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• Agile Testing Days 2012 – Day 3 – Agile or agile?

  - by Chris George

  Another early start for my last Lean Coffee of the conference, and again it was not wasted. We had some really interesting discussions around how to determine what test automation is useful, if agile is not faster, why do it? and a rather existential discussion on whether unicorns exist! First keynote of the day was entitled “Fast Feedback Teams” by Ola Ellnestam. Again this relates nicely to the releasing faster talk on day 2, and something that we are looking at and some teams are actively trying. Introducing the notion of feedback, Ola describes a game he wrote for his eldest child. It was a simple game where every time he clicked a button, it displayed “You’ve Won!”. He then changed it to be a Win-Lose-Win-Lose pattern and watched the feedback from his son who then twigged the pattern and got his younger brother to play, alternating turns… genius! (must do that with my children). The idea behind this was that you need that feedback loop to learn and progress. If you are not getting the feedback you need to close that loop. An interesting point Ola made was to solve problems BEFORE writing software. It may be that you don’t have to write anything at all, perhaps it’s a communication/training issue? Perhaps the problem can be solved another way. Writing software, although it’s the business we are in, is expensive, and this should be taken into account. He again mentions frequent releases, and how they should be made as soon as stuff is ready to be released, don’t leave stuff on the shelf cause it’s not earning you anything, money or data. I totally agree with this and it’s something that we will be aiming for moving forwards. “Exceptions, Assumptions and Ambiguity: Finding the truth behind the story” by David Evans started off very promising by making references to ‘Grim up North’ referring to the north of England. Not sure it was appreciated by most of the audience, but it made me laugh! David explained how there are always risks associated with exceptions, giving the example of a one-way road near where he lives, with an exception sign giving rights to coaches to go the wrong way. Therefore you could merrily swing around the corner of the one way road straight into a coach! David showed the danger in making assumptions with lyrical quotes from Lola by The Kinks “I’m glad I’m a man, and so is Lola” and with a picture of a toilet flush that needed instructions to operate the full and half flush. With this particular flush, you pulled the handle all the way down to half flush, and half way down to full flush! hmmm, a bit of a crappy user experience methinks! Then through a clever use of a passage from the Jabberwocky, David then went onto show how mis-translation/ambiguity is the can completely distort the original meaning of something, and this is a real enemy of software development. This was all helping to demonstrate that the term Story is often heavily overloaded in the Agile world, and should really be stripped back to what it is really for, stating a business problem, and offering a technical solution. Therefore a story could be worded as “In order to {make some improvement}, we will { do something}”. The first ‘in order to’ statement is stakeholder neutral, and states the problem through requesting an improvement to the software/process etc. The second part of the story is the verb, the doing bit. So to achieve the ‘improvement’ which is not currently true, we will do something to make this true in the future. My PM is very interested in this, and he’s observed some of the problems of overloading stories so I’m hoping between us we can use some of David’s suggestions to help clarify our stories better. The second keynote of the day (and our last) proved to be the most entertaining and exhausting of the conference for me. “The ongoing evolution of testing in agile development” by Scott Barber. I’ve never had the pleasure of seeing Scott before… OMG I would love to have even half of the energy he has! What struck me during this presentation was Scott’s explanation of how testing has become the role/job that it is (largely) today, and how this has led to the need for ‘methodologies’ to make dev and test work! The argument that we should be trying to converge the roles again is a very valid one, and one that a couple of the teams at work are actively doing with great results. Making developers as responsible for quality as testers is something that has been lost over the years, but something that we are now striving to achieve. The idea that we (testers) should be testing experts/specialists, not testing ‘union members’, supports this idea so the entire team works on all aspects of a feature/product, with the ‘specialists’ taking the lead and advising/coaching the others. This leads to better propagation of information around the team, a greater holistic understanding of the project and it allows the team to continue functioning if some of it’s members are off sick, for example. Feeling somewhat drained from Scott’s keynote (but at the same time excited that alot of the points he raised supported actions we are taking at work), I headed into my last presentation for Agile Testing Days 2012 before having to make my way to Tegel to catch the flight home. “Thinking and working agile in an unbending world” with Pete Walen was a talk I was not going to miss! Having spoken to Pete several times during the past few days, I was looking forward to hearing what he was going to say, and I was not disappointed. Pete started off by trying to separate the definitions of ‘Agile’ as in the methodology, and ‘agile’ as in the adjective by pronouncing them the ‘english’ and ‘american’ ways. So Agile pronounced (Ajyle) and agile pronounced (ajul). There was much confusion around what the hell he was talking about, although I thought it was quite clear. Agile – Software development methodology agile – Marked by ready ability to move with quick easy grace; Having a quick resourceful and adaptable character. Anyway, that aside (although it provided a few laughs during the presentation), the point was that many teams that claim to be ‘Agile’ but are not, in fact, ‘agile’ by nature. Implementing ‘Agile’ methodologies that are so prescriptive actually goes against the very nature of Agile development where a team should anticipate, adapt and explore. Pete made a valid point that very few companies intentionally put up roadblocks to impede work, so if work is being blocked/delayed, why? This is where being agile as a team pays off because the team can inspect what’s going on, explore options and adapt their processes. It is through experimentation (and that means trying and failing as well as trying and succeeding) that a team will improve and grow leading to focussing on what really needs to be done to achieve X. So, that was it, the last talk of our conference. I was gutted that we had to miss the closing keynote from Matt Heusser, as Matt was another person I had spoken too a few times during the conference, but the flight would not wait, and just as well we left when we did because the traffic was a nightmare! My Takeaway Triple from Day 3: Release often and release small – don’t leave stuff on the shelf Keep the meaning of the word ‘agile’ in mind when working in ‘Agile Look at testing as more of a skill than a role  

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• Expectations + Rewards = Innovation

  - by D'Arcy Lussier

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

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• Ada and 'The Book'

  - by Phil Factor

  The long friendship between Charles Babbage and Ada Lovelace created one of the most exciting and mysterious of collaborations ever to have resulted in a technological breakthrough. The fireworks that created by the collision of two prodigious mathematical and creative talents resulted in an invention, the Analytical Engine, which went on to change society fundamentally. However, beyond that, we just don't know what the bulk of their collaborative work was about:;  it was done in strictest secrecy. Even the known outcome of their friendship, the first programmable computer, was shrouded in mystery. At the time, nobody, except close friends and family, had any idea of Ada Byron's contribution to the invention of the ‘Engine’, and how to program it. Her great insight was published in August 1843, under the initials AAL, standing for Ada Augusta Lovelace, her title then being the Countess of Lovelace. It was contained in a lengthy ‘note’ to her translation of a publication that remains the best description of Babbage's amazing Analytical Engine. The secret identity of the person behind those enigmatic initials was finally revealed by Prince de Polignac who, seventy years later, wrote to Ada's daughter to seek confirmation that her mother had, indeed, been the author of the brilliant sentences that described so accurately how Babbage's mechanical computer could be programmed with punch-cards. L.F. Menabrea's paper on the Analytical Engine first appeared in the 'Bibliotheque Universelle de Geneve' in October 1842, and Ada translated it anonymously for Taylor's 'Scientific Memoirs'. Charles Babbage was surprised that she had not written an original paper as she already knew a surprising amount about the way the machine worked. He persuaded her to at least write some explanatory notes. These notes ended up extending to four times the length of the original article and represented the first published account of how a machine could be programmed to perform any calculation. Her example of programming the Bernoulli sequence would have worked on the Analytical engine had the device’s construction been completed, and gave Ada an unassailable claim to have invented the art of programming. What was the reason for Ada's secrecy? She was the only legitimate child of Lord Byron, who was probably the best known celebrity of the age, so she was already famous. She was a senior aristocrat, with titles, a fortune in money and vast estates in the Midlands. She had political influence, and was the cousin of Lord Melbourne, who was the Prime Minister at that time. She was friendly with the young Queen Victoria. Her mathematical activities were a pastime, and not one that would be considered by others to be in keeping with her roles and responsibilities. You wouldn't dare to dream up a fictional heroine like Ada. She was dazzlingly beautiful and talented. She could speak several languages fluently, and play some musical instruments with professional skill. Contemporary accounts refer to her being 'accomplished in science, art and literature'. On top of that, she was a brilliant mathematician, a talent inherited from her mother, Annabella Milbanke. In her mother's circle of literary and scientific friends was Charles Babbage, and Ada's friendship with him dates from her teenage zest for Mathematics. She was one of the first people he'd ever met who understood what he had attempted to achieve with the 'Difference Engine', and with whom he could converse as intellectual equals. He arranged for her to have an education from the most talented academics in the country. Ada melted the heart of the cantankerous genius to the point that he became a faithful and loyal father-figure to her. She was one of the very few who could grasp the principles of the later, and very different, ‘Analytical Engine’ which was designed from the start to tackle a variety of tasks. Sadly, Ada Byron's life ended less than a decade after completing the work that assured her long-term fame, in November 1852. She was dying of cancer, her gambling habits had caused her to run up huge debts, she'd had more than one affairs, and she was being blackmailed. Her brilliant but unempathic mother was nursing her in her final illness, destroying her personal letters and records, and repaying her debts. Her husband was distraught but helpless. Charles Babbage, however, maintained his steadfast paternalistic friendship to the end. She appointed her loyal friend to be her executor. For years, she and Babbage had been working together on a secret project, known only as 'The Book'. We have a clue to what it was in a letter written by her nine years earlier, on 11th August 1843. It was a joint project by herself and Lord Lovelace, her husband, and was intended to involve Babbage's 'undivided energies'. It involved 'consulting your Engine' (it required Babbage’s computer). The letter gives no hint about the project except for the high-minded nature of its purpose, and its highly mathematical nature.  From then on, the surviving correspondence between the two gives only veiled references to 'The Book'. There isn't much, since Babbage later destroyed any letters that could have damaged her reputation within the Establishment. 'I cannot spare the book today, which I am very sorry for. At the moment I want it for constant reference, but I think you can have it tomorrow' (Oct 1844)  And 'I will send you the book directly, and you can say, when you receive it, how long you will want to keep it'. (Nov 1844)  The two of them were obviously intent on the work: She writes, four years later, 'I have an engagement for Wednesday which will prevent me from attending to your wishes about the book' (Dec 1848). This was something that they both needed to work on, but could not do in parallel: 'I will send the book on Tuesday, and it can be left with you till Friday' (11 Feb 1849). After six years work, it had been so well-handled that it was beginning to fall apart: 'Don't forget the new cover you promised for the book. The poor book is very shabby and wants one' (20 Sept 1849). So what was going on? The word 'book' was not a code-word: it was a real book, probably a 'printer's blank', plain paper, but properly bound so printers and publishers could show off how the published work might look. The hints from the correspondence are of advanced mathematics. It is obvious that the book was travelling between them, back and forth, each one working on it for less than a week before passing it back. Ada and her husband were certainly involved in gambling large sums of money on the horses, and so most biographers have concluded that the three of them were trying to calculate the mathematical odds on the horses. This theory has three large problems. Firstly, Ada's original letter proposing the project refers to its high-minded nature. Babbage was temperamentally opposed to gambling and would scarcely have given so much time to the project, even though he was devoted to Ada. Secondly, Babbage would have very soon have realized the hopelessness of trying to beat the bookies. This sort of betting never attracts his type of intellectual background. The third problem is that any work on calculating the odds on horses would not need a well-thumbed book to pass back and forth between them; they would have not had to work in series. The original project was instigated by Ada, along with her husband, William King-Noel, 1st Earl of Lovelace. Charles Babbage was invited to join the project after the couple had come up with the idea. What could William have contributed? One might assume that William was a Bertie Wooster character, addicted only to the joys of the turf, but this was far from the truth. He was a scientist, a Cambridge graduate who was later elected to be a Fellow of the Royal Society. After Eton, he went to Trinity College, Cambridge. On graduation, he entered the diplomatic service and acted as secretary under Lord Nugent, who was Lord Commissioner of the Ionian Islands. William was very friendly with Babbage too, able to discuss scientific matters on equal terms. He was a capable engineer who invented a process for bending large timbers by the application of steam heat. He delivered a paper to the Institution of Civil Engineers in 1849, and received praise from the great engineer, Isambard Kingdom Brunel. As well as being Lord Lieutenant of the County of Surrey for most of Victoria's reign, he had time for a string of scientific and engineering achievements. Whatever the project was, it is unlikely that William was a junior partner. After Ada's death, the project disappeared. Then, two years later, Babbage, through one of his occasional outbursts of temper, demonstrated that he was able to decrypt one of the most powerful of secret codes, Vigenère's autokey cipher.  All contemporary diplomatic and military messages used a variant of this cipher. Babbage had made three important discoveries, namely, the mathematical law of this cipher, the principle of the key periodicity, and the technique of the symmetry of position. The technique is now known as the Kasiski examination, also called the Kasiski test, but Babbage got there first. At one time, he listed amongst his future projects, the writing of a book 'The Philosophy of Decyphering', but it never came to anything. This discovery was going to change the course of history, since it was used to decipher the Russians’ military dispatches in the Crimean war. Babbage himself played a role during the Crimean War as a cryptographical adviser to his friend, Rear-Admiral Sir Francis Beaufort of the Admiralty. This is as much as we can be certain about in trying to make sense of the bulk of the time that Charles Babbage and Ada Lovelace worked together. Nine years of intensive work, involving the 'Engine' and a great deal of mathematics and research seems to have been lost: or has it? I've argued in the past http://www.simple-talk.com/community/blogs/philfactor/archive/2008/06/13/59614.aspx that the cracking of the Vigenère autokey cipher, was a fundamental motive behind the British Government's support and funding of the 'Difference Engine'. The Duke of Wellington, whose understanding of the military significance of being able to read enemy dispatches, was the most steadfast advocate of the project. If the three friends were actually doing the work of cracking codes by mathematical techniques that used the techniques of key periodicity, and symmetry of position (the use of a book being passed quickly to and fro is very suggestive), intending to then use the 'Engine' to do the routine cracking of each dispatch, then this is a rather different story. The project was Ada and William's idea. (William had served in the diplomatic service and would be familiar with the use of codes). This makes Ada Lovelace the initiator of a project which, by giving both Britain, and probably the USA, a diplomatic and military advantage in the second part of the Nineteenth century, changed world history. Ada would never have wanted any credit for cracking the cipher, and developing the method that rendered all contemporary military and diplomatic ciphering techniques nugatory; quite the reverse. And it is clear from the gaps in the record of the letters between the collaborators that the evidence was destroyed, probably on her request by her irascible but intensely honorable executor, Charles Babbage. Charles Babbage toyed with the idea of going public, but the Crimean war put an end to that. The British Government had a valuable secret, and intended to keep it that way. Ada and Charles had quite often discussed possible moneymaking projects that would fund the development of the Analytic Engine, the first programmable computer, but their secret work was never in the running as a potential cash cow. I suspect that the British Government was, even then, working on the concealment of a discovery whose value to the nation depended on it remaining so. The success of code-breaking in the Crimean war, and the American Civil war, led to the British and Americans  subsequently giving much more weight and funding to the science of decryption. Paradoxically, this makes Ada's contribution even closer to the creation of Colossus, the first digital computer, at Bletchley Park, specifically to crack the Nazi’s secret codes.

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• You should NOT be writing jQuery in SharePoint if&hellip;

  - by Mark Rackley

  Yes… another one of these posts. What can I say? I’m a pot stirrer.. a rabble rouser *rabble rabble* jQuery in SharePoint seems to be a fairly polarizing issue with one side thinking it is the most awesome thing since Princess Leia as the slave girl in Return of the Jedi and the other half thinking it is the worst idea since Mannequin 2: On the Move. The correct answer is OF COURSE “it depends”. But what are those deciding factors that make jQuery an awesome fit or leave a bad taste in your mouth? Let’s see if I can drive the discussion here with some polarizing comments of my own… I know some of you are getting ready to leave your comments even now before reading the rest of the blog, which is great! Iron sharpens iron… These discussions hopefully open us up to understanding the entire process better and think about things in a different way. You should not be writing jQuery in SharePoint if you are not a developer… Let’s start off with my most polarizing and rant filled portion of the blog post. If you don’t know what you are doing or you don’t have a background that helps you understand the implications of what you are writing then you should not be writing jQuery in SharePoint! I truly believe that one of the biggest reasons for the jQuery haters is because of all the bad jQuery out there. If you don’t know what you are doing you can do some NASTY things! One of the best stories I’ve heard about this is from my good friend John Ferringer (@ferringer). John tells this story during our Mythbusters session we do together. One of his clients was undergoing a Denial of Service attack and they couldn’t figure out what was going on! After much searching they found that some genius jQuery developer wrote some code for an image rotator, but did not take into account what happens when there are no images to load! The code just kept hitting the servers over and over and over again which prevented anything else from getting done! Now, I’m NOT saying that I have not done the same sort of thing in the past or am immune from such mistakes. My point is that if you don’t know what you are doing, there are very REAL consequences that can have a major impact on your organization AND they will be hard to track down.  Think how happy your boss will be after you copy and pasted some jQuery from a blog without understanding what it does, it brings down the farm, AND it takes them 3 days to track it back to you.  :/ Good times will not be had. Like it or not JavaScript/jQuery is a programming language. While you .NET people sit on your high horses because your code is compiled and “runs faster” (also debatable), the rest of us will be actually getting work done and delivering solutions while you are trying to figure out why your widget won’t deploy. I can pick at that scab because I write .NET code too and speak from experience. I can do both, and do both well. So, I am not speaking from ignorance here. In JavaScript/jQuery you have variables, loops, conditionals, functions, arrays, events, and built in methods. If you are not a developer you just aren’t going to take advantage of all of that and use it correctly. Ahhh.. but there is hope! There is a lot of jQuery resources out there to help you learn and learn well! There are many experts on the subject that will gladly tell you when you are smoking crack. I just this minute saw a tweet from @cquick with a link to: “jQuery Fundamentals”. I just glanced through it and this may be a great primer for you aspiring jQuery devs. Take advantage of all the resources and become a developer! Hey, it will look awesome on your resume right? You should not be writing jQuery in SharePoint if it depends too much on client resources for a good user experience I’ve said it once and I’ll say it over and over until you understand. jQuery is executed on the client’s computer. Got it? If you are looping through hundreds of rows of data, searching through an enormous DOM, or performing many calculations it is going to take some time! AND if your user happens to be sitting on some old PC somewhere that they picked up at a garage sale their experience will be that much worse! If you can’t give the user a good experience they will not use the site. So, if jQuery is causing the user to have a bad experience, don’t use it. I sometimes go as far to say that you should NOT go to jQuery as a first option for external facing web sites because you have ZERO control over what the end user’s computer will be. You just can’t guarantee an awesome user experience all of the time. Ahhh… but you have no choice? (where have I heard that before?). Well… if you really have no choice, here are some tips to help improve the experience: Avoid screen scraping This is not 1999 and SharePoint is not an old green screen from a mainframe… so why are you treating it like it is? Screen scraping is time consuming and client intensive. Take advantage of tools like SPServices to do your data retrieval when possible. Fine tune your DOM searches A lot of time can be eaten up just searching the DOM and ignoring table rows that you don’t need. Write better jQuery to only loop through tables rows that you need, or only access specific elements you need. Take advantage of Element ID’s to return the one element you are looking for instead of looping through all the DOM over and over again. Write better jQuery Remember this is development. Think about how you can write cleaner, faster jQuery. This directly relates to the previous point of improving your DOM searches, but also when using arrays, variables and loops. Do you REALLY need to loop through that array 3 times? How can you knock it down to 2 times or even 1? When you have lots of calculations and data that you are manipulating every operation adds up. Think about how you can streamline it. Back in the old days before RAM was abundant, Cores were plentiful and dinosaurs roamed the earth, us developers had to take performance into account in everything we did. It’s a lost art that really needs to be used here. You should not be writing jQuery in SharePoint if you are sending a lot of data over the wire… Developer:  “Awesome… you can easily call SharePoint’s web services to retrieve and write data using SPServices!” Administrator: “Crap! you can easily call SharePoint’s web services to retrieve and write data using SPServices!” SPServices may indeed be the best thing that happened to SharePoint since the invention of SharePoint Saturdays by Godfather Lotter… BUT you HAVE to use it wisely! (I REFUSE to make the Spiderman reference). If you do not know what you are doing your code will bring back EVERY field and EVERY row from a list and push that over the internet with all that lovely XML wrapped around it. That can be a HUGE amount of data and will GREATLY impact performance! Calling several web service methods at the same time can cause the same problem and can negatively impact your SharePoint servers. These problems, thankfully, are not difficult to rectify if you are careful: Limit list data retrieved Use CAML to reduce the number of rows returned and limit the fields returned using ViewFields.  You should definitely be doing this regardless. If you aren’t I hope your admin thumps you upside the head. Batch large list updates You may or may not have noticed that if you try to do large updates (hundreds of rows) that the performance is either completely abysmal or it fails over half the time. You can greatly improve performance and avoid timeouts by breaking up your updates into several smaller updates. I don’t know if there is a magic number for best performance, it really depends on how much data you are sending back more than the number of rows. However, I have found that 200 rows generally works well.  Play around and find the right number for your situation. Delay Web Service calls when possible One of the cool things about jQuery and SPServices is that you can delay queries to the server until they are actually needed instead of doing them all at once. This can lead to performance improvements over DataViewWebParts and even .NET code in the right situations. So, don’t load the data until it’s needed. In some instances you may not need to retrieve the data at all, so why retrieve it ALL the time? You should not be writing jQuery in SharePoint if there is a better solution… jQuery is NOT the silver bullet in SharePoint, it is not the answer to every question, it is just another tool in the developers toolkit. I urge all developers to know what options exist out there and choose the right one! Sometimes it will be jQuery, sometimes it will be .NET,  sometimes it will be XSL, and sometimes it will be some other choice… So, when is there a better solution to jQuery? When you can’t get away from performance problems Sometimes jQuery will just give you horrible performance regardless of what you do because of unavoidable obstacles. In these situations you are going to have to figure out an alternative. Can I do it with a DVWP or do I have to crack open Visual Studio? When you need to do something that jQuery can’t do There are lots of things you can’t do in jQuery like elevate privileges, event handlers, workflows, or interact with back end systems that have no web service interface. It just can’t do everything. When it can be done faster and more efficiently another way Why are you spending time to write jQuery to do a DataViewWebPart that would take 5 minutes? Or why are you trying to implement complicated logic that would be simple to do in .NET? If your answer is that you don’t have the option, okay. BUT if you do have the option don’t reinvent the wheel! Take advantage of the other tools. The answer is not always jQuery… sorry… the kool-aid tastes good, but sweet tea is pretty awesome too. You should not be using jQuery in SharePoint if you are a moron… Let’s finish up the blog on a high note… Yes.. it’s true, I sometimes type things just to get a reaction… guess this section title might be a good example, but it feels good sometimes just to type the words that a lot of us think… So.. don’t be that guy! Another good buddy of mine that works for Microsoft told me. “I loved jQuery in SharePoint…. until I had to support it.”. He went on to explain that some user was making several web service calls on a page using jQuery and then was calling Microsoft and COMPLAINING because the page took so long to load… DUH! What do you expect to happen when you are pushing that much data over the wire and are making that many web service calls at once!! It’s one thing to write that kind of code and accept it’s just going to take a while, it’s COMPLETELY another issue to do that and then complain when it’s not lightning fast!  Someone’s gene pool needs some chlorine. So, I think this is a nice summary of the blog… DON’T be that guy… don’t be a moron. How can you stop yourself from being a moron? Ah.. glad you asked, here are some tips: Think Is jQuery the right solution to my problem? Is there a better approach? What are the implications and pitfalls of using jQuery in this situation? Search What are others doing? Does someone have a better solution? Is there a third party library that does the same thing I need? Plan Write good jQuery. Limit calculations and data sent over the wire and don’t reinvent the wheel when possible. Test Okay, it works well on your machine. Try it on others ESPECIALLY if this is for an external site. Test with empty data. Test with hundreds of rows of data. Test as many scenarios as possible. Monitor those server resources to see the impact there as well. Ask the experts As smart as you are, there are people smarter than you. Even the experts talk to each other to make sure they aren't doing something stupid. And for the MOST part they are pretty nice guys. Marc Anderson and Christophe Humbert are two guys who regularly keep me in line. Make sure you aren’t doing something stupid. Repeat So, when you think you have the best solution possible, repeat the steps above just to be safe.  Conclusion jQuery is an awesome tool and has come in handy on many occasions. I’m even teaching a 1/2 day SharePoint & jQuery workshop at the upcoming SPTechCon in Boston if you want to berate me in person. However, it’s only as awesome as the developer behind the keyboard. It IS development and has its pitfalls. Knowledge and experience are invaluable to giving the user the best experience possible.  Let’s face it, in the end, no matter our opinions, prejudices, or ego providing our clients, customers, and users with the best solution possible is what counts. Period… end of sentence…

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• PHP - XML Feed get print values

  - by danit

  Here is my feed: <entry> <id>http://api.visitmix.com/OData.svc/Sessions(guid'816995df-b09a-447a-9391-019512f643a0')</id> <title type="text">Building Web Applications with Microsoft SQL Azure</title> <summary type="text">SQL Azure provides a highly available and scalable relational database engine in the cloud. In this demo-intensive and interactive session, learn how to quickly build web applications with SQL Azure Databases and familiar web technologies. We demonstrate how you can quickly provision, build and populate a new SQL Azure database directly from your web browser. Also, see firsthand several new enhancements we are adding to SQL Azure based on the feedback we&#x2019;ve received from the community since launching the service earlier this year.</summary> <published>2010-01-25T00:00:00-05:00</published> <updated>2010-03-05T01:07:05-05:00</updated> <author> <name /> </author> <link rel="edit" title="Session" href="Sessions(guid'816995df-b09a-447a-9391-019512f643a0')" /> <link rel="http://schemas.microsoft.com/ado/2007/08/dataservices/related/Speakers" type="application/atom+xml;type=feed" title="Speakers" href="Sessions(guid'816995df-b09a-447a-9391-019512f643a0')/Speakers"> <m:inline> <feed> <title type="text">Speakers</title> <id>http://api.visitmix.com/OData.svc/Sessions(guid'816995df-b09a-447a-9391-019512f643a0')/Speakers</id> <updated>2010-03-25T11:56:06Z</updated> <link rel="self" title="Speakers" href="Sessions(guid'816995df-b09a-447a-9391-019512f643a0')/Speakers" /> <entry> <id>http://api.visitmix.com/OData.svc/Speakers(guid'3395ee85-d994-423c-a726-76b60a896d2a')</id> <title type="text">David-Robinson</title> <summary type="text"></summary> <updated>2010-03-25T11:56:06Z</updated> <author> <name>David Robinson</name> </author> <link rel="edit-media" title="Speaker" href="Speakers(guid'3395ee85-d994-423c-a726-76b60a896d2a')/$value" /> <link rel="edit" title="Speaker" href="Speakers(guid'3395ee85-d994-423c-a726-76b60a896d2a')" /> <link rel="http://schemas.microsoft.com/ado/2007/08/dataservices/related/Sessions" type="application/atom+xml;type=feed" title="Sessions" href="Speakers(guid'3395ee85-d994-423c-a726-76b60a896d2a')/Sessions" /> <category term="EventModel.Speaker" scheme="http://schemas.microsoft.com/ado/2007/08/dataservices/scheme" /> <content type="image/jpeg" src="http://live.visitmix.com/Content/images/speakers/lrg/default.jpg" /> <m:properties xmlns:m="http://schemas.microsoft.com/ado/2007/08/dataservices/metadata" xmlns:d="http://schemas.microsoft.com/ado/2007/08/dataservices"> <d:SpeakerID m:type="Edm.Guid">3395ee85-d994-423c-a726-76b60a896d2a</d:SpeakerID> <d:SpeakerFirstName>David</d:SpeakerFirstName> <d:SpeakerLastName>Robinson</d:SpeakerLastName> <d:LargeImage m:null="true"></d:LargeImage> <d:SmallImage m:null="true"></d:SmallImage> <d:Twitter m:null="true"></d:Twitter> </m:properties> </entry> </feed> </m:inline> </link> <link rel="http://schemas.microsoft.com/ado/2007/08/dataservices/related/Tags" type="application/atom+xml;type=feed" title="Tags" href="Sessions(guid'816995df-b09a-447a-9391-019512f643a0')/Tags" /> <link rel="http://schemas.microsoft.com/ado/2007/08/dataservices/related/Files" type="application/atom+xml;type=feed" title="Files" href="Sessions(guid'816995df-b09a-447a-9391-019512f643a0')/Files" /> <category term="EventModel.Session" scheme="http://schemas.microsoft.com/ado/2007/08/dataservices/scheme" /> <content type="application/xml"> <m:properties> <d:SessionID m:type="Edm.Guid">816995df-b09a-447a-9391-019512f643a0</d:SessionID> <d:Location>Breakers L</d:Location> <d:Type>Seminar</d:Type> <d:Code>SVC07</d:Code> <d:StartTime m:type="Edm.DateTime">2010-03-17T12:00:00</d:StartTime> <d:EndTime m:type="Edm.DateTime">2010-03-17T13:00:00</d:EndTime> <d:Slug>SVC07</d:Slug> <d:CreatedDate m:type="Edm.DateTime">2010-01-26T18:14:24.687</d:CreatedDate> <d:SourceID m:type="Edm.Guid">cddca9b7-6830-4d06-af93-5fd87afb67b0</d:SourceID> </m:properties> </content> </entry> I want to print the: Session Title (Building Web Applications with Microsoft SQL Azure) The Author (David Robinson) The Location (Breakers L) And display the speakers image (http://live.visitmix.com/Content/images/speakers/lrg/default.jpg) I presume I can use filegetcontents and then transform to simplexmlstring, but I dont know how to get the deeper items in I want, like Author, and image. Any chance of a bit of coding genius here?

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