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  • What are some of the benefits of a "Micro-ORM"?

    - by Wayne M
    I've been looking into the so-called "Micro ORMs" like Dapper and (to a lesser extent as it relies on .NET 4.0) Massive as these might be easier to implement at work than a full-blown ORM since our current system is highly reliant on stored procedures and would require significant refactoring to work with an ORM like NHibernate or EF. What is the benefit of using one of these over a full-featured ORM? It seems like just a thin layer around a database connection that still forces you to write raw SQL - perhaps I'm wrong but I was always told the reason for ORMs in the first place is so you didn't have to write SQL, it could be automatically generated; especially for multi-table joins and mapping relationships between tables which are a pain to do in pure SQL but trivial with an ORM. For instance, looking at an example of Dapper: var connection = new SqlConnection(); // setup here... var person = connection.Query<Person>("select * from people where PersonId = @personId", new { PersonId = 42 }); How is that any different than using a handrolled ADO.NET data layer, except that you don't have to write the command, set the parameters and I suppose map the entity back using a Builder. It looks like you could even use a stored procedure call as the SQL string. Are there other tangible benefits that I'm missing here where a Micro ORM makes sense to use? I'm not really seeing how it's saving anything over the "old" way of using ADO.NET except maybe a few lines of code - you still have to write to figure out what SQL you need to execute (which can get hairy) and you still have to map relationships between tables (the part that IMHO ORMs help the most with).

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  • How old is "too old"?

    - by Dori
    I've been told that to be taken seriously as a job applicant, I should drop years of relevant experience off my résumé, remove the year I got my degree, or both. Or not even bother applying, because no one wants to hire programmers older than them.1 Or that I should found a company, not because I want to, or because I have a product I care about, but because that way I can get a job if/when my company is acquired. Or that I should focus more on management jobs (which I've successfully done in the past) because… well, they couldn't really explain this one, except the implication was that over a certain age you're a loser if you're still writing code. But I like writing code. Have you seen this? Is this only a local (Northern California) issue? If you've ever hired programmers:2 Of the résumés you've received, how old was the eldest applicant? What was the age of the oldest person you've interviewed? How old (when hired) was the oldest person you hired? How old is "too old" to employed as a programmer? 1 I'm assuming all applicants have equivalent applicable experience. This isn't about someone with three decades of COBOL applying for a Java guru job. 2 Yes, I know that (at least in the US) you aren't supposed to ask how old an applicant is. In my experience, though, you can get a general idea from a résumé.

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  • Run database checks but omit large tables or filegroups - New option in Ola Hallengren's Scripts

    - by Greg Low
    One of the things I've always wanted in DBCC CHECKDB is the option to omit particular tables from the check. The situation that I often see is that companies with large databases often have only one or two very large tables. They want to run a DBCC CHECKDB on the database to check everything except those couple of tables due to time constraints. I posted a request on the Connect site about time some time ago: https://connect.microsoft.com/SQLServer/feedback/details/611164/dbcc-checkdb-omit-tables-option The workaround from the product team was that you could script out the checks that you did want to carry out, rather than omitting the ones that you didn't. I didn't overly like this as a workaround as clients often had a very large number of objects that they did want to check and only one or two that they didn't. I've always been impressed with the work that our buddy Ola Hallengren has done on his maintenance scripts. He pinged me recently about my old Connect item and said he was going to implement something similar. The good news is that it's available now. Here are some examples he provided of the newly-supported syntax: EXECUTE dbo.DatabaseIntegrityCheck @Databases = 'AdventureWorks', @CheckCommands = 'CHECKDB' EXECUTE dbo.DatabaseIntegrityCheck @Databases = 'AdventureWorks', @CheckCommands = 'CHECKALLOC,CHECKTABLE,CHECKCATALOG', @Objects = 'AdventureWorks.Person.Address' EXECUTE dbo.DatabaseIntegrityCheck @Databases = 'AdventureWorks', @CheckCommands = 'CHECKALLOC,CHECKTABLE,CHECKCATALOG', @Objects = 'ALL_OBJECTS,-AdventureWorks.Person.Address' EXECUTE dbo.DatabaseIntegrityCheck @Databases = 'AdventureWorks', @CheckCommands = 'CHECKFILEGROUP,CHECKCATALOG', @FileGroups = 'AdventureWorks.PRIMARY' EXECUTE dbo.DatabaseIntegrityCheck @Databases = 'AdventureWorks', @CheckCommands = 'CHECKFILEGROUP,CHECKCATALOG', @FileGroups = 'ALL_FILEGROUPS,-AdventureWorks.PRIMARY' Note the syntax to omit an object from the list of objects and the option to omit one filegroup. Nice! Thanks Ola! You'll find details here: http://ola.hallengren.com/  

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  • SAP or Navision? Career Path

    - by codebased
    This could be tricky to ask; I may or may not ask this question here but I thought to give it a try. I've been in Software Industry since 2002 and now it has been a time that I'm at Senior level where I normally code, lead and define the architect; giving technical solutions to the management is one of my asset that I've earned during my services. Now it is the time to define the road map for the future, $$$. I am not in favor of Project Management roles. I've been thinking of going through the ERP and my current company does provide me an option to go for Navision/ Microsoft Dynamics. They are currently on 4.0 but they are planning to move for 2009 and also to build one of their own plug-in. Indeed the option is good because Microsoft is trying to accomplish the market for Dynamics products. However, they have less success in Australia. Now, Another option is with SAP where person can go with 200 K $ a year. Where as I'd doubt that if the same kind of growth, financial, is available for Microsoft geek. What is your opinion on Navision or SAP? If I try to completely move to SAP it could be bit challenging as market will consider me a fresher. However the return is quite good. Where in case of Microsoft, I think technology changes so fast that there is a less chance to grow in, within, the same experience; in other word, if any new framework comes in .net then market look for that person who knows this new framework and not .net But in case of SAP, where the base remain same and chances are to grab more money from the market. What would you do if you were me? In stackoverflow - Navision questions are 20+ where in SAP 200+///?? :-)

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  • BI Applications Test Drive: Joint Partner+Oracle Go To Market Initiatives

    - by Mike.Hallett(at)Oracle-BI&EPM
     A challenge you may be facing is how to easily show the business value of BI to a set of customers.  The key we find to achieve this is to show best in class business analytic examples specific to a business person's role and needs - e.g. "HR analytics" for HR professionals, "Spend Analytics" for procurement professionals, and so on. We have created for you, our specialised partners, the ability to run Oracle BI Applications Test Drive Workshops for your customers. These are carefully scripted to allow a customer business person (usually not IT) to navigate for themselves around a series of dashboards and analysis targetted to show how BI can help their business and drive ROI. These Oracle BI Applications Test Drive kits (in English) are now downloadable from our OMS4P/OPN portal . See it by clicking on this link:http://www.oracle.com/partners/secure/marketing/bi-apps-test-drive-519829.htmlThis kit translation into Italian, French, Spanish and German will be added to this portal soon. NOTE: These are not designed for "training" customers: they really address the need for an effective call to action for any customer you talk to who is in the early stages of exploring their options and the business benefits of a BI project, especially if they are already an Oracle applications customer (eBusiness suite, Peoplesoft, Siebel, JDE). For more demand generation kits see another blog article "Joint Partner+Oracle Go To Market Initiatives: BI Customer Event Kits"

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  • Restart problem after installing graphical card driver

    - by Tim
    My laptop is Lenovo T400, running Ubuntu 10.10. My problem: I just run jockey-gtk and installed ATI/AMD proprietary FGLRX graphics driver. But after reboot, there is a short period of graphical "Ubuntu" and then instead of starting X-window it completely changed to command line to ask me to login. Even after login and then issuing xinit, it still failed to start X. To solve this problem: I followed this post, where one person suggested to you can simply write sudo apt-get remove fglrx This worked for me. If it doesn't work, then try sudo apt-get remove xorg-driver-fglrx and restart. I actually don't need the driver anyway, so I issued the first command after login under command line. But after reboot, the situation is even worse, and there is now even no command-line interface to ask me login, instead the screen is completely blank with just some ambient light in the background and Ubuntu is hanging there probably forever. So I have no chance to try the second command the person suggested. I was wondering what I can do now to solve my problem? Thanks and regards!

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  • How to Manage Technical Employees

    - by Ajarn Mark Caldwell
    In my current position as Software Engineering Manager I have been through a lot of ups and downs with staffing, ranging from laying-off everyone who was on my team as we went through the great economic downturn in 2007-2008, to numerous rounds of interviewing and hiring contractors, full-time employees, and converting some contractors to employee status.  I have not yet blogged much about my experiences, but I plan to do that more in the next few months.  But before I do that, let me point you to a great article that somebody else wrote on The Unspoken Truth About Managing Geeks that really hits the target.  If you are a non-technical person who manages technical employees, you definitely have to read that article.  And if you are a technical person who has been promoted into management, this article can really help you do your job and communicate up the line of command about your team.  When you move into management with all the new and different demands put on you, it is easy to forget how things work in the tech subculture, and to lose touch with your team.  This article will help you remember what’s going on behind the scenes and perhaps explain why people who used to get along great no longer are, or why things seem to have changed since your promotion. I have to give credit to Andy Leonard (blog | twitter) for helping me find that article.  I have been reading his series of ramble-rants on managing tech teams, and the above article is linked in the first rant in the series, entitled Goodwill, Negative and Positive.  I have read a handful of his entries in this series and so far I pretty much agree with everything he has said, so of course I would encourage you to read through that series, too.

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  • Where to look for a programming partner?

    - by David
    Say that you want to start a new project (I'm talking about a serious project — e.g if you had an idea that seems good and profitable — not about something you start just to learn a new technology or just for your enjoyment) but you don't feel like you can do it alone since, for example, you lack the experience or the technical skills to go through all the phases needed to go from the idea to the final product. Say also that you don't simply want to hire someone. You want someone who can be as passionate as you in the job, that is “proficient” in and enthusiast of the same technologies as you are and that possibly has a background similar to yours (e.g. you both are students, you both come from a prestigious univerity or just you're both Star Trek nerds). So, basically you don't want a person to tell what to do (e.g. “implement this and that, slave!”) but someone who can be inspiring and bring something new and important to your project. Someone to go with you from the earliest stage — from clearly shaping the project's philosophy to drawing mockups etc. Someone who agrees to share the outcome of the project, that strongly believes in the idea behind it and is completely 50-50 with you. Now the question is: how to improve your chances of finding this person (or persons)? Where would you look at first? For example, if you had a lot of funds and were looking for someone to hire, you'd maybe post an ad in SO careers or jobs.73signals; if you already had a team and were looking for funding, you'd start a project on kickstarter or indiegogo, or you'd go to some startup event. But if you had to find a good partner (and programmer, of course) for you're project, where would you start looking? Which strategies would you use?

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  • Can I run into legal issues with random names?

    - by Nathan Sabruka
    I'm currently building a game whose NPC's are going to be assigned a random gender and a random name for the right gender. To do this I will be using a "database" of names (actually a text file with tuples). There would also be a list of last names, which will be added to the first name also randomly. My question is the following. Suppose one such random name is "George Bush", and this person has been randomly assigned the job of president. As you can see, this could easily be seen as having been "copied" from a real-life person. The main issue is this. Names will be randomly-generated, yes, but the seed for random-number generation will be constant. In other words, the name of an NPC would be randomly-generated, i.e. I wouldn't choose it, but it would be the same for every player. Could this get me in trouble? We cannot verify all possible names, since the generated number of NPC's could be potentially limitless (new NPC's are being created whenever needed).

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  • Best of OTN - Week of May 25th

    - by CassandraClark-OTN
    Architect Community Podcast: Going Mobile - Developing Enterprise Mobile Apps This four-part OTN ArchBeat Podcast series is devoted to a discussion about bringing mobility to the enterprise, and how architects and developers can take advantage of the opportunities in the evolution of mobile application development. Video: Data Modeling and Moving Meditation with Kent Graziano Want to learn more about Kent's Kscope 2014 data modeling sessions and how Chi Gung can help you get a great start on your day? Check out this video interview. Video: Oracle ACE Director Stewart Bryson on OBIEE, ODI, GoldenGate In this interview Stewart talks about how OBIEE, ODI, GoldenGate and other technologies fit into his Kscope 2014 sessions, and about the sessions he plans to attend. Friday Funny from OTN Architect Community Manager Bob Rhubart:Even if you're not a person of a certain age, you need read A journey into my colon -- and yours, humorist Dave Barry's wildly funny 2008 account of his colonoscopy. Because one day you will be a person of certain age... Get involved in community conversations on the following OTN channels... OTN TechBlog The Java Source Blog The OTN Garage Blog The OTN ArchBeat Blog @oracleotn @java @OTN_Garage @OTNArchBeat @OracleDBDev OTN I Love Java OTN Garage OTN ArchBeat Oracle DB Dev OTN Java OTN ArchBeat

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  • Pursuing violators of software license/copyright

    - by Dmitry Brant
    I've recently discovered a seller on eBay who is selling CDs with my (trialware) software on it. The seller is clearly trying to pass the software off as his own; he's copied all the verbiage from my software's website, except its actual name. This seller also sells a whole bunch of other CDs with free software for which he's misrepresenting authorship. For example, this listing contains screen shots that are obviously of the free program InfraRecorder. However, the name InfraRecorder or its authors aren't mentioned anywhere. Before I splurge on official legal assistance, does the community have any recommendations or past experiences with these kinds of matters? What's the best way to proceed, and at the very least, have the eBay listings taken down? Is it possible to reclaim the earnings from the sales of these CDs (not just for me, but for the other authors of the free software that this person is selling)? I realize that GPL'd software doesn't have any restrictions on "selling" the software, but this person has gone to great lengths to obfuscate the software's authorship, which is surely a violation of the license. (My software is not GPL; it's a custom license, and it does not permit redistribution of any kind without permission)

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  • Why do people crawl sites without downloading pictures?

    - by Michael
    Let me show you what I mean: IP Pages Hits Bandwidth 85.xx.xx.xxx 236 236 735.00 KB 195.xx.xxx.xx 164 164 533.74 KB 95.xxx.xxx.xxx 90 90 293.47 KB It's very clear that these person are crawling my site with bots. There's no way that you could visit my site and use <1MB bandwidth. You might say that there's the possibility that they could be browsing the site using some browser or plug-in that does not download images, js/css files, etc., but the simple fact of the matter is that there are not 90-236 pages that are linked from the home page (outside of WP files), even if you visited every page twice. I could understand if these people were crawling the site for pictures, but once again, the bandwidth indicates that this isn't what is happening. Why, then, would they crawl the site to simply view the HTML/txt/js/etc. files? The only thing that I can come up with is that they are scanning for outdated versions of WordPress, SQL injection vulnerabilities, etc., which makes me inclined to outright ban the IPs, but I'm curious, is it possible that this person is a legitimate user, or at the very least, not intending to be harmful?

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  • Security Issue in LinkedIn &ndash; View any 3rd profile without a premium account.

    - by Shaurya Anand
    Originally posted on: http://geekswithblogs.net/shauryaanand/archive/2013/06/25/153230.aspxI discovered this accidently when my wife forwarded a contact on LinkedIn from her tablet, using the mobile interface of the website. On opening the contact on my desktop, I was surprised to see, I need to upgrade my account to view the contact. Doing some research along with my wife, I found this simple security vulnerability from LinkedIn that can let anyone view a contact’s full profile even when you have a “not upgraded” LinkedIn account and that the contact is a “3rd + Everyone Else”. Here’s an example of what I am talking about. I just made a random search on LinkedIn for a contact whose name starts with Sacha. Do note, this is just a walkthrough and I am not publicizing any Sacha. I check the “3rd + Everyone Else” and find a “LinkedIn Member”. On clicking this person’s profile to view, I am presented with the following page, asking me to upgrade. Make a note of this page’s web address and you get the profile id from it. For example, for this contact, the page address is: http://www.linkedin.com/profile/view?id=868XXX35 The Profile Id for this contact is 868XXX35. Now, open following page where the Profile Id is the same as the one we grabbed a moment earlier. https://touch.www.linkedin.com/?#profile/868XXX35 The mobile page exposes this contact information and you even get the possibility to connect to this person without an introduction mail (InMail). I hope someone from LinkedIn sees and issues a fix for this. I am pretty sure, it’s something that they don’t want the user to do without purchasing an upgrade package.

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  • Who is code wanderer?

    - by DigiMortal
    In every area of life there are people with some bad habits or misbehaviors that affect the work process. Software development is also not free of this kind of people. Today I will introduce you code wanderer. Who is code wanderer? Code wandering is more like bad habit than serious diagnose. Code wanderers tend to review and “fix” source code in files written by others. When code wanderer has some free moments he starts to open the code files he or she has never seen before and starts making little fixes to these files. Why is code wanderer dangerous? These fixes seem correct and are usually first choice to do when considering nice code. But as changes are made by coder who has no idea about the code he or she “fixes” then “fixing” usually ends up with messing up working code written by others. Often these “fixes” are not found immediately because they doesn’t introduce errors detected by compilers. So these “fixes” find easily way to production environments because there is also very good chance that “fixed” code goes through all tests without any problems. How to stop code wanderer? The first thing is to talk with person and explain him or her why those changes are dangerous. It is also good to establish rules that state clearly why, when and how can somebody change the code written by other people. If this does not work it is possible to isolate this person so he or she can post his or her changes to code repository as patches and somebody reviews those changes before applying them.

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  • Run database checks but omit large tables or filegroups - New option in Ola Hallengren's Scripts

    - by Greg Low
    One of the things I've always wanted in DBCC CHECKDB is the option to omit particular tables from the check. The situation that I often see is that companies with large databases often have only one or two very large tables. They want to run a DBCC CHECKDB on the database to check everything except those couple of tables due to time constraints. I posted a request on the Connect site about time some time ago: https://connect.microsoft.com/SQLServer/feedback/details/611164/dbcc-checkdb-omit-tables-option The workaround from the product team was that you could script out the checks that you did want to carry out, rather than omitting the ones that you didn't. I didn't overly like this as a workaround as clients often had a very large number of objects that they did want to check and only one or two that they didn't. I've always been impressed with the work that our buddy Ola Hallengren has done on his maintenance scripts. He pinged me recently about my old Connect item and said he was going to implement something similar. The good news is that it's available now. Here are some examples he provided of the newly-supported syntax: EXECUTE dbo.DatabaseIntegrityCheck @Databases = 'AdventureWorks', @CheckCommands = 'CHECKDB' EXECUTE dbo.DatabaseIntegrityCheck @Databases = 'AdventureWorks', @CheckCommands = 'CHECKALLOC,CHECKTABLE,CHECKCATALOG', @Objects = 'AdventureWorks.Person.Address' EXECUTE dbo.DatabaseIntegrityCheck @Databases = 'AdventureWorks', @CheckCommands = 'CHECKALLOC,CHECKTABLE,CHECKCATALOG', @Objects = 'ALL_OBJECTS,-AdventureWorks.Person.Address' EXECUTE dbo.DatabaseIntegrityCheck @Databases = 'AdventureWorks', @CheckCommands = 'CHECKFILEGROUP,CHECKCATALOG', @FileGroups = 'AdventureWorks.PRIMARY' EXECUTE dbo.DatabaseIntegrityCheck @Databases = 'AdventureWorks', @CheckCommands = 'CHECKFILEGROUP,CHECKCATALOG', @FileGroups = 'ALL_FILEGROUPS,-AdventureWorks.PRIMARY' Note the syntax to omit an object from the list of objects and the option to omit one filegroup. Nice! Thanks Ola! You'll find details here: http://ola.hallengren.com/  

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  • REST Service and CQRS

    - by Paul Wade
    I am struggling with architecture on a new project. I am using the following patterns/technology. CQRS - anything going in goes through a command REST - using WebAPI MVC - asp.net mvc Angular - building a spa nhibernate I belive this provides some great separation and should help keep a very complex domain from growing into a giant set of services that mix queries with other business logic. The REST services have become non restful. They are putting methods in rest that are "SearchByDate", "SearchByItem" etc. Service Methods that execute commands are called with a "web" model class, a new command is built in the service and executed, I feel like there is a lot of extra code. I expected this to be much different but I wasn't around to keep things on track. Finally my questions are this... I would have liked to see PUT Person (CreatePersonCommand) but then I realized that isn't restful either is it? the put should be a person entity not a command. Can I make CQRS and REST service work together or am I going about this all wrong? How do I handle service methods that don't fit into a REST model. I am not performing CRUD on the object but rather executing some business logic. I.E. I don't want the UI to be responsible for how a shipment is "unshipped" I want the service layer to worry about that.

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  • Ideal data structure/techniques for storing generic scheduler data in C#

    - by GraemeMiller
    I am trying to implement a generic scheduler object in C# 4 which will output a table in HTML. Basic aim is to show some object along with various attributes, and whether it was doing something in a given time period. The scheduler will output a table displaying the headers: Detail Field 1 ....N| Date1.........N I want to initialise the table with a start date and an end date to create the date range (ideally could also do other time periods e.g. hours but that isn't vital). I then want to provide a generic object which will have associated events. Where an object has events within the period I want a table cell to be marked E.g. Name Height Weight 1/1/2011 2/1/2011 3/1/20011...... 31/1/2011 Ben 5.11 75 X X X Bill 5.7 83 X X So I created scheduler with Start Date=1/1/2011 and end date 31/1/2011 I'd like to give it my person object (already sorted) and tell it which fields I want displayed (Name, Height, Weight) Each person has events which have a start date and end date. Some events will start and end outwith but they should still be shown on the relevant date etc. Ideally I'd like to have been able to provide it with say a class booking object as well. So I'm trying to keep it generic. I have seen Javasript implementations etc of similar. What would a good data structure be for this? Any thoughts on techniques I could use to make it generic. I am not great with generics so any tips appreciated.

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  • Long-term Freelance contract: should it have a salary-day or not?

    - by otto
    I don't like to speak about money. I just like to work. I still believe in a relationship between good work and good compensation. Hence I don't want ask my employer about my compensations, actually they are asking me. So I created a liberal contract with unspecified salary-day -- I did not want to lose my rights to my own projects and I did not pay any attention to the salary-day. Now the firm said that they would have paid me 1 month earlier if I had provided a tax -paper. I provided it before the next payment -day (unspecified). During the next month, the co-employer pretty much blocks my working -- does not allow me to access working repository and the co-employer goes to cruise when we should finalize a project so I cannot do anything. Now the project is not finalized, the co-employer has apparently provided some false statements to the boss about my doings (not getting anything for one month's work and 1 month when the co-employer pretty much wasted just my time) -- I was only allowed to debug the code of my co-employer and not to do anything. I feel that co-employer did not allow me to work by purpose so that they have an excuse not to pay any salary. The co-employer says that I cannot speak to the boss. The boss say that I need to speak directly to co-employer, not to him. I haven't said anything about the situation. I did not get things done because I was not allowed and now I am not even allowed to speak. Boss is the person who pays salaries. But both boss and co-employer have stages in the firm -- I think co-employer and boss are the same person pretty much, they created a theatre so that they get almost 2 month's work for free. Now I have multiple ideas how to avoid this kind of situations in the future: specify the salary day make sure you can speak directly to the manager and the boss, not through middle-hand other?

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  • Are your personal insecurities screwing up your internal communications?

    - by Lucy Boyes
    I do some internal comms as part of my job. Quite a lot of it involves talking to people about stuff. I’m spending the next couple of weeks talking to lots of people about internal comms itself, because we haven’t done a lot of audience/user feedback gathering, and it turns out that if you talk to people about how they feel and what they think, you get some pretty interesting insights (and an idea of what to do next that isn’t just based on guesswork and generalising from self). Three things keep coming up from talking to people about what we suck at  in terms of internal comms. And, as far as I can tell, they’re all examples where personal insecurity on the part of the person doing the communicating makes the experience much worse for the people on the receiving end. 1. Spending time telling people how you’re going to do something, not what you’re doing and why Imagine you’ve got to give an update to a lot of people who don’t work in your area or department but do have an interest in what you’re doing (either because they want to know because they’re curious or because they need to know because it’s going to affect their work too). You don’t want to look bad at your job. You want to make them think you’ve got it covered – ideally because you do*. And you want to reassure them that there’s lots of exciting work going on in your area to make [insert thing of choice] happen to [insert thing of choice] so that [insert group of people] will be happy. That’s great! You’re doing a good job and you want to tell people about it. This is good comms stuff right here. However, you’re slightly afraid you might secretly be stupid or lazy or incompetent. And you’re exponentially more afraid that the people you’re talking to might think you’re stupid or lazy or incompetent. Or pointless. Or not-adding-value. Or whatever the thing that’s the worst possible thing to be in your company is. So you open by mentioning all the stuff you’re going to do, spending five minutes or so making sure that everyone knows that you’re DOING lots of STUFF. And the you talk for the rest of the time about HOW you’re going to do the stuff, because that way everyone will know that you’ve thought about this really hard and done tons of planning and had lots of great ideas about process and that you’ve got this one down. That’s the stuff you’ve got to say, right? To prove you’re not fundamentally worthless as a human being? Well, maybe. But probably not. See, the people who need to know how you’re going to do the stuff are the people doing the stuff. And those are the people in your area who you’ve (hopefully-please-for-the-love-of-everything-holy) already talked to in depth about how you’re going to do the thing (because else how could they help do it?). They are the only people who need to know the how**. It’s the difference between strategy and tactics. The people outside of your bubble of stuff-doing need to know the strategy – what it is that you’re doing, why, where you’re going with it, etc. The people on the ground with you need the strategy and the tactics, because else they won’t know how to do the stuff. But the outside people don’t really need the tactics at all. Don’t bother with the how unless your audience needs it. They probably don’t. It might make you feel better about yourself, but it’s much more likely that Bob and Jane are thinking about how long this meeting has gone on for already than how personally impressive and definitely-not-an-idiot you are for knowing how you’re going to do some work. Feeling marginally better about yourself (but, let’s face it, still insecure as heck) is not worth the cost, which in this case is the alienation of your audience. 2. Talking for too long about stuff This is kinda the same problem as the previous problem, only much less specific, and I’ve more or less covered why it’s bad already. Basic motivation: to make people think you’re not an idiot. What you do: talk for a very long time about what you’re doing so as to make it sound like you know what you’re doing and lots about it. What your audience wants: the shortest meaningful update. Some of this is a kill your darlings problem – the stuff you’re doing that seems really nifty to you seems really nifty to you, and thus you want to share it with everyone to show that you’re a smart person who thinks up nifty things to do. The downside to this is that it’s mostly only interesting to you – if other people don’t need to know, they likely also don’t care. Think about how you feel when someone is talking a lot to you about a lot of stuff that they’re doing which is at best tangentially interesting and/or relevant. You’re probably not thinking that they’re really smart and clearly know what they’re doing (unless they’re talking a lot and being really engaging about it, which is not the same as talking a lot). You’re probably thinking about something totally unrelated to the thing they’re talking about. Or the fact that you’re bored. You might even – and this is the opposite of what they’re hoping to achieve by talking a lot about stuff – be thinking they’re kind of an idiot. There’s another huge advantage to paring down what you’re trying to say to the barest possible points – it clarifies your thinking. The lightning talk format, as well as other formats which limit the time and/or number of slides you have to say a thing, are really good for doing this. It’s incredibly likely that your audience in this case (the people who need to know some things about your thing but not all the things about your thing) will get everything they need to know from five minutes of you talking about it, especially if trying to condense ALL THE THINGS into a five-minute talk has helped you get clear in your own mind what you’re doing, what you’re trying to say about what you’re doing and why you’re doing it. The bonus of this is that by being clear in your thoughts and in what you say, and in not taking up lots of people’s time to tell them stuff they don’t really need to know, you actually come across as much, much smarter than the person who talks for half an hour or more about things that are semi-relevant at best. 3. Waiting until you’ve got every detail sorted before announcing a big change to the people affected by it This is the worst crime on the list. It’s also human nature. Announcing uncertainty – that something important is going to happen (big reorganisation, product getting canned, etc.) but you’re not quite sure what or when or how yet – is scary. There are risks to it. Uncertainty makes people anxious. It might even paralyse them. You can’t run a business while you’re figuring out what to do if you’ve paralysed everyone with fear over what the future might bring. And you’re scared that they might think you’re not the right person to be in charge of [thing] if you don’t even know what you’re doing with it. Best not to say anything until you know exactly what’s going to happen and you can reassure them all, right? Nope. The people who are going to be affected by whatever it is that you don’t quite know all the details of yet aren’t stupid***. You wouldn’t have hired them if they were. They know something’s up because you’ve got your guilty face on and you keep pulling people into meeting rooms and looking vaguely worried. Here’s the deal: it’s a lot less stressful for everyone (including you) if you’re up front from the beginning. We took this approach during a recent company-wide reorganisation and got really positive feedback. People would much, much rather be told that something is going to happen but you’re not entirely sure what it is yet than have you wait until it’s all fixed up and then fait accompli the heck out of them. They will tell you this themselves if you ask them. And here’s why: by waiting until you know exactly what’s going on to communicate, you remove any agency that the people that the thing is going to happen to might otherwise have had. I know you’re scared that they might get scared – and that’s natural and kind of admirable – but it’s also patronising and infantilising. Ask someone whether they’d rather work on a project which has an openly uncertain future from the beginning, or one where everything’s great until it gets shut down with no forewarning, and very few people are going to tell you they’d prefer the latter. Uncertainty is humanising. It’s you admitting that you don’t have all the answers, which is great, because no one does. It allows you to be consultative – you can actually ask other people what they think and how they feel and what they’d like to do and what they think you should do, and they’ll thank you for it and feel listened to and respected as people and colleagues. Which is a really good reason to start talking to them about what’s going on as soon as you know something’s going on yourself. All of the above assumes you actually care about talking to the people who work with you and for you, and that you’d like to do the right thing by them. If that’s not the case, you can cheerfully disregard the advice here, but if it is, you might want to think about the ways above – and the inevitable countless other ways – that making internal communication about you and not about your audience could actually be doing the people you’re trying to communicate with a huge disservice. So take a deep breath and talk. For five minutes or so. About the important things. Not the other things. As soon as you possibly can. And you’ll be fine.   *Of course you do. You’re good at your job. Don’t worry. **This might not always be true, but it is most of the time. Other people who need to know the how will either be people who you’ve already identified as needing-to-know and thus part of the same set as the people in you’re area you’ve already discussed this with, or else they’ll ask you. But don’t bring this stuff up unless someone asks for it, because most of the people in the audience really don’t care and you’re wasting their time. ***I mean, they might be. But let’s give them the benefit of the doubt and assume they’re not.

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  • Never Bet Against the Impossible

    - by BuckWoody
    My uncle used to say “If a man tells you that his car squirts milk in his eye when you lift the hood, don’t bet against that. You’ll end up with milk in your eye.” My friend Allen White tells me this is taken from a play (and was said about playing cards), but I think the sentiment holds, even in database work. I mentioned the other day that you should allow the other person to talk and actively listen before you propose a solution. Well, I saw a consultant “bet against the impossible”  the other day – and it bit her. She explained to the person telling her the problem that the situation simply couldn’t exist that way, and he proceeded to show her that it did. She got silent, typed a few things, muttered a little, and then said “well, must be something else.” She just couldn’t admit she was wrong. So don’t go there. If someone explains a problem to you with their database, listen with purpose, and then explore the troubleshooting steps you know to find the problem. But keep your absolutes to yourself. In fact, I have a friend that has recently sent me one of those. He connects to a system with SQL Server Management Studio (SSMS) version 2008 (if I recall correctly) and it shows a certain version number of the target system in the connection tab. Then he connects to it using SSMS 2008 R2 and gets a different number. Now, as far as I know, we didn’t change the connection string information, and that’s provided by the target system, so this is impossible. But I won’t tell him that. Not until I look a little more. :) Share this post: email it! | bookmark it! | digg it! | reddit! | kick it! | live it!

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  • Is it wise for a programmer to move into management?

    - by Desolate Planet
    Many times, a developer has suggested that I become a team leader because I'm motivated, but during my career in the IT industry, I've seen so many people who are great at programming, move into management and they are miserable. I've also seen many managers return to programming stating "I'm a technical person, I like technical problems". If this is such a common thing, why do developers feel compelled to leave the technical domain and move into management? Sure you'll have more money and more control, but if you don't enjoy your work and take your problems out on your tream. Secondly, I've been asked in developer interviews, "Would you consider leading a team?" and I'm always tempted to cite the Peter Principle based on what I've seen. I am interested in furthering myself, but not in the way the company may want i.e "Vice President of department blah". To be honest, I've seen this more often in the corporate world than in small development houses and it's always put me off ever going back to a corporate environment. I just feel that this is becoming more and more the norm and it's impacting team morale and degrading the quality of the work. Question: Based on what I've said, Is it a smart move for a technical person to move into management?

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  • Using Python to traverse a parent-child data set

    - by user132748
    I have a dataset of two columns in a csv file. Th purpose of this dataset is to provide a linking between two different id's if they belong to the same person. e.g (2,3,5 belong to 1) e.g COLA COLB 1 2 ; 1 3 ; 1 5 ; 2 6 ; 3 7 ; 9 10 In the above example 1 is linked to 2,3,5 and 2 is the linked to 6 and 3 is linked to 7. What I am trying to achieve is to identify all records which are linked to 1 directly (2,3,5) or indirectly(6,7) and be able to say that these id's in column B belong to same person in column A and then either dedupe or add a new column to the output file which will have 1 populated for all rows that link to 1 e.g of expected output colA colB GroupField 1 2 1; 1 3 1; 1 5 1 ; 2 6 1 ;3 7 1; 9 10 9; 10 11 9 I am a newbie and so am not sure on how to approach this problem.Appreciate any inputs you'll can provide.

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  • What type of pattern would be used in this case

    - by Admiral Kunkka
    I want to know how to tackle this type of scenario. We are building a person's background, from scratch, and I want to know, conceptually, how to proceed with a secure object pattern in both design and execution... I've been reading on Factory patterns, Model-View-Controller types, Dependency injection, Singleton approaches... and I can't seem to grasp or 'fit' these types of designs decisions into what I'm trying to do.. First and foremost, I started with having a big jack-of-all-trades class, then I read some more, and some tips were to make sure your classes only have a single purpose.. which makes sense and I started breaking down certain things into other classes. Okay, cool. Now I'm looking at dependency injection and kind of didn't really know what's going on. Example/insight of what kind of heirarchy I need to accomplish... class Person needs to access and build from a multitude of different classes. class Culture needs to access a sub-class for culture benefits class Social needs to access class Culture, and other sub-classes class Birth needs to access Social, Culture, and other sub-classes class Childhood/Adolescence/Adulthood need to access everything. Also, depending on different rolls, this class heirarchy needs to create multiple people as well, such as Family, and their backgrounds using some, if not all, of these same classes. Think of it as a people generator, all random, with backgrounds and things that happen to them. Ageing, death of loved ones, military careers, e.t.c. Most of the generation is done randomly, making calls to a mt_rand function to pick from most of the selections inside the classes, guaranteeing the data to be absolutely random. I have most of the bulk-data down, and was looking for some insight from fellow programmers, what do you think?

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  • How to approach scrum task burn down when tasks have multiple peoples involvement?

    - by AgileMan
    In my company, a single task can never be completed by one individual. There is going to be a separate person to QA and Code Review each task. What this means is that each individual will give their estimates, per task, as to how much time it will take to complete. The problem is, how should I approach burn down? If I aggregate the hours together, assume the following estimate: 10 hrs - Dev time 4 hrs - QA 4 hrs - Code Review. Task Estimate = 18hrs At the end of each day I ask that the task be updated with "how much time is left until it is done". However, each person generally just thinks about their part of it. Should they mark the effort remaining, and then ADD the effort estimates to that? How are you guys doing this? UPDATE To help clarify a few things, at my organization each Task within a story requires 3 people. Someone to develop the task. (do unit tests, ect...) A QA specialist to review task (they primarily do integration and regression tests) A Tech lead to do code review. I don't think there is a wrong way or a right way, but this is our way ... and that won't be changing. We work as a team to complete even the smallest level of a story whenever possible. You cannot actually test if something works until it is dev complete, and you cannot review the quality of the code either ... so the best you can do is split things up into small logical slices so that the bare minimum functionality can be tested and reviewed as early into the process as possible. My question to those that work this way would be how to burn down a "task" when they are setup this way. Unless a Task has it's own sub-tasks (which JIRA doesn't allow) ... I'm not sure the best way to accomplish tracking "what's left" on a daily basis.

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  • Session Evaluations

    - by BuckWoody
    I do a lot of public speaking. I write, teach, present and communicate at many levels. I love to do those things. And I love to get better at them. And one of the ways you get better at something is to get feedback on how you did. That being said, I have to confess that I really despise the “evaluations” I get at most venues. From college to technical events to other locations, at Microsoft and points in between, I find these things to be just shy of damaging, and most certainly useless. And it’s not always your fault. Ouch. That seems harsh. But let me ask you one question – and be as honest as you can with the answer – think about it first: “What is the point of a session evaluation?” I’m not saying there isn’t one. In fact, I think there’s a really important reason for them. In my mind, it’s really this: To make the speaker / next session better. Now, if you look at that, you can see right away that most session evals don’t accomplish this goal – not even a little. No, the way that they are worded and the way you (and I) fill them out, it’s more like the implied goal is this: Tell us how you liked this speaker / session. The current ones are for you, not for the speaker or the next person. It’s a popularity contest. Don’t get me wrong. I want to you have a good time. I want you to learn. I want (desperately, oh, please oh please) for you to like me. But in fact, that’s probably not why you went to the session / took the class / read that post. No, you want to learn, and to learn for a particular reason. Remember, I’m talking about college classes, sessions and other class environments here, not a general public event. Most – OK, all – session evaluations make you answer the second goal, not the first. Let’s see how: First, they don’t ask you why you’re there. They don’t ask you if you’re even qualified to evaluate the session or speaker. They don’t ask you how to make it better or keep it great. They use odd numeric scales that are meaningless. For instance, can someone really tell me the difference between a 100-level session and a 200-level one? Between a 400-level and a 500? Is it “internals” (whatever that means) or detail, or length or code, or what? I once heard a great description: A 100-level session makes me say, “wow - I’m smart.” A 500-level session makes me say “wow – that presenter is smart.” And just what is the difference between a 6 and a 7 answer on this question: How well did the speaker know the material? 1  2  3  4  5  6  7  8  9  10 Oh. My. Gosh. How does that make the next session better, or the speaker? And what criteria did you use to answer? And is a “10” better than a “1” (not always clear, and various cultures answer this differently). When it’s all said and done, a speaker basically finds out one thing from the current session evals: “They liked me. They really really liked me.” Or, “Wow. I think I may need to schedule some counseling for the depression I’m about to go into.” You may not think that’s what the speaker hears, but trust me, they do. Those are the only two reactions to the current feedback sheets they get. Either they keep doing what they are doing, or they get their feelings hurt. They just can’t use the information provided to do better. Sorry, but there it is. Keep in mind I do want your feedback. I want to get better. I want you to get your money and time’s worth, probably as much as any speaker alive. But I want those evaluations to be accurate, specific and actionable. I want to know if you had a good time, sure, but I also want to know if I did the right things, and if not, if I can do something different or better. And so, for your consideration, here is the evaluation form I would LOVE for you to use. Feel free to copy it and mail it to me any time. I’m going to put some questions here, and then I’ll even include why they are there. Notice that the form asks you a subjective question right away, and then makes you explain why. That’s work on your part. Notice also that it separates the room and the coffee and the lights and the LiveMeeting from the presenter. So many presenters are faced with circumstances beyond their control, and yet are rated high or low personally on those things. This form helps tease those apart. It’s not numeric. Numbers are easier for the scoring committees but are useless for you and me. So I don’t have any numbers. We’re actually going to have to read these things, not put them in a machine. Hey, if you put in the work to write stuff down, the least we could do is take the time to read it. It’s not anonymous. If you’ve got something to say, say it, and own up to it. People are not “more honest” when they are anonymous, they are less honest. So put your name on it. In fact – this is radical – I posit that these evaluations should be publicly available. Forever. Just like replies to a blog post. Hey, if I’m an organizer, I would LOVE to be able to have access to specific, actionable information on the attendees and the speakers. So if you want mine to be public, go for it. I’ll take the good and the bad. Enjoy. ------------------------------------------------------------------------------------------------------------------------------------------- Session Evaluation – Date, Time, Location, Topic Thanks for giving us your time today. We know that’s valuable, and we hope you learned something you can use from the session. If you can answer these questions as completely as you can, it will help the next person who attends a session here. Your Name: What you do for a living: (We Need your background to evaluate your evaluation) How long you have been doing that: (Again, we need your background to evaluate your evaluation) Paste Session Description Here: (This is what I said I would talk about) Did you like the session?                     No        Meh        Yes (General subjective question – overall “feeling”. You’ll tell us why in a minute.)  Tell us about the venue. Temperature, lights, coffee, or the online sound, performance, anything other than the speaker and the material. (Helps the logistics to be better or as good for the next person) 1. What did you expect to learn in this session? (How did you interpret that extract – did you have expectations that I should work towards for the next person?) 2. Did you learn what you expected to learn? Why? Be very specific. (This is the most important question there is. It tells us how to make the session better for someone like you.) 3. If you were giving this presentation, would you have done anything differently? What? (Helps us to gauge you, the listener, and might give us a great idea on how to do something better. Thanks!) 4. What will you do with the information you got? (Every presenter wants you to learn, and learn something useful. This will help us do that as well or better)  

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