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  • Best Practices For Secure APIs?

    - by Ferrett Steinmetz
    Let's say I have a website that has a lot of information on our products. I'd like some of our customers (including us!) to be able to look up our products for various methods, including: 1) Pulling data from AJAX calls that return data in cool, JavaScripty-ways 2) Creating iPhone applications that use that data; 3) Having other web applications use that data for their own end. Normally, I'd just create an API and be done with it. However, this data is in fact mildly confidential - which is to say that we don't want our competitors to be able to look up all our products every morning and then automatically set their prices to undercut us. And we also want to be able to look at who might be abusing the system, so if someone's making ten million complex calls to our API a day and bogging down our server, we can cut them off. My next logical step would be then to create a developers' key to restrict access - which would work fine for web apps, but not so much for any AJAX calls. (As I see it, they'd need to provide the key in the JavaScript, which is in plaintext and easily seen, and hence there's actually no security at all. Particularly if we'd be using our own developers' keys on our site to make these AJAX calls.) So my question: after looking around at Oauth and OpenID for some time, I'm not sure there is a solution that would handle all three of the above. Is there some sort of canonical "best practices" for developers' keys, or can Oauth and OpenID handle AJAX calls easily in some fashion I have yet to grok, or am I missing something entirely?

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  • Enjoy bug fixing more than coding from scratch

    - by kylex
    As I get more and more into my job I've had a lot of opportunity to code new projects from scratch. Almost every programmer I know really appreciates that opportunity. But the further I go into it, the more I enjoy bug fixing. In fact, if I can spend a whole day looking over code, whether it be mine or someone else's code, and find some obscure bug, I feel much more accomplished than when I create code. Does anyone else feel this way, and are there any job advantages to this?

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  • I can't understand GroupJoin where i will need it in database relationships.

    - by Freshblood
    Hello Everybody I am thinking 5-6 hours to understand something about GroupJoin. I am talking about query with linq for Database tables.I understand what Join and GroupJoin does but I really couldn't understand where i will need it.I feel that Join does all what i will need but if there is something which Join can't without GroupJoin so i feel that situation is meaningless or useless. For example: Persons table in relation with Phones and Phones table hold foreign keys of Persons and one person can have one more phone number.If we want to brings all persons who has phone numbers and who hasn't too so we will need GroupJOin but what for we will need this query ? Can u give me good reason , example or explenation for using GroupJoin ?

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  • NSUserDefaults with in-app Settings bundle

    - by Hema Vasudevan
    I'm in the process of building an app and would prefer to have an in-app specific Settings bundle rather than make it available in the Settings application. I'm using NSUserDefaults class to save and retrieve them but would like to have the same Settings app look and feel. I wanted to use InAppSettingsKit or the llamasettings but don't know how to use the NSUserDefaults class. Those kits tell me how to create a .plist file and use their kits. All I need is use the Settings app look and feel while at the same time use NSUserDefaults class to save and retrieve values. Please help.

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  • How do people deal with mental plateaus in programming?

    - by ggfan
    Please excuse if this isn't the right type of question to ask here on SO. For the past few days, I just can't seem to get any quality programming done. I feel in the slumps when doing work and just can't concentrate. I also do happen to be learning a new skill(PHP framework) and I think that is the main reason why I feel I can't do anything. Are there anything you all do to "recharge" the brain and get back on track? Possible activites: 1. get away from the PC for a few days

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  • Aside from performance concerns, is Java still chosen over Groovy/JRuby etc.?

    - by yar
    [This is an empirical question about the state-of-the-art: I am NOT asking if Java is cooler or less cool than the dynamic languages that work in the JVM.] Aside from cases where performance is a main decision factor, do companies/developers still willingly chose Java over Groovy, JRuby or JPython? Personal Note: The reason I am asking is that, while I do some subset of my professional work in Ruby (not JRuby, for now), in my personal projects I use Java. While I have written non-trivial apps in Groovy, I prefer Java, but I wonder if I should just get over it and do everything in Groovy. I like Java because I feel that static typing saves me time and aids refactoring. (No, I am not familiar with Scala.) However, I feel that this very empirical, on-topic programming question may inform my decision.

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  • Coding the R-ight way - avoiding the for loop

    - by mropa
    I am going through one of my .R files and by cleaning it up a little bit I am trying to get more familiar with writing the code the r-ight way. As a beginner, one of my favorite starting points is to get rid of the for() loops and try to transform the expression into a functional programming form. So here is the scenario: I am assembling a bunch of data.frames into a list for later usage. dataList <- list (dataA, dataB, dataC, dataD, dataE ) Now I like to take a look at each data.frame's column names and substitute certain character strings. Eg I like to substitute each "foo" and "bar" with "baz". At the moment I am getting the job done with a for() loop which looks a bit awkward. colnames(dataList[[1]]) [1] "foo" "code" "lp15" "bar" "lh15" colnames(dataList[[2]]) [1] "a" "code" "lp50" "ls50" "foo" matchVec <- c("foo", "bar") for (i in seq(dataList)) { for (j in seq(matchVec)) { colnames (dataList[[i]])[grep(pattern=matchVec[j], x=colnames (dataList[[i]]))] <- c("baz") } } Since I am working here with a list I thought about the lapply function. My attempts handling the job with the lapply function all seem to look alright but only at first sight. If I write f <- function(i, xList) { gsub(pattern=c("foo"), replacement=c("baz"), x=colnames(xList[[i]])) } lapply(seq(dataList), f, xList=dataList) the last line prints out almost what I am looking for. However, if i take another look at the actual names of the data.frames in dataList: lapply (dataList, colnames) I see that no changes have been made to the initial character strings. So how can I rewrite the for() loop and transform it into a functional programming form? And how do I substitute both strings, "foo" and "bar", in an efficient way? Since the gsub() function takes as its pattern argument only a character vector of length one.

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  • Basic formatting. sed, or cut, or what?

    - by dsclough
    Very new to this whole Unix thing. I'm currently using korn shell to try and format some lines of text. My input has a couple of lines that look something like this Date/Time :- Monday June 03 00:00:00 EDT 2013 Host Name :- HostNameHere PIDS :- NumbersNLetters Product Name :- ProductName The desired output would be as follows: Date/Time="Monday June 03 00:00:00 EDT 2013" HostName="HostNameHere" PIDS="NumbersNLetters" ProductName="ProductName" So, I need to get rid of any spaces in the leftmost column, and throw everything in the rightmost column between quotations. I've looked at the cut command, and got this far: Cut -f 1,2 -d - Which might produce a result like Date/Time:Monday June 03 00:00:00 EDT 2013, which is close to what I want, but not quite. I wasn't sure if cut could let me add parentheses, and it doesn't look like I can remove spaces that way either. sed seems like it might be closer to the answer, but I wasn't able to find through googling how I might just look for any pattern and not a specific one. I apologize for the incredibly basic question, but reading documentation only gets you so far before your brain starts to ache... If there are any better resources I should be looking at I would be happy to get pointed in the right direction. Thanks!

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  • Data Structure / Hash Function to link Sets of Ints to Value

    - by Gaminic
    Given n integer id's, I wish to link all possible sets of up to k id's to a constant value. What I'm looking for is a way to translate sets (e.g. {1, 5}, {1, 3, 5} and {1, 2, 3, 4, 5, 6, 7}) to unique values. Guarantees: n < 100 and k < 10 (again: set sizes will range in [1, k]). The order of id's doesn't matter: {1, 5} == {5, 1}. All combinations are possible, but some may be excluded. All sets and values are constant and made only once. No deletes or inserts, no value updates. Once generated, the only operations taking place will be look-ups. Look-ups will be frequent and one-directional (given set, look up value). There is no need to sort (or otherwise organize) the values. Additionally, it would be nice (but not obligatory) if "neighboring" sets (drop one id, add one id, swap one id, etc) are easy to reach, as well as "all sets that include at least this set". Any ideas?

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  • What do you do when you hate programming?

    - by Vimvq1987
    Don't know where to ask this question. It's likely to be closed, I know. I got a hard work. Tried to code, tried to search, tried to ask. Got nothing. It make me terribly tired, and some way, I feel that in this moment, I hate programming. Some said that hard works improve yourself, yes, but not impossible-works. Is there sometimes that you hate programming? Is there sometimes that you feel so tired of writing code? How do you overcome those times?

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  • How to customize file dialog in wpf

    - by ManjuAnoop
    In Windows7 I am using a customized Open File Dialog( WPF application). My Open File dialog is derived from Microsoft.Win32.CommonDialog. The dialog have old look, how to change this to new look (windows7 file dialog look(Explorer style)). Code portion: private const int OFN_ENABLESIZING = 0x00800000; private const int OFN_EXPLORER = 0x00080000; private const int OFN_ENABLEHOOK = 0x00000020; protected override bool RunDialog(IntPtr hwndOwner) { OPENFILENAME_I.WndProc proc = new OPENFILENAME_I.WndProc(this.HookProc); OPENFILENAME_I ofn = new OPENFILENAME_I(); this._charBuffer = CharBuffer.CreateBuffer(0x2000); if (this._fileNames != null) { this._charBuffer.PutString(this._fileNames[0]); } ofn.lStructSize = Marshal.SizeOf(typeof(OPENFILENAME_I)); ofn.hwndOwner = hwndOwner; ofn.hInstance = IntPtr.Zero; ofn.lpstrFilter = MakeFilterString(this._filter, this.DereferenceLinks); ofn.nFilterIndex = this._filterIndex; ofn.lpstrFile = this._charBuffer.AllocCoTaskMem(); ofn.nMaxFile = this._charBuffer.Length; ofn.lpstrInitialDir = this._initialDirectory; ofn.lpstrTitle = this._title; ofn.Flags = OFN_EXPLORER | OFN_ENABLESIZING | OFN_ENABLEHOOK; ofn.lpfnHook = proc; ofn.FlagsEx = 0x1000000 ; NativeMethods.GetOpenFileName(ofn); // } [SecurityCritical, SuppressUnmanagedCodeSecurity, DllImport("comdlg32.dll", CharSet = CharSet.Unicode, SetLastError = true)] internal static extern bool GetOpenFileName([In, Out] OPENFILENAME_I ofn);

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  • Where is a small, simple CMS that has no Front End done in PHP?

    - by user559469
    The keys are: small and simple PHP MySql no Front End By "no front end" I mean literally, I can control the look 100%. I just want a CMS on the "backend" to manage content (user login/security, upload images, udate articles, etc.) that will not dictate in anyway how the managed data is presented. Maybe it just keeps the info in a (MySql) database (which I can query and extract myself) or if it writes content, it is in super-clean xhtml fragments or even just xml I will parse myself? I have looked at Wordpress -- and don't like the code it generates, not to mention the sites look too "canned" (you can usually spot a WP site a mile a way.) Joomla and Drupal look more customizable, but they are bloated now in my opinion, and really I just want something lightweight and simple. For one-user mom-and-pop sites. (No tiered publishing/approval systems, and all that.) I envision plugging this CMS into existing websites/web apps where most of the site is made and managed by me, but a few choice areas are managed by the site owner.

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  • How do I get regex support in excel via a function, or custom function?

    - by blunders
    It appears that regex (as in regular expressions) is not supported in excel, except via VBA. Is this so, and is it is, are there any "open source" custom VBA functions that support regex. In this case I'm looking to extract complex pattern within a string, but any implementation of a custom VBA function that expose support of regex within the function itself would be of use. If you know of semi-related function such as the IS function, feel feel to comment, though I'm really looking for a full regular expression implementation that is exposed via functions. Might even be open to a pay to use add-in if the implementation is good. If you have questions, please comment.

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  • C#/.NET Little Wonders: The Generic Func Delegates

    - by James Michael Hare
    Once again, in this series of posts I look at the parts of the .NET Framework that may seem trivial, but can help improve your code by making it easier to write and maintain. The index of all my past little wonders posts can be found here. Back in one of my three original “Little Wonders” Trilogy of posts, I had listed generic delegates as one of the Little Wonders of .NET.  Later, someone posted a comment saying said that they would love more detail on the generic delegates and their uses, since my original entry just scratched the surface of them. Last week, I began our look at some of the handy generic delegates built into .NET with a description of delegates in general, and the Action family of delegates.  For this week, I’ll launch into a look at the Func family of generic delegates and how they can be used to support generic, reusable algorithms and classes. Quick Delegate Recap Delegates are similar to function pointers in C++ in that they allow you to store a reference to a method.  They can store references to either static or instance methods, and can actually be used to chain several methods together in one delegate. Delegates are very type-safe and can be satisfied with any standard method, anonymous method, or a lambda expression.  They can also be null as well (refers to no method), so care should be taken to make sure that the delegate is not null before you invoke it. Delegates are defined using the keyword delegate, where the delegate’s type name is placed where you would typically place the method name: 1: // This delegate matches any method that takes string, returns nothing 2: public delegate void Log(string message); This delegate defines a delegate type named Log that can be used to store references to any method(s) that satisfies its signature (whether instance, static, lambda expression, etc.). Delegate instances then can be assigned zero (null) or more methods using the operator = which replaces the existing delegate chain, or by using the operator += which adds a method to the end of a delegate chain: 1: // creates a delegate instance named currentLogger defaulted to Console.WriteLine (static method) 2: Log currentLogger = Console.Out.WriteLine; 3:  4: // invokes the delegate, which writes to the console out 5: currentLogger("Hi Standard Out!"); 6:  7: // append a delegate to Console.Error.WriteLine to go to std error 8: currentLogger += Console.Error.WriteLine; 9:  10: // invokes the delegate chain and writes message to std out and std err 11: currentLogger("Hi Standard Out and Error!"); While delegates give us a lot of power, it can be cumbersome to re-create fairly standard delegate definitions repeatedly, for this purpose the generic delegates were introduced in various stages in .NET.  These support various method types with particular signatures. Note: a caveat with generic delegates is that while they can support multiple parameters, they do not match methods that contains ref or out parameters. If you want to a delegate to represent methods that takes ref or out parameters, you will need to create a custom delegate. We’ve got the Func… delegates Just like it’s cousin, the Action delegate family, the Func delegate family gives us a lot of power to use generic delegates to make classes and algorithms more generic.  Using them keeps us from having to define a new delegate type when need to make a class or algorithm generic. Remember that the point of the Action delegate family was to be able to perform an “action” on an item, with no return results.  Thus Action delegates can be used to represent most methods that take 0 to 16 arguments but return void.  You can assign a method The Func delegate family was introduced in .NET 3.5 with the advent of LINQ, and gives us the power to define a function that can be called on 0 to 16 arguments and returns a result.  Thus, the main difference between Action and Func, from a delegate perspective, is that Actions return nothing, but Funcs return a result. The Func family of delegates have signatures as follows: Func<TResult> – matches a method that takes no arguments, and returns value of type TResult. Func<T, TResult> – matches a method that takes an argument of type T, and returns value of type TResult. Func<T1, T2, TResult> – matches a method that takes arguments of type T1 and T2, and returns value of type TResult. Func<T1, T2, …, TResult> – and so on up to 16 arguments, and returns value of type TResult. These are handy because they quickly allow you to be able to specify that a method or class you design will perform a function to produce a result as long as the method you specify meets the signature. For example, let’s say you were designing a generic aggregator, and you wanted to allow the user to define how the values will be aggregated into the result (i.e. Sum, Min, Max, etc…).  To do this, we would ask the user of our class to pass in a method that would take the current total, the next value, and produce a new total.  A class like this could look like: 1: public sealed class Aggregator<TValue, TResult> 2: { 3: // holds method that takes previous result, combines with next value, creates new result 4: private Func<TResult, TValue, TResult> _aggregationMethod; 5:  6: // gets or sets the current result of aggregation 7: public TResult Result { get; private set; } 8:  9: // construct the aggregator given the method to use to aggregate values 10: public Aggregator(Func<TResult, TValue, TResult> aggregationMethod = null) 11: { 12: if (aggregationMethod == null) throw new ArgumentNullException("aggregationMethod"); 13:  14: _aggregationMethod = aggregationMethod; 15: } 16:  17: // method to add next value 18: public void Aggregate(TValue nextValue) 19: { 20: // performs the aggregation method function on the current result and next and sets to current result 21: Result = _aggregationMethod(Result, nextValue); 22: } 23: } Of course, LINQ already has an Aggregate extension method, but that works on a sequence of IEnumerable<T>, whereas this is designed to work more with aggregating single results over time (such as keeping track of a max response time for a service). We could then use this generic aggregator to find the sum of a series of values over time, or the max of a series of values over time (among other things): 1: // creates an aggregator that adds the next to the total to sum the values 2: var sumAggregator = new Aggregator<int, int>((total, next) => total + next); 3:  4: // creates an aggregator (using static method) that returns the max of previous result and next 5: var maxAggregator = new Aggregator<int, int>(Math.Max); So, if we were timing the response time of a web method every time it was called, we could pass that response time to both of these aggregators to get an idea of the total time spent in that web method, and the max time spent in any one call to the web method: 1: // total will be 13 and max 13 2: int responseTime = 13; 3: sumAggregator.Aggregate(responseTime); 4: maxAggregator.Aggregate(responseTime); 5:  6: // total will be 20 and max still 13 7: responseTime = 7; 8: sumAggregator.Aggregate(responseTime); 9: maxAggregator.Aggregate(responseTime); 10:  11: // total will be 40 and max now 20 12: responseTime = 20; 13: sumAggregator.Aggregate(responseTime); 14: maxAggregator.Aggregate(responseTime); The Func delegate family is useful for making generic algorithms and classes, and in particular allows the caller of the method or user of the class to specify a function to be performed in order to generate a result. What is the result of a Func delegate chain? If you remember, we said earlier that you can assign multiple methods to a delegate by using the += operator to chain them.  So how does this affect delegates such as Func that return a value, when applied to something like the code below? 1: Func<int, int, int> combo = null; 2:  3: // What if we wanted to aggregate the sum and max together? 4: combo += (total, next) => total + next; 5: combo += Math.Max; 6:  7: // what is the result? 8: var comboAggregator = new Aggregator<int, int>(combo); Well, in .NET if you chain multiple methods in a delegate, they will all get invoked, but the result of the delegate is the result of the last method invoked in the chain.  Thus, this aggregator would always result in the Math.Max() result.  The other chained method (the sum) gets executed first, but it’s result is thrown away: 1: // result is 13 2: int responseTime = 13; 3: comboAggregator.Aggregate(responseTime); 4:  5: // result is still 13 6: responseTime = 7; 7: comboAggregator.Aggregate(responseTime); 8:  9: // result is now 20 10: responseTime = 20; 11: comboAggregator.Aggregate(responseTime); So remember, you can chain multiple Func (or other delegates that return values) together, but if you do so you will only get the last executed result. Func delegates and co-variance/contra-variance in .NET 4.0 Just like the Action delegate, as of .NET 4.0, the Func delegate family is contra-variant on its arguments.  In addition, it is co-variant on its return type.  To support this, in .NET 4.0 the signatures of the Func delegates changed to: Func<out TResult> – matches a method that takes no arguments, and returns value of type TResult (or a more derived type). Func<in T, out TResult> – matches a method that takes an argument of type T (or a less derived type), and returns value of type TResult(or a more derived type). Func<in T1, in T2, out TResult> – matches a method that takes arguments of type T1 and T2 (or less derived types), and returns value of type TResult (or a more derived type). Func<in T1, in T2, …, out TResult> – and so on up to 16 arguments, and returns value of type TResult (or a more derived type). Notice the addition of the in and out keywords before each of the generic type placeholders.  As we saw last week, the in keyword is used to specify that a generic type can be contra-variant -- it can match the given type or a type that is less derived.  However, the out keyword, is used to specify that a generic type can be co-variant -- it can match the given type or a type that is more derived. On contra-variance, if you are saying you need an function that will accept a string, you can just as easily give it an function that accepts an object.  In other words, if you say “give me an function that will process dogs”, I could pass you a method that will process any animal, because all dogs are animals.  On the co-variance side, if you are saying you need a function that returns an object, you can just as easily pass it a function that returns a string because any string returned from the given method can be accepted by a delegate expecting an object result, since string is more derived.  Once again, in other words, if you say “give me a method that creates an animal”, I can pass you a method that will create a dog, because all dogs are animals. It really all makes sense, you can pass a more specific thing to a less specific parameter, and you can return a more specific thing as a less specific result.  In other words, pay attention to the direction the item travels (parameters go in, results come out).  Keeping that in mind, you can always pass more specific things in and return more specific things out. For example, in the code below, we have a method that takes a Func<object> to generate an object, but we can pass it a Func<string> because the return type of object can obviously accept a return value of string as well: 1: // since Func<object> is co-variant, this will access Func<string>, etc... 2: public static string Sequence(int count, Func<object> generator) 3: { 4: var builder = new StringBuilder(); 5:  6: for (int i=0; i<count; i++) 7: { 8: object value = generator(); 9: builder.Append(value); 10: } 11:  12: return builder.ToString(); 13: } Even though the method above takes a Func<object>, we can pass a Func<string> because the TResult type placeholder is co-variant and accepts types that are more derived as well: 1: // delegate that's typed to return string. 2: Func<string> stringGenerator = () => DateTime.Now.ToString(); 3:  4: // This will work in .NET 4.0, but not in previous versions 5: Sequence(100, stringGenerator); Previous versions of .NET implemented some forms of co-variance and contra-variance before, but .NET 4.0 goes one step further and allows you to pass or assign an Func<A, BResult> to a Func<Y, ZResult> as long as A is less derived (or same) as Y, and BResult is more derived (or same) as ZResult. Sidebar: The Func and the Predicate A method that takes one argument and returns a bool is generally thought of as a predicate.  Predicates are used to examine an item and determine whether that item satisfies a particular condition.  Predicates are typically unary, but you may also have binary and other predicates as well. Predicates are often used to filter results, such as in the LINQ Where() extension method: 1: var numbers = new[] { 1, 2, 4, 13, 8, 10, 27 }; 2:  3: // call Where() using a predicate which determines if the number is even 4: var evens = numbers.Where(num => num % 2 == 0); As of .NET 3.5, predicates are typically represented as Func<T, bool> where T is the type of the item to examine.  Previous to .NET 3.5, there was a Predicate<T> type that tended to be used (which we’ll discuss next week) and is still supported, but most developers recommend using Func<T, bool> now, as it prevents confusion with overloads that accept unary predicates and binary predicates, etc.: 1: // this seems more confusing as an overload set, because of Predicate vs Func 2: public static SomeMethod(Predicate<int> unaryPredicate) { } 3: public static SomeMethod(Func<int, int, bool> binaryPredicate) { } 4:  5: // this seems more consistent as an overload set, since just uses Func 6: public static SomeMethod(Func<int, bool> unaryPredicate) { } 7: public static SomeMethod(Func<int, int, bool> binaryPredicate) { } Also, even though Predicate<T> and Func<T, bool> match the same signatures, they are separate types!  Thus you cannot assign a Predicate<T> instance to a Func<T, bool> instance and vice versa: 1: // the same method, lambda expression, etc can be assigned to both 2: Predicate<int> isEven = i => (i % 2) == 0; 3: Func<int, bool> alsoIsEven = i => (i % 2) == 0; 4:  5: // but the delegate instances cannot be directly assigned, strongly typed! 6: // ERROR: cannot convert type... 7: isEven = alsoIsEven; 8:  9: // however, you can assign by wrapping in a new instance: 10: isEven = new Predicate<int>(alsoIsEven); 11: alsoIsEven = new Func<int, bool>(isEven); So, the general advice that seems to come from most developers is that Predicate<T> is still supported, but we should use Func<T, bool> for consistency in .NET 3.5 and above. Sidebar: Func as a Generator for Unit Testing One area of difficulty in unit testing can be unit testing code that is based on time of day.  We’d still want to unit test our code to make sure the logic is accurate, but we don’t want the results of our unit tests to be dependent on the time they are run. One way (of many) around this is to create an internal generator that will produce the “current” time of day.  This would default to returning result from DateTime.Now (or some other method), but we could inject specific times for our unit testing.  Generators are typically methods that return (generate) a value for use in a class/method. For example, say we are creating a CacheItem<T> class that represents an item in the cache, and we want to make sure the item shows as expired if the age is more than 30 seconds.  Such a class could look like: 1: // responsible for maintaining an item of type T in the cache 2: public sealed class CacheItem<T> 3: { 4: // helper method that returns the current time 5: private static Func<DateTime> _timeGenerator = () => DateTime.Now; 6:  7: // allows internal access to the time generator 8: internal static Func<DateTime> TimeGenerator 9: { 10: get { return _timeGenerator; } 11: set { _timeGenerator = value; } 12: } 13:  14: // time the item was cached 15: public DateTime CachedTime { get; private set; } 16:  17: // the item cached 18: public T Value { get; private set; } 19:  20: // item is expired if older than 30 seconds 21: public bool IsExpired 22: { 23: get { return _timeGenerator() - CachedTime > TimeSpan.FromSeconds(30.0); } 24: } 25:  26: // creates the new cached item, setting cached time to "current" time 27: public CacheItem(T value) 28: { 29: Value = value; 30: CachedTime = _timeGenerator(); 31: } 32: } Then, we can use this construct to unit test our CacheItem<T> without any time dependencies: 1: var baseTime = DateTime.Now; 2:  3: // start with current time stored above (so doesn't drift) 4: CacheItem<int>.TimeGenerator = () => baseTime; 5:  6: var target = new CacheItem<int>(13); 7:  8: // now add 15 seconds, should still be non-expired 9: CacheItem<int>.TimeGenerator = () => baseTime.AddSeconds(15); 10:  11: Assert.IsFalse(target.IsExpired); 12:  13: // now add 31 seconds, should now be expired 14: CacheItem<int>.TimeGenerator = () => baseTime.AddSeconds(31); 15:  16: Assert.IsTrue(target.IsExpired); Now we can unit test for 1 second before, 1 second after, 1 millisecond before, 1 day after, etc.  Func delegates can be a handy tool for this type of value generation to support more testable code.  Summary Generic delegates give us a lot of power to make truly generic algorithms and classes.  The Func family of delegates is a great way to be able to specify functions to calculate a result based on 0-16 arguments.  Stay tuned in the weeks that follow for other generic delegates in the .NET Framework!   Tweet Technorati Tags: .NET, C#, CSharp, Little Wonders, Generics, Func, Delegates

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  • WiX 3 Tutorial: Understanding main WXS and WXI file

    - by Mladen Prajdic
    In the previous post we’ve taken a look at the WiX solution/project structure and project properties. We’re still playing with our super SuperForm application and today we’ll take a look at the general parts of the main wxs file, SuperForm.wxs, and the wxi include file. For wxs file we’ll just go over the general description of what each part does in the code comments. The more detailed descriptions will be in future posts about features themselves. WXI include file Include files are exactly what their name implies. To include a wxi file into the wxs file you have to put the wxi at the beginning of each .wxs file you wish to include it in. If you’ve ever worked with C++ you can think of the include files as .h files. For example if you include SuperFormVariables.wxi into the SuperForm.wxs, the variables in the wxi won’t be seen in FilesFragment.wxs or RegistryFragment.wxs. You’d have to include it manually into those two wxs files too. For preprocessor variable $(var.VariableName) to be seen by every file in the project you have to include them in the WiX project properties->Build->“Define preprocessor variables” textbox. This is why I’ve chosen not to go this route because in multi developer teams not everyone has the same directory structure and having a single variable would mean each developer would have to checkout the wixproj file to edit the variable. This is pretty much unacceptable by my standards. This is why we’ve added a System Environment variable named SuperFormFilesDir as is shown in the previous Wix Tutorial post. Because the FilesFragment.wxs is autogenerated on every project build we don’t want to change it manually each time by adding the include wxi at the beginning of the file. This way we couldn’t recreate it in each pre-build event. <?xml version="1.0" encoding="utf-8"?><Include> <!-- Versioning. These have to be changed for upgrades. It's not enough to just include newer files. --> <?define MajorVersion="1" ?> <?define MinorVersion="0" ?> <?define BuildVersion="0" ?> <!-- Revision is NOT used by WiX in the upgrade procedure --> <?define Revision="0" ?> <!-- Full version number to display --> <?define VersionNumber="$(var.MajorVersion).$(var.MinorVersion).$(var.BuildVersion).$(var.Revision)" ?> <!-- Upgrade code HAS to be the same for all updates. Once you've chosen it don't change it. --> <?define UpgradeCode="YOUR-GUID-HERE" ?> <!-- Path to the resources directory. resources don't really need to be included in the project structure but I like to include them for for clarity --> <?define ResourcesDir="$(var.ProjectDir)\Resources" ?> <!-- The name of your application exe file. This will be used to kill the process when updating and creating the desktop shortcut --> <?define ExeProcessName="SuperForm.MainApp.exe" ?></Include> For now there’s no way to tell WiX in Visual Studio to have a wxi include file available to the whole project, so you have to include it in each file separately. Only variables set in “Define preprocessor variables” or System Environment variables are accessible to the whole project for now. The main WXS file: SuperForm.wxs We’ll only take a look at the general structure of the main SuperForm.wxs and not its the details. We’ll cover the details in future posts. The code comments should provide plenty info about what each part does in general. Basically there are 5 major parts. The update part, the conditions and actions part, the UI install sequence, the directory structure and the features we want to include. <?xml version="1.0" encoding="UTF-8"?><!-- Add xmlns:util namespace definition to be able to use stuff from WixUtilExtension dll--><Wix xmlns="http://schemas.microsoft.com/wix/2006/wi" xmlns:util="http://schemas.microsoft.com/wix/UtilExtension"> <!-- This is how we include wxi files --> <?include $(sys.CURRENTDIR)Includes\SuperFormVariables.wxi ?> <!-- Id="*" is to enable upgrading. * means that the product ID will be autogenerated on each build. Name is made of localized product name and version number. --> <Product Id="*" Name="!(loc.ProductName) $(var.VersionNumber)" Language="!(loc.LANG)" Version="$(var.VersionNumber)" Manufacturer="!(loc.ManufacturerName)" UpgradeCode="$(var.UpgradeCode)"> <!-- Define the minimum supported installer version (3.0) and that the install should be done for the whole machine not just the current user --> <Package InstallerVersion="300" Compressed="yes" InstallScope="perMachine"/> <Media Id="1" Cabinet="media1.cab" EmbedCab="yes" /> <!-- Upgrade settings. This will be explained in more detail in a future post --> <Upgrade Id="$(var.UpgradeCode)"> <UpgradeVersion OnlyDetect="yes" Minimum="$(var.VersionNumber)" IncludeMinimum="no" Property="NEWER_VERSION_FOUND" /> <UpgradeVersion Minimum="0.0.0.0" IncludeMinimum="yes" Maximum="$(var.VersionNumber)" IncludeMaximum="no" Property="OLDER_VERSION_FOUND" /> </Upgrade> <!-- Reference the global NETFRAMEWORK35 property to check if it exists --> <PropertyRef Id="NETFRAMEWORK35"/> <!-- Startup conditions that checks if .Net Framework 3.5 is installed or if we're running the OS higher than Windows XP SP2. If not the installation is aborted. By doing the (Installed OR ...) property means that this condition will only be evaluated if the app is being installed and not on uninstall or changing --> <Condition Message="!(loc.DotNetFrameworkNeeded)"> <![CDATA[Installed OR NETFRAMEWORK35]]> </Condition> <Condition Message="!(loc.AppNotSupported)"> <![CDATA[Installed OR ((VersionNT >= 501 AND ServicePackLevel >= 2) OR (VersionNT >= 502))]]> </Condition> <!-- This custom action in the InstallExecuteSequence is needed to stop silent install (passing /qb to msiexec) from going around it. --> <CustomAction Id="NewerVersionFound" Error="!(loc.SuperFormNewerVersionInstalled)" /> <InstallExecuteSequence> <!-- Check for newer versions with FindRelatedProducts and execute the custom action after it --> <Custom Action="NewerVersionFound" After="FindRelatedProducts"> <![CDATA[NEWER_VERSION_FOUND]]> </Custom> <!-- Remove the previous versions of the product --> <RemoveExistingProducts After="InstallInitialize"/> <!-- WixCloseApplications is a built in custom action that uses util:CloseApplication below --> <Custom Action="WixCloseApplications" Before="InstallInitialize" /> </InstallExecuteSequence> <!-- This will ask the user to close the SuperForm app if it's running while upgrading --> <util:CloseApplication Id="CloseSuperForm" CloseMessage="no" Description="!(loc.MustCloseSuperForm)" ElevatedCloseMessage="no" RebootPrompt="no" Target="$(var.ExeProcessName)" /> <!-- Use the built in WixUI_InstallDir GUI --> <UIRef Id="WixUI_InstallDir" /> <UI> <!-- These dialog references are needed for CloseApplication above to work correctly --> <DialogRef Id="FilesInUse" /> <DialogRef Id="MsiRMFilesInUse" /> <!-- Here we'll add the GUI logic for installation and updating in a future post--> </UI> <!-- Set the icon to show next to the program name in Add/Remove programs --> <Icon Id="SuperFormIcon.ico" SourceFile="$(var.ResourcesDir)\Exclam.ico" /> <Property Id="ARPPRODUCTICON" Value="SuperFormIcon.ico" /> <!-- Installer UI custom pictures. File names are made up. Add path to your pics. –> <!-- <WixVariable Id="WixUIDialogBmp" Value="MyAppLogo.jpg" /> <WixVariable Id="WixUIBannerBmp" Value="installBanner.jpg" /> --> <!-- the default directory structure --> <Directory Id="TARGETDIR" Name="SourceDir"> <Directory Id="ProgramFilesFolder"> <Directory Id="INSTALLLOCATION" Name="!(loc.ProductName)" /> </Directory> </Directory> <!-- Set the default install location to the value of INSTALLLOCATION (usually c:\Program Files\YourProductName) --> <Property Id="WIXUI_INSTALLDIR" Value="INSTALLLOCATION" /> <!-- Set the components defined in our fragment files that will be used for our feature --> <Feature Id="SuperFormFeature" Title="!(loc.ProductName)" Level="1"> <ComponentGroupRef Id="SuperFormFiles" /> <ComponentRef Id="cmpVersionInRegistry" /> <ComponentRef Id="cmpIsThisUpdateInRegistry" /> </Feature> </Product></Wix> For more info on what certain attributes mean you should look into the WiX Documentation.   WiX 3 tutorial by Mladen Prajdic navigation WiX 3 Tutorial: Solution/Project structure and Dev resources WiX 3 Tutorial: Understanding main wxs and wxi file WiX 3 Tutorial: Generating file/directory fragments with Heat.exe

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  • Installing UCMA 3.0 and Creating a Communications Server "14"Trusted Application Pool

    A lot of setup and administration tasks have gotten a lot easier in Communications Server 14; one of them is building an application server to develop and run your UCMA 3.0 applications on. In this post, Ill walk you through installing the UCMA 3.0 Core SDK and creating a Trusted Application Pool on the server, thus adding it to the Communications Server 14 topology and allowing you to host and run UCMA 3.0 applications on it. Note: These instructions will change slightly as the bits get updated for the eventual Beta release I will update this post as soon as I get a chance to run this setup on a more recent build. Im doing the install on a simple Communications Server 14 topology consisting of the following Windows Server 2008 R2 Hyper-V images: DC Domain Controller ExchangeUM Exchange Server 2010 CS-SE Microsoft Communications Server 2010 Standard Edition TS Development machine Ill walk through setting up UCMA 3.0 on the TS VM, which is a fully patched Windows Server 2008 R2 machine that is joined to the Fabrikam domain.   Im also running Visual Studio 2010 on this VM because I intend to use it as a development machine.  In a future post, Ill walk through installing just the UCMA 3.0 run time to build a true production UCMA application server. Im making a couple of assumptions here: You have an existing CS 2010 site and cluster configured(well look at this in a future post) Youre starting with a fully patched Windows Server 2008 R2 machine The machine is joined to your domain This walkthrough was done in my Fabrikam VM environment but can easily be modified for your own environment. Installing the UCMA 3.0 SDK Lets start by installing the UCMA 3.0 SDK.  Run UcmaSdkWebDownload.msi to kick off the SDK installer package extract process. The installed package is extracted to C: >> Program Files >> Microsoft UCMA 3.0 >> SDK Installer Package.  Browse there and run setup.exe. Click Install to install the UCMA 3.0 Core SDK and Workflow SDK. Install Communications Server Core Components UCMA 3.0 introduces a new concept called Auto-provisioning, which is most easily explained from the developer point of view.  Remember what your app.config looked it in UCMA 2.0?  You had to store the application GRUU, the trusted contact SIP Uri, the port for your application, and the name of the certificate authority. Thats all gone with auto-provisioning all you need in your app.config is your ApplicationId, e.g.: urn:application:MyApplication. How does CS 2010 do this? All of the applications configuration data is associated with the applications id.  UCMA also queries a replicated copy of the Central Management Database to retrieve the applications configuration data and also the configuration data for any endpoints. In this step, well run Bootstrapper.exe to install the CS Core components, this checked for the following components and installs them if they are not already present: VcRedist Sqlexpress Sqlnativeclient Sqlbackcompat Ucmaredist OcsCore.msi Open a command window at C: >> Program Files >> Microsoft Communications Server 2010 >> Deployment and run the following command: Bootstrapper.exe /BootstrapReplica /MinCache /SourceDirectory:"%ProgramFiles%\Microsoft UCMA 3.0\SDK Installer Package\Prereq\BootstrapperCache" Create a New Trusted Application Pool The next step is to create a new trusted application pool for the new server.  Fire up the Communications Server Management Shell from Start >> Microsoft Communications Server 2010 >> Communications Server Management Shell and enter the following PowerShell command: New-CsTrustedApplicationPool -Identity <FQDN of Server> -Registrar <FQDN of CS Server> -Site <CS Site Name> Verify that the new server was added to the CS topology by running the following PowerShell command: (Get-CsTopology -AsXml).ToString() > Topology.xml This created a file called Topology.xml in the directory that you ran the command from.  Open the file and find the Clusters section and look for a node for the new server. The Cluster Fqdn is the name of your server, and note the name of the Site that this Cluster is a part of. <Cluster Fqdn="appsrv.fabrikam.com" RequiresReplication="true" RequiresSetup="true"> <ClusterId SiteId="UcMarketing2" Number="5" /> <Machine OrdinalInCluster="1" Fqdn="appsrv.fabrikam.com"> <NetInterface InterfaceSide="Primary" InterfaceNumber="1" IPAddress="0.0.0.0" /> </Machine> </Cluster> Configure CS Management Store Replication At this point, we have the CS Core components installed and the server configured as a trusted application pool.  We now need to set up replication so that the Central Management Store replicates down to the new server. From the Communications Server Management Shell, run the following PowerShell command to enable the Replica service on the new server: Enable-CSReplica The Replica service is enabled, but hasn't done anything yet. This can be verified by running the following PowerShell command to check the replication status for the various servers in the topology: Get-CSManagementStoreReplicationStatus You can see in the screenshot below that the UpToDate property of the new server is still False Run the following PowerShell command to force the replication to run: Invoke-CSManagementStoreReplicationStatus Run Get-CSManagementStoreReplicationStatus again to verify that the new service is now up to date Request and Set a New Certificate The last step in the process is to request a new certificate from the certificate authority on the domain and assign it to the new server. From the Communications Server Management Shell, run the following PowerShell command to request a new certificate: Request-CSCertificate -Action new -Type default -CA <Domain Controller FQDN>\<Certificate Authority> Setting the -Verbose switch on the cmdlet creates an Xml file with its output. Open the Xml file and copy the thumbprint of the generated certificate. <?xml version="1.0" encoding="utf-8"?> <Action Name="Request-CsCertificate" Time="20100512T212258"> <Action Name="Request-CsCertificate" Time="20100512T212258"> <Info Title="Connection" Time="20100512T212258">Data Source=(local)\rtclocal;Initial Catalog=xds;Integrated Security=True</Info> <Action Time="20100512T212258"> <Info Title="Certificate use" Time="20100512T212258">urn:certref:default</Info> <Info Title="Subject distinguished name" Time="20100512T212258">CN="appsrv2.fabrikam.com"</Info> <Info Time="20100512T212259">The certificate request is submitted to the Certification Authority dc.fabrikam.com\FabrikamCA.</Info> <Info Time="20100512T212259">The certificate was issued.</Info> <Info Time="20100512T212259">The certificate was imported with thumbprint AFC3C46E459C1A39AD06247676F3555826DBF705.</Info> <Complete Time="20100512T212259" /> </Action> <Info Title="command status" Time="20100512T212259">Command execution processing completed</Info> <Action Name="DeploymentXdsCmdlet.SaveCachedItems" Time="20100512T212259"> <Info Time="20100512T212259">0 updates</Info> <Complete Time="20100512T212259" /> </Action> <Info Title="command status" Time="20100512T212259">Command has completed</Info> </Action> </Action> Run the following PowerShell command to set the certificate: Set-CsCertificate -Type Default -Thumbprint <Thumbprint> Wrapping Up You now have a new UCMA 3.0 application server in your Communications Server 2010 server topology.  You can provision trusted applications and trusted application endpoints on the new server using the Communications Server 2010 Management Shell.  Well take a look at how to do that in another post. Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • New SSIS tool on Codeplex – SSIS Log Analyzer

    I stumbled across a new SSIS tool on Codeplex today, the SSIS Log Analyzer which was only released a few days ago. Whilst it is a beta release and currently only supports 2005 (2008 is promised) it looks quite interesting. It seems to be a fancy log viewer, but with some clever features and a nice looking front-end. I’ve only read the documentation so far, but it has graphs and a debug view that shows your package with the colour animations similar to when debugging in BIDS, and everyone knows, the way the pretty colours and numbers change is the best bit! I’ll quote some of the features for you here and then let you make your own mind up, is it useful in the real world? Option to analyze the logs manually by applying row and column filters over the log data or by using queries to specify more complex criterions. Automated Performance Analysis which provides a quick graphical look on which tasks spent most time during package execution. Rerun (debug) the entire sequence of events which happened during package execution showing the flow of control in graphical form, changes in runtime values for each task like execution duration etc. Support for Auto Analyzers to automatically find out issues and provide suggestions for problems which can be figured out with the help of SSIS logs and/or package. Option to analyze just log file or log and package together. Provides a lightweight environment to have a quick look at the package. Opening it in BIDS takes some time as being an authoring environment it does all sorts of validations resulting in some delay. See http://ssisloganalyzer.codeplex.com/  for more details.

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  • Agile Development

    - by James Oloo Onyango
    Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

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  • New SSIS tool on Codeplex – SSIS Log Analyzer

    I stumbled across a new SSIS tool on Codeplex today, the SSIS Log Analyzer which was only released a few days ago. Whilst it is a beta release and currently only supports 2005 (2008 is promised) it looks quite interesting. It seems to be a fancy log viewer, but with some clever features and a nice looking front-end. I’ve only read the documentation so far, but it has graphs and a debug view that shows your package with the colour animations similar to when debugging in BIDS, and everyone knows, the way the pretty colours and numbers change is the best bit! I’ll quote some of the features for you here and then let you make your own mind up, is it useful in the real world? Option to analyze the logs manually by applying row and column filters over the log data or by using queries to specify more complex criterions. Automated Performance Analysis which provides a quick graphical look on which tasks spent most time during package execution. Rerun (debug) the entire sequence of events which happened during package execution showing the flow of control in graphical form, changes in runtime values for each task like execution duration etc. Support for Auto Analyzers to automatically find out issues and provide suggestions for problems which can be figured out with the help of SSIS logs and/or package. Option to analyze just log file or log and package together. Provides a lightweight environment to have a quick look at the package. Opening it in BIDS takes some time as being an authoring environment it does all sorts of validations resulting in some delay. See http://ssisloganalyzer.codeplex.com/  for more details.

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  • XNA - Strange Texture Rendering Issue Using XNA BasicEffect

    - by Spencer Marr
    I have been reading and working through Riemers 3D XNA tutorials to expand my knowledge of XNA from 2D into 3D. Unfortunately I am having rendering issues that I am unable to solve and I need a point in the right direction. I am not expecting the Models to look identical to Blender but there is some serious discoloring from the texture files once rendering through XNA. The Character model is using completely incorrect colors (Red where Grey should be) and the Cube is rendering a strange pattern where a flat color should be drawn. My sampling mode is set to PointClamp. The Character model that I created has a 32 by 32 pixel texture that has been UV mapped to the model in blender. The model was then exported to .FBX. For the Cube Model a 64 by 64 pixel texture is used. foreach (ModelMesh mesh in samuraiModel.Meshes) { foreach (BasicEffect effect in mesh.Effects) { effect.Projection = Projection; effect.View = View; effect.World = World; } mesh.Draw(); } Does this look like it is caused by a mistake I made while UV Mapping or Creating Materials in Blender? Is this a problem with using the default XNA BasicEffect? Or something completely different that i have not considered? Thank You!

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  • What&rsquo;s new in RadChart for 2010 Q1 (Silverlight / WPF)

    Greetings, RadChart fans! It is with great pleasure that I present this short highlight of our accomplishments for the Q1 release :). Weve worked very hard to make the best silverlight and WPF charting product even better. Here is some of what we did during the past few months.   1) Zooming&Scrolling and the new sampling engine: Without a doubt one of the most important things we did. This new feature allows you to bind your chart to a very large set of data with blazing performance. Dont take my word for it give it a try!   2) New Smart Label Positioning and Spider-like labels feature: This new feature really helps with very busy graphs. You can play with the different settings we offer in this example.     3) Sorting and Filtering. Much like our RadGridview control the chart now allows you to sort and filter your data out of the box with a single line of code!   4) Legend improvements Weve also been paying attention to those of you who wanted a much improved legend. It is now possible to customize the look and feel of legend items and legend position with a single click.     5) Custom palette brushes. You have told us that you want to easily customize all palette colors using a single clean API from both XAML and code behind. The new custom palette brushes API does exactly that.   There are numerous other improvements as well, as much improved themes, performance optimizations and other features that we did. If you want to dig in further check the release notes and changes and backwards compatibility topics.   Feel free to share the pains and gains of working with RadChart. Our team is always open to receiving constructive feedback and beer :-)Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • What&rsquo;s new in RadChart for 2010 Q1 (Silverlight / WPF)

    Greetings, RadChart fans! It is with great pleasure that I present this short highlight of our accomplishments for the Q1 release :). Weve worked very hard to make the best silverlight and WPF charting product even better. Here is some of what we did during the past few months.   1) Zooming&Scrolling and the new sampling engine: Without a doubt one of the most important things we did. This new feature allows you to bind your chart to a very large set of data with blazing performance. Dont take my word for it give it a try!   2) New Smart Label Positioning and Spider-like labels feature: This new feature really helps with very busy graphs. You can play with the different settings we offer in this example.     3) Sorting and Filtering. Much like our RadGridview control the chart now allows you to sort and filter your data out of the box with a single line of code!   4) Legend improvements Weve also been paying attention to those of you who wanted a much improved legend. It is now possible to customize the look and feel of legend items and legend position with a single click.     5) Custom palette brushes. You have told us that you want to easily customize all palette colors using a single clean API from both XAML and code behind. The new custom palette brushes API does exactly that.   There are numerous other improvements as well, as much improved themes, performance optimizations and other features that we did. If you want to dig in further check the release notes and changes and backwards compatibility topics.   Feel free to share the pains and gains of working with RadChart. Our team is always open to receiving constructive feedback and beer :-)Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Top 31 Favorite Features in Windows Server 2012

    - by KeithMayer
    Over the past month, my fellow IT Pro Technical Evangelists and I have authored a series of articles about our Top 31 Favorite Features in Windows Server 2012.  Now that our series is complete, I’m providing a clickable index below of all of the articles in the series for your convenience, just in case you perhaps missed any of them when they were first released.  Hope you enjoy our Favorite Features in Windows Server 2012! Top 31 Favorite Features in Windows Server 2012 The Cloud OS Platform by Kevin Remde Server Manager in Windows Server 2012 by Brian Lewis Feel the Power of PowerShell 3.0 by Matt Hester Live Migrate Your VMS in One Line of PowerShell by Keith Mayer Windows Server 2012 and Hyper-V Replica by Kevin Remde Right-size IT Budgets with “Storage Spaces” by Keith Mayer Yes, there is an “I” in Team – the NIC Team! by Kevin Remde Hyper-V Network Virtualization by Keith Mayer Get Happy over the FREE Hyper-V Server 2012 by Matt Hester Simplified BranchCache in Windows Server 2012 by Brian Lewis Getting Snippy with PowerShell 3.0 by Matt Hester How to Get Unbelievable Data Deduplication Results by Chris Henley of Veeam Simplified VDI Configuration and Management by Brian Lewis Taming the New Task Manager by Keith Mayer Improve File Server Resiliency with ReFS by Keith Mayer Simplified DirectAccess by Sumeeth Evans SMB 3.0 – The Glue in Windows Server 2012 by Matt Hester Continuously Available File Shares by Steven Murawski of Edgenet Server Core - Improved Taste, Less Filling, More Uptime by Keith Mayer Extend Your Hyper-V Virtual Switch by Kevin Remde To NIC or to Not NIC Hardware Requirements by Brian Lewis Simplified Licensing and Server Versions by Kevin Remde I Think, Therefore IPAM! by Kevin Remde Windows Server 2012 and the RSATs by Kevin Remde Top 3 New Tricks in the Active Directory Admin Center by Keith Mayer Dynamic Access Control by Brian Lewis Get the Gremlin out of Your Active Directory Virtualized Infrastructure by Matt Hester Scoping out the New DHCP Failover by Keith Mayer Gone in 8 Seconds – The New CHKDSK by Matt Hester New Remote Desktop Services (RDS) by Brian Lewis No Better Time Than Now to Choose Hyper-V by Matt Hester What’s Next? Keep Learning! Want to learn more about Windows Server 2012 and Hyper-V Server 2012?  Want to prepare for certification on Windows Server 2012? Do It: Join our Windows Server 2012 “Early Experts” Challenge online peer study group for FREE at http://earlyexperts.net. You’ll get FREE access to video-based lectures, structured study materials and hands-on lab activities to help you study and prepare!  Along the way, you’ll be part of an IT Pro community of over 1,000+ IT Pros that are all helping each other learn Windows Server 2012! What are Your Favorite Features? Do you have a Favorite Feature in Windows Server 2012 that we missed in our list above?  Feel free to share your favorites in the comments below! Keith Build Your Lab! Download Windows Server 2012 Don’t Have a Lab? Build Your Lab in the Cloud with Windows Azure Virtual Machines Want to Get Certified? Join our Windows Server 2012 "Early Experts" Study Group

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