaos/archive/2011/03/04/march-2011-talk-post-processing-framework.aspx XNA Developers: Michael B. McLaughlin posts about ANTS Memory Profile and creates a CheckMemoryAllocationGame sample (extremely useful if you’re looking to see how much memory some operation allocates!) http://geekswithblogs.net/mikebmcl/archive/2011/02/28/ants-memory-profiler-7.0-review.aspx http://geekswithblogs.net/mikebmcl/archive/2011/03/01/checkmemoryallocationgame-sample.aspx Andy Schatz (2009 IGF winner for Monaco) talking XNA at GDC 2011 http://www.gamasutra.com/view/news/33313/GDC_2011_Andy_Schatz_Ill_Make_My_Last_Game_When_I_Die.php Xbox LIVE Indie Games (XBLIG): Clover: A Curious Tale by BinaryTweed is coming as a Deal of the Week during St. Patricks Day http://majornelson.com/archive/2011/03/03/comingsoontothexboxlivemarketplacemarchthird.aspx Ska Studios away at GDC but still very post happy as always http://www.ska-studios.com/2011/03/02/swamped-picture-pack/ http://www.ska-studios.com/2011/02/28/the-february-showcase/ http://www.ska-studios.com/2011/02/25/good-morning-gato-51-smelling-the-roses/ Just Press Start interviews Matthew Mikuszewski of Darkwind Media about Blocks Indie http://justpressstart.net/?p=516 Gamergeddon Xbox Indie Game Round Up - February 27th http://www.gamergeddon.com/2011/02/27/xbox-indie-game-round-up-february-27th/ http://www.gamergeddon.com/category/xbox-360/indie-games/ GameMarx does a round up of all the Xbox Live Indie Game podcasts that are currently available http://www.gamemarx.com/news/2011/02/27/xbox-live-indie-game-podcasts.aspx GameMarx episode 11 http://www.gamemarx.com/video/the-show/26/ep-11-february-25-2011.aspx In perhaps what I feel is the most exciting news I’ve heard all week, Michael C. Neel (ViNull of GameMarx fame) re-launch XboxIndies.com! http://www.gamemarx.com/news/2011/03/01/the-relaunch-of-xboxindies-com.aspx http://xboxindies.com/ Armless Octopus shares a little of what they heard from Luke Schneider of Radiangames during his GDC 2011 talk http://www.armlessoctopus.com/2011/03/02/gdc-2011-luke-schneider-offers-insight-into-radiangames-success/ VVGindiecast Episode 1 with guests Derek Strickland(Mr_Deeke), Kris Steele(Kriswd40 from FunInfused Games) and Dave Voyles(From armlessoctopus.com) http://vvgtv.com/2011/02/25/vvgindiecast-xblig-podcast/ If you’re doing Xbox LIVE Indie Game Reviews get in touch with XboxIndies.com to get into their aggregated feed http://forums.create.msdn.com/forums/p/76931/467189.aspx#467189 B.U.T.T.O.N and Flotilla represented XNA very well at the Independent Games Festival (are there any more games entered that were created using XNA? Stand up and be heard!) http://www.igf.com/php-bin/entry2011.php?id=374 Armless Ocotopus interview at GDC 2011 with Soulcaster creator Ian Stocker http://www.armlessoctopus.com/2011/03/04/gdc-2011-interview-with-soulcaster-creator-ian-stocker/ MommysBestGames gets a nod in the DarkBasic newsletter where it features the Explosionade Editor (just do a search for Explosionade to get to the interesting bits!) http://www.thegamecreators.com/pages/newsletters/newsletter_issue_98.html You may be hearing the cries of FortressCraft (coming soon to XBLIG) being so wrong for stealing the idea from MineCraft. But did you know the the game MineCraft started from was an XNA game called Infiniminer? XNA is getting it’s fingers into EVERYTHING! http://www.minecraftwiki.net/wiki/Infiniminer XNA Development: TorqueX is NOT dead thanks to the tremendous efforts of the XNA Community working on the CEV (special thanks to @PinoEire for all his hard work on making that happen!) http://www.garagegames.com/community/blogs/view/20878 http://torquecev.com/ Dave Henry has posted XNA 3.x adding platformer start kit to the network game state management on his new site http://twitter.com/#!/mort8088/status/43407715908853760 http://mort8088.com/2011/03/03/xna-3-x-adding-platformer-starter-kit-to-network-game-state-management/ Mark Bamford releases XNAViewer 4.0, great for running XNA games inside of a Windows Form (for building level editors, etc.) http://twitter.com/#!/xzodia04/status/43466830412660736 http://xnaviewer.codeplex.com/ Unit testing an XNA game with Resharper and NUnit http://smnbss.wordpress.com/2011/02/28/planetx-unit-testing-an-xna-game-with-resharper-and-nunit-wp7-xbox-xna/ XNA for Silverlight developers: Part 5 - Input (touch + gestures) http://ht.ly/1bxwUE Mike McLaughlin shares a link he stumbled across for those looking to understand vector and matrix math http://twitter.com/#!/mikebmcl/status/42587074725036032 http://chortle.ccsu.edu/VectorLessons/vectorIndex.html DigitalRune Resources Pooling in XNA (Part 1) http://www.digitalrune.com/Support/Blog/tabid/719/EntryId/84/DigitalRune-Helper-Library-Resource-Pooling-in-XNA-Part-1.aspx JohnK “bobthecbuilder” released a new SunBurn Update that lowers the requirements for Windows Games http://twitter.com/#!/bobthecbuilder/status/43457306578522112 http://www.synapsegaming.com/blogs/johnk/archive/2011/03/03/sunburn-update-windows-redistributable.aspx Quick update on the Indiefreaks Game Framework v0.4 development status http://indiefreaks.com/2011/03/04/quick-update-on-igf-v0-4-development/

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  • Integrating WIF with WCF Data Services

    A time ago I discussed how a custom REST Starter kit interceptor could be used to parse a SAML token in the Http Authorization header and wrap that into a ClaimsPrincipal that the WCF services could use. The thing is that code was initially created for Geneva framework, so it got deprecated quickly. I recently needed that piece of code for one of projects where I am currently working on so I decided to update it for WIF. As this interceptor can be injected in any host for WCF REST services, also...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Enterprise Process Maps: A Process Picture worth a Million Words

    - by raul.goycoolea
    p { margin-bottom: 0.08in; }h1 { margin-top: 0.33in; margin-bottom: 0in; color: rgb(54, 95, 145); page-break-inside: avoid; }h1.western { font-family: "Cambria",serif; font-size: 14pt; }h1.cjk { font-family: "DejaVu Sans"; font-size: 14pt; }h1.ctl { font-size: 14pt; } Getting Started with Business Transformations A well-known proverb states that "A picture is worth a thousand words." In relation to Business Process Management (BPM), a credible analyst might have a few questions. What if the picture was taken from some particular angle, like directly overhead? What if it was taken from only an inch away or a mile away? What if the photographer did not focus the camera correctly? Does the value of the picture depend on who is looking at it? Enterprise Process Maps are analogous in this sense of relative value. Every BPM project (holistic BPM kick-off, enterprise system implementation, Service-oriented Architecture, business process transformation, corporate performance management, etc.) should be begin with a clear understanding of the business environment, from the biggest picture representations down to the lowest level required or desired for the particular project type, scope and objectives. The Enterprise Process Map serves as an entry point for the process architecture and is defined: the single highest level of process mapping for an organization. It is constructed and evaluated during the Strategy Phase of the Business Process Management Lifecycle. (see Figure 1) Fig. 1: Business Process Management Lifecycle Many organizations view such maps as visual abstractions, constructed for the single purpose of process categorization. This, in turn, results in a lesser focus on the inherent intricacies of the Enterprise Process view, which are explored in the course of this paper. With the main focus of a large scale process documentation effort usually underlying an ERP or other system implementation, it is common for the work to be driven by the desire to "get to the details," and to the type of modeling that will derive near-term tangible results. For instance, a project in American Pharmaceutical Company X is driven by the Director of IT. With 120+ systems in place, and a lack of standardized processes across the United States, he and the VP of IT have decided to embark on a long-term ERP implementation. At the forethought of both are questions, such as: How does my application architecture map to the business? What are each application's functionalities, and where do the business processes utilize them? Where can we retire legacy systems? Well-developed BPM methodologies prescribe numerous model types to capture such information and allow for thorough analysis in these areas. Process to application maps, Event Driven Process Chains, etc. provide this level of detail and facilitate the completion of such project-specific questions. These models and such analysis are appropriately carried out at a relatively low level of process detail. (see figure 2) Fig. 2: The Level Concept, Generic Process HierarchySome of the questions remaining are ones of documentation longevity, the continuation of BPM practice in the organization, process governance and ownership, process transparency and clarity in business process objectives and strategy. The Level Concept in Brief Figure 2 shows a generic, four-level process hierarchy depicting the breakdown of a "Process Area" into progressively more detailed process classifications. The number of levels and the names of these levels are flexible, and can be fit to the standards of the organization's chosen terminology or any other chosen reference model that makes logical sense for both short and long term process description. It is at Level 1 (in this case the Process Area level), that the Enterprise Process Map is created. This map and its contained objects become the foundation for a top-down approach to subsequent mapping, object relationship development, and analysis of the organization's processes and its supporting infrastructure. Additionally, this picture serves as a communication device, at an executive level, describing the design of the business in its service to a customer. It seems, then, imperative that the process development effort, and this map, start off on the right foot. Figuring out just what that right foot is, however, is critical and trend-setting in an evolving organization. Key Considerations Enterprise Process Maps are usually not as living and breathing as other process maps. Just as it would be an extremely difficult task to change the foundation of the Sears Tower or a city plan for the entire city of Chicago, the Enterprise Process view of an organization usually remains unchanged once developed (unless, of course, an organization is at a stage where it is capable of true, high-level process innovation). Regardless, the Enterprise Process map is a key first step, and one that must be taken in a precise way. What makes this groundwork solid depends on not only the materials used to construct it (process areas), but also the layout plan and knowledge base of what will be built (the entire process architecture). It seems reasonable that care and consideration are required to create this critical high level map... but what are the important factors? Does the process modeler need to worry about how many process areas there are? About who is looking at it? Should he only use the color pink because it's his boss' favorite color? Interestingly, and perhaps surprisingly, these are all valid considerations that may just require a bit of structure. Below are Three Key Factors to consider when building an Enterprise Process Map: Company Strategic Focus Process Categorization: Customer is Core End-to-end versus Functional Processes Company Strategic Focus As mentioned above, the Enterprise Process Map is created during the Strategy Phase of the Business Process Management Lifecycle. From Oracle Business Process Management methodology for business transformation, it is apparent that business processes exist for the purpose of achieving the strategic objectives of an organization. In a prescribed, top-down approach to process development, it must be ensured that each process fulfills its objectives, and in an aggregated manner, drives fulfillment of the strategic objectives of the company, whether for particular business segments or in a broader sense. This is a crucial point, as the strategic messages of the company must therefore resound in its process maps, in particular one that spans the processes of the complete business: the Enterprise Process Map. One simple example from Company X is shown below (see figure 3). Fig. 3: Company X Enterprise Process Map In reviewing Company X's Enterprise Process Map, one can immediately begin to understand the general strategic mindset of the organization. It shows that Company X is focused on its customers, defining 10 of its process areas belonging to customer-focused categories. Additionally, the organization views these end-customer-oriented process areas as part of customer-fulfilling value chains, while support process areas do not provide as much contiguous value. However, by including both support and strategic process categorizations, it becomes apparent that all processes are considered vital to the success of the customer-oriented focus processes. Below is an example from Company Y (see figure 4). Fig. 4: Company Y Enterprise Process Map Company Y, although also a customer-oriented company, sends a differently focused message with its depiction of the Enterprise Process Map. Along the top of the map is the company's product tree, overarching the process areas, which when executed deliver the products themselves. This indicates one strategic objective of excellence in product quality. Additionally, the view represents a less linear value chain, with strong overlaps of the various process areas. Marketing and quality management are seen as a key support processes, as they span the process lifecycle. Often, companies may incorporate graphics, logos and symbols representing customers and suppliers, and other objects to truly send the strategic message to the business. Other times, Enterprise Process Maps may show high level of responsibility to organizational units, or the application types that support the process areas. It is possible that hundreds of formats and focuses can be applied to an Enterprise Process Map. What is of vital importance, however, is which formats and focuses are chosen to truly represent the direction of the company, and serve as a driver for focusing the business on the strategic objectives set forth in that right. Process Categorization: Customer is Core In the previous two examples, processes were grouped using differing categories and techniques. Company X showed one support and three customer process categorizations using encompassing chevron objects; Customer Y achieved a less distinct categorization using a gradual color scheme. Either way, and in general, modeling of the process areas becomes even more valuable and easily understood within the context of business categorization, be it strategic or otherwise. But how one categorizes their processes is typically more complex than simply choosing object shapes and colors. Previously, it was stated that the ideal is a prescribed top-down approach to developing processes, to make certain linkages all the way back up to corporate strategy. But what about external influences? What forces push and pull corporate strategy? Industry maturity, product lifecycle, market profitability, competition, etc. can all drive the critical success factors of a particular business segment, or the company as a whole, in addition to previous corporate strategy. This may seem to be turning into a discussion of theory, but that is far from the case. In fact, in years of recent study and evolution of the way businesses operate, cross-industry and across the globe, one invariable has surfaced with such strength to make it undeniable in the game plan of any strategy fit for survival. That constant is the customer. Many of a company's critical success factors, in any business segment, relate to the customer: customer retention, satisfaction, loyalty, etc. Businesses serve customers, and so do a business's processes, mapped or unmapped. The most effective way to categorize processes is in a manner that visualizes convergence to what is core for a company. It is the value chain, beginning with the customer in mind, and ending with the fulfillment of that customer, that becomes the core or the centerpiece of the Enterprise Process Map. (See figure 5) Fig. 5: Company Z Enterprise Process Map Company Z has what may be viewed as several different perspectives or "cuts" baked into their Enterprise Process Map. It has divided its processes into three main categories (top, middle, and bottom) of Management Processes, the Core Value Chain and Supporting Processes. The Core category begins with Corporate Marketing (which contains the activities of beginning to engage customers) and ends with Customer Service Management. Within the value chain, this company has divided into the focus areas of their two primary business lines, Foods and Beverages. Does this mean that areas, such as Strategy, Information Management or Project Management are not as important as those in the Core category? No! In some cases, though, depending on the organization's understanding of high-level BPM concepts, use of category names, such as "Core," "Management" or "Support," can be a touchy subject. What is important to understand, is that no matter the nomenclature chosen, the Core processes are those that drive directly to customer value, Support processes are those which make the Core processes possible to execute, and Management Processes are those which steer and influence the Core. Some common terms for these three basic categorizations are Core, Customer Fulfillment, Customer Relationship Management, Governing, Controlling, Enabling, Support, etc. End-to-end versus Functional Processes Every high and low level of process: function, task, activity, process/work step (whatever an organization calls it), should add value to the flow of business in an organization. Suppose that within the process "Deliver package," there is a documented task titled "Stop for ice cream." It doesn't take a process expert to deduce the room for improvement. Though stopping for ice cream may create gain for the one person performing it, it likely benefits neither the organization nor, more importantly, the customer. In most cases, "Stop for ice cream" wouldn't make it past the first pass of To-Be process development. What would make the cut, however, would be a flow of tasks that, each having their own value add, build up to greater and greater levels of process objective. In this case, those tasks would combine to achieve a status of "package delivered." Figure 3 shows a simple example: Just as the package can only be delivered (outcome of the process) without first being retrieved, loaded, and the travel destination reached (outcomes of the process steps), some higher level of process "Play Practical Joke" (e.g., main process or process area) cannot be completed until a package is delivered. It seems that isolated or functionally separated processes, such as "Deliver Package" (shown in Figure 6), are necessary, but are always part of a bigger value chain. Each of these individual processes must be analyzed within the context of that value chain in order to ensure successful end-to-end process performance. For example, this company's "Create Joke Package" process could be operating flawlessly and efficiently, but if a joke is never developed, it cannot be created, so the end-to-end process breaks. Fig. 6: End to End Process Construction That being recognized, it is clear that processes must be viewed as end-to-end, customer-to-customer, and in the context of company strategy. But as can also be seen from the previous example, these vital end-to-end processes cannot be built without the functionally oriented building blocks. Without one, the other cannot be had, or at least not in a complete and organized fashion. As it turns out, but not discussed in depth here, the process modeling effort, BPM organizational development, and comprehensive coverage cannot be fully realized without a semi-functional, process-oriented approach. Then, an Enterprise Process Map should be concerned with both views, the building blocks, and access points to the business-critical end-to-end processes, which they construct. Without the functional building blocks, all streams of work needed for any business transformation would be lost mess of process disorganization. End-to-end views are essential for utilization in optimization in context, understanding customer impacts, base-lining all project phases and aligning objectives. Including both views on an Enterprise Process Map allows management to understand the functional orientation of the company's processes, while still providing access to end-to-end processes, which are most valuable to them. (See figures 7 and 8). Fig. 7: Simplified Enterprise Process Map with end-to-end Access Point The above examples show two unique ways to achieve a successful Enterprise Process Map. The first example is a simple map that shows a high level set of process areas and a separate section with the end-to-end processes of concern for the organization. This particular map is filtered to show just one vital end-to-end process for a project-specific focus. Fig. 8: Detailed Enterprise Process Map showing connected Functional Processes The second example shows a more complex arrangement and categorization of functional processes (the names of each process area has been removed). The end-to-end perspective is achieved at this level through the connections (interfaces at lower levels) between these functional process areas. An important point to note is that the organization of these two views of the Enterprise Process Map is dependent, in large part, on the orientation of its audience, and the complexity of the landscape at the highest level. If both are not apparent, the Enterprise Process Map is missing an opportunity to serve as a holistic, high-level view. Conclusion In the world of BPM, and specifically regarding Enterprise Process Maps, a picture can be worth as many words as the thought and effort that is put into it. Enterprise Process Maps alone cannot change an organization, but they serve more purposes than initially meet the eye, and therefore must be designed in a way that enables a BPM mindset, business process understanding and business transformation efforts. Every Enterprise Process Map will and should be different when looking across organizations. Its design will be driven by company strategy, a level of customer focus, and functional versus end-to-end orientations. This high-level description of the considerations of the Enterprise Process Maps is not a prescriptive "how to" guide. However, a company attempting to create one may not have the practical BPM experience to truly explore its options or impacts to the coming work of business process transformation. The biggest takeaway is that process modeling, at all levels, is a science and an art, and art is open to interpretation. It is critical that the modeler of the highest level of process mapping be a cognoscente of the message he is delivering and the factors at hand. Without sufficient focus on the design of the Enterprise Process Map, an entire BPM effort may suffer. For additional information please check: Oracle Business Process Management.

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  • The Product Owner

    - by Robert May
    In a previous post, I outlined the rules of Scrum.  This post details one of those rules. Picking a most important part of Scrum is difficult.  All of the rules are required, but if there were one rule that is “more” required that every other rule, its having a good Product Owner.  Simply put, the Product Owner can make or break the project. Duties of the Product Owner A Product Owner has many duties and responsibilities.  I’ll talk about each of these duties in detail below. A Product Owner: Discovers and records stories for the backlog. Prioritizes stories in the Product Backlog, Release Backlog and Iteration Backlog. Determines Release dates and Iteration Dates. Develops story details and helps the team understand those details. Helps QA to develop acceptance tests. Interact with the Customer to make sure that the product is meeting the customer’s needs. Discovers and Records Stories for the Backlog When I do Scrum, I always use User Stories as the means for capturing functionality that’s required in the system.  Some people will use Use Cases, but the same rule applies.  The Product Owner has the ultimate responsibility for figuring out what functionality will be in the system.  Many different mechanisms for capturing this input can be used.  User interviews are great, but all sources should be considered, including talking with Customer Support types.  Often, they hear what users are struggling with the most and are a great source for stories that can make the application easier to use. Care should be taken when soliciting user stories from technical types such as programmers and the people that manage them.  They will almost always give stories that are very technical in nature and may not have a direct benefit for the end user.  Stories are about adding value to the company.  If the stories don’t have direct benefit to the end user, the Product Owner should question whether or not the story should be implemented.  In general, technical stories should be included as tasks in User Stories.  Technical stories are often needed, but the ultimate value to the user is in user based functionality, so technical stories should be considered nothing more than overhead in providing that user functionality. Until the iteration prior to development, stories should be nothing more than short, one line placeholders. An exercise called Story Planning can be used to brainstorm and come up with stories.  I’ll save the description of this activity for another blog post. For more information on User Stories, please read the book User Stories Applied by Mike Cohn. Prioritizes Stories in the Product Backlog, Release Backlog and Iteration Backlog Prioritization of stories is one of the most difficult tasks that a Product Owner must do.  A key concept of Scrum done right is the need to have the team working from a single set of prioritized stories.  If the team does not have a single set of prioritized stories, Scrum will likely fail at your organization.  The Product Owner is the ONLY person who has the responsibility to prioritize that list.  The Product Owner must be very diplomatic and sincerely listen to the people around him so that he can get the priorities correct. Just listening will still not yield the proper priorities.  Care must also be taken to ensure that Return on Investment is also considered.  Ultimately, determining which stories give the most value to the company for the least cost is the most important factor in determining priorities.  Product Owners should be willing to look at cold, hard numbers to determine the order for stories.  Even when many people want a feature, if that features is costly to develop, it may not have as high of a return on investment as features that are cheaper, but not as popular. The act of prioritization often causes conflict in an environment.  Customer Service thinks that feature X is the most important, because it will stop people from calling.  Operations thinks that feature Y is the most important, because it will stop servers from crashing.  Developers think that feature Z is most important because it will make writing software much easier for them.  All of these are useful goals, but the team can have only one list of items, and each item must have a priority that is different from all other stories.  The Product Owner will determine which feature gives the best return on investment and the other features will have to wait their turn, which means that someone will not have their top priority feature implemented first. A weak Product Owner will refuse to do prioritization.  I’ve heard from multiple Product Owners the following phrase, “Well, it’s all got to be done, so what does it matter what order we do it in?”  If your product owner is using this phrase, you need a new Product Owner.  Order is VERY important.  In Scrum, every release is potentially shippable.  If the wrong priority items are developed, then the value added in each release isn’t what it should be.  Additionally, the Product Owner with this mindset doesn’t understand Agile.  A product is NEVER finished, until the company has decided that it is no longer a going concern and they are no longer going to sell the product.  Therefore, prioritization isn’t an event, its something that continues every day.  The logical extension of the phrase “It’s all got to be done” is that you will never ship your product, since a product is never “done.”  Once stories have been prioritized, assigning them to the Release Backlog and the Iteration Backlog becomes relatively simple.  The top priority items are copied into the respective backlogs in order and the task is complete.  The team does have the right to shuffle things around a little in the iteration backlog.  For example, they may determine that working on story C with story A is appropriate because they’re related, even though story B is technically a higher priority than story C.  Or they may decide that story B is too big to complete in the time available after Story A has tasks created, so they’ll work on Story C since it’s smaller.  They can’t, however, go deep into the backlog to pick stories to implement.  The team and the Product Owner should work together to determine what’s best for the company. Prioritization is time consuming, but its one of the most important things a Product Owner does. Determines Release Dates and Iteration Dates Product owners are responsible for determining release dates for a product.  A common misconception that Product Owners have is that every “release” needs to correspond with an actual release to customers.  This is not the case.  In general, releases should be no more than 3 months long.  You  may decide to release the product to the customers, and many companies do release the product to customers, but it may also be an internal release. If a release date is too far away, developers will fall into the trap of not feeling a sense of urgency.  The date is far enough away that they don’t need to give the release their full attention.  Additionally, important tasks, such as performance tuning, regression testing, user documentation, and release preparation, will not happen regularly, making them much more difficult and time consuming to do.  The more frequently you do these tasks, the easier they are to accomplish. The Product Owner will be a key participant in determining whether or not a release should be sent out to the customers.  The determination should be made on whether or not the features contained in the release are valuable enough  and complete enough that the customers will see real value in the release.  Often, some features will take more than three months to get them to a state where they qualify for a release or need additional supporting features to be released.  The product owner has the right to make this determination. In addition to release dates, the Product Owner also will help determine iteration dates.  In general, an iteration length should be chosen and the team should follow that iteration length for an extended period of time.  If the iteration length is changed every iteration, you’re not doing Scrum.  Iteration lengths help the team and company get into a rhythm of developing quality software.  Iterations should be somewhere between 2 and 4 weeks in length.  Any shorter, and significant software will likely not be developed.  Any longer, and the team won’t feel urgency and planning will become very difficult. Iterations may not be extended during the iteration.  Companies where Scrum isn’t really followed will often use this as a strategy to complete all stories.  They don’t want to face the harsh reality of what their true performance is, and looking good is more important than seeking visibility and improving the process and team.  Companies like this typically don’t allow failure.  This is unhealthy.  Failure is part of life and unless we learn from it, we can’t improve.  I would much rather see a team push out stories to the next iteration and then have healthy discussions about why they failed rather than extend the iteration and not deal with the core problems. If iteration length varies, retrospectives become more difficult.  For example, evaluating the performance of the team’s estimation efforts becomes much more difficult if the iteration length varies.  Also, the team must have a velocity measurement.  If the iteration length varies, measuring velocity becomes impossible and upper management no longer will have the ability to evaluate the teams performance.  People external to the team will no longer have the ability to determine when key features are likely to be developed.  Variable iterations cause the entire company to fail and likely cause Scrum to fail at an organization. Develops Story Details and Helps the Team Understand Those Details A key concept in Scrum is that the stories are nothing more than a placeholder for a conversation.  Stories should be nothing more than short, one line statements about the functionality.  The team will then converse with the Product Owner about the details about that story.  The product owner needs to have a very good idea about what the details of the story are and needs to be able to help the team understand those details. Too often, we see this requirement as being translated into the need for comprehensive documentation about the story, including old fashioned requirements documentation.  The team should only develop the documentation that is required and should not develop documentation that is only created because their is a process to do so. In general, what we see that works best is the iteration before a team starts development work on a story, the Product Owner, with other appropriate business analysts, will develop the details of that story.  They’ll figure out what business rules are required, potentially make paper prototypes or other light weight mock-ups, and they seek to understand the story and what is implied.  Note that the time allowed for this task is deliberately short.  The Product Owner only has a single iteration to develop all of the stories for the next iteration. If more than one iteration is used, I’ve found that teams will end up with Big Design Up Front and traditional requirements documents.  This is a waste of time, since the team will need to then have discussions with the Product Owner to figure out what the requirements document says.  Instead of this, skip making the pretty pictures and detailing the nuances of the requirements and build only what is minimally needed by the team to do development.  If something comes up during development, you can address it at that time and figure out what you want to do.  The goal is to keep things as light weight as possible so that everyone can move as quickly as possible. Helps QA to Develop Acceptance Tests In Scrum, no story can be counted until it is accepted by QA.  Because of this, acceptance tests are very important to the team.  In general, acceptance tests need to be developed prior to the iteration or at the very beginning of the iteration so that the team can make sure that the tasks that they develop will fulfill the acceptance criteria. The Product Owner will help the team, including QA, understand what will make the story acceptable.  Note that the Product Owner needs to be careful about specifying that the feature will work “Perfectly” at the end of the iteration.  In general, features are developed a little bit at a time, so only the bit that is being developed should be considered as necessary for acceptance. A weak Product Owner will make statements like “Do it right the first time.”  Not only are these statements damaging to the team (like they would try to do it WRONG the first time . . .), they’re also ignoring the iterative nature of Scrum.  Additionally, a weak product owner will seek to add scope in the acceptance testing.  For example, they will refuse to determine acceptance at the beginning of the iteration, and then, after the team has planned and committed to the iteration, they will expand scope by defining acceptance.  This often causes the team to miss the iteration because scope that wasn’t planned on is included.  There are ways that the team can mitigate this problem.  For example, include extra “Product Owner” time to deal with the uncertainty that you know will be introduced by the Product Owner.  This will slow the perceived velocity of the team and is not ideal, since they’ll be doing more work than they get credit for. Interact with the Customer to Make Sure that the Product is Meeting the Customer’s Needs Once development is complete, what the team has worked on should be put in front of real live people to see if it meets the needs of the customer.  One of the great things about Agile is that if something doesn’t work, we can revisit it in a future iteration!  This frees up the team to make the best decision now and know that if that decision proves to be incorrect, the team can revisit it and change that decision. Features are about adding value to the customer, so if the customer doesn’t find them useful, then having the team make tweaks is valuable.  In general, most software will be 80 to 90 percent “right” after the initial round and only minor tweaks are required.  If proper coding standards are followed, these tweaks are usually minor and easy to accomplish.  Product Owners that are doing a good job will encourage real users to see and use the software, since they know that they are trying to add value to the customer. Poor product owners will think that they know the answers already, that their customers are silly and do stupid things and that they don’t need customer input.  If you have a product owner that is afraid to show the team’s work to real customers, you probably need a different product owner. Up Next, “Who Makes a Good Product Owner.” Followed by, “Messing with the Team.” Technorati Tags: Scrum,Product Owner

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  • Eclipse juno - ubuntu 12 > can't install RadRails throws error for a gem i have installed allready

    - by Bogdan M
    The thing is I installed ubbuntu 12, java(for eclipse), eclipse, ruby, ruby gems, rails. Everything went smooth. When i tried to prepare eclipse for ruby on rails i isntaled ruby dev kit plugin. This workd, but RadRails failed with this error: Cannot complete the install because one or more required items could not be found. Software currently installed: org.radrails.rails-feature 0.7.2 (org.radrails.rails_feature.feature.group 0.7.2) Missing requirement: Rails Core Plug-in 0.7.2 (org.radrails.rails.core 0.7.2) requires 'bundle org.eclipse.update.core 0.0.0' but it could not be found Cannot satisfy dependency: From: org.radrails.rails-feature 0.7.2 (org.radrails.rails_feature.feature.group 0.7.2) To: org.radrails.rails.core [0.7.2]

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  • Microsoft Press Deal of the Day - 4/April/2012 - Accessing Data with Microsoft® .NET Framework 4

    - by TATWORTH
    The Microsoft Press half price deal of the day at http://shop.oreilly.com/product/9780735627390.do is the training material for the MCTS Self-Paced Training Kit (Exam 70-516)  "Accessing Data with Microsoft® .NET Framework 4""EXAM PREP GUIDE Ace your preparation for the skills measured by MCTS Exam 70-516—and on the job—with this official Microsoft study guide. Work at your own pace through a series of lessons and reviews that fully cover each exam objective. Then, reinforce and apply what you’ve learned through real-world case scenarios and practice exercises. Maximize your performance on the exam by mastering the skills and experience measured by these objectives: Modeling dataManaging connections and contextQuerying dataManipulating dataDeveloping and deploying reliable applications"

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  • Stop Spinning Your Wheels&hellip; Sage Advice for Aspiring Developers

    - by Mark Rackley
    So… lately I’ve been tasked with helping bring some non-developers over the hump and become full-fledged, all around, SharePoint developers. Well, only time will tell if I’m successful or a complete failure. Good thing about failures though, you know what NOT to do next time! Anyway, I’ve been writing some sort of code since I was about 10 years old; so I sometimes take for granted the effort some people have to go through to learn a new technology. I guess if I had to say I was an “expert” in one thing it would be learning (and getting “stuff” done) in new technologies. Maybe that’s why I’ve embraced SharePoint and the SharePoint community. SharePoint is the first technology I haven’t been able to master or get everything done without help from other people. I KNOW I’ll never know it all and I learn something new every day.  It keeps it interesting, it keeps me motivated, and keeps me involved. So, what some people may consider a downside of SharePoint, I definitely consider a plus. Crap.. I’m rambling. Where was I? Oh yeah… me trying to be helpful. Like I said, I am able to quickly and effectively pick up new languages, technology, etc. and put it to good use. Am I just brilliant? Well, my mom thinks so.. but maybe not. Maybe I’ve just been doing it for a long time…. 25 years in some form or fashion… wow I’m old… Anyway, what I lack in depth I make up for in breadth and being the “go-to” guy wherever I work when someone needs to “get stuff done”.  Let’s see if I can take some of that experience and put it to practical use to help new people get up to speed faster, learn things more effectively, and become that go-to guy. First off…  make sure you… Know The Basics I don’t have the time to teach new developers the basics, but you gotta know them. I’ve only been “taught” two languages.. Fortran 77 and C… everything else I’ve picked up from “doing”. I HAD to know the basics though, and all new developers need to understand the very basics of development.  97.23% of all languages will have the following: Variables Functions Arrays If statements For loops / While loops If you think about it, most development is “if this, do this… or while this, do this…”.  “This” may be some unique method to your language or something you develop, but the basics are the basics. YES there are MANY other development topics you need to understand, but you shouldn’t be scratching your head trying to figure out what a ”for loop” is… (Also learn about classes and hashtables as quickly as possible). Once you have the basics down it makes it much easier to… Learn By Doing This may just apply to me and my warped brain.  I don’t learn a new technology by reading or hearing someone speak about it. I learn by doing. It does me no good to try and learn all of the intricacies of a new language or technology inside-and-out before getting my hands dirty. Just show me how to do one thing… let me get that working… then show me how to do the next thing.. let me get that working… Now, let’s see what I can figure out on my own. Okay.. now it starts to make sense. I see how the language works, I can step through the code, and before you know it.. I’m productive in a new technology. Be careful here though…. make sure you… Don’t Reinvent The Wheel People have been writing code for what… 50+ years now? So, why are you trying to tackle ANYTHING without first Googling it with Bing to see what others have done first? When I was first learning C# (I had come from a Java background) I had to call a web service.  Sure! No problem! I’d done this many times in Java. So, I proceeded to write an HTTP Handler, called the Web Service and it worked like a charm!!!  Probably about 2.3 seconds after I got it working completely someone says to me “Why didn’t you just add a Web Reference?” Really? You can do that?  oops… I just wasted a lot of time. Before undertaking the development of any sort of utility method in a new language, make sure it’s not already handled for you… Okay… you are starting to write some code and are curious about the possibilities? Well… don’t just sit there… Try It And See What Happens This is actually one of my biggest pet peeves. “So… ‘x++’ works in C#, but does it also work in JavaScript?”   Really? Did you just ask me that? In the time it spent for you to type that email, press the send button, me receive the email, get around to reading it, and replying with “yes” you could have tested it 47 times and know the answer! Just TRY it! See what happens! You aren’t doing brain surgery. You aren’t going to kill anyone, and you BETTER not be developing in production. So, you are not going to crash any production systems!! Seriously! Get off your butt and just try it yourself. The extra added benefit is that it doesn’t work, the absolute best way to learn is to… Learn From Your Failures I don’t know about you… but if I screw up and something doesn’t work, I learn A LOT more debugging my problem than if everything magically worked. It’s okay that you aren’t perfect! Not everyone can be me? In the same vein… don’t ask someone else to debug your problem until you have made a valiant attempt to do so yourself. There’s nothing quite like stepping through code line by line to see what it’s REALLY doing… and you’ll never feel more stupid sometimes than when you realize WHY it’s not working.. but you realize... you learn... and you remember. There is nothing wrong with failure as long as you learn from it. As you start writing more and more and more code make sure that you ALWAYS… Develop for Production You will soon learn that the “prototype” you wrote last week to show as a “proof of concept” is going to go directly into production no matter how much you beg and plead and try to explain it’s not ready to go into production… it’s going to go straight there.. and it’s like herpes.. it doesn’t go away and there’s no fixing it once it’s in there.  So, why not write ALL your code like it will be put in production? It MIGHT take a little longer, but in the long run it will be easier to maintain, get help on, and you won’t be embarrassed that it’s sitting on a production server for everyone to use and see. So, now that you are getting comfortable and writing code for production it is important to to remember the… KISS Principle… Learn It… Love It… Keep It Simple Stupid Seriously.. don’t try to show how smart you are by writing the most complicated code in history. Break your problem up into discrete steps and write each step. If it turns out you have some redundancy, you can always go back and tweak your code later.  How bad is it when you write code that LOOKS cocky? I’ve seen it before… some of the most abstract and complicated classes when a class wasn’t even needed! Or the most elaborate unreadable code jammed into one really long line when it could have been written in three lines, performed just as well, and been SOOO much easier to maintain. Keep it clear and simple.. baby steps people. This will help you learn the technology, debug problems, AND it will help others help you find your problems if they don’t have to decipher the Dead Sea Scrolls just to figure out what you are trying to do…. Really.. don’t be that guy… try to curb your ego and… Keep an Open Mind No matter how smart you are… how fast you type… or how much you get paid, don’t let your ego get in the way. There is probably a better way to do everything you’ve ever done. Don’t become so cocky that you can’t think someone knows more than you. There’s a lot of brilliant, helpful people out there willing to show you tricks if you just give them a chance. A very super-awesome developer once told me “So what if you’ve been writing code for 10 years or more! Does your code look basically the same? Are you not growing as a developer?” Those 10 years become pretty meaningless if you just “know” that you are right and have not picked up new tips, tricks, methods, and patterns along the way. Learn from others and find out what’s new in development land (you know you don’t have to specifically use pointers anymore??). Along those same lines… If it’s not working, first assume you are doing something wrong. You have no idea how much it annoys people who are trying to help you when you first assume that the help they are trying to give you is wrong. Just MAYBE… you… the person learning is making some small mistake? Maybe you didn’t describe your problem correctly? Maybe you are using the wrong terminology? “I did exactly what you said and it didn’t work.”  Oh really? Are you SURE about that? “Your solution doesn’t work.”  Well… I’m pretty sure it works, I’ve used it 200 times… What are you doing differently? First try some humility and appreciation.. it will go much further, especially when it turns out YOU are the one that is wrong. When all else fails…. Try Professional Training Some people just don’t have the mindset to go and figure stuff out. It’s a gift and not everyone has it. If everyone could do it I wouldn’t have a job and there wouldn’t be professional training available.  So, if you’ve tried everything else and no light bulbs are coming on, contact the experts who specialize in training. Be careful though, there is bad training out there. Want to know the names of some good places? Just shoot me a message and I’ll let you know. I’m boycotting endorsing Andrew Connell anymore until I get that free course dangit!! So… that’s it.. that’s all I got right now. Maybe you thought all of this is common sense, maybe you think I’m smoking crack. If so, don’t just sit there, there’s a comments section for a reason. Finally, what about you? What tips do you have to help this aspiring to learn the dark arts??

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  • IBM System x3650 M2: Benchmark of Oracle's JDE 9.0 with Oracle VM

    - by didier.wojciechowski
    The IBM Oracle International Competency Center (ICC) in Denver, Colorado in a joint effort with the Oracle JD Edwards performance team was the first to execute a certified JD Edwards EnterpriseOne benchmark running on the new Intel® Xeon® processor 5500 series (Nehalem). This benchmark configuration included the IBM System x3650 M2, partitioned using Oracle Virtual Machine (VM), and Oracle's robust "Day in the Life" (DIL) test kit. In October, 2009 the benchmark scaled to 700 users with early code. In January 2010, with GA level code, the benchmark scaled successfully to 1000 users with sub-second response time.

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  • World Record Batch Rate on Oracle JD Edwards Consolidated Workload with SPARC T4-2

    - by Brian
    Oracle produced a World Record batch throughput for single system results on Oracle's JD Edwards EnterpriseOne Day-in-the-Life benchmark using Oracle's SPARC T4-2 server running Oracle Solaris Containers and consolidating JD Edwards EnterpriseOne, Oracle WebLogic servers and the Oracle Database 11g Release 2. The workload includes both online and batch workload. The SPARC T4-2 server delivered a result of 8,000 online users while concurrently executing a mix of JD Edwards EnterpriseOne Long and Short batch processes at 95.5 UBEs/min (Universal Batch Engines per minute). In order to obtain this record benchmark result, the JD Edwards EnterpriseOne, Oracle WebLogic and Oracle Database 11g Release 2 servers were executed each in separate Oracle Solaris Containers which enabled optimal system resources distribution and performance together with scalable and manageable virtualization. One SPARC T4-2 server running Oracle Solaris Containers and consolidating JD Edwards EnterpriseOne, Oracle WebLogic servers and the Oracle Database 11g Release 2 utilized only 55% of the available CPU power. The Oracle DB server in a Shared Server configuration allows for optimized CPU resource utilization and significant memory savings on the SPARC T4-2 server without sacrificing performance. This configuration with SPARC T4-2 server has achieved 33% more Users/core, 47% more UBEs/min and 78% more Users/rack unit than the IBM Power 770 server. The SPARC T4-2 server with 2 processors ran the JD Edwards "Day-in-the-Life" benchmark and supported 8,000 concurrent online users while concurrently executing mixed batch workloads at 95.5 UBEs per minute. The IBM Power 770 server with twice as many processors supported only 12,000 concurrent online users while concurrently executing mixed batch workloads at only 65 UBEs per minute. This benchmark demonstrates more than 2x cost savings by consolidating the complete solution in a single SPARC T4-2 server compared to earlier published results of 10,000 users and 67 UBEs per minute on two SPARC T4-2 and SPARC T4-1. The Oracle DB server used mirrored (RAID 1) volumes for the database providing high availability for the data without impacting performance. Performance Landscape JD Edwards EnterpriseOne Day in the Life (DIL) Benchmark Consolidated Online with Batch Workload System Rack Units BatchRate(UBEs/m) Online Users Users /Units Users /Core Version SPARC T4-2 (2 x SPARC T4, 2.85 GHz) 3 95.5 8,000 2,667 500 9.0.2 IBM Power 770 (4 x POWER7, 3.3 GHz, 32 cores) 8 65 12,000 1,500 375 9.0.2 Batch Rate (UBEs/m) — Batch transaction rate in UBEs per minute Configuration Summary Hardware Configuration: 1 x SPARC T4-2 server with 2 x SPARC T4 processors, 2.85 GHz 256 GB memory 4 x 300 GB 10K RPM SAS internal disk 2 x 300 GB internal SSD 2 x Sun Storage F5100 Flash Arrays Software Configuration: Oracle Solaris 10 Oracle Solaris Containers JD Edwards EnterpriseOne 9.0.2 JD Edwards EnterpriseOne Tools (8.98.4.2) Oracle WebLogic Server 11g (10.3.4) Oracle HTTP Server 11g Oracle Database 11g Release 2 (11.2.0.1) Benchmark Description JD Edwards EnterpriseOne is an integrated applications suite of Enterprise Resource Planning (ERP) software. Oracle offers 70 JD Edwards EnterpriseOne application modules to support a diverse set of business operations. Oracle's Day in the Life (DIL) kit is a suite of scripts that exercises most common transactions of JD Edwards EnterpriseOne applications, including business processes such as payroll, sales order, purchase order, work order, and manufacturing processes, such as ship confirmation. These are labeled by industry acronyms such as SCM, CRM, HCM, SRM and FMS. The kit's scripts execute transactions typical of a mid-sized manufacturing company. The workload consists of online transactions and the UBE – Universal Business Engine workload of 61 short and 4 long UBEs. LoadRunner runs the DIL workload, collects the user’s transactions response times and reports the key metric of Combined Weighted Average Transaction Response time. The UBE processes workload runs from the JD Enterprise Application server. Oracle's UBE processes come as three flavors: Short UBEs < 1 minute engage in Business Report and Summary Analysis, Mid UBEs > 1 minute create a large report of Account, Balance, and Full Address, Long UBEs > 2 minutes simulate Payroll, Sales Order, night only jobs. The UBE workload generates large numbers of PDF files reports and log files. The UBE Queues are categorized as the QBATCHD, a single threaded queue for large and medium UBEs, and the QPROCESS queue for short UBEs run concurrently. Oracle's UBE process performance metric is Number of Maximum Concurrent UBE processes at transaction rate, UBEs/minute. Key Points and Best Practices Two JD Edwards EnterpriseOne Application Servers, two Oracle WebLogic Servers 11g Release 1 coupled with two Oracle Web Tier HTTP server instances and one Oracle Database 11g Release 2 database on a single SPARC T4-2 server were hosted in separate Oracle Solaris Containers bound to four processor sets to demonstrate consolidation of multiple applications, web servers and the database with best resource utilizations. Interrupt fencing was configured on all Oracle Solaris Containers to channel the interrupts to processors other than the processor sets used for the JD Edwards Application server, Oracle WebLogic servers and the database server. A Oracle WebLogic vertical cluster was configured on each WebServer Container with twelve managed instances each to load balance users' requests and to provide the infrastructure that enables scaling to high number of users with ease of deployment and high availability. The database log writer was run in the real time RT class and bound to a processor set. The database redo logs were configured on the raw disk partitions. The Oracle Solaris Container running the Enterprise Application server completed 61 Short UBEs, 4 Long UBEs concurrently as the mixed size batch workload. The mixed size UBEs ran concurrently from the Enterprise Application server with the 8,000 online users driven by the LoadRunner. See Also SPARC T4-2 Server oracle.com OTN JD Edwards EnterpriseOne oracle.com OTN Oracle Solaris oracle.com OTN Oracle Database 11g Release 2 Enterprise Edition oracle.com OTN Oracle Fusion Middleware oracle.com OTN Disclosure Statement Copyright 2012, Oracle and/or its affiliates. All rights reserved. Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners. Results as of 09/30/2012.

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  • SLK opens SCORM package as a ZIP file

    - by Cherie Riesberg
    Symptom: After installing SharePoint Learning Kit successfully, (http://www.codeplex.com/SLK), everything works except that the SCORM package (a ZIP extension) is opening as a ZIP file instead of a course. You get the normal ZIP message "Do you want to open or save this file?" Problem: The package is zipped at the upper folder level and does not create a manifest that allows SharePoint to recognize it as a SCORM file instead of a ZIP file. Solution: Add the contents of the course to the ZIP, not the outer (uppermost) folder.  This creates a ZIP file that SharePoint can recognize as a SCORM package.

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  • FAQ: Reshipping a Sun Certification

    - by Paul Sorensen
    If you obtained a Sun Certification before September 1, 2010, your success kit was shipped to the mailing address on record in your profile at certmanager.net/sun. At this time, if you require a reshipment for any reason of your original Sun Certification Certificate (it got damaged in the mail, you did not receive it, it needs to be sent to a different address, etc...), you will now receive access to an electronic reproduction of your original Certificate called an eCertificate. The Sun Certification ID card is no longer available and cannot be ordered from Oracle. This is to allow us to streamline this reshipping process and allow candidates to receive these certificates as quickly as possible.Candidates who earned a Java, Oracle Solaris, MySQL, NetBeans or OpenOffice.org certification on or after September 1, 2010 will receive their success kits in the mail within 6-8 weeks of completing the final certification requirement.

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  • PRUEBAS DE ESPECIALIZACION 2013/2014

    - by agallego
    Consigue  tu Certificado de Especialista Oracle  de forma GRATUITA , 27 y 28 de Noviembre de 2013  Ahora puedes realizar los exámenes de implementación de las especializaciones de Oracle y convertirte en especialista. Podrás realizar cualquiera de los exámenes de implementación de la siguiente lista: Oracle Fusion Customer Relationship Management 11g Sales Certified Implementation Specialist (1Z0-456) Oracle Fusion Customer Relationship Management 11g Incentive Compensation Certified Implementation Specialist (1Z0-472) Oracle ATG Web Commerce 10 Implementation Developer Certified Implementation Specialist (1Z0-510) Oracle RightNow CX Cloud Service 2012 Certified Implementation Specialist (1Z0-465) Oracle RightNow CX Cloud Service 2012 Developer Certified Implementation Specialist (1Z0-480) Oracle Fusion Human Capital Management 11g Human Resources Certified Implementation Specialist (1Z0-584) Oracle Fusion Human Capital Management 11g Talent Management Certified Implementation Specialist (1Z0-585) Oracle Taleo Recruiting Cloud Service 2013 Certified Implementation Specialist  (1Z0-474) Oracle Fusion Financials 11g Accounts Payable Certified Implementation Specialist(1Z0-507) Oracle Fusion Financials 11g Accounts Receivable Certified Implementation Specialist(1Z0-506) Oracle Fusion Financials 11g General Ledger Certified Implementation Specialist (1Z0-508) Oracle Fusion Distributed Order Orchestration 11g Essentials (1Z0-469) Oracle Documaker Standard Edition 12 Implementation Essentials (1Z0-570) Oracle Hyperion Planning 11 Essentials (1Z0-533) Oracle Hyperion Financial Management 11 Essentials (1Z0-532) Oracle Business Intelligence Foundation Suite 11g Essentials (1Z0-591) Oracle Essbase 11 Essentials (1Z0-531) Oracle GoldenGate 10 Essentials (1Z0-539) Oracle GoldenGate 11g Certified Implementation Exam Essentials Oracle Business Intelligence Applications 7.9.6 for CRM Essentials (1Z0-524) Oracle Business Intelligence Applications 7.9.6 for ERP Essentials (1Z0-525) Oracle Oracle Endeca Information Discovery 2.3 Certified Implementation Specialist (1Z0-461) Oracle SOA Suite 11g Essentials (1Z0-478) Oracle Service-Oriented Architecture Certified Implementation Specialist (1Z0-451) Oracle Unified Business Process Management Suite 11g Certified Implementation Specialist (1Z0-560) Oracle WebLogic Server 12c Certified Implementation Specialist (1Z0-599) Oracle Application Grid Certified Implementation Specialist(1Z0-523) Oracle WebCenter Content 11g Essentials (1Z0-542) Oracle WebCenter Portal 11g Essentials (1Z0-541) Oracle Application Development Framework Essentials (1Z1-554) Oracle Identity Governance Suite 11g Essentials(1z0-459) Oracle Access Management Suite Plus 11g Essentials Exam(1z0-479) M2M Platform Certified Architecture Essentials (1Z0-467) Oracle WebCenter Sites 11g Certified Implementation Specialist (1Z0-462)  Oracle Cloud Application Foundation Essentials(1Z0-468) Oracle Exadata 11g Essentials (1Z0-536) Exadata Database Machine Models X3-2 and X3-8 Certified Implementation Specialist (1Z0-485) Oracle Certified Expert, Oracle Exadata X3 Administration(1Z0-027) Exalogic Elastic Cloud X2-2 Certified Implementation Specialist (1Z0-569) Oracle Linux System Administration (1Z0-403) Oracle Linux Fundamentals (1Z0-402) Oracle Linux 6 Certified Implementation Specialist (1Z0-460) Oracle VM 3 for x86 Certified Implementation Specialist (1Z0-590) Oracle Enterprise Manager 11g Essentials  (1Z0-530 ) Oracle Enterprise Manager 12c Essentials (1Z0-457) SPARC T4-Based Server Installation Essentials (1Z0-597) 1Z0-821 Oracle Solaris 11 System Administration 1Z0-822 Oracle Solaris 11 Advanced System Administration Oracle Solaris 11 Installation and Configuration Essentials (1Z0-580) StorageTek Tape Libraries Certified Implementation Specialist(1Z0-546) Sun ZFS Storage Appliance Certified Implementation Specialist The Primavera P6 Enterprise Project Portfolio Management 8 Essentials (1Z0-567) The Primavera Portfolio Management Essentials (1Z0-544) Primavera Contract Management 14 Certified Implementation Specialist (1Z0-582) Oracle Utilities Customer Care and Billing 2 Certified Implementation Specialist (1Z0-562) Oracle Policy Automation 10 Certified Implementation Specialist (1Z0-534) Oracle User Productivity Kit 11 Certified Implementation Specialist (1Z0-566) Oracle User Productivity Kit 11 Technical Certified Implementation Specialist (1Z0-583) Oracle Retail Demand Forecasting 13.3 Functional Implementer Certified Implementation Specialist (1Z0-463) Oracle Retail Predictive Application Server 13 Configuration Implementation Specialist (1Z0-576) Oracle Retail Merchandising System 13.2 Foundation Functional Implementer Certified Implementation Specialist (1Z0-453) Oracle Retail Predictive Application Server 13 Configuration Implementation Specialist (1Z0-576) Oracle Retail Point-of-Service Technical Certified Implementation Specialist (1Z0-572) Oracle Retail Price Management 13.2 Functional Implementer Certified Implementation Specialist (1Z0-454) Oracle Retail Predictive Application Server 13 Configuration Implementation Specialist (1Z0-576) Oracle Retail Store Inventory Management 13.2 Functional Implementer Certified Implementation Specialist (1Z0-455) Oracle Flexcube Universal Banking 11 Technical Implementation Essentials (1Z0-579) Oracle FlexCube Universal Banking 11 Basic Implementation Essentials (1Z0-561) Oracle Flexcube Universal Banking 11 Technical Implementation Essentials (1Z0-579) Oracle FLEXCUBE Direct Banking 6 Implementation Essentials (1Z0-594)   Puedes consultar la información acerca de los examenes en cada uno de los enlaces. Para prepararte los examenes sigue la Guia de estudio que encontrarás en la página de cada examen. Requisitos: ser  Partner Gold, Platinum o Diamond de Oracle y tener un usuario de Oracle Pearson Vue.  ¿Cuándo?: 27 y 28 de noviembre  a las (9:00, 12:00, 16:00)  ¿Dónde?: Core Networks, C.E.Parque Norte, Edificio Olmo, Planta 1 Serrano Galvache 56 | 28033, Madrid Para inscribirte: Create una cuenta en Pearson Vue (www.pearsonvue.com/oracle). Para Registrarte aquí. Para más información sobre el programa de especializaciones, haz clic aquí. No pierdas esta oportunidad e inscríbete hoy.  Para cualquier duda contactar con [email protected]. Ana María Gallego Partner Enablement Manager Spain and Portugal        

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  • Wine can't find gnome-keyring-pkcs11.so

    - by Jackie
    I am trying to start a program using wine on ubuntu lts 12.04 64 bit When I do this I get the following error message... /usr/lib/i386-linux-gnu/pkcs11/gnome-keyring-pkcs11.so: /usr/lib/i386-linux-gnu/pkcs11/gnome-keyring-pkcs11.so: cannot open shared object file: No such file or directory When I try to symlink the 64 bit libraries, of course I get the following... jackie@jackie-Latitude-E6410:~/tmp/AC$ wine TTG.exe p11-kit: couldn't load module: /usr/lib/i386-linux-gnu/pkcs11/gnome-keyring-pkcs11.so: /usr/lib/i386-linux-gnu/pkcs11/gnome-keyring-pkcs11.so: wrong ELF class: ELFCLASS64 wine: Unhandled page fault on read access to 0x00000000 at address (nil) (thread 0009), starting debugger... err:seh:raise_exception Unhandled exception code c0000005 flags 0 addr 0x7bc47aac Is there a package that installs the 32-bit as well as the 64bit? UPDATE: Appears to be a bug in Ubuntu w/ 1.4 https://launchpad.net/~ubuntu-wine/+archive/ppa I used these steps and my application worked http://www.noobslab.com/2012/04/install-wine-152-on-ubuntu.html Not sure exactly why but it appears to ignore the error if you use the 1.5.

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  • Eclipse juno: Can't install RadRails throws error for a gem I have installed already

    - by Bogdan M
    The thing is I installed Ubuntu 12.04, Java (for Eclipse), Eclipse, ruby, ruby gems, rails. Everything went smooth. When I tried to prepare Eclipse for ruby on rails, I installed ruby dev kit plugin. This worked, but RadRails failed with this error: Cannot complete the install because one or more required items could not be found. Software currently installed: org.radrails.rails-feature 0.7.2 (org.radrails.rails_feature.feature.group 0.7.2) Missing requirement: Rails Core Plug-in 0.7.2 (org.radrails.rails.core 0.7.2) requires 'bundle org.eclipse.update.core 0.0.0' but it could not be found Cannot satisfy dependency: From: org.radrails.rails-feature 0.7.2 (org.radrails.rails_feature.feature.group 0.7.2) To: org.radrails.rails.core [0.7.2]

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  • Migrating Databases from SQL Server 2008 to SqlAzure

    - by kaleidoscope
    Connect SQL Azure through SSMS. (It will get connected, only if you have port 1433 open.) Create required databases on SQL Azure. Create and execute schema scripts for databases.(Make sure you have written scripts which are 100% compatible with SQL Azure. Tool called SQL Azure migration tool by CodePlex helps with doing this.) Create and execute insert scripts for databases. (One can use SSMS for generating insert scripts.) For further details refer to the Windows Azure Platform Kit Nov 2009.   Anish

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  • CodePlex Daily Summary for Tuesday, June 14, 2011

    CodePlex Daily Summary for Tuesday, June 14, 2011Popular ReleasesSizeOnDisk: 1.0.9.0: Can handle Right-To-Left languages (issue 316) About box (issue 310) New language: Deutsch (thanks to kyoka) Fix: file and folder context menuTerrariViewer: TerrariViewer v2.6: This is a temporary release so that people can edit their characters for the newest version of Terraria. It does not include the newest items or the ability to add social slot items. Those will come in TerrariViewer v3.0, which I am currently working on.DropBox Linker: DropBox Linker 1.1: Added different popup descriptions for actions (copy/append/update/remove) Added popup timeout control (with live preview) Added option to overwrite clipboard with the last link only Notification popup closes on user click Notification popup default timeout increased to 3 sec. Added codeplex link to about .NET Framework 4.0 Client Profile requiredMobile Device Detection and Redirection: 1.0.4.1: Stable Release 51 Degrees.mobi Foundation is the best way to detect and redirect mobile devices and their capabilities on ASP.NET and is being used on thousands of websites worldwide. We’re highly confident in our software and we recommend all users update to this version. Changes to Version 1.0.4.1Changed the BlackberryHandler and BlackberryVersion6Handler to have equal CONFIDENCE values to ensure they both get a chance at detecting BlackBerry version 4&5 and version 6 devices. Prior to thi...Kouak - HTTP File Share Server: Kouak Beta 3 - Clean: Some critical bug solved and dependecy problems There's 3 package : - The first, contains the cli server and the graphical server. - The second, only the cli server - The third, only the graphical client. It's a beta release, so don't hesitate to emmit issue ;pRawr: Rawr 4.1.06: This is the Downloadable WPF version of Rawr!For web-based version see http://elitistjerks.com/rawr.php You can find the version notes at: http://rawr.codeplex.com/wikipage?title=VersionNotes Rawr AddonWe now have a Rawr Official Addon for in-game exporting and importing of character data hosted on Curse. The Addon does not perform calculations like Rawr, it simply shows your exported Rawr data in wow tooltips and lets you export your character to Rawr (including bag and bank items) like Char...AcDown????? - Anime&Comic Downloader: AcDown????? v3.0 Beta6: ??AcDown?????????????,?????????????,????、????。?????Acfun????? ????32??64? Windows XP/Vista/7 ????????????? ??:????????Windows XP???,?????????.NET Framework 2.0???(x86)?.NET Framework 2.0???(x64),?????"?????????"??? ??v3.0 Beta6 ?????(imanhua.com)????? ???? ?? ??"????","?????","?????","????"?????? "????"?????"????????"?? ??????????? ?????????????? ?????????????/???? ?? ????Windows 7???????????? ????????? ?? ????????????? ???????/??????????? ???????????? ?? ?? ?????(imanh...Microsoft Ajax Minifier: Microsoft Ajax Minifier 4.22: Added lots of optimizations related to expression optimization. Combining adjacent expression statements into a single statement means more if-, for-, and while-statements can get rid of the curly-braces. Then more if-statements can be converted to expressions, and more expressions can be combined with return- and for-statements. Moving functions to the top of their scopes, followed by var-statements, provides more opportunities for expression-combination. Added command-line option to remove ...Pulse: Pulse Beta 2: - Added new wallpapers provider http://wallbase.cc. Supports english search, multiple keywords* - Improved font rendering in Options window - Added "Set wallpaper as logon background" option* - Fixed crashes if there is no internet connection - Fixed: Rewalls downloads empty images sometimes - Added filters* Note 1: wallbase provider supports only english search. Rewalls provider supports only russian search but Pulse automatically translates your english keyword into russian using Google Tr...???? (Internet Go Game for Android): goapp.3.0.apk: Refresh UI and bugfixPhalanger - The PHP Language Compiler for the .NET Framework: 2.1 (June 2011) for .NET 4.0: Release of Phalanger 2.1 - the opensource PHP compiler for .NET framework 4.0. Installation package also includes basic version of Phalanger Tools for Visual Studio 2010. This allows you to easily create, build and debug Phalanger web or application inside this ultimate integrated development environment. You can even install the tools into the free Visual Studio 2010 Shell (Integrated). To improve the performance of your application using MySQL, please use Managed MySQL Extension for Phala...WPF Application Framework (WAF): WPF Application Framework (WAF) 2.0.0.7: Version: 2.0.0.7 (Milestone 7): This release contains the source code of the WPF Application Framework (WAF) and the sample applications. Requirements .NET Framework 4.0 (The package contains a solution file for Visual Studio 2010) The unit test projects require Visual Studio 2010 Professional Remark The sample applications are using Microsoft’s IoC container MEF. However, the WPF Application Framework (WAF) doesn’t force you to use the same IoC container in your application. You can use ...SimplePlanner: v2.0b: For 2011-2012 Sem 1 ???2011-2012 ????Visual Studio 2010 Help Downloader: 1.0.0.3: Domain name support for proxy Cleanup old packages bug Writing to EventLog with UAC enabled bug Small fixes & Refactoring32feet.NET: 3.2: 32feet.NET v3.2 - Personal Area Networking for .NET Build 3.2.0609.0 9th June 2011 This library provides a .NET networking API for devices and desktop computers running the Microsoft or Broadcom/Widcomm Bluetooth stacks, Microsoft Windows supported IrDA devices and associated Object Exchange (OBEX) services for both these mediums. Online documentation is integrated into your Visual Studio help. The object model has been designed to promote consistency between Bluetooth, IrDA and traditional ...Media Companion: MC 3.406b weekly: With this version change a movie rebuild is required when first run -else MC will lock up on exit. Extract the entire archive to a folder which has user access rights, eg desktop, documents etc. Refer to the documentation on this site for the Installation & Setup Guide Important! If you find MC not displaying movie data properly, please try a 'movie rebuild' to reload the data from the nfo's into MC's cache. Fixes Movies Readded movie preference to rename invalid or scene nfo's to info ext...Windows Azure VM Assistant: AzureVMAssist V1.0.0.5: AzureVMAssist V1.0.0.5 (Debug) - Test Release VersionNetOffice - The easiest way to use Office in .NET: NetOffice Release 0.9: Changes: - fix examples (include issue 16026) - add new examples - 32Bit/64Bit Walkthrough is now available in technical Documentation. Includes: - Runtime Binaries and Source Code for .NET Framework:......v2.0, v3.0, v3.5, v4.0 - Tutorials in C# and VB.Net:..............................................................COM Proxy Management, Events, etc. - Examples in C# and VB.Net:............................................................Excel, Word, Outlook, PowerPoint, Access - COMAddi...Reusable Library: V1.1.3: A collection of reusable abstractions for enterprise application developerVidCoder: 0.9.2: Updated to HandBrake 4024svn. This fixes problems with mpeg2 sources: corrupted previews, incorrect progress indicators and encodes that incorrectly report as failed. Fixed a problem that prevented target sizes above 2048 MB.New ProjectsASP.NET MVC / Windows Workflow Foundation Integration: This project will product libraries, activities and examples that demonstrate how you can use Windows Workflow Foundation with ASP.NET MVCBing Maps Spatial Data Service Loader: Bing Maps Spatial Data Service Loader is a simple tool that helps you to load your set of data (CSV) into the Spatial Data Service included in Bing Maps licensing.Blend filter and Pencil sketch effect in C#: This project contains a filter for blending one image over an other using effects like Color Dodge, Lighten, Darken, Difference, etc. And an example of how to use that to do a Pencil Sketch effect in C# using AForge frameworkBugStoryV2: student project !CAIXA LOTERIAS: Projeto destinado a integrar resultado dos sorteios da Caixa em VB.NET, C#, ASP.NETCSReports: Report authoring tool. It supports dinamyc grouping, scripting formulas in vbscript, images from db and sub-sections. The report definition is saved to file in xml format and can be exported to pdf, doc and xls format.EasyLibrary: EasyLibraryFreetime Development Platform: Freetime Development Platform is a set of reusable design used to develop Web and Desktop based applications. IISProcessScheduler: Schedule processes from within IIS.LitleChef: LitleChefLLBLGen ANGTE (ASP.Net GUI Templates Extended): LLBLGen ANGTE (ASP.Net GUI Templates Extended) makes possible to use LLBLGen template system to generate a reasonable ASP.Net GUI that you can use as the base of your project or just as a prototyping tool. It generates APS.Net code with C# as code behind using .Net 2.0Memory: Memory Game for AndroidNCU - Book store: Educational project for a software engineering bootcamp at Northern Caribbean UniversityOrderToList Extension for IEnumerable: An extension method for IEnumerable<T> that will sort the IEnumerable based on a list of keys. Suppose you have a list of IDs {10, 5, 12} and want to use LINQ to retrieve all People from the DB with those IDs in that order, you want this extension. Sort is binary so it's fastp301: Old project.Pang: A new pong rip off; including some power ups. Will be written in C# using XNA.Ring2Park Online: Ring2Park is a fully working ASP.NET reference application that simulates the online purchase and management of Vehicle Parking sessions. It is developed using the latest ASP.NET MVC 3 patterns and capabilities. It includes a complete set of Application Lifecycle Management (ALM) assets, including requirements, test and deployment.rITIko: Questo progetto è stato creato come esperimento dalla classe 4G dell'ITIS B. Pascal di Cesena. Serve (per ora) solo per testate il funzionamento di CodePlex e del sistema SVN. Forse un giorno conterrà qualcosa di buono, rimanete aggiornati.Rug.Cmd - Command Line Parser and Console Application Framework: Rugland Console Framework is a collection of classes to enable the fast and consistent development of .NET console applications. Parse command line arguments and write your applications usage. If you are developing command line or build process tools in .NET then this maybe the lightweight framework for you. It is developed in C#.SamaToursUSA: sama tours usaSamcrypt: .Security System: With this program you will be able to secure your screen from prying eyes. In fact as soon as the block will not be unlocked only with your password. Perfect for when you go to have a coffee in the break. :)Sharp Temperature Conversor: Sharp Temperature Conversor has the objective of providing a easy, fast and a direct way to convert temperatures from one type to another. The project is small, uses C#, Visual Studio 2010. The project is small. However, the growth is possible. Silverlight Star Rating Control: A simple star rating control for editing or displaying ratings in Silverlight. Supports half-filled stars. Includes the star shape as a separate control.Silverware: Silverware is a set of libraries to enhance and make application development in Silverlight easier.Simple & lightweight fluent interface for Design by Contract: This project try to focus on make a good quality code for your project. It try to make sure all instance and variables must be satisfy some conditions in Design by Contract.SimpleAspect: A simple Aspect library for PostSharpTespih: Basit tespih uygulamasi. Kendi evrad u ezkar listenizi olusturup seçtiginiz bir evrat üzerinden tespih çekebilirsiniz.Texticize: Texticize is a fast, extensible, and intuitive object-to-text template engine for .NET. You can use Texticize to quickly create dynamic e-mails, letters, source code, or any other text documents using predefined text templates substituting placeholders with properties of CLR objects in realtime.The Dragon riders: a mmorgh game with free play in creaction. FantasyWPF ObservableCollection: WPF ObservableCollection Idle use.X9.37 Image Cash Letter file viewer: x9.37 Image Cash Letter viewer. Developed using VB.Net. Currently allows viewing and searching of X9 files. The code also has image manipulation code, specifically multi page TIF file handling that you might find useful,

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  • Can't find openjdk's jre?

    - by Patryk
    I have recently installed openjdk just to try out writing some java application $ dpkg -l | grep jdk ii openjdk-7-jdk 7u7-2.3.2a-0ubuntu0.12.04.1 OpenJDK Development Kit (JDK) ii openjdk-7-jre 7u7-2.3.2a-0ubuntu0.12.04.1 OpenJDK Java runtime, using Hotspot JIT ii openjdk-7-jre-headless 7u7-2.3.2a-0ubuntu0.12.04.1 OpenJDK Java runtime, using Hotspot JIT (headless) ii openjdk-7-jre-lib 7u7-2.3.2a-0ubuntu0.12.04.1 OpenJDK Java runtime (architecture independent libraries) That's what I have on my system. Although I have all this installed when in Chrome I go to a website which needs jre it can't find it. How can I fix it ?

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  • How to Create a Custom Ubuntu Live CD or USB the Easy Way

    - by Chris Hoffman
    There are several different ways to create custom Ubuntu live CDs. We’ve covered using the Reconstructor web app in the past, but some commenters recommended the Ubuntu Customization Kit instead. It’s an open-source utility found in Ubuntu’s software repositories. UCK offers more powerful features than Reconstructor does, but Reconstructor makes most tasks easier for novice users. Be sure to take a look at Reconstructor, too. How To Be Your Own Personal Clone Army (With a Little Photoshop) How To Properly Scan a Photograph (And Get An Even Better Image) The HTG Guide to Hiding Your Data in a TrueCrypt Hidden Volume

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