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• Emtel Knowledge Series - Q2/2014

  From Cyber Island to Smart Mauritius Cyber Island? Smart Mauritius? - What is Emtel talking about? "With the majority of the population living in urban environments today, the concept of "Smart Cities" has become an urgent necessity. "Smart Cities" refer to an urban transformation which, by using latest ICT technologies makes cities more efficient. Many Governments are setting out ambitious plans to build the cities of the future based on massive connectivity, high bandwidth communications, intelligent sensors and analysis of huge volumes of data. Various researches have shown four key enablers for smart city success - Government leadership, suitable technology infrastructure, solid public-private partnerships and engaged citizens. It is around these enabling factors that telecoms companies can play a vital role in assisting governments to deliver on the smart city vision." The Emtel Knowledge Series goes in compliance with Emtel's 25th anniversary celebrations throughout the year and the master of ceremony, Kim Andersen, mentioned that there will be more upcoming events on a quarterly base. As a representative of the Mauritius Software Craftsmanship Community (MSCC) there was absolutely no hesitation to join in again. Following my visit to the first Emtel Knowledge Series workshop back in February this year, it was great to have another opportunity to meet and exchange with technology experts. But quite frankly what is it with those buzz words... As far as I remember and how it was mentioned "Cyber Island" is an old initiative from around 2005/2006 which has been refreshed in 2010. It implies the empowerment of Information & Communication Technologies (ICT) as an essential factor of growth by the government here in Mauritius. Actually, the first promotional period of Cyber Island brought me here but that's another story. The venue and its own problems Like last time the event was organised and held at the Conference Hall at Cyber Tower I in Ebene. As I've been working there for some years, I know about the frustrating situation of finding a proper parking. So, does Smart Island include better solutions for the search of parking spaces? Maybe, let's see whether I will be able to answer that question at the end of the article. Anyway, after circling around the tower almost two times, I finally got a decent space to put the car, without risking to get a ticket or damage actually. International speakers and their experience Once again, Emtel did a great job to get international expertise onto the stage to share their experience and vision on this kind of embarkment. Personally, I really appreciated the fact they were speakers of global reach and could provide own-experience knowledge. Johan Gott spoke about the fundamental change that the Swedish government ignited in order to move their society and workers' environment away from heavy industry towards a knowledge-based approach. Additionally, we spoke about the effort and transformation of New York City into a greener and more efficient Smart City. Given modern technology he also advised that any kind of available Big Data should be opened to the general public - this openness would provide a playground for anyone to garner new ideas and most probably solid solutions of which no one else thought about before. Emtel Knowledge Series on moving from Cyber Island to Smart Mauritus Later during the afternoon that exact statement regarding openness to and transparency of government-owned Big Data has been emphasised again by the Danish speaker Kim Andersen and his former colleague Mika Jantunen from Finland. Mika continued to underline the important role of the government to provide a solid foundation for a knowledge-based society and mentioned that Finnish citizens have a constitutional right to broadband connectivity. Next to free higher (tertiary) education Finland already produced a good number of innovations, among them are: First country to grant voting rights to women Free higher education Constitutional right to broadband connectivity Nokia Linux Angry Birds Sauna and others...  General access to internet via broadband and/or mobile connectivity is surely a key factor towards Smart Cities, or better said Smart Mauritius given the area dimensions and size of population. CTO Paul Valette gave the audience a brief overview of the essential role that Emtel will have to move Mauritius forward towards a knowledge-based and innovation-driven environment for its citizen. What I have seen looks really promising and with recently published information that Mauritians have 127% of mobile capacity - meaning more than 1 mobile, smartphone or tablet per person - it will be crucial to have the right infrastructure for these connected devices. How would it be possible to achieve a knowledge-based society? YouTube to the rescue!Seriously, gaining more knowledge will require to have fast access to educational course material as explained by Dr Kaviraj Sukon, General Director of the Open University of Mauritius. According to him a good number of high-profile universities in the world have opened their course libraries to the general public, among them EDX, Coursera and Open University. Nowadays, you're actually able and enabled to learn for and earn a BSc or even MSc certification on your own pace - no need to attend classed on campus. It was really impressive to see the number of available hours - more than enough for a life-long learning experience! {loadposition content_adsense} Networking in the name of MSCC As briefly mentioned above I was about to combine two approaches for this workshop. Of course, getting latest information and updates on Emtel services available, especially for my business here on the west coast of the island, but also to meet and greet new people for the MSCC. And I think it was very positive on both sides. Let me quickly describe some of the key aspects that happened during the day: Met with Arnaud Meslier and Kellie, both Microsoft to swap latest information on IT events. Hereby, I got an invite to Microsoft Windows Phone 8.1 Dev Camp. Got in touch with Arvin Lockee, Emtel to check our options to meet with the data team, and seizing the opportunity to have a visiting tour at the Emtel Data Centre. Had a great chat with Avinash Meetoo, Knowledge 7, Kim Andersen and Mika Jantunen about the situation of teaching and learning in general and specifically in the private sector here in Mauritius. Additionally, a number of various other interesting chats... Once again, I'm catching up on a couple of business cards in order to provide more background information about the MSCC, and to create a better awareness of MSCC within the local IT businesses. There is more to come soon!  Resume of the day The number of attendees during this event has been doubled or even tripled this time. The whole organisation has been improved massively and the combination of presentation and summarizing panel discussions was better than during the previous workshop back in February. Overall, once again a well-organised workshop and I'm already looking forward to join the next workshop in Q3. Update End of July we finally managed to visit the Emtel Data Centre in Arsenal. It was an interesting opportunity for some of our MSCC members.

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• Expectations + Rewards = Innovation

  - by D'Arcy Lussier

  “Innovation” is a heavy word. We regard those that embrace it as “Innovators”. We describe organizations as being “Innovative”. We hold those associated with the word in high regard, even though its dictionary definition is very simple: Introducing something new. What our culture has done is wrapped Innovation in white robes and a gold crown. Innovation is rarely just introducing something new. Innovations and innovators are typically associated with other terms: groundbreaking, genius, industry-changing, creative, leading. Being a true innovator and creating innovations are a big deal, and something companies try to strive for…or at least say they strive for. There’s huge value in being recognized as an innovator in an industry, since the idea is that innovation equates to increased profitability. IBM ran an ad a few years back that showed what their view of innovation is: “The point of innovation is to make actual money.” If the money aspect makes you feel uneasy, consider it another way: the point of innovation is to <insert payoff here>. Companies that innovate will be more successful. Non-profits that innovate can better serve their target clients. Governments that innovate can better provide services to their citizens. True innovation is not easy to come by though. As with anything in business, how well an organization will innovate is reliant on the employees it retains, the expectations placed on those employees, and the rewards available to them. In a previous blog post I talked about one formula: Right Employees + Happy Employees = Productive Employees I want to introduce a new one, that builds upon the previous one: Expectations + Rewards = Innovation  The level of innovation your organization will realize is directly associated with the expectations you place on your staff and the rewards you make available to them. Expectations We may feel uncomfortable with the idea of placing expectations on our staff, mainly because expectation has somewhat of a negative or cold connotation to it: “I expect you to act this way or else!” The problem is in the or-else part…we focus on the negative aspects of failing to meet expectations instead of looking at the positive side. “I expect you to act this way because it will produce <insert benefit here>”. Expectations should not be set to punish but instead be set to ensure quality. At a recent conference I spoke with some Microsoft employees who told me that you have five years from starting with the company to reach a “Senior” level. If you don’t, then you’re let go. The expectation Microsoft placed on their staff is that they should be working towards improving themselves, taking more responsibility, and thus ensure that there is a constant level of quality in the workforce. Rewards Let me be clear: a paycheck is not a reward. A paycheck is simply the employer’s responsibility in the employee/employer relationship. A paycheck will never be the key motivator to drive innovation. Offering employees something over and above their required compensation can spur them to greater performance and achievement. Working in the food service industry, this tactic was used again and again: whoever has the highest sales over lunch will receive a free lunch/gift certificate/entry into a draw/etc. There was something to strive for, to try beyond the baseline of what our serving jobs were. It was through this that innovative sales techniques would be tried and honed, with key servers being top sellers time and time again. At a code camp I spoke at, I was amazed to see that all the employees from one company receive $100 Visa gift cards as a thank you for taking time to speak. Again, offering something over and above that can give that extra push for employees. Rewards work. But what about the fairness angle? In the restaurant example I gave, there were servers that would never win the competition. They just weren’t good enough at selling and never seemed to get better. So should those that did work at performing better and produce more sales for the restaurant not get rewarded because those who weren’t working at performing better might get upset? Of course not! Organizations succeed because of their top performers and those that strive to join their ranks. The Expectation/Reward Graph While the Expectations + Rewards = Innovation formula may seem like a simple mathematics formula, there’s much more going under the hood. In fact there are three different outcomes that could occur based on what you put in as values for Expectations and Rewards. Consider the graph below and the descriptions that follow: Disgruntled – High Expectation, Low Reward I worked at a company where the mantra was “Company First, Because We Pay You”. Even today I still hear stories of how this sentiment continues to be perpetuated: They provide you a paycheck and a means to live, therefore you should always put them as your top priority. Of course, this is a huge imbalance in the expectation/reward equation. Why would anyone willingly meet high expectations of availability, workload, deadlines, etc. when there is no reward other than a paycheck to show for it? Remember: paychecks are not rewards! Instead, you see employees be disgruntled which not only affects the level of production but also the level of quality within an organization. It also means that you see higher turnover. Complacent – Low Expectation, Low Reward Complacency is a systemic problem that typically exists throughout all levels of an organization. With no real expectations or rewards, nobody needs to excel. In fact, those that do try to innovate, improve, or introduce new things into the organization might be shunned or pushed out by the rest of the staff who are just doing things the same way they’ve always done it. The bigger issue for the organization with low/low values is that at best they’ll never grow beyond their current size (and may shrink actually), and at worst will cease to exist. Entitled – Low Expectation, High Reward It’s one thing to say you have the best people and reward them as such, but its another thing to actually have the best people and reward them as such. Organizations with Entitled employees are the former: their organization provides them with all types of comforts, benefits, and perks. But there’s no requirement before the rewards are dolled out, and there’s no short-list of who receives the rewards. Everyone in the company is treated the same and is given equal share of the spoils. Entitlement is actually almost identical with Complacency with one notable difference: just try to introduce higher expectations into an entitled organization! Entitled employees have been spoiled for so long that they can’t fathom having rewards taken from them, or having to achieve specific levels of performance before attaining them. Those running the organization also buy in to the Entitled sentiment, feeling that they must persist the same level of comforts to appease their staff…even though the quality of the employee pool may be suspect. Innovative – High Expectation, High Reward Finally we have the Innovative organization which places high expectations but also provides high rewards. This organization gets it: if you truly want the best employees you need to apply equal doses of pressure and praise. Realize that I’m not suggesting crazy overtime or un-realistic working conditions. I do not agree with the “Glengary-Glenross” method of encouragement. But as anyone who follows sports can tell you, the teams that win are the ones where the coaches push their players to be their best; to achieve new levels of performance that they didn’t know they could receive. And the result for the players is more money, fame, and opportunity. It’s in this environment that organizations can focus on innovation – true innovation that builds the business and allows everyone involved to truly benefit. In Closing Organizations love to use the word “Innovation” and its derivatives, but very few actually do innovate. For many, the term has just become another marketing buzzword to lump in with all the other business terms that get overused. But for those organizations that truly get the value of innovation, they will be the ones surging forward while other companies simply fade into the background. And they will be the organizations that expect more from their employees, and give them their just rewards.

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• Community Outreach - Where Should I Go

  - by Roger Brinkley

  A few days ago I was talking to person new to community development and they asked me what guidelines I used to determine the worthiness of a particular event. After our conversation was over I thought about it a little bit more and figured out there are three ways to determine if any event (be it conference, blog, podcast or other social medias) is worth doing: Transferability, Multiplication, and Impact. Transferability - Is what I have to say useful to the people that are going to hear it. For instance, consider a company that has product offering that can connect up using a number of languages like Scala, Grovey or Java. Sending a Scala expert to talk about Scala and the product is not transferable to a Java User Group, but a Java expert doing the same talk with a Java slant is. Similarly, talking about JavaFX to any Java User Group meeting in Brazil was pretty much a wasted effort until it was open sourced. Once it was open sourced it was well received. You can also look at transferability in relation to the subject matter that you're dealing with. How transferable is a presentation that I create. Can I, or a technical writer on the staff, turn it into some technical document. Could it be converted into some type of screen cast. If we have a regular podcast can we make a reference to the document, catch the high points or turn it into a interview. Is there a way of using this in the sales group. In other words is the document purely one dimensional or can it be re-purposed in other forms. Multiplication - On every trip I'm looking for 2 to 5 solid connections that I can make with developers. These are long term connections, because I know that once that relationship is established it will lead to another 2 - 5 from that connection and within a couple of years were talking about some 100 connections from just one developer. For instance, when I was working on JavaHelp in 2000 I hired a science teacher with a programming background. We've developed a very tight relationship over the year though we rarely see each other more than once a year. But at this JavaOne, one of his employees came up to me and said, "Richard (Rick Hard in Czech) told me to tell you that he couldn't make it to JavaOne this year but if I saw you to tell you hi". Another example is from my Mobile & Embedded days in Brasil. On our very first FISL trip about 5 years ago there were two university students that had created a project called "Marge". Marge was a Bluetooth framework that made connecting bluetooth devices easier. I invited them to a "Sun" dinner that evening. Originally they were planning on leaving that afternoon, but they changed their plans recognizing the opportunity. Their eyes were as big a saucers when they realized the level of engineers at the meeting. They went home started a JUG in Florianoplis that we've visited more than a couple of times. One of them went to work for Brazilian government lab like Berkley Labs, MIT Lab, John Hopkins Applied Physicas Labs or Lincoln Labs in the US. That presented us with an opportunity to show Embedded Java as a possibility for some of the work they were doing there. Impact - The final criteria is how life changing is what I'm going to say be to the individuals I'm reaching. A t-shirt is just a token, but when I reach down and tug at their developer hearts then I know I've succeeded. I'll never forget one time we flew all night to reach Joan Pasoa in Northern Brazil. We arrived at 2am went immediately to our hotel only to be woken up at 6 am to travel 2 hours by car to the presentation hall. When we arrived we were totally exhausted. Outside the facility there were 500 people lined up to hear 6 speakers for the day. That itself was uplifting.  I delivered one of my favorite talks on "I have passion". It was a talk on golf and embedded java development, "Find your passion". When we finished a couple of first year students came up to me and said how much my talk had inspired them. FISL is another great example. I had been about 4 years in a row. FISL is a very young group of developers so capturing their attention is important. Several of the students will come back 2 or 3 years later and ask me questions about research or jobs. And then there's Louis. Louis is one my favorite Brazilians. I can only describe him as a big Brazilian teddy bear. I see him every year at FISL. He works primarily in Java EE but he's attended every single one of my talks over the last 4 years. I can't tell you why, but he always greets me and gives me a hug. For some reason I've had a real impact. And of course when it comes to impact you don't just measure a presentation but every single interaction you have at an event. It's the hall way conversations, the booth conversations, but more importantly it's the conversations at dinner tables or in the cars when you're getting transported to an event. There's a good story that illustrates this. Last year in the spring I was traveling to Goiânia in Brazil. I've been there many times and leaders there no me well. One young man has picked me up at the airport on more than one occasion. We were going out to dinner one evening and he brought his girl friend along. One thing let to another and I eventually asked him, in front of her, "Why haven't you asked her to marry you?" There were all kinds of excuses and she just looked at him and smiled. When I came back in December for JavaOne he came and sought me. "I just want to tell you that I thought a lot about what you said, and I asked her to marry me. We're getting married next Spring." Sometimes just one presentation is all it takes to make an impact. Other times it takes years. Some impacts are directly related to the company and some are more personal in nature. It doesn't matter which it is because it's having the impact that matters.

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• The Presentation Isn't Over Until It's Over

  - by Phil Factor

  The senior corporate dignitaries settled into their seats looking important in a blue-suited sort of way. The lights dimmed as I strode out in front to give my presentation.  I had ten vital minutes to make my pitch.  I was about to dazzle the top management of a large software company who were considering the purchase of my software product. I would present them with a dazzling synthesis of diagrams, graphs, followed by  a live demonstration of my software projected from my laptop.  My preparation had been meticulous: It had to be: A year’s hard work was at stake, so I’d prepared it to perfection.  I stood up and took them all in, with a gaze of sublime confidence. Then the laptop expired. There are several possible alternative plans of action when this happens     A. Stare at the smoking laptop vacuously, flapping ones mouth slowly up and down     B. Stand frozen like a statue, locked in indecision between fright and flight.     C. Run out of the room, weeping     D. Pretend that this was all planned     E. Abandon the presentation in favour of a stilted and tedious dissertation about the software     F. Shake your fist at the sky, and curse the sense of humour of your preferred deity I started for a few seconds on plan B, normally referred to as the ‘Rabbit in the headlamps of the car’ technique. Suddenly, a little voice inside my head spoke. It spoke the famous inane words of Yogi Berra; ‘The game isn't over until it's over.’ ‘Too right’, I thought. What to do? I ran through the alternatives A-F inclusive in my mind but none appealed to me. I was completely unprepared for this. Nowadays, longevity has since taught me more than I wanted to know about the wacky sense of humour of fate, and I would have taken two laptops. I hadn’t, but decided to do the presentation anyway as planned. I started out ignoring the dead laptop, but pretending, instead that it was still working. The audience looked startled. They were expecting plan B to be succeeded by plan C, I suspect. They weren’t used to denial on this scale. After my introductory talk, which didn’t require any visuals, I came to the diagram that described the application I’d written.  I’d taken ages over it and it was hot stuff. Well, it would have been had it been projected onto the screen. It wasn’t. Before I describe what happened then, I must explain that I have thespian tendencies.  My  triumph as Professor Higgins in My Fair Lady at the local operatic society is now long forgotten, but I remember at the time of my finest performance, the moment that, glancing up over the vast audience of  moist-eyed faces at the during the poignant  scene between Eliza and Higgins at the end, I  realised that I had a talent that one day could possibly  be harnessed for commercial use I just talked about the diagram as if it was there, but throwing in some extra description. The audience nodded helpfully when I’d done enough. Emboldened, I began a sort of mime, well, more of a ballet, to represent each slide as I came to it. Heaven knows I’d done my preparation and, in my mind’s eye, I could see every detail, but I had to somehow project the reality of that vision to the audience, much the same way any actor playing Macbeth should do the ghost of Banquo.  My desperation gave me a manic energy. If you’ve ever demonstrated a windows application entirely by mime, gesture and florid description, you’ll understand the scale of the challenge, but then I had nothing to lose. With a brief sentence of description here and there, and arms flailing whilst outlining the size and shape of  graphs and diagrams, I used the many tricks of mime, gesture and body-language  learned from playing Captain Hook, or the Sheriff of Nottingham in pantomime. I set out determinedly on my desperate venture. There wasn’t time to do anything but focus on the challenge of the task: the world around me narrowed down to ten faces and my presentation: ten souls who had to be hypnotized into seeing a Windows application:  one that was slick, well organized and functional I don’t remember the details. Eight minutes of my life are gone completely. I was a thespian berserker.  I know however that I followed the basic plan of building the presentation in a carefully controlled crescendo until the dazzling finale where the results were displayed on-screen.  ‘And here you see the results, neatly formatted and grouped carefully to enhance the significance of the figures, together with running trend-graphs!’ I waved a mime to signify an animated  window-opening, and looked up, in my first pause, to gaze defiantly  at the audience.  It was a sight I’ll never forget. Ten pairs of eyes were gazing in rapt attention at the imaginary window, and several pairs of eyes were glancing at the imaginary graphs and figures.  I hadn’t had an audience like that since my starring role in  Beauty and the Beast.  At that moment, I realized that my desperate ploy might work. I sat down, slightly winded, when my ten minutes were up.  For the first and last time in my life, the audience of a  ‘PowerPoint’ presentation burst into spontaneous applause. ‘Any questions?’ ‘Yes,  Have you got an agent?’ Yes, in case you’re wondering, I got the deal. They bought the software product from me there and then. However, it was a life-changing experience for me and I have never ever again trusted technology as part of a presentation.  Even if things can’t go wrong, they’ll go wrong and they’ll kill the flow of what you’re presenting.  if you can’t do something without the techno-props, then you shouldn’t do it.  The greatest lesson of all is that great presentations require preparation and  ‘stage-presence’ rather than fancy graphics. They’re a great supporting aid, but they should never dominate to the point that you’re lost without them.

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• Looking into the JQuery Carousel Lite Plugin

  - by nikolaosk

  I have been using JQuery for a couple of years now and it has helped me to solve many problems on the client side of web development. You can find all my posts about JQuery in this link. In this post I will be providing you with a hands-on example on the JQuery Carousel Lite Plugin.If you want you can have a look at this post, where I describe the JQuery Cycle Plugin. I will be writing more posts regarding the most commonly used JQuery Plugins. I have been using extensively this plugin in my websites.You can show a portion of a set of images with previous and next navigation.In this hands-on example I will be using Expression Web 4.0.This application is not a free application. You can use any HTML editor you like.You can use Visual Studio 2012 Express edition. You can download it here. You can download this plugin from this linkI launch Expression Web 4.0 and then I type the following HTML markup (I am using HTML 5)<html lang="en">  <head>    <title>Liverpool Legends</title>        <meta http-equiv="Content-Type" content="text/html;charset=utf-8" >        <link rel="stylesheet" type="text/css" href="style.css">        <script type="text/javascript" src="jquery-1.8.3.min.js"> </script>     <script type="text/javascript" src="jcarousellite_1.0.1.min.js"></script>      <script type="text/javascript">        $(function () {            $(".theImages").jCarouselLite({                btnNext: "#Nextbtn",                btnPrev: "#Previousbtn"            });        });    </script>       </head>  <body>    <header>        <h1>Liverpool Legends</h1>    </header>        <div id="main">           <img id="Previousbtn" src="previous.png" />        <div class="theImages">            <ul>                <li><img src="championsofeurope.jpg"></li>                <li><img src="steven_gerrard.jpg"></li>                <li><img src="ynwa.jpg"></li>                <li><img src="dalglish.jpg"></li>                <li><img src="Souness.jpg"></li>                  </ul>    </div>    <img id="Nextbtn" src="next.png" />          </div>            <footer>        <p>All Rights Reserved</p>      </footer>     </body>  </html>  This is a very simple markup. I have added my photos (make sure you use your own when trying this example)I have added references to the JQuery library (current version is 1.8.3) and the JQuery Carousel Lite Plugin. Then I add 5 images in the theImages div element.The Javascript code that makes it all happen follows.  <script type="text/javascript">        $(function () {            $(".theImages").jCarouselLite({                btnNext: "#Nextbtn",                btnPrev: "#Previousbtn"            });        });    </script>I also have added some basic CSS style rules in the style.css file. body{background-color:#efefef;color:#791d22;}       #Previousbtn{position:absolute; left:5px; top:100px;}#Nextbtn {position:absolute; left:812px; top:100px;}.theImages {margin-left:145px;margin-top:10px;} It couldn't be any simpler than that. I view my simple in Internet Explorer 10 and it works as expected.I have tested this simple solution in all major browsers and it works fine.Hope it helps!!!

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• General Purpose ASP.NET Data Source Control

  - by Ricardo Peres

  OK, you already know about the ObjectDataSource control, so what’s wrong with it? Well, for once, it doesn’t pass any context to the SelectMethod, you only get the parameters supplied on the SelectParameters plus the desired ordering, starting page and maximum number of rows to display. Also, you must have two separate methods, one for actually retrieving the data, and the other for getting the total number of records (SelectCountMethod). Finally, you don’t get a chance to alter the supplied data before you bind it to the target control. I wanted something simple to use, and more similar to ASP.NET 4.5, where you can have the select method on the page itself, so I came up with CustomDataSource. Here’s how to use it (I chose a GridView, but it works equally well with any regular data-bound control): 1: <web:CustomDataSourceControl runat="server" ID="datasource" PageSize="10" OnData="OnData" /> 2: <asp:GridView runat="server" ID="grid" DataSourceID="datasource" DataKeyNames="Id" PageSize="10" AllowPaging="true" AllowSorting="true" /> The OnData event handler receives a DataEventArgs instance, which contains some properties that describe the desired paging location and size, and it’s where you return the data plus the total record count. Here’s a quick example: 1: protected void OnData(object sender, DataEventArgs e) 2: { 3: //just return some data 4: var data = Enumerable.Range(e.StartRowIndex, e.PageSize).Select(x => new { Id = x, Value = x.ToString(), IsPair = ((x % 2) == 0) }); 5: e.Data = data; 6: //the total number of records 7: e.TotalRowCount = 100; 8: } Here’s the code for the DataEventArgs: 1: [Serializable] 2: public class DataEventArgs : EventArgs 3: { 4: public DataEventArgs(Int32 pageSize, Int32 startRowIndex, String sortExpression, IOrderedDictionary parameters) 5: { 6: this.PageSize = pageSize; 7: this.StartRowIndex = startRowIndex; 8: this.SortExpression = sortExpression; 9: this.Parameters = parameters; 10: } 11:  12: public IEnumerable Data 13: { 14: get; 15: set; 16: } 17:  18: public IOrderedDictionary Parameters 19: { 20: get; 21: private set; 22: } 23:  24: public String SortExpression 25: { 26: get; 27: private set; 28: } 29:  30: public Int32 StartRowIndex 31: { 32: get; 33: private set; 34: } 35:  36: public Int32 PageSize 37: { 38: get; 39: private set; 40: } 41:  42: public Int32 TotalRowCount 43: { 44: get; 45: set; 46: } 47: } As you can guess, the StartRowIndex and PageSize receive the starting row and the desired page size, where the page size comes from the PageSize property on the markup. There’s also a SortExpression, which gets passed the sorted-by column and direction (if descending) and a dictionary containing all the values coming from the SelectParameters collection, if any. All of these are read only, and it is your responsibility to fill in the Data and TotalRowCount. The code for the CustomDataSource is very simple: 1: [NonVisualControl] 2: public class CustomDataSourceControl : DataSourceControl 3: { 4: public CustomDataSourceControl() 5: { 6: this.SelectParameters = new ParameterCollection(); 7: } 8:  9: protected override DataSourceView GetView(String viewName) 10: { 11: return (new CustomDataSourceView(this, viewName)); 12: } 13:  14: internal void GetData(DataEventArgs args) 15: { 16: this.OnData(args); 17: } 18:  19: protected virtual void OnData(DataEventArgs args) 20: { 21: EventHandler<DataEventArgs> data = this.Data; 22:  23: if (data != null) 24: { 25: data(this, args); 26: } 27: } 28:  29: [Browsable(false)] 30: [DesignerSerializationVisibility(DesignerSerializationVisibility.Visible)] 31: [PersistenceMode(PersistenceMode.InnerProperty)] 32: public ParameterCollection SelectParameters 33: { 34: get; 35: private set; 36: } 37:  38: public event EventHandler<DataEventArgs> Data; 39:  40: public Int32 PageSize 41: { 42: get; 43: set; 44: } 45: } Also, the code for the accompanying internal – as there is no need to use it from outside of its declaring assembly - data source view: 1: sealed class CustomDataSourceView : DataSourceView 2: { 3: private readonly CustomDataSourceControl dataSourceControl = null; 4:  5: public CustomDataSourceView(CustomDataSourceControl dataSourceControl, String viewName) : base(dataSourceControl, viewName) 6: { 7: this.dataSourceControl = dataSourceControl; 8: } 9:  10: public override Boolean CanPage 11: { 12: get 13: { 14: return (true); 15: } 16: } 17:  18: public override Boolean CanRetrieveTotalRowCount 19: { 20: get 21: { 22: return (true); 23: } 24: } 25:  26: public override Boolean CanSort 27: { 28: get 29: { 30: return (true); 31: } 32: } 33:  34: protected override IEnumerable ExecuteSelect(DataSourceSelectArguments arguments) 35: { 36: IOrderedDictionary parameters = this.dataSourceControl.SelectParameters.GetValues(HttpContext.Current, this.dataSourceControl); 37: DataEventArgs args = new DataEventArgs(this.dataSourceControl.PageSize, arguments.StartRowIndex, arguments.SortExpression, parameters); 38:  39: this.dataSourceControl.GetData(args); 40:  41: arguments.TotalRowCount = args.TotalRowCount; 42: arguments.MaximumRows = this.dataSourceControl.PageSize; 43: arguments.AddSupportedCapabilities(DataSourceCapabilities.Page | DataSourceCapabilities.Sort | DataSourceCapabilities.RetrieveTotalRowCount); 44: arguments.RetrieveTotalRowCount = true; 45:  46: if (!(args.Data is ICollection)) 47: { 48: return (args.Data.OfType<Object>().ToList()); 49: } 50: else 51: { 52: return (args.Data); 53: } 54: } 55: } As always, looking forward to hearing from you!

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• Looking into the JQuery Overlays Plugin

  - by nikolaosk

  I have been using JQuery for a couple of years now and it has helped me to solve many problems on the client side of web development.  You can find all my posts about JQuery in this link. In this post I will be providing you with a hands-on example on the JQuery Overlays Plugin.If you want you can have a look at this post, where I describe the JQuery Cycle Plugin.You can find another post of mine talking about the JQuery Carousel Lite Plugin here. Another post of mine regarding the JQuery Image Zoom Plugin can be found here.I will be writing more posts regarding the most commonly used JQuery Plugins. With the JQuery Overlays Plugin we can provide the user (overlay) with more information about an image when the user hovers over the image. I have been using extensively this plugin in my websites. In this hands-on example I will be using Expression Web 4.0.This application is not a free application. You can use any HTML editor you like. You can use Visual Studio 2012 Express edition. You can download it here.  You can download this plugin from this link. I launch Expression Web 4.0 and then I type the following HTML markup (I am using HTML 5) <html lang="en"> <head>    <link rel="stylesheet" href="ImageOverlay.css" type="text/css" media="screen" />    <script type="text/javascript" src="jquery-1.8.3.min.js"></script>    <script type="text/javascript" src="jquery.ImageOverlay.min.js"></script>         <script type="text/javascript">        $(function () {            $("#Liverpool").ImageOverlay();        });    </script>   </head><body>    <ul id="Liverpool" class="image-overlay">        <li>            <a href="www.liverpoolfc.com">                <img alt="Liverpool" src="championsofeurope.jpg" />                <div class="caption">                    <h3>Liverpool Football club</h3>                    <p>The greatest club in the world</p>                </div>            </a>        </li>    </ul></body></html> This is a very simple markup. I have added references to the JQuery library (current version is 1.8.3) and the JQuery Overlays Plugin. Then I add 1 image in the element with "id=Liverpool". There is a caption class as well, where I place the text I want to show when the mouse hovers over the image. The caption class and the Liverpool id element are styled in the ImageOverlay.css file that can also be downloaded with the plugin.You can style the various elements of the html markup in the .css file. The Javascript code that makes it all happen follows.   <script type="text/javascript">        $(function () {            $("#Liverpool").ImageOverlay();        });    </script>        I am just calling the ImageOverlay function for the Liverpool ID element.The contents of ImageOverlay.css file follow .image-overlay { list-style: none; text-align: left; }.image-overlay li { display: inline; }.image-overlay a:link, .image-overlay a:visited, .image-overlay a:hover, .image-overlay a:active { text-decoration: none; }.image-overlay a:link img, .image-overlay a:visited img, .image-overlay a:hover img, .image-overlay a:active img { border: none; }.image-overlay a{    margin: 9px;    float: left;    background: #fff;    border: solid 2px;    overflow: hidden;    position: relative;}.image-overlay img{    position: absolute;    top: 0;    left: 0;    border: 0;}.image-overlay .caption{    float: left;    position: absolute;    background-color: #000;    width: 100%;    cursor: pointer;    /* The way to change overlay opacity is the follow properties. Opacity is a tricky issue due to        longtime IE abuse of it, so opacity is not offically supported - use at your own risk.         To play it safe, disable overlay opacity in IE. */    /* For Firefox/Opera/Safari/Chrome */    opacity: .8;    /* For IE 5-7 */    filter: progid:DXImageTransform.Microsoft.Alpha(Opacity=80);    /* For IE 8 */    -MS-filter: "progid:DXImageTransform.Microsoft.Alpha(Opacity=80)";}.image-overlay .caption h1, .image-overlay .caption h2, .image-overlay .caption h3,.image-overlay .caption h4, .image-overlay .caption h5, .image-overlay .caption h6{    margin: 10px 0 10px 2px;    font-size: 26px;    font-weight: bold;    padding: 0 0 0 5px;    color:#92171a;}.image-overlay p{    text-indent: 0;    margin: 10px;    font-size: 1.2em;} It couldn't be any simpler than that. I view my simple page in Internet Explorer 10 and it works as expected. I have tested this simple solution in all major browsers and it works fine.Have a look at the picture below. You can test it yourself and see the results in your favorite browser. Hope it helps!!!

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• SQL Server Developer Tools &ndash; Codename Juneau vs. Red-Gate SQL Source Control

  - by Ajarn Mark Caldwell

  So how do the new SQL Server Developer Tools (previously code-named Juneau) stack up against SQL Source Control?  Read on to find out. At the PASS Community Summit a couple of weeks ago, it was announced that the previously code-named Juneau software would be released under the name of SQL Server Developer Tools with the release of SQL Server 2012.  This replacement for Database Projects in Visual Studio (also known in a former life as Data Dude) has some great new features.  I won’t attempt to describe them all here, but I will applaud Microsoft for making major improvements.  One of my favorite changes is the way database elements are broken down.  Previously every little thing was in its own file.  For example, indexes were each in their own file.  I always hated that.  Now, SSDT uses a pattern similar to Red-Gate’s and puts the indexes and keys into the same file as the overall table definition. Of course there are really cool features to keep your database model in sync with the actual source scripts, and the rename refactoring feature is now touted as being more than just a search and replace, but rather a “semantic-aware” search and replace.  Funny, it reminds me of SQL Prompt’s Smart Rename feature.  But I’m not writing this just to criticize Microsoft and argue that they are late to the party with this feature set.  Instead, I do see it as a viable alternative for folks who want all of their source code to be version controlled, but there are a couple of key trade-offs that you need to know about when you choose which tool set to use. First, the basics Both tool sets integrate with a wide variety of source control systems including the most popular: Subversion, GIT, Vault, and Team Foundation Server.  Both tools have integrated functionality to produce objects to upgrade your target database when you are ready (DACPACs in SSDT, integration with SQL Compare for SQL Source Control).  If you regularly live in Visual Studio or the Business Intelligence Development Studio (BIDS) then SSDT will likely be comfortable for you.  Like BIDS, SSDT is a Visual Studio Project Type that comes with SQL Server, and if you don’t already have Visual Studio installed, it will install the shell for you.  If you already have Visual Studio 2010 installed, then it will just add this as an available project type.  On the other hand, if you regularly live in SQL Server Management Studio (SSMS) then you will really enjoy the SQL Source Control integration from within SSMS.  Both tool sets store their database model in script files.  In SSDT, these are on your file system like other source files; in SQL Source Control, these are stored in the folder structure in your source control system, and you can always GET them to your file system if you want to browse them directly. For me, the key differentiating factors are 1) a single, unified check-in, and 2) migration scripts.  How you value those two features will likely make your decision for you. Unified Check-In If you do a continuous-integration (CI) style of development that triggers an automated build with unit testing on every check-in of source code, and you use Visual Studio for the rest of your development, then you will want to really consider SSDT.  Because it is just another project in Visual Studio, it can be added to your existing Solution, and you can then do a complete, or unified single check-in of all changes whether they are application or database changes.  This is simply not possible with SQL Source Control because it is in a different development tool (SSMS instead of Visual Studio) and there is no way to do one unified check-in between the two.  You CAN do really fast back-to-back check-ins, but there is the possibility that the automated build that is triggered from the first check-in will cause your unit tests to fail and the CI tool to report that you broke the build.  Of course, the automated build that is triggered from the second check-in which contains the “other half” of your changes should pass and so the amount of time that the build was broken may be very, very short, but if that is very, very important to you, then SQL Source Control just won’t work; you’ll have to use SSDT. Refactoring and Migrations If you work on a mature system, or on a not-so-mature but also not-so-well-designed system, where you want to refactor the database schema as you go along, but you can’t have data suddenly disappearing from your target system, then you’ll probably want to go with SQL Source Control.  As I wrote previously, there are a number of changes which you can make to your database that the comparison tools (both from Microsoft and Red Gate) simply cannot handle without the possibility (or probability) of data loss.  Currently, SSDT only offers you the ability to inject PRE and POST custom deployment scripts.  There is no way to insert your own script in the middle to override the default behavior of the tool.  In version 3.0 of SQL Source Control (Early Access version now available) you have that ability to create your own custom migration script to take the place of the commands that the tool would have done, and ensure the preservation of your data.  Or, even if the default tool behavior would have worked, but you simply know a better way then you can take control and do things your way instead of theirs. You Decide In the environment I work in, our automated builds are not triggered off of check-ins, but off of the clock (currently once per night) and so there is no point at which the automated build and unit tests will be triggered without having both sides of the development effort already checked-in.  Therefore having a unified check-in, while handy, is not critical for us.  As for migration scripts, these are critically important to us.  We do a lot of new development on systems that have already been in production for years, and it is not uncommon for us to need to do a refactoring of the database.  Because of the maturity of the existing system, that often involves data migrations or other additional SQL tasks that the comparison tools just can’t detect on their own.  Therefore, the ability to create a custom migration script to override the tool’s default behavior is very important to us.  And so, you can see why we will continue to use Red Gate SQL Source Control for the foreseeable future.

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• Webcast Q&A: Qualcomm Provides a Seamless Experience for Customers with Oracle WebCenter

  - by kellsey.ruppel

  Last Thursday we had the second webcast in our WebCenter in Action webcast series, "Qualcomm Provides a Seamless Experience for Customers with Oracle WebCenter, where customer Michael Chander from Qualcomm and Vince Casarez & Gourav Goyal from Oracle Partner Keste shared how Oracle WebCenter is powering Qualcomm’s externally facing website and providing a seamless experience for their customers. In case you missed it, here's a recap of the Q&A.   Mike Chandler, Qualcomm Q: Did you run into any issues when integrating all of the different applications together?A: Definitely, our main challenges were in the area of user provisioning and security propagation, all the standard stuff you might expect when hooking up SSO for authentication and authorization. In addition, we spent several iterations getting the UI’s in sync. While everyone was given the same digital material to build too, each team interpreted and implemented it their own way. Initially as a user navigated, if you were looking for it, you could slight variations in color or font or width , stuff like that. So we had to pull all the developers responsible for the UI together and get pixel level agreement on a lot of things so we could ensure seamless transitions across applications. Q: What has been the biggest benefit your end users have seen?A: Wow, there have been several. An SSO enabled environment was huge a win for our users. The portal application that this replaced had not really been invested in by the business. With this project, we had full business participation and backing, and it really showed in some key areas like the shopping experience. For example, while ordering in the previous site, the items did not have any pictures or really usable descriptions. A tremendous amount of work was done to try and make the site more intuitive and user friendly. Site performance has also drastically improved thanks to new hardware, improved database design, and of course the fact that ADF has made great strides in runtime performance. Q: Was there any resistance internally when implementing the solution? If so, how did you overcome that?A: Within a large company, I’m sure there is always going to be competition for large projects, as there was here. Once we got through the technical analysis and settled on the technology choices, it was actually no resistance to implementing the solution. This project was fully driven by the business with the aim of long term growth. I can confidently say that the fact that this project was given the utmost importance by both the business and IT really help put down any resistance that you would typically see while implementing a new solution. Q: Given the performance, what do you estimate to be the top end capacity of the system? A:I think our top end capacity is really only limited by our hardware. I’m comfortable saying we could grow 10x on our current hardware, both in terms of transactions and users. We can easily spin up new JVM instances if needed. We already use less JVM’s than we had planned. In addition, ADF is doing a very good job with his connection pooling and application module pooling, so we see a very good ratio of users connected to the systems vs db connections, without impacting performace. Q: What's the overview or summary of feedback from the users interacting with the site?A: Feedback has been overwhelmingly positive from both the business and our customers. They’re very happy with the new SSO environment , the new LAF, and the performance of the site. Of course, it’s not all roses. No matter what, there are always going to be people that don’t like the layout or the color scheme, etc. By and large though, customers are happy and the business is happy. Q: Can you describe the impressions about the site before and after the project within Qualcomm?A: Before the project, the site worked and people were using it, but most people were not happy with it. It was slow and tended to be a bit tempermental, for example a user would perform a transaction and the system would throw and unexpected error. The user could back up and retry the steps and things would work fine, so why didn’t work the first time?. From a UI perspective, we’d hear comments like it looked like it was built by a high school student.  Vince Casarez & Gourav Goyal, Keste Q: Did you run into any obstacles when implementing the solution?A: It's interesting some people call them "obstacles" on this project we just called them "dependencies".  There were both technical and business related dependencies that we had to work out. Mike points out the SSO dependencies and the coordination and synchronization between the teams to have a seamless login experience and a seamless end user experience.  There was also a set of dependencies on the User Acceptance testing to make sure that everyone understood the use cases for how the system would be used.  With a branching into a new market and trying to match a simple user experience as many consumer sites have today, there was always a tendency for the team members to provide their suggestions on how things could be simpler.  But with all the work up front on the user design and getting the business driving this set of experiences, this minimized the downstream suggestions that tend to distract a team.  In this case, all the work up front allowed us to enumerate the "dependencies" and keep the distractions to a minimum. Q: Was there a lot of custom work that needed to be done for this particular solution?A: The focus for this particular solution was really on the custom processes. The interesting thing is that with the data flows and the integration with applications, there are some pre-built integrations, but realistically for the process flow, we had to build those. The framework and tooling we used made things easier so we didn’t have to implement core functionality, like transitioning from screen to screen or from flow to flow. The design feature of Task Flows really helped speed the development and keep the component infrastructure in line with the dynamic processes.  Task flows and other elements like Skins are core to the infrastructure or technology stack of Oracle. This then allowed the team to center the project focus around the business flows and use cases to meet the core requirements and keep the project on time. Q: What do you think were the keys to success for rolling out WebCenter?A:  The 5 main keys to success were: 1) Sponsorship from the whole organization around this project from senior executive agreement, business owners driving functionality, and IT development alignment; 2) Upfront design planning and use case definition to clearly define the project scope and requirements; 3) Focussed development and project management aligned with the top level goals and drivers; 4) User acceptance and usability testing along the way to identify potential issues and direct resolution of the issues;  and 5) Constant prioritization of the issues for development to fix by the business.  It also helps to have great team chemistry and really smart people working on the project. If you missed the webcast, be sure to catch the replay to see a live demonstration of WebCenter in action!  Qualcomm Provides a Seamless Experience for Customers with Oracle WebCenter from Oracle WebCenter

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• Computer Networks UNISA - Chap 10 &ndash; In Depth TCP/IP Networking

  - by MarkPearl

  After reading this section you should be able to Understand methods of network design unique to TCP/IP networks, including subnetting, CIDR, and address translation Explain the differences between public and private TCP/IP networks Describe protocols used between mail clients and mail servers, including SMTP, POP3, and IMAP4 Employ multiple TCP/IP utilities for network discovery and troubleshooting Designing TCP/IP-Based Networks The following sections explain how network and host information in an IPv4 address can be manipulated to subdivide networks into smaller segments. Subnetting Subnetting separates a network into multiple logically defined segments, or subnets. Networks are commonly subnetted according to geographic locations, departmental boundaries, or technology types. A network administrator might separate traffic to accomplish the following… Enhance security Improve performance Simplify troubleshooting The challenges of Classful Addressing in IPv4 (No subnetting) The simplest type of IPv4 is known as classful addressing (which was the Class A, Class B & Class C network addresses). Classful addressing has the following limitations. Restriction in the number of usable IPv4 addresses (class C would be limited to 254 addresses) Difficult to separate traffic from various parts of a network Because of the above reasons, subnetting was introduced. IPv4 Subnet Masks Subnetting depends on the use of subnet masks to identify how a network is subdivided. A subnet mask indicates where network information is located in an IPv4 address. The 1 in a subnet mask indicates that corresponding bits in the IPv4 address contain network information (likewise 0 indicates the opposite) Each network class is associated with a default subnet mask… Class A = 255.0.0.0 Class B = 255.255.0.0 Class C = 255.255.255.0 An example of calculating  the network ID for a particular device with a subnet mask is shown below.. IP Address = 199.34.89.127 Subnet Mask = 255.255.255.0 Resultant Network ID = 199.34.89.0 IPv4 Subnetting Techniques Subnetting breaks the rules of classful IPv4 addressing. Read page 490 for a detailed explanation Calculating IPv4 Subnets Read page 491 – 494 for an explanation Important… Subnetting only applies to the devices internal to your network. Everything external looks at the class of the IP address instead of the subnet network ID. This way, traffic directed to your network externally still knows where to go, and once it has entered your internal network it can then be prioritized and segmented. CIDR (classless Interdomain Routing) CIDR is also known as classless routing or supernetting. In CIDR conventional network class distinctions do not exist, a subnet boundary can move to the left, therefore generating more usable IP addresses on your network. A subnet created by moving the subnet boundary to the left is known as a supernet. With CIDR also came new shorthand for denoting the position of subnet boundaries known as CIDR notation or slash notation. CIDR notation takes the form of the network ID followed by a forward slash (/) followed by the number of bits that are used for the extended network prefix. To take advantage of classless routing, your networks routers must be able to interpret IP addresses that don;t adhere to conventional network class parameters. Routers that rely on older routing protocols (i.e. RIP) are not capable of interpreting classless IP addresses. Internet Gateways Gateways are a combination of software and hardware that enable two different network segments to exchange data. A gateway facilitates communication between different networks or subnets. Because on device cannot send data directly to a device on another subnet, a gateway must intercede and hand off the information. Every device on a TCP/IP based network has a default gateway (a gateway that first interprets its outbound requests to other subnets, and then interprets its inbound requests from other subnets). The internet contains a vast number of routers and gateways. If each gateway had to track addressing information for every other gateway on the Internet, it would be overtaxed. Instead, each handles only a relatively small amount of addressing information, which it uses to forward data to another gateway that knows more about the data’s destination. The gateways that make up the internet backbone are called core gateways. Address Translation An organizations default gateway can also be used to “hide” the organizations internal IP addresses and keep them from being recognized on a public network. A public network is one that any user may access with little or no restrictions. On private networks, hiding IP addresses allows network managers more flexibility in assigning addresses. Clients behind a gateway may use any IP addressing scheme, regardless of whether it is recognized as legitimate by the Internet authorities but as soon as those devices need to go on the internet, they must have legitimate IP addresses to exchange data. When a clients transmission reaches the default gateway, the gateway opens the IP datagram and replaces the client’s private IP address with an Internet recognized IP address. This process is known as NAT (Network Address Translation). TCP/IP Mail Services All Internet mail services rely on the same principles of mail delivery, storage, and pickup, though they may use different types of software to accomplish these functions. Email servers and clients communicate through special TCP/IP application layer protocols. These protocols, all of which operate on a variety of operating systems are discussed below… SMTP (Simple Mail transfer Protocol) The protocol responsible for moving messages from one mail server to another over TCP/IP based networks. SMTP belongs to the application layer of the ODI model and relies on TCP as its transport protocol. Operates from port 25 on the SMTP server Simple sub-protocol, incapable of doing anything more than transporting mail or holding it in a queue MIME (Multipurpose Internet Mail Extensions) The standard message format specified by SMTP allows for lines that contain no more than 1000 ascii characters meaning if you relied solely on SMTP you would have very short messages and nothing like pictures included in an email. MIME us a standard for encoding and interpreting binary files, images, video, and non-ascii character sets within an email message. MIME identifies each element of a mail message according to content type. MIME does not replace SMTP but works in conjunction with it. Most modern email clients and servers support MIME POP (Post Office Protocol) POP is an application layer protocol used to retrieve messages from a mail server POP3 relies on TCP and operates over port 110 With POP3 mail is delivered and stored on a mail server until it is downloaded by a user Disadvantage of POP3 is that it typically does not allow users to save their messages on the server because of this IMAP is sometimes used IMAP (Internet Message Access Protocol) IMAP is a retrieval protocol that was developed as a more sophisticated alternative to POP3 The single biggest advantage IMAP4 has over POP3 is that users can store messages on the mail server, rather than having to continually download them Users can retrieve all or only a portion of any mail message Users can review their messages and delete them while the messages remain on the server Users can create sophisticated methods of organizing messages on the server Users can share a mailbox in a central location Disadvantages of IMAP are typically related to the fact that it requires more storage space on the server. Additional TCP/IP Utilities Nearly all TCP/IP utilities can be accessed from the command prompt on any type of server or client running TCP/IP. The syntaxt may differ depending on the OS of the client. Below is a list of additional TCP/IP utilities – research their use on your own! Ipconfig (Windows) & Ifconfig (Linux) Netstat Nbtstat Hostname, Host & Nslookup Dig (Linux) Whois (Linux) Traceroute (Tracert) Mtr (my traceroute) Route

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• Let your Signature Experience drive IT-decision making

  - by Tania Le Voi

  Today’s CIO job description:  ‘’Align IT infrastructure and solutions with business goals and objectives ; AND while doing so reduce costs; BUT ALSO, be innovative, ensure the architectures are adaptable and agile as we need to act today on the changes that we may request tomorrow.”   Sound like an unachievable request? The fact is, reality dictates that CIO’s are put under this type of pressure to deliver more with less. In a past career phase I spent a few years as an IT Relationship Manager for a large Insurance company. This is a role that we see all too infrequently in many of our customers, and it’s a shame.  The purpose of this role was to build a bridge, a relationship between IT and the business. Key to achieving that goal was to ensure the same language was being spoken and more importantly that objectives were commonly understood - hence service and projects were delivered to time, to budget and actually solved the business problems. In reality IT and the business are already married, but the relationship is most often defined as ‘supplier’ of IT rather than a ‘trusted partner’. To deliver business value they need to understand how to work together effectively to attain this next level of partnership. The Business cannot compete if they do not get a new product to market ahead of the competition, or for example act in a timely manner to address a new industry problem such as a legislative change. An even better example is when the Application or Service fails and the Business takes a hit by bad publicity, being trending topics on social media and losing direct revenue from online channels. For this reason alone Business and IT need the alignment of their priorities and deliverables now more than ever! Take a look at Forrester’s recent study that found ‘many IT respondents considering themselves to be trusted partners of the business but their efforts are impaired by the inadequacy of tools and organizations’.  IT Meet the Business; Business Meet IT So what is going on? We talk about aligning the business with IT but the reality is it’s difficult to do. Like any relationship each side has different goals and needs and language can be a barrier; business vs. technology jargon! What if we could translate the needs of both sides into actionable information, backed by data both sides understand, presented in a meaningful way?  Well now we can with the Business-Driven Application Management capabilities in Oracle Enterprise Manager 12cR2! Enterprise Manager’s Business-Driven Application Management capabilities provide the information that IT needs to understand the impact of its decisions on business criteria.  No longer does IT need to be focused solely on speeds and feeds, performance and throughput – now IT can understand IT’s impact on business KPIs like inventory turns, order-to-cash cycle, pipeline-to-forecast, and similar.  Similarly, now the line of business can understand which IT services are most critical for the KPIs they care about. There are a good deal of resources on Oracle Technology Network that describe the functionality of these products, so I won’t’ rehash them here.  What I want to talk about is what you do with these products. What’s next after we meet? Where do you start? Step 1:  Identify the Signature Experience. This is THE business process (or set of processes) that is core to the business, the one that drives the economic engine, the process that a customer recognises the company brand for, reputation, the customer experience, the process that a CEO would state as his number one priority. The crème de la crème of your business! Once you have nailed this it gets easy as Enterprise Manager 12c makes it easy. Step 2:  Map the Signature Experience to underlying IT.  Taking the signature experience, map out the touch points of the components that play a part in ensuring this business transaction is successful end to end, think of it like mapping out a critical path; the applications, middleware, databases and hardware. Use the wealth of Enterprise Manager features such as Systems, Services, Business Application Targets and Business Transaction Management (BTM) to assist you. Adding Real User Experience Insight (RUEI) into the mix will make the end to end customer satisfaction story transparent. Work with the business and define meaningful key performance indicators (KPI’s) and thresholds to enable you to report and action upon. Step 3:  Observe the data over time.  You now have meaningful insight into every step enabling your signature experience and you understand the implication of that experience on your underlying IT.  Watch if for a few months, see what happens and reconvene with your business stakeholders and set clear and measurable targets which can re-define service levels.  Step 4:  Change the information about which you and the business communicate.  It’s amazing what happens when you and the business speak the same language.  You’ll be able to make more informed business and IT decisions. From here IT can identify where/how budget is spent whether on the level of support, performance, capacity, HA, DR, certification etc. IT SLA’s no longer need be focused on metrics such as %availability but structured around business process requirements. The power of this way of thinking doesn’t end here. IT staff get to see and understand how their own role contributes to the business making them accountable for the business service. Take a step further and appraise your staff on the business competencies that are linked to the service availability. For the business, the language barrier is removed by producing targeted reports on the signature experience core to the business and therefore key to the CEO. Chargeback or show back becomes easier to justify as the ‘cost of day per outage’ can be more easily calculated; the business will be able to translate the cost to the business to the cost/value of the underlying IT that supports it. Used this way, Oracle Enterprise Manager 12c is a key enabler to a harmonious relationship between the end customer the business and IT to deliver ultimate service and satisfaction. Just engage with the business upfront, make the signature experience visible and let Enterprise Manager 12c do the rest. In the next blog entry we will cover some of the Enterprise Manager features mentioned to enable you to implement this new way of working.  

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• Simplifying Human Capital Management with Mobile Applications

  - by HCM-Oracle

  By Aaron Green If you're starting to think 'mobility' is a recurring theme in your reading, you'd be right. For those who haven't started to build organisational capabilities to leverage it, it's fair to say you're late to the party. The good news: better late than never. Research firm eMarketer says the worldwide smartphone audience will total 1.75 billion this year, while communications technology and services provider Ericsson suggests smartphones will triple to 5.6 billion globally by 2019. It should be no surprise, smart phone adoption is reaching the farthest corners of the globe; the subsequent impact of enterprise applications enabled by these devices is driving business performance improvement and will continue to do so. Companies using advanced workforce analytics can add significantly to the bottom line, while impacting customer satisfaction, quality and productivity. It's a statement that makes most business leaders sit forward in their chairs. Achieving these three standards is like sipping The Golden Elixir for the business world. No-one would argue their importance. So what are 'advanced workforce analytics?' Simply, they're unprecedented access to workforce trends and performance markers. Many are made possible by a mobile world and the enterprise applications that come with it on smart devices. Some refer to it as 'the consumerisation of IT'. As this phenomenon has matured and become more widely appreciated it has impacted the spectrum of functional units within an enterprise differently, but powerfully. Whether it's sales, HR, marketing, IT, or operations, all have benefited from a more mobile approach. It has been the catalyst for improvement in, and management of, the employee experience. The net result of which is happier customers. The obvious benefits but the lesser realised impact Most people understand that mobility allows for greater efficiency and productivity, collaboration and flexibility, but how that translates into business outcomes within the various functional groups is lesser known. In actuality mobility has helped galvanise partnerships between cross-functional groups within the enterprise. Where in some quarters it was once feared mobility could fragment a workforce, its rallying cry of support is coming from what you might describe as an unlikely source - HR. As the bedrock of an enterprise, it is conceivable HR might contemplate the possible negative impact of a mobile workforce that no-longer sits in an office, at the same desks every day. After all, who would know what they were doing or saying? How would they collaborate? It's reasonable to see why HR might have a legitimate claim to try and retain as much 'perceived control' as possible. The reality however is mobility has emancipated human capital and its management. Mobility and enterprise applications are expediting decision making. Google calls it Zero Moment of Truth, or ZMOT. It enables smoother operation and can contribute to faster growth. From a collaborative perspective, with the growing use of enterprise social media, which in many cases is being driven by HR, workforce planning and the tangible impact of change is much easier to map. This in turn provides a platform from which individuals and teams can thrive. With more agility and ability to anticipate, staff satisfaction and retention is higher, and real time feedback constant. The management team can save time, energy and costs with more accurate data, which is then intelligently applied across the workforce to truly engage with staff, customers and partners. From a human capital management (HCM) perspective, mobility can help you close the loop on true talent management. It can enhance what managers can offer and what employees can provide in return. It can create nested relationships and powerful partnerships. IT and HR - partners and stewards of mobility One effect of enterprise mobility is an evolution in the nature of the relationship between HR and IT from one of service provision to partnership. The reason for the dynamic shift is largely due to the 'bring your own device' (BYOD) movement, which is transitioning to a 'bring your own application' (BYOA) scenario. As enterprise technology has in some ways reverse-engineered its solutions to help manage this situation, the partnership between IT (the functional owner) and HR (the strategic enabler) is deeply entrenched. And it has to be. The CIO and the HR leader are faced with compliance and regulatory issues and concerns around information security and personal privacy on a daily basis, complicated by global reach and varied domestic legislation. There are tens of thousands of new mobile apps entering the market each month and, unlike many consumer applications which get downloaded but are often never opened again after initial perusal, enterprise applications are being relied upon by functional groups, not least by HR to enhance people management. It requires a systematic approach across all applications in use within the enterprise in order to ensure they're used to best effect. No turning back, and no desire to With real time analytics on performance and the ability for immediate feedback, there is no turning back for managers. In my experience with Oracle, our customers' operational efficiency is at record levels. It's clear as a result of the combination of individual KPIs and organisational goals, CIOs have been able to give HR leaders the ability to build predictive models that feed into an enterprise organisations' evolving strategy. It also helps them ensure regulatory compliance much more easily. Once an arduous task, with mobile enabled automation and quality data, compliance is simpler. Their world has changed for the better. For the CIO, mobility also assists them to optimise performance. While it doesn't come without challenges, mobile-enabled applications and the native experience users have with them means employees don't need high-level technical expertise to train users. It reduces the training and engagement required from the IT team so they can focus on other things that deliver value to the bottom line; all the while lowering the cost of assets and related maintenance work by simplifying processes. Rewards of a mobile enterprise outweigh risks With mobile tools allowing us to increasingly integrate our personal and professional lives, terms like "office hours" are becoming irrelevant, so work/life balance is a cultural must. Enterprises are expected to offer tools that enable workers to access information from anywhere, at any time, from any device. Employees want simplicity and convenience but it doesn't stop at private enterprise. This is a societal shift. Governments, which traditionally have been known to be slower to adopt newer technology, are also offering support for local businesses to go mobile. Several state government websites have advice on how to create mobile apps and more. And as recently as last week the Victorian Minister for Technology Gordon Rich-Phillips unveiled his State government's ICT roadmap for the next two years, which details an increased use of the public cloud, as well as mobile communications, and improved access to online data-sets. Tech giants are investing significantly in solutions designed to simplify mobile deployment and enablement. The mobility trend is creating a wave of change in the industry and driving transformation in the enterprise. If you're not on that wave, the business risk continues to rise as your competitiveness drops. Aaron is the Vice President of HCM Strategy at Oracle Corporation where he is responsible for researching and identifying emerging trends in the practice of Human Resources and works to deliver industry-leading technology solutions. Other responsibilities include, ownership of Oracle's innovative HCM solutions across JAPAC and enabling organisations to transform and modernise their workforce tools. Follow him on Twitter @aaronjgreen

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• Big data: An evening in the life of an actual buyer

  - by Jean-Pierre Dijcks

  Here I am, and this is an actual story of one of my evenings, trying to spend money with a company and ultimately failing. I just gave up and bought a service from another vendor, not the incumbent. Here is that story and how I think big data could actually fix this (and potentially prevent some of this from happening). In the end this story should illustrate how big data can benefit me (get me what I want without causing grief) and the company I am trying to buy something from. Note: Lots of details left out, I have no intention of being the annoyed blogger moaning about a specific company. What did I want to get? We watch TV, we have internet and we do have a land line. The land line is from a different vendor then the TV and the internet. I have decided that this makes no sense and I was going to get a bundle (no need to infer who this is, I just picked the generic bundle word as this is what I want to get) of all three services as this seems to save me money. I also want to not talk to people, I just want to click on a website when I feel like it and get it all sorted. I do think that is reality. I want to just do my shopping at 9.30pm while watching silly reruns on TV. Problem 1 - Bad links So, I'm an existing customer of the company I want to buy my bundle from. I go to the website, I click on offers. Turns out they are offers for new customers. After grumbling about how good they are, I click on offers for existing customers. Bummer, it goes to offers for new customers, so I click again on the link for offers for existing customers. No cigar... it just does not work. Big data solutions: 1) Do not show an existing customer the offers for new customers unless they are the same => This is only partially doable without login, but if a customer logs in the application should always know that this is an existing customer. But in general, imagine I do this from my home going through the internet service of this vendor to their domain... an instant filter should move me into the "existing customer route". 2) Flag dead or incorrect links => I've clicked the link for "existing customer offers" at least 3 times in under 5 seconds... Identifying patterns like this is easy in Hadoop and can very quickly make a list of potentially incorrect links. No need for realtime fixing, just the fact that this link can be pro-actively fixed across my entire web domain is a good thing. Preventative maintenance! Problem 2 - Purchase cannot be completed Apart from the fact that the browsing pattern to actually get to what I want is poorly designed, my purchase never gets past a specific point. In other words, I put something into my shopping cart and when I want to move on the application either crashes (with me going to an error page) or hangs or goes into something like chat. So I try again, and again and again. I think I tried this entire path (while being logged in!!) at least 10 times over the course of 20 minutes. I also clicked on the feedback button and, frustrated as I was, tried to explain this did not work... Big Data Solutions: 1) This web site does shopping cart analysis. I got an email next day stating I have things in my shopping cart, just click here to complete my purchase. After the above experience, this just added insult to my pain... 2) What should have happened, is a Hadoop job going over all logged in customers that are on the buy flow. It should flag anyone who is trying (multiple attempts from the same user to do the same thing), analyze the shopping card, the clicks to identify what the customers wants, his feedback provided (note: always own your own website feedback, never just farm this out!!) and in a short turn around time (30 minutes to 2 hours or so) email me with a link to complete my purchase. Not with a link to my shopping cart 12 hours later, but a link to actually achieve what I wanted... Why should this company go through the big data effort? I do believe this is relatively easy to do using our Oracle Event Processing and Big Data Appliance solutions combined. It is almost so simple (to my mind) that it makes no sense that this is not in place? But, now I am ranting... Why is this interesting? It is because of $$$$. After trying really hard, I mean I did this all in the evening, and again in the morning before going to work. I kept on failing, But I really wanted this to work... so an email that said, sorry, we noticed you tried to get a bundle (the log knows what I wanted, where I failed, so easy to generate), here is the link to click and complete your purchase. And here is 2 movies on us as an apology would have kept me as a customer, and got the additional $$$$ per month for the next couple of years. It would also lead to upsell on my phone package etc. Instead, I went to a completely different company, bought service from them. Lost money for company A, negative sentiment for company A and me telling this story at the water cooler so I'm influencing more people to think negatively about company A. All in all, a loss of easy money, a ding in sentiment and image where a relatively simple solution exists and can be in place on the software I describe routinely in this blog... For those who are coming to Openworld and maybe see value in solving the above, or are thinking of how to solve this, come visit us in Moscone North - Oracle Red Lounge or in the Engineered Systems Showcase.

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• Are you reporting Visual Studio 2012 issues to Microsoft correctly?

  - by Tarun Arora

  Issues you may run into while using Visual Studio need to be reported to the Microsoft Product Team via the Microsoft connect site. The Microsoft team then tries to reproduce the issue using the details provided by you. If the information you provide isn’t sufficient to reproduce the issue the team tries to contact you for specifics, this not only increases the cycle time to resolution but the lack of communication also results in issues not being resolved. So, when I report an issue one part of me tells me to include as much detail about the issue as I can clubbing screen shots, repo steps, system information, visual studio version information,… the other half tells me this is so time consuming, leave it for now and come back to fill all these details later. Reporting a bug but not including the supporting information is an invitation to excuses like …     Microsoft has absolutely changed this experience for VS 2012. The Microsoft Visual Studio Feedback tool is designed to simplify the process of providing feedback and reporting issues to Microsoft that you may encounter while using Microsoft Visual Studio 2012. Note – The Microsoft Visual Studio 2012 Feedback client currently only works for VS 2012 and not any other versions of Visual Studio. Setting up the Microsoft Visual Studio 2012 Feedback client Open Visual Studio, from the Tools menu select Extension and Updates. In the Extension and Updates window, click Online from the left pane and search using the text ‘feedback’, download and Install Microsoft Visual Studio 2012 Feedback Tool by following the instructions from the wizard. Note - Restarting Visual Studio after the install is a must! How to report a bug for Visual Studio 2012? Click on the Help menu and choose Report a Bug You should see an icon Microsoft Visual Studio 2012 Feedback Tool come up in the system tray icon area You’ll need to accept the Privacy statement. You have the option of reporting the feedback as private or public. Microsoft works with several Partners, MVP’s and Vendors who get access to early bits of Microsoft products for valuation. This is where it becomes essential to report the feedback privately. I would choose the Public option otherwise. After all if it’s out there in the public, others can discover and add to it easily. You now have the option to report a new issue or add to an existing issue. Should you choose to add to an existing issue you should have the feedback ID of the issue available. This can be obtained from the Microsoft Connect site. For now I am going to focus on reporting a new feedback privately. Filling out the feedback details You will notice that VsInfo.xml and DxDiagOutput.txt are automatically attached as you enter this screen (more on that later).  Feedback Type Choose the feedback type from (Performance, Hang, Crash, Other) Note – The record button will only be enabled once you have enabled once you have chosen the feedback type, Bug-repro recording is not available for Windows Server 2008.     Effective Title and Description Enter a title that helps us differentiate the bug when it appears in a list, so that we can group it with any related bugs, assign it to a developer more effectively, and resolve it more quickly. Example: Imagine that you are submitting a bug because you tried to install Service Pack 1 and got a message that Visual Studio is not installed even though it is. Helpful:  Installed Visual Studio version not detected during Service Pack 1 setup. Not helpful:  Service Pack 1 problem. Tip: Write the problem description first, and then distil it to create a title. Example Description: Helpful: When I run Service Pack 1 Setup, I get the message "No Visual Studio version is detected" even though I have Visual Studio 2010 Ultimate and Visual C++ 2010 Express installed on my machine. Even though I uninstalled both editions, and then first reinstalled Ultimate and then Express, I still get the message. Record: Becoming a first class citizen Often a repro report is invaluable to describe and decipher the issue. Please use this feature to send actionable feedback. The record repro feature works differently depending on the feedback type you selected. Please find below details for each recording option. You can start recording simply by selecting a feedback type, and clicking on the “Record” button. When "Performance" is the bug type: When the Microsoft Visual Studio trace recorder starts, perform the actions that show the performance problem you want to report and then click on the "Stop Recording" button as soon as you experience the performance problem. Because the tool optimizes trace collection, you can run it for as long as it takes to show the problem, up to two hours. Note that, you need to stop recording as soon as the performance issue occurs, because the tool captures only the last couple minutes of your actions to optimize the trace collection. After you stop the recording, the tool takes up to two minutes to assemble the data and attach an ETLTrace.zip file to your bug report. The data includes information about Windows events and the Visual Studio code path. Note that, running the Microsoft Visual Studio trace recorder requires elevated user privilege. When "Crash" is the bug type: When the dialog box appears, select the running Visual Studio instance for which you want to show the steps that cause a crash. When the crash occurs, click on the "Stop Record" button. After you do this, two files are attached to your bug report - an AutomaticCrashDump.zip file that contains information about the crash and a ReproSteps.zip file that shows the repro steps. Repro steps are captured by Windows Problem Steps Recorder. Note that, you can pause the recording, and resume later, or for a specific step, you can add additional comments. When "Hang" is the bug type: The process for recording the steps that cause a hang resembles the one for crashes. The difference is, you can even collect a dump file after the VS hangs; start the VSFT either from the system tray or by starting a new instance of VS, select "Hang" as feedback type and click on the "Record" button. You will be prompted which VS to collect dump about, select the VS instance that hanged. VSFT collects a dump file regarding the hang, called MiniDump.zip, and attaches to your bug report. When "Other" is the bug type: When the problem step recorder starts, perform the actions that show the issue you want to report and then choose the "Stop” button. You can pause the recording, and resume later, or for a specific step, you can add additional comments. Once you’re done, ReproSteps.zip is added to your bug report. Pre-attached files It is essential for Microsoft to know what version of the the product are you currently using and what is the current configuration of your system. Note – The total size of all attachments in a bug report cannot exceed 2 GB, and every uncompressed attachment must be smaller than 512 MB. We recommend that you assemble all of your attachments, compress them together into a .zip file, and then attach the .zip file. Taking a screenshot Associate a screen shot by clicking the Take screenshot button, choose either the entire desktop, the specific monitor (useful if you are working in a multi monitor configuration) or the specific window in question. And finally … click Submit If you need further help, more details can be found here. You can view your feedback online by using the following URL “">https://connect.microsoft.com/VisualStudio/SearchResults.aspx?SearchQuery=<feedbackId>” Happy bug logging

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• Beyond Cloud Technology, Enabling A More Agile and Responsive Organization

  - by sxkumar

  This is the second part of the blog “Clouds, Clouds Everywhere But not a Drop of Rain”. In the first part,  I was sharing with you how a broad-based transformation makes cloud more than a technology initiative, I will describe in this section how it requires people (organizational) and process changes as well, and these changes are as critical as is the choice of right tools and technology. People: Most IT organizations have a fairly complex organizational structure. There are different groups, managing different pieces of the puzzle, and yet, they don't always work together. Provisioning a new application therefore may require a request to float endlessly through system administrators, DBAs and middleware admin worlds – resulting in long delays and constant finger pointing.  Cloud users expect end-to-end automation - which requires these silos to be greatly simplified, if not completely eliminated.  Most customers I talk to acknowledge this problem but are quick to admit that such a transformation is hard. As hard as it may be, I am afraid that the status quo is no longer an option. Sticking to an organizational structure that was created ages back will not only impede cloud adoption,  it also risks making the IT skills increasingly irrelevant in a world that is rapidly moving towards converged applications and infrastructure.   Process: Most IT organizations today operate with a mindset that they must fully "control" access to any and all types of IT services. This in turn leads to people clinging on to outdated manual approval processes .  While requiring approvals for scarce resources makes sense, insisting that every single request must be manually approved defeats the very purpose of cloud. Not only this causes delays, thereby at least partially negating the agility benefits, it also results in gross inefficiency. In a cloud environment, self-service access should be governed by policies, quotas that the administrators can define upfront . For a cloud initiative to be successful, IT organizations MUST be ready to empower users by giving them real control rather than insisting on brokering every single interaction between users and the cloud resources. Technology: From a technology perspective, cloud is about consolidation, standardization and automation. A consolidated and standardized infrastructure helps increase utilization and reduces cost. Additionally, it  enables a much higher degree of automation - thereby providing users the required agility while minimizing operational costs.  Obviously, automation is the key to cloud. Unfortunately it hasn’t received as much attention within enterprises as it should have.  Many organizations are just now waking up to the criticality of automation and it still often gets relegated to back burner in favor of other "high priority" projects. However, it is important to understand that without the right type and level of automation, cloud will remain a distant dream for most enterprises. This in turn makes the choice of the cloud management software extremely critical.  For a cloud management software to be effective in an enterprise environment, it must meet the following qualifications: Broad and Deep Solution It should offer a broad and deep solution to enable the kind of broad-based transformation we are talking about.  Its footprint must cover physical and virtual systems, as well as infrastructure, database and application tiers. Too many enterprises choose to equate cloud with virtualization. While virtualization is a critical component of a cloud solution, it is just a component and not the whole solution. Similarly, too many people tend to equate cloud with Infrastructure-as-a-Service (IaaS). While it is perfectly reasonable to treat IaaS as a starting point, it is important to realize that it is just the first stepping stone - and on its own it can only provide limited business benefits. It is actually the higher level services, such as (application) platform and business applications, that will bring about a more meaningful transformation to your enterprise. Run and Manage Efficiently Your Mission Critical Applications It should not only be able to run your mission critical applications, it should do so better than before.  For enterprises, applications and data are the critical business assets  As such, if you are building a cloud platform that cannot run your ERP application, it isn't truly a "enterprise cloud".  Also, be wary of  vendors who try to sell you the idea that your applications must be written in a certain way to be able to run on the cloud. That is nothing but a bogus, self-serving argument. For the cloud to be meaningful to enterprises, it should adopt to your applications - and not the other way around.  Automated, Integrated Set of Cloud Management Capabilities At the root of many of the problems plaguing enterprise IT today is complexity. A complex maze of tools and technology, coupled with archaic  processes, results in an environment which is inflexible, inefficient and simply too hard to manage. Management tool consolidation, therefore, is key to the success of your cloud as tool proliferation adds to complexity, encourages compartmentalization and defeats the very purpose that you are building the cloud for. Decision makers ought to be extra cautious about vendors trying to sell them a "suite" of disparate and loosely integrated products as a cloud solution.  An effective enterprise cloud management solution needs to provide a tightly integrated set of capabilities for all aspects of cloud lifecycle management. A simple question to ask: will your environment be more or less complex after you implement your cloud? More often than not, the answer will surprise you.  At Oracle, we have understood these challenges and have been working hard to create cloud solutions that are relevant and meaningful for enterprises.  And we have been doing it for much longer than you may think. Oracle was one of the very first enterprise software companies to make our products available on the Amazon Cloud. As far back as in 2007, we created new cloud solutions such as Cloud Database Backup that are helping customers like Amazon save millions every year.  Our cloud solution portfolio is also the broadest and most deep in the industry  - covering public, private, hybrid, Infrastructure, platform and applications clouds. It is no coincidence therefore that the Oracle Cloud today offers the most comprehensive set of public cloud services in the industry.  And to a large part, this has been made possible thanks to our years on investment in creating cloud enabling technologies. I will dedicated the third and final part of the blog “Clouds, Clouds Everywhere But not a Drop of Rain” to Oracle Cloud Technologies Building Blocks and how they mapped into our vision of Enterprise Cloud. Stay Tuned.

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• Poor home office network performance and cannot figure out where the issue is

  - by Jeff Willener

  This is the most bizarre issue. I have worked with small to mid size networks for quite a long time and can say I'm comfortable connecting hardware. Where you will start to lose me is with managed switches and firewalls. To start, let me describe my network (sigh, shouldn't but I MUST solve this). 1) Comcast Cable Internet 2) Motorola SURFboard eXtreme Cable Modem. a) Model: SB6120 b) DOCSIS 3.0 and 2.0 support c) IPv4 and IPv6 support 3-A) Cisco Small Business RV220W Wireless N Firewall a) Latest firmware b) Model: RV220W-A-K9-NA c) WAN Port to Modem (2) d) vlan 1: work e) vlan 2: everything else. 3-B) D-Link DIR-615 Draft 802.11 N Wireless Router a) Latest firmware b) WAN Port to Modem (2) 4) Servers connected directly to firewall a) If firewall 3-A, then vlan 1 b) CAT5e patch cables c) Dell PowerEdge 1400SC w/ 10/100 integrated NIC (Domain Controller, DNS, former DHCP) d) Dell PowerEdge 400SC w/ 10/100/1000 integrated NIC (VMWare Server) 4) Linksys EZXS88W unmanaged Workgroup 10/100 Switch a) If firewall 3-A, then vlan 2 b) 25' CAT5e patch cable to firewall (3-A or 3-B) c) Connects xBox 360, Blu-Ray player, PC at TV 5) Office equipment connected directly to firewall a) If firewall 3-A, then vlan 1 b) ~80' CAT6 or CAT5e patch cable to firewall (3-A or 3-B) c) Connects 1) Dell Latitude laptop 10/100/1000 2) Dell Inspiron laptop 10/100 3) Dell Workstation 10/100/1000 (Pristine host, VMWare Workstation 7.x with many bridged VM's) 4) Brother Laser Printer 10/100 5) Epson All-In-One Workforce 310 10/100 5-A) NetGear FS116 unmanaged 10/100 switch a) I've had this switch for a long time and never had issues. 5-B) NetGear GS108 unmanaged 10/100/1000 switch a) Bought new for this issue and returned. 5-C) Linksys SE2500 unmanaged 10/100/1000 switch a) Bought new for this issue and returned. 5-D) TP-Link TL-SG10008D unmanaged 10/100/1000 a) Bought new for this issue and still have. 6) VLan 1 Wireless Connections (on same subnet if 3-B) a) Any of those at 5c b) HP Laptop 7) VLan 2 Wireless Connection (on same subnet if 3-B) a) IPad, IPod b) Compaq Laptop c) Epson Wireless Printer Shew, without hosting a diagram I hope that paints a good picture. The Issue The breakdown here is at item 5. No matter what I do I cannot have a switch at 5 and have to run everything wireless regardless of router. Issues related to using a switch (point 5 above) SpeedTest is good. Poor throughput to other devices if can communicate at all. Usually cannot ping other devices even on the same switch although, when able, ping times are good. Eventual lose of connectivity and can "sometimes" be restored by unplugging everything for several days, not minutes or hours but we're talking a week if at all. Directly connect to computer gives good internet connection however throughput to other devices connected to firewall is at best horrible. Yet printing doesn't seem to be an issue as long as they are connected via wireless. I have to force the RV220W to 1000Mb on the respective port if using a Gig Switch Issues related to using wireless in place of a switch (point 5 above) Poor throughput to other devices if can communicate. SpeedTest is good. Bottom line Internet speeds are awesome. By the way, Comcast went WAY above and beyond to make sure it was not them. They rewired EVERYTHING which did solve internet drops. Computer to computer connections are garbage Cannot get switch at 5 to work, yet other at 4 has never had an issue. Direct connection, bypass switch, is good for DHCP and internet. DNS must be on server, not firewall. Cisco insists its my switches but as you can see I have used four and two different cables with the same result. My gut feeling is something is happening with routing. But I'm not smart enough to know that answer. I run a lot of VM's at 5-c-3, could that cause it? What's different compared to my previous house is I have introduced Gigabit hardware (firewall/switches/computers). Some of my computers might have IPv6 turned on if I haven't turned it off already. I'm truly at a loss and hope anyone has some crazy idea how to solve this. Bottom line, I need a switch in my office behind the firewall. I've changed everything. The real crux is I will find a working solution and, again, after days it will stop working. So this means I cannot isolate if its a computer since I have to use them. Oh and a solution is not throwing more money at this. I'm well into $1k already. Yah, lame.

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• /dev/sda1 not a subset of /dev/sda?

  - by Guillaume Brunerie

  Hi, the first entry of my partition table is: $ sudo hexdump -Cv -n 16 -s 446 /dev/sda 000001be 80 01 01 00 83 fe ff ff 3f 00 00 00 81 1c 20 03 |........?..... .| (-Cv describe the output format, -n 16 asks for 16 bytes and -s 446 skips the first 446 bytes) You can see that my first partition is a primary Linux partition and that this partition begin at sector 63 (see for example here for the structure of the partition table). I would then expect that except for the first 63 sectors and the other partitions, /dev/sda1 and /dev/sda are exactly the same. But this is not the case, the sector #2 of /dev/sda1 is not exactly the same as the sector #65 of /dev/sda (but they are very similar, only 16 bytes are different): $ sudo hexdump -Cv -n 512 -s 65b /dev/sda 00008200 00 20 19 00 90 03 64 00 2d 00 05 00 5a 2f 56 00 |. ....d.-...Z/V.| 00008210 b6 b1 16 00 00 00 00 00 02 00 00 00 02 00 00 00 |................| 00008220 00 80 00 00 00 80 00 00 00 20 00 00 d8 38 ee 4c |......... ...8.L| 00008230 9a 01 ef 4c 05 00 24 00 53 ef 01 00 01 00 00 00 |...L..$.S.......| 00008240 59 23 e9 4c 00 4e ed 00 00 00 00 00 01 00 00 00 |Y#.L.N..........| 00008250 00 00 00 00 0b 00 00 00 00 01 00 00 3c 00 00 00 |............<...| 00008260 42 02 00 00 7b 00 00 00 85 23 eb f2 71 67 44 f5 |B...{....#..qgD.| 00008270 bb 8f 6f f2 3a 59 ff 4d 55 62 75 6e 74 75 00 00 |..o.:Y.MUbuntu..| 00008280 00 00 00 00 00 00 00 00 2f 75 62 75 6e 74 75 00 |......../ubuntu.| 00008290 d8 3c df 5d 00 88 ff ff 52 d0 ef 1d 00 00 00 00 |.<.]....R.......| 000082a0 c0 40 51 b6 00 88 ff ff 00 4e c8 bb 00 88 ff ff |[email protected]......| 000082b0 c0 f6 86 b8 00 88 ff ff 30 2e 0d a0 ff ff ff ff |........0.......| 000082c0 38 3d df 5d 00 88 ff ff 00 00 00 00 00 00 fe 03 |8=.]............| 000082d0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000082e0 08 00 00 00 00 00 00 00 00 00 00 00 8a 53 d3 0e |.............S..| 000082f0 7c 7a 43 e4 8b fb ca e0 72 b7 fa c8 01 01 00 00 ||zC.....r.......| 00008300 00 00 00 00 00 00 00 00 16 4c 47 4b 0a f3 03 00 |.........LGK....| 00008310 04 00 00 00 00 00 00 00 00 00 00 00 fe 7f 00 00 |................| 00008320 24 b7 0c 00 fe 7f 00 00 01 00 00 00 22 37 0d 00 |$..........."7..| 00008330 ff 7f 00 00 01 00 00 00 23 37 0d 00 00 00 00 00 |........#7......| 00008340 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 08 |................| 00008350 00 00 00 00 00 00 00 00 00 00 00 00 1c 00 1c 00 |................| 00008360 01 00 00 00 e9 7f 00 00 00 00 00 00 00 00 00 00 |................| 00008370 00 00 00 00 04 00 00 00 9f 7d bb 00 00 00 00 00 |.........}......| 00008380 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 00008390 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000083a0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000083b0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000083c0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000083d0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000083e0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000083f0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| versus $ sudo hexdump -Cv -n 512 -s 2b /dev/sda1 00000400 00 20 19 00 90 03 64 00 2d 00 05 00 5a 2f 56 00 |. ....d.-...Z/V.| 00000410 b6 b1 16 00 00 00 00 00 02 00 00 00 02 00 00 00 |................| 00000420 00 80 00 00 00 80 00 00 00 20 00 00 df 76 ef 4c |......... ...v.L| 00000430 df 76 ef 4c 06 00 24 00 53 ef 01 00 01 00 00 00 |.v.L..$.S.......| 00000440 59 23 e9 4c 00 4e ed 00 00 00 00 00 01 00 00 00 |Y#.L.N..........| 00000450 00 00 00 00 0b 00 00 00 00 01 00 00 3c 00 00 00 |............<...| 00000460 46 02 00 00 7b 00 00 00 85 23 eb f2 71 67 44 f5 |F...{....#..qgD.| 00000470 bb 8f 6f f2 3a 59 ff 4d 55 62 75 6e 74 75 00 00 |..o.:Y.MUbuntu..| 00000480 00 00 00 00 00 00 00 00 2f 75 62 75 6e 74 75 00 |......../ubuntu.| 00000490 d8 3c df 5d 00 88 ff ff 52 d0 ef 1d 00 00 00 00 |.<.]....R.......| 000004a0 c0 40 51 b6 00 88 ff ff 00 4e c8 bb 00 88 ff ff |[email protected]......| 000004b0 c0 f6 86 b8 00 88 ff ff 30 2e 0d a0 ff ff ff ff |........0.......| 000004c0 38 3d df 5d 00 88 ff ff 00 00 00 00 00 00 fe 03 |8=.]............| 000004d0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000004e0 08 00 00 00 00 00 00 00 00 00 00 00 8a 53 d3 0e |.............S..| 000004f0 7c 7a 43 e4 8b fb ca e0 72 b7 fa c8 01 01 00 00 ||zC.....r.......| 00000500 00 00 00 00 00 00 00 00 16 4c 47 4b 0a f3 03 00 |.........LGK....| 00000510 04 00 00 00 00 00 00 00 00 00 00 00 fe 7f 00 00 |................| 00000520 24 b7 0c 00 fe 7f 00 00 01 00 00 00 22 37 0d 00 |$..........."7..| 00000530 ff 7f 00 00 01 00 00 00 23 37 0d 00 00 00 00 00 |........#7......| 00000540 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 08 |................| 00000550 00 00 00 00 00 00 00 00 00 00 00 00 1c 00 1c 00 |................| 00000560 01 00 00 00 e9 7f 00 00 00 00 00 00 00 00 00 00 |................| 00000570 00 00 00 00 04 00 00 00 a3 7d bb 00 00 00 00 00 |.........}......| 00000580 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 00000590 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000005a0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000005b0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000005c0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000005d0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000005e0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| 000005f0 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 |................| For example in the third line, there is a 8.L in the first hexdump and v.L in the second. Why are there differences?

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• Spotlight Infinite Indexing issue (external data drive)

  - by Manca Weeks

  This is an external drive, formerly a boot drive which is now in use only to access music files (sibelius, audio, midi, live, logic etc.) without transferring the data into a new boot system, partly because of the issue I am about to describe, but mostly because the majority of the data is mainly there for archival purposes. The user is a composer and prominent musician and needs to be able to rehash the data at will. I have tried several things - here is a list: - make complete filesystem clone with antonio diaz's ddrescue - run Disk Warrior on copy, repair whatever errors occurred - wipe out all ACLs on entire drive - set all permissions to the same value - wide open 777 - remove any system data (applications, system files, including hidden files to the best of my knowledge) by selecting only non-system/app data and using Carbon Copy Cloner to put only the data of interest onto a newly formatted drive - transfer data to newly formatted drive folder by folder, resetting the spotlight index in between adding each to observe for issues (interesting here is that no issues occurred except for in Documents folder - when I transferred only the Documents folder to a newly formatted drive on its own - no trouble. It appears almost as thought it may not be the content but the quantity or specific combination of data that results in problems) - use DataRescue to transfer the data to yet another newly formatted drive to expose any missed hidden files Between each of the above steps I stopped Spotlight (search for anything beginning with md in Activity Monitor - All Processes and quitting it), deleted the .Spotlight-V100 directory from the affected drive. Restart Splotlight indexing by adding drive to Spotlight privacy list and removing it. In each case the same issue occurs - Spotlight begins indexing normally (or so it seems), then the index estimated time increases, usually to 4 hours remaining. This is where it gets stuck and continues to predict 4 hours remaining but never finishes. Sometimes I can't eject the drive and have to quit the md.. processes from Activity Monitor to be able to eject the drive without Force Eject. Once I disconnect the drive after the 4 hours remaining situation - if I reattach it, Spotlight forever estimates remaining time and never gets going again. So there it is. It is apparently not a filesystem issue, not a permissions issue and not tied to any particular piece of hardware or protocol (used USB and FW drives). I have tried this on several machines (3 to be precise) and in 10.5.8 and 10.6.5. Simply disabling Spotlight on this volume is not an option because the owner has no clue where things are as the data on the volume dates back to music projects and compositions from 2003 and before. He needs to be able to query for results. Anyone got any ideas? ---update 2-6-11 Since I have not received any responses except the one below which appears to misunderstand my point, I am updating this post hoping to get more responses. I have used the terminal command sudo opensnoop -p PID where PID is the mdworker process ID to try and determine what Spotlight is doing and hopefully find the files it's having trouble with. Here's what happens: After indexing for a few hours, mdworker is gone. It no longer shows up in Activity Monitor under "All Processes" and the Terminal window with the opensnoop result stops moving. I then proceeded to execute the same command on mds to see what it was doing and here's what I get, repeatedly: 501 57 mds 21 / 501 57 mds 21 /Volumes/Sno Leppard 501 57 mds 21 /Volumes/Tiger 501 57 mds 21 /Volumes/Leppard 501 57 mds 21 /Volumes/Disk Warrior 501 57 mds 21 /Volumes/ONM Data These represent all the volumes currently mounted in the system. All except ONM Data, which is the one I am trying to index, are excluded from SPotlight indexing at the moment. The sequence above repeats over and over, with slight variation, sometimes skipping one of the volumes. Questions - what happened to mdworker? What is mds doing? I will let this run until tomorrow morning and throughout the day and monitor for any changes. Any input would be very much appreciated. Even if you're not sure what the ultimate answer is, please alert me to anything you think I may be missing. Hopefully at some point we will figure this out... Thanks, M __final edit__ I finally resolved the issue and here is how I did it. I used the terminal command "sudo opensnoop -p PID" where the PID is the process id of the processes I was monitoring. I was looking at all instances of mds and mdworker running in the system. After the third time through indexing the same data set (see info above), I contacted Apple and got to their highest level of support - they were flabbergasted as well. They advised me to install yet another default 10.6.6 system and try again. The same pattern repeated - mds and mdworker(s) would start indexing and eventually the spotlight icon would say 6 hours remaining and all mdworkers were gone, mds at 90% or so of CPU. But I did finally figure out that the first time mdworker stopped like that, the last file it touched was always in the same folder. I excluded that folder from spotlight search and the rest of the data set indexed within about 2 hours with no strange behavior or failures. I copied that folder to another machine and Spotlight barfed immediately. Exclude that folder and all is well again. I have no clue what is causing this behavior, still, but I did find a functional solution to the problem. Anyone with a similar problem - run opensnoop on all instances of mds and mdworker and wait patiently for wdworker to exit. Look at the last file it touched and exclude the enclosing folder from being indexed. I was able to repeat the issue and solution on 2 different installs and 2 different copies of the data set. Hope this helps. If we find an actual cause of the folder being such a problem (it is called MICHAEL BRECKER RECORD SOLOS and contains almost 1 GB of audio related files - performer, live, SD2 - things like that), I will edit again to let you all know. Thanks for ay attempts to help, M

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• Windows XP - Repairing Corrupt System32\Config\System File

  - by SimonTewsi

  My apologies for this long post. I would like to describe the mess I'm in then ask some questions about how to fix it: Starting up my Windows XP SP1 machine I got the following message: Windows could not start because the following file is missing or corrupt: \WINDOWS\SYSTEM32\CONFIG\SYSTEM Tried restarting several times with same results then Googled the problem. Tried the fix described here: http://icrontic.com/articles/repair%5Fwindows%5Fxp (since my CPU does not have XD buffer overflow protection I did not set /NOEXECUTE=OPTIN as OS Load Option). This did not work. I then found another fix for the problem on hardwareanalysis.com: Basically, boot to dos prompt (or recovery console if available) and make backups of the following files:- c:\windows\system32\config\system (to c:\windows\tmp\system.bak) c:\windows\system32\config\software (to c:\windows\tmp\software.bak) c:\windows\system32\config\sam (to c:\windows\tmp\sam.bak) c:\windows\system32\config\security (to c:\windows\tmp\security.bak) c:\windows\system32\config\default (to c:\windows\tmp\default.bak) then delete the above files (not the backups!) then copy the above files in c:\windows\repair to the c:\windows\system32\config directory restart your computer This did work (and I wish I'd done it first, since it was completely reversible, unlike the first method). However, afterwards I found that all the user accounts on the PC were gone. I resurrected them by copying the backed up security file back into the system32\config folder (I may have copied the SAM file from backup as well, I cannot remember clearly now). Now the PC boots up and I can log in. However things are still not right. I tried to alter one of the user accounts and found I could not access the User Accounts in the Control Panel. Microsoft KB 919292 had a fix for the problem. However, the fix failed with a Windows Installer error: The Windows Installer Service could not be accessed. This can occur if you are running Windows in safe mode, or if Windows Installer is not correctly installed. Contact your support personnel for assistance. Windows Installer 3.1 was already installed. I reinstalled it but continued to get the Windows Installer error whenever I tried to run the fix in KB 919292. I have since noticed another three problems: 1) Several applications on the PC no longer run, eg Microsoft Word. Shortcuts no longer seem to do anything and if I run the executables directly (eg for Word by running C:\Program Files\Microsoft Office\Office10\Winword.exe) I get a message similar to: "Microsoft Word has not been installed for the current user. Please run setup to install the application." even though the executable is clearly visible in Windows Explorer (and even though Word actually opens - the error dialog appears after Word has opened. Clicking OK to the error dialog closes Word). 2) One or the other of the two fixes I tried for the original problem caused new user profiles to be created. eg My old user profile under the Documents and Settings folder was Simon. The old one still exists but there is now a new one called Simon.DBQ2515. Obviously the new one is being used because Opera (my browser that still works) no longer sees the bookmarks file under my old profile. 3) Probably as a result of fooling around with the Security file, when I try to boot off the Windows XP CD and run the Recovery Console I am now asked for the administrator password. The only problem is there is no administrator account on the PC. There is one account, LocalAdmin, that has administrative rights but when I entered the password for that account it did not work. It is so long since I originally set up the PC that I cannot remember if the original administrator account ever had a password and, if so, what it was. So, my question is: How can I fix this mess? In particular: 1) Having tried the two fixes linked to above, have I irrepairably damaged the Windows instance, requiring a clean reinstallation of Windows + all applications, or should it be possible to get the machine working correctly again without such drastic measures? 2) Is there any way to get around the administrator password so I can use the Recovery Console again, given that there is no account called "administrator" and the password for the one account with admin privileges does not work (and that, before I started the second fix, I was not asked for an administrator password)? 3) Is there any easy way to fix the problem with the applications that think they are not installed? 4) Is there any easy way to fix the problem of the Windows Installer that does not work, even if reinstalled? Cheers Simon

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• Git for beginners: The definitive practical guide

  - by Adam Davis

  Ok, after seeing this post by PJ Hyett, I have decided to skip to the end and go with git. So what I need is a beginners practical guide to git. "Beginner" being defined as someone who knows how to handle their compiler, understands to some level what a makefile is, and has touched source control without understanding it very well. "Practical" being defined as this person doesn't want to get into great detail regarding what git is doing in the background, and doesn't even care (or know) that it's distributed. Your answers might hint at the possibilities, but try to aim for the beginner that wants to keep a 'main' repository on a 'server' which is backed up and secure, and treat their local repository as merely a 'client' resource. Procedural note: PLEASE pick one and only one of the below topics and answer it clearly and concisely in any given answer. Don't try to jam a bunch of information into one answer. Don't just link to other resources - cut and paste with attribution if copyright allows, otherwise learn it and explain it in your own words (ie, don't make people leave this page to learn a task). Please comment on, or edit, an already existing answer unless your explanation is very different and you think the community is better served with a different explanation rather than altering the existing explanation. So: Installation/Setup How to install git How do you set up git? Try to cover linux, windows, mac, think 'client/server' mindset. Setup GIT Server with Msysgit on Windows How do you create a new project/repository? How do you configure it to ignore files (.obj, .user, etc) that are not really part of the codebase? Working with the code How do you get the latest code? How do you check out code? How do you commit changes? How do you see what's uncommitted, or the status of your current codebase? How do you destroy unwanted commits? How do you compare two revisions of a file, or your current file and a previous revision? How do you see the history of revisions to a file? How do you handle binary files (visio docs, for instance, or compiler environments)? How do you merge files changed at the "same time"? How do you undo (revert or reset) a commit? Tagging, branching, releases, baselines How do you 'mark' 'tag' or 'release' a particular set of revisions for a particular set of files so you can always pull that one later? How do you pull a particular 'release'? How do you branch? How do you merge branches? How do you resolve conflicts and complete the merge? How do you merge parts of one branch into another branch? What is rebasing? How do I track remote branches? How can I create a branch on a remote repository? Other Describe and link to a good gui, IDE plugin, etc that makes git a non-command line resource, but please list its limitations as well as its good. msysgit - Cross platform, included with git gitk - Cross platform history viewer, included with git gitnub - OS X gitx - OS X history viewer smartgit - Cross platform, commercial, beta tig - console GUI for Linux qgit - GUI for Windows, Linux Any other common tasks a beginner should know? Git Status tells you what you just did, what branch you have, and other useful information How do I work effectively with a subversion repository set as my source control source? Other git beginner's references git guide git book git magic gitcasts github guides git tutorial Progit - book by Scott Chacon Git - SVN Crash Course Delving into git Understanding git conceptually I will go through the entries from time to time and 'tidy' them up so they have a consistent look/feel and it's easy to scan the list - feel free to follow a simple "header - brief explanation - list of instructions - gotchas and extra info" template. I'll also link to the entries from the bullet list above so it's easy to find them later.

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• Prevent ListBox from focusing but leave ListBoxItem(s) focusable (wpf)

  - by modosansreves

  Here is what happens: I have a listbox with items. Listbox has focus. Some item (say, 5th) is selected (has a blue background), but has no 'border'. When I press 'Down' key, the focus moves from ListBox to the first ListBoxItem. (What I want is to make 6th item selected, regardless of the 'border') When I navigate using 'Tab', the Listbox never receives the focus again. But when the collection is emptied and filled again, ListBox itself gets focus, pressing 'Down' moves the focus to the item. How to prevent ListBox from gaining focus? P.S. listBox1.SelectedItem is my own class, I don't know how to make ListBoxItem out of it to .Focus() it. EDIT: the code Xaml: <UserControl.Resources> <me:BooleanToVisibilityConverter x:Key="visibilityConverter"/> <me:BooleanToItalicsConverter x:Key="italicsConverter"/> </UserControl.Resources> <ListBox x:Name="lbItems"> <ListBox.ItemTemplate> <DataTemplate> <Grid> <ProgressBar HorizontalAlignment="Stretch" VerticalAlignment="Bottom" Visibility="{Binding Path=ShowProgress, Converter={StaticResource visibilityConverter}}" Maximum="1" Margin="4,0,0,0" Value="{Binding Progress}" /> <TextBlock Text="{Binding Path=VisualName}" FontStyle="{Binding Path=IsFinished, Converter={StaticResource italicsConverter}}" Margin="4" /> </Grid> </DataTemplate> </ListBox.ItemTemplate> <me:OuterItem Name="Regular Folder" IsFinished="True" Exists="True" IsFolder="True"/> <me:OuterItem Name="Regular Item" IsFinished="True" Exists="True"/> <me:OuterItem Name="Yet to be created" IsFinished="False" Exists="False"/> <me:OuterItem Name="Just created" IsFinished="False" Exists="True"/> <me:OuterItem Name="In progress" IsFinished="False" Exists="True" Progress="0.7"/> </ListBox> where OuterItem is: public class OuterItem : IOuterItem { public Guid Id { get; set; } public string Name { get; set; } public bool IsFolder { get; set; } public bool IsFinished { get; set; } public bool Exists { get; set; } public double Progress { get; set; } /// Code below is of lesser importance, but anyway /// #region Visualization helper properties public bool ShowProgress { get { return !IsFinished && Exists; } } public string VisualName { get { return IsFolder ? "[ " + Name + " ]" : Name; } } #endregion public override string ToString() { if (IsFinished) return Name; if (!Exists) return " ??? " + Name; return Progress.ToString("0.000 ") + Name; } public static OuterItem Get(IOuterItem item) { return new OuterItem() { Id = item.Id, Name = item.Name, IsFolder = item.IsFolder, IsFinished = item.IsFinished, Exists = item.Exists, Progress = item.Progress }; } } ?onverters are: /// Are of lesser importance too (for understanding), but will be useful if you copy-paste to get it working public class BooleanToItalicsConverter : IValueConverter { public object Convert(object value, Type targetType, object parameter, System.Globalization.CultureInfo culture) { bool normal = (bool)value; return normal ? FontStyles.Normal : FontStyles.Italic; } public object ConvertBack(object value, Type targetType, object parameter, System.Globalization.CultureInfo culture) { throw new NotImplementedException(); } } public class BooleanToVisibilityConverter : IValueConverter { public object Convert(object value, Type targetType, object parameter, System.Globalization.CultureInfo culture) { bool exists = (bool)value; return exists ? Visibility.Visible : Visibility.Collapsed; } public object ConvertBack(object value, Type targetType, object parameter, System.Globalization.CultureInfo culture) { throw new NotImplementedException(); } } But most important, is that UserControl.Loaded() has: lbItems.Items.Clear(); lbItems.ItemsSource = fsItems; where fsItems is ObservableCollection<OuterItem>. The usability problem I describe takes place when I Clear() that collection (fsItems) and fill with new items.

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• Recognize objects in image

  - by DoomStone

  Hello I am in the process of doing a school project, where we have a robot driving on the ground in between Flamingo plates. We need to create an algorithm that can identify the locations of these plates, so we can create paths around them (We are using A Star for that). So far have we worked with AForged Library and we have created the following class, the only problem with this is that when it create the rectangles dose it not take in account that the plates are not always parallel with the camera border, and it that case will it just create a rectangle that cover the whole plate. So we need to some way find the rotation on the object, or another way to identify this. I have create an image that might help explain this Image the describe the problem: http://img683.imageshack.us/img683/9835/imagerectangle.png Any help on how I can do this would be greatly appreciated. Any other information or ideers are always welcome. public class PasteMap { private Bitmap image; private Bitmap processedImage; private Rectangle[] rectangels; public void initialize(Bitmap image) { this.image = image; } public void process() { processedImage = image; processedImage = applyFilters(processedImage); processedImage = filterWhite(processedImage); rectangels = extractRectangles(processedImage); //rectangels = filterRectangles(rectangels); processedImage = drawRectangelsToImage(processedImage, rectangels); } public Bitmap getProcessedImage { get { return processedImage; } } public Rectangle[] getRectangles { get { return rectangels; } } private Bitmap applyFilters(Bitmap image) { image = new ContrastCorrection(2).Apply(image); image = new GaussianBlur(10, 10).Apply(image); return image; } private Bitmap filterWhite(Bitmap image) { Bitmap test = new Bitmap(image.Width, image.Height); for (int width = 0; width < image.Width; width++) { for (int height = 0; height < image.Height; height++) { if (image.GetPixel(width, height).R > 200 && image.GetPixel(width, height).G > 200 && image.GetPixel(width, height).B > 200) { test.SetPixel(width, height, Color.White); } else test.SetPixel(width, height, Color.Black); } } return test; } private Rectangle[] extractRectangles(Bitmap image) { BlobCounter bc = new BlobCounter(); bc.FilterBlobs = true; bc.MinWidth = 5; bc.MinHeight = 5; // process binary image bc.ProcessImage( image ); Blob[] blobs = bc.GetObjects(image, false); // process blobs List<Rectangle> rects = new List<Rectangle>(); foreach (Blob blob in blobs) { if (blob.Area > 1000) { rects.Add(blob.Rectangle); } } return rects.ToArray(); } private Rectangle[] filterRectangles(Rectangle[] rects) { List<Rectangle> Rectangles = new List<Rectangle>(); foreach (Rectangle rect in rects) { if (rect.Width > 75 && rect.Height > 75) Rectangles.Add(rect); } return Rectangles.ToArray(); } private Bitmap drawRectangelsToImage(Bitmap image, Rectangle[] rects) { BitmapData data = image.LockBits(new Rectangle(0, 0, image.Width, image.Height), ImageLockMode.ReadWrite, PixelFormat.Format24bppRgb); foreach (Rectangle rect in rects) Drawing.FillRectangle(data, rect, Color.Red); image.UnlockBits(data); return image; } }

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• Installing Rails, MySQL, etc. everything goes wrong

  - by Rits

  I've been struggling with this for a few hours. Everything just stopped working and I can't get it to work anymore. I'm a noob at Ruby, Ruby on Rails and the Terminal in general. This is really frustrating me so I just try to describe my problem as detailed as possible hoping someone can give me a solution. I'm on Mac OS X Snow Leopard. I couldn't get Rails working at all just now: Could not find gem 'rails' headaches But after some tries of reinstalling it, it suddenly worked again. But now I just can't get MySQL to work, and it sometimes even breaks the Rails installation again. This is what I do: sudo gem uninstall rails sudo gem uninstall mysql sudo gem uninstall mysql2 After these commands, I check the installed gems with gem list. No MySQL gem is listed anymore, but I can still see rails (2.3.5, 2.2.2, 1.2.6) . Is this normal? Does this mean I have 3 Rails installations? It doesn't make sense to me. Anyway, then I do this: sudo gem clean Which fails completely. I get a bunch of errors like this: Attempting to uninstall fcgi-0.8.7 Unable to uninstall fcgi-0.8.7: Gem::InstallError: cannot uninstall, check gem list -d fcgi It doesn't uninstall anything. At this point, I try to install everything again. I start with: sudo gem install rails Which succeeds (I think): Successfully installed rails-3.0.3 Successfully installed builder-2.1.2 2 gems installed Installing ri documentation for rails-3.0.3... File not found: lib Then, I update RubyGems: sudo gem update --system sudo gem install rubygems-update sudo update_rubygems Then it says I have 1.3.7 installed, so it succeeded, I think. So now I proceed with installing MySQL. I already got MySQL 5.5.8 installed on my machine. I did some research about installing MySQL on Snow Leopard, and it seems I have to use this command: sudo env ARCHFLAGS="-arch x86_64" gem install mysql -- --with-mysql-config=/usr/local/mysql/bin/mysql_config I get a bunch of errors like this: No definition for time_set_neg No definition for time_set_second_part No definition for time_equal No definition for error_errno At this point, I assume I got both Rails and the MySQL gem installed, so I try to start a new project. rails new user_group -d mysql It works! Rails is installed correctly. Now, I try generating a model. cd user_group rails generate model User It fails with this error: Could not find gem 'mysql2 (= 0, runtime)' in any of the gem sources listed in your Gemfile. Try running bundle install. So I try running bundle install. It installs a lot of gems. Then I try to generate my model again. I get this error: Library/Ruby/Gems/1.8/gems/mysql2-0.2.6/lib/mysql2/mysql2.bundle: dlopen(/Library/Ruby/Gems/1.8/gems/mysql2-0.2.6/lib/mysql2/mysql2.bundle, 9): Library not loaded: libmysqlclient.16.dylib (LoadError) Referenced from: /Library/Ruby/Gems/1.8/gems/mysql2-0.2.6/lib/mysql2/mysql2.bundle Reason: image not found - /Library/Ruby/Gems/1.8/gems/mysql2-0.2.6/lib/mysql2/mysql2.bundle This is as far as I can get. What should I do? And why should this be so hard...

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• Is this question too hard for a seasoned C++ architect?

  - by Monomer

  Background Information We're looking to hire a seasoned C++ architect (10+years dev, of which at least 6years must be C++ ) for a high frequency trading platform. Job advert says STL, Boost proficiency is a must with preferences to modern uses of C++. The company I work for is a Fortune 500 IB (aka finance industry), it requires passes in all the standard SHL tests (numeric, vocab, spatial etc) before interviews can commence. Everyone on the team was given the task of coming up with one question to ask the candidates during a written/typed test, please note this is the second test provided to the candidates, the first being Advanced IKM C++ test, done in the offices supervised and without internet access. People passing that do the second test. After roughly 70 candidates, my question has been determined to be statistically the worst performing - aka least number of people attempted it, furthermore even less people were able to give meaningful answers. Please note, the second test is not timed, the candidate can literally take as long as they like (we've had one person take roughly 10.5hrs) My question to SO is this, after SHL and IKM adv c++ tests, backed up with at least 6+ years C++ development experience, is it still ok not to be able to even comment about let alone come up with some loose strategy for solving the following question. The Question There is a class C with methods foo, boo, boo_and_foo and foo_and_boo. Each method takes i,j,k and l clock cycles respectively, where i < j, k < i+j and l < i+j. class C { public: int foo() {...} int boo() {...} int boo_and_foo() {...} int foo_and_boo() {...} }; In code one might write: C c; . . int i = c.foo() + c.boo(); But it would be better to have: int i = c.foo_and_boo(); What changes or techniques could one make to the definition of C, that would allow similar syntax of the original usage, but instead have the compiler generate the latter. Note that foo and boo are not commutative. Possible Solution We were basically looking for an expression templates based approach, and were willing to give marks to anyone who had even hinted or used the phrase or related terminology. We got only two people that used the wording, but weren't able to properly describe how they accomplish the task in detail. We use such techniques all over the place, due to the use of various mathematical operators for matrix and vector based calculations, for example to decide when to use IPP or hand woven implementations at compile time for a particular architecture and many other things. The particular area of software development requires microsecond response times. I believe could/should be able to teach a junior such techniques, but given the assumed caliber of candidates I expected a little more. Is this really a difficult question? Should it be removed? Or are we just not seeing the right candidates?

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• WPF: Updating visibility of controls not updating the screen

  - by Brad McBride

  I will preface this by stating that I am new to WPF programming and may be making multiple errors. Any insight that can be provided to help me improve in my skills are greatly appreciated. I am working with a WPF application and am looping through a list of objects that contain properties that describe a document that should be built on the fly and automatically printed. I am attempting to display a small grid in the interface that shows the document being built before it is printed. This serves two purposes: one, it allows the user to see work being done by the application. Two, it renders the items on the screen so that I can then have something to actually print since WPF appears to not be able to load an image for printing dynamicaly without displaying it on the screen. In my code, I am setting the various elements in the grid and setting the visibility to visible. However, the UI is not updating and the printed document doesn't look as intended since the image never shows up on the screen. Here is the XAML that I have set up <Grid x:Name="LayoutRoot" Background="Black"> <Grid Name="previewGrid" Grid.Row="1" Grid.Column="1" Background="White" Visibility="Hidden"> <Canvas Name="pageCanvas" HorizontalAlignment="Center" VerticalAlignment="Center"> <Grid Name="pageGrid" Width="163" Height="211"> <Grid.ColumnDefinitions> <ColumnDefinition Width="81.5"></ColumnDefinition> <ColumnDefinition Width="81.5"></ColumnDefinition> </Grid.ColumnDefinitions> <TextBlock Grid.Column="0" Name="copyright" TextAlignment="Center" HorizontalAlignment="Center" VerticalAlignment="Bottom"></TextBlock> <Image Name="pageImage" Grid.Column="1" HorizontalAlignment="Center" VerticalAlignment="Center"></Image> </Grid> </Canvas> .....canvas for pages 2-4 not shown but structure is the same as for pageGrid..... </Grid> </Grid> </Window> Here is the code behind that is supposed to set the elements. previewGrid.Visibility = Windows.Visibility.Visible pageURI = New Uri(pageCollection(i).iamgeURL, UriKind.Absolute) pageGrid.Visibility = Windows.Visibility.Visible bmp.BeginInit() bmp.StreamSource = getCachedURLStream(cardURI) bmp.EndInit() pageImage.Source = bmp copyright.Text = copyrightText cardPreviewGrid.UpdateLayout() ' More code that prints the visual element pageGrid previewGrid.Visibility = Windows.Visibility.Hidden The code in codebehind loops through a number of times depending on how many different documents the user prints. Basically it builds a visual element for a page, prints an XPS version of it and then builds the next page and prints it, etc. Once all pages have been processed, the job is actually sent to the printer. The only purpose of this application is to let the user print these documents so there is not other task that they can do in the application while the documents print. I thought that putting this task in a background thread would help to update the UI but since I am trying to manipulate items directly on the UI thread it would appear that this option won't work for me. What am I doing wrong here and how can I improve the code so that I can get the behavior that I am trying to achieve?

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