proof of concept - Page 71

Data structure for grid with negative indeces

- by The Secret Imbecile

Sorry if this is an insultingly obvious concept, but it's something I haven't done before and I've been unable to find any material discussing the best way to approach it. I'm wondering what's the best data structure for holding a 2D grid of unknown size. The grid has integer coordinates (x,y), and will have negative indices in both directions. So, what is the best way to hold this grid? I'm programming in c# currently, so I can't have negative array indices. My initial thought was to have class with 4 separate arrays for (+x,+y),(+x,-y),(-x,+y), and (-x,-y). This seems to be a valid way to implement the grid, but it does seem like I'm over-engineering the solution, and array resizing will be a headache. Another idea was to keep track of the center-point of the array and set that as the topological (0,0), however I would have the issue of having to do a shift to every element of the grid when repeatedly adding to the top-left of the grid, which would be similar to grid resizing though in all likelihood more frequent. Thoughts?

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Significant amount of the time, I can't think of a reason to have an object instead of a static class. Do objects have more benefits than I think?

- by Prog

I understand the concept of an object, and as a Java programmer I feel the OO paradigm comes rather naturally to me in practice. However recently I found myself thinking: Wait a second, what are actually the practical benefits of using an object over using a static class (with proper encapsulation and OO practices)? I could think of two benefits of using an object (both significant and powerful): Polymorphism: allows you to swap functionality dynamically and flexibly during runtime. Also allows to add new functionality 'parts' and alternatives to the system easily. For example if there's a Car class designed to work with Engine objects, and you want to add a new Engine to the system that the Car can use, you can create a new Engine subclass and simply pass an object of this class into the Car object, without having to change anything about Car. And you can decide to do so during runtime. Being able to 'pass functionality around': you can pass an object around the system dynamically. But are there any more advantages to objects over static classes? Often when I add new 'parts' to a system, I do so by creating a new class and instantiating objects from it. But recently when I stopped and thought about it, I realized that a static class would do just the same as an object, in a lot of the places where I normally use an object. For example, I'm working on adding a save/load-file mechanism to my app. With an object, the calling line of code will look like this: Thing thing = fileLoader.load(file); With a static class, it would look like this: Thing thing = FileLoader.load(file); What's the difference? Fairly often I just can't think of a reason to instantiate an object when a plain-old static-class would act just the same. But in OO systems, static classes are fairly rare. So I must be missing something. Are there any more advantages to objects other from the two that I listed? Please explain.

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Licensing a website's code [on hold]

- by RosiePea

I just changed to a new contract that I want to use with all my future clients. I love this contract. It's in plain English, very readable, very understandable. It has this statement regarding ownership of the website after it's been paid for: After any outstanding balance for the project is paid, we will assign to you all copyrights in the graphical and visual elements of the design that we will create under the scope of this project. However, we will retain the copyright to all coding elements, but will provide you with a license for you to use these elements in the deliverables of this project. What is this license of which it speaks? I understand the concept: I maintain all rights to my code but allow them to use it in this particular website. That part's new in this contract, and I like it a lot. But now... what? I have to come up with a license to hand the client when the website is paid for. But which license? And do I physically (or electronically) give them something, a document kind of like the contract itself? I've been reading all about licenses all day today and I'm no closer to answering this question. Any words of advice out there?

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SOA PARTNER COMMUNITY NEWSLETTER JULY 2012

- by mseika

SOA PARTNER COMMUNITY NEWSLETTER JULY 2012 Dear SOA partner community member To provide our community members the best of our knowledge, we want your feedback on our SOA Partner community. Thus we are organizing SOA Partner Community Survey 2012. We request you to participate in the survey and give your valuable feedback on various areas of marketing, sales and education. To continue our successful BPM Suite, Oracle is launching together with you Process Accelerators initiative. It’s your opportunity to co-develop and market predefined processes. Oracle Fusion Applications Design Patterns are a great tool to develop your SOA or BPM solution or process accelerators. To promote your SOA & BPM Specialization we continue to offer several benefits. This month we would like to highlight our Specialization Plaques - make sure you request one for your office! Our Fusion Middleware Summer Camps are booked out, if could not get a seat you can attend the SOA & BPM track @ Virtual Developer Day: Oracle Fusion Development Oracle demo systems offer´s two new demos: Business Driven Development based on BPM Suite & SOA Lifecycle Management. Jürgen KressOracle SOA & BPM Partner Adoption EMEA NEW CONTENT Community SurveyProcess Accelerators KitPlaques SOA & BPM SpecializedSOA & BPM at Virtual Developer Day News from our Partners & CommunityOverview of SOA Diagnostics in 11.1.1.6 Business driven development(BDD) demo now available! SOA Lifecycle Management Oracle Fusion applications design patterns Updated material by Oracle Connect and Network SOA Blogs SOA on Facebook SOA on LinkedIn SOA on Twitter Mix SOA Forum COMMUNITY SURVEY Like every year we would like to get your feedback in our SOA Partner Community Survey 2012. Make sure that You attend to further develop our community and support our planning! It is key for us to get your feedback to prepare for the next fiscal year. Back to top PROCESS ACCELERATORS KIT Oracle is very interested to co-develop and market with you, our partners, pre-defined processes for BPM Suite.I am very happy to announce a new program called “Oracle BPM Partner Solution Catalog”. This program will provide a one-stop shop for our customers looking for Oracle BPM partner solutions available in the market today.The Oracle BPM Solution Catalog will be hosted on our very popular Oracle Technology Network (OTN). To give you an idea of the scale of customer visibility, OTN today receives over 1Million hits per day from our business and developer community. We would like to invite you to list your Oracle BPM 11g solutions available today.In order to participate in this program, you need to do the following: Fill in the attached slide templates - #3 and #4 for each Oracle BPM 11g solution you would like to list on OTN.Please add links to whitepapers , videos, references to the specific solution in the template slide. We recommend that you create a landing page on your website for these linked artifacts and just point to the same from within the PowerPoint template. This will give you the flexibility to update the information as frequently as needed. If you have the particular solution in production or a reference available, please list them as well. Send the PowerPoint template slides (1 set of slides for each Oracle BPM solution) to [email protected]. In addition to having the opportunity to list your solutions on OTN for Oracle customers, you will have the chance to advertise your new wins/implementations/solutions in an Oracle Sponsored PM Webinar held every quarter. This program is targeted to go live by the end of summer 2012. At this point, we are targeting a soft launch in July end 2012 so send on your BPM solutions information as soon as possible. We would love to have your solution(s) listed in the “Oracle BPM Partner Solution Catalog” at the time of the launch. This will be a live repository so you can keep adding more solutions as they become available. If you have any questions, please feel free to contact us [email protected], Product Strategy Director, Oracle BPM , Phone +1 650.506.5486.Thank you and look forward to hearing from you. Oracle BPM team Process Accelerators Overview.pdf ProcessAcceleratorsDataSheet.pdf Demos draUPK.zip & trmUPK.zip BPM Solution repository slides.ppt Additional BPM material BPM Process Development Lifecycle Document that describes recommended approach to collaborative process modeling across business and IT tools ADF 11g PS5 Application with Customized BPM Worklist Task Flow (MDS Seeded Customization) by Andrejus Baranovskis BPMN process editor problems in 11.1.1.6 by Mark Nelson BPM – Disable DBMS job to refresh B2B Materialized View by Mark Nelson For the complete kit please visit the BPM folder at our SOA Community Workspace (SOA Community membership required). For the complete presentation please visit our SOA Community Workspace (SOA Community membership required). Information is Oracle and Partner confidential! Back to top PLAQUES SOA & BPM SPECIALIZED We continue to offer you a nice SOA & BPM Specialization plaque with your logo to proof your success. If you are a SOA or BPM Specialized partner and would like to request the plaque please send Brigitte an e-mail with the following information: Partner Name Partner logo (preferred eps file) Partner Status gold or platinum Your shipping address Your Specialization: SOA or BPM We recommend to mount the plaque at your office reception in addition you can use the SOA Specialization logos at your website download Logo: Gold & Platinum or the BPM logos Gold & Platinum Back to top SOA & BPM AT VIRTUAL DEVELOPER DAY Register now for this FREE hands-on online workshop Get up to date and learn everything you wanted to know about Oracle ADF & Fusion Development plus live Q&A chats with Oracle technical staffOracle Application Development Framework (ADF) is the standards based, strategic framework for Oracle Fusion Applications and Oracle Fusion Middleware. Oracle ADF’s integration with the Oracle SOA Suite, Oracle WebCenter and Oracle BI creates a complete productive development platform for your custom applications.Join us at this FREE virtual event and learn the latest in Fusion Development including: Is Oracle ADF development faster and simpler than Forms, Apex or .Net? Mobile Application Development with ADF Mobile Oracle ADF development with Eclipse Oracle WebCenter Portal and ADF Development Application Lifecycle Management with ADF Building Process Centric Applications with ADF and BPM Oracle Business Intelligence and ADF Integration Live Q&A chats with Oracle technical staff Developer lead, manager or architect - this event has something for everyone. Don’t miss this opportunity.Tuesday, July 10, 2012. 9:00 a.m. PT -1:00 p.m. PT 11:00 a.m. CT - 3:00 p.m. CT 12:00 p.m. ET - 4:00 p.m. ET 1:00 p.m. BRT - 5:00 p.m. BRT Register online now! for this FREE event. Agenda: 09:00 am Opening 09:30 am Keynote: Oracle Fusion Development Track1Introduction to Fusion Development Track2What's New in Fusion Development Track3Fusion Development in the Enterprise 10:00 am Is Oracle ADF Development Faster and Simpler than Oracle Forms, APEX or .Net? Mobile Application Development with ADF Mobile Oracle WebCenter Portal and ADF Development 11:00 am Rich Web UI made simple - an ADF Faces Overview Oracle Enterprise Pack for Eclipse - ADF Development Building Process Centric Applications with ADF and BPM 12:00 noon Next Generation Controller for JSF Application Lifecycle Management for ADF Oracle Business Intelligence and ADF Integration *Hands On Lab – WebCenter and ADF Lab w/ JDeveloper - Lab materials will be provided ahead of the event to give you ample time to work through the lab and increase the productivity of the live chat sessions the day of the event. Sessions abstractsRegister online now! for this FREE event Read more on Community Events and post your comment here. Back to top NEWS FROM OUR PARTNERS AND COMMUNITY Send your tweets @soacommunity #soacommunity and follow us at http://twitter.com/soacommunity JDeveloper & ADF?Troubleshooting BPMN process editor problems in 11.1.1.6http://dlvr.it/1p0FfS SOA Community?SOA & BPM @ Virtual Developer Day: Oracle Fusion Development - July 10th 2012https://soacommunity.wordpress.com/2012/07/02/soa-bpm-virtual-developer-day- oracle-fusion-developmentjuly-10th-2012/#soacommunity #soa #bom #education orclateamsoa ?A-Team Blog #ateam: BAM design pointers - In working recently with a large Oracle customer on SOA and BAM, I discove.http://ow.ly/1kYqES SOA CommunitySOA Community Newsletter June 2012http://wp.me/p10C8u-qw SOA CommunityBPMN process editor problems in 11.1.1.6 by Mark Nelsonhttp://redstack.wordpress.com/2012/06/27/ bpmn-process-editor-problems-in-11-1-1-6 #soacommunity #bpm OTNArchBeat ?SOA Learning Library: free short, topic-focused training on Oracle SOA & BPM products | @SOACommunity http://pub.vitrue.com/NE1G Andrejus Baranovskis ?ADF 11g PS5 Application with Customized BPM Worklist Task Flow (MDS Seeded Customization)http://fb.me/1coX4r1X1 SOA CommunitySOA Learning Library provides a comprehensive curriculum for the SOA and BPM product suites https://soacommunity.wordpress.com/2012/06/27/soa-learning-library #soacommunity #soa #bpm OTNArchBeat ?A Universal JMX Client for Weblogic - Part 1: Monitoring BPEL Thread Pools in SOA 11g | Stefan Koserhttp://pub.vitrue.com/mQVZ OTNArchBeat ?BPM - Disable DBMS job to refresh B2B Materialized View | Mark Nelson http://pub.vitrue.com/3PR0Oracle SOA ?Learn how Choice Hotels Implements Innovative Google Maps Solution with #OracleSOA http://bit.ly/MTwIJ3 SOA Communitytop Tweets SOA Partner Community - June 2012 Send your tweets @soacommunity #soacommunity https://soacommunity.wordpress.com/2012/06/25/top-tweets-soa-partner-community-june-2012 Torsten Winterberg#OPITZ is pushing Oracle commitment to the next level: New Specializations done: ADF, BPM, WLS, Exadatahttp://bit.ly/KX1WVS ServiceTechSymposium ?Only 8 more days left until Super Early Bird Registration Discount expires! http://www.servicetechsymposium.com OracleBlogsSOA Management in 3 minutes - Video explainerhttp://ow.ly/1kN5pn SOA Community ?SOA, Cloud & Service Technology Symposium 2012 London - Enter Promo Code: Djmxz370https://soacommunity.wordpress.com/2012/06/22/soa-cloud-service-technology-symposium-2012-london #soasymposium #soacommunity #soa Heidi BuelowGreat course! w David Read RT @soacommunity: product management ADF for BPM training 5 seats left https://soacommunity.wordpress.com/2012/06/12/fusion-middleware-summer-campsadvanced-partner-trainings/ #bpm #soacommunity SOA Community ?product management ADF for BPM training 5 seats lefthttps://soacommunity.wordpress.com/2012/06/12/fusion-middleware-summer-campsadvanced-partner-trainings/ #bpm #soacommunity OTNArchBeat ?Oacle Fusion Applications Design Patterns Now Available For Developers | Ultan O'Broinhttp://pub.vitrue.com/UEiF OTNArchBeat ?SOA, Cloud & Service Technology Symposium 2012London - Special Oracle Discounthttp://pub.vitrue.com/8E0J SOA CommunityBecome a facebook fan of soacommunity http://www.facebook.com/soacommunity #soacommunity SOA Community ?SOA Suite HealthCare Integration Architecture https://blogs.oracle.com/SOAForHealthcare/entry/soa_suite_healthcare_integration_architecture #soacommunity #soa Andrejus Baranovskis ?Running Pre-built Virtual Machine for SOA Suite and BPM Suite 11g PS5 on Mac OS X Snow Leopard (10.6http://fb.me/vB8nO0Vg OracleBlogsPrinciples of Service-Oriented Architecture by Douwe P. van den Bos http://ow.ly/1kIcOP OTNArchBeatOracle Public Cloud Architecture | @TylerJewell http://ow.ly/bHAcL The SOA Network ?Business Process Management, Service-Oriented Architecture, and Web 2.0: Business Transformation or.http://bit.ly/LBgREL #ITNews #SOA OracleBlogs ?Oracle SOA Foundation Practitioner Certificationhttp://ow.ly/1kGYYg Frank Nimphius ?Learn Advanced ADF. ORACLE Fusion Middleware Summer Camps in Lisbon - July 9th - 13thhttp://bit.ly/KGCl3i SOA CommunityTransform Your Application Integration with Best Practices from Oracle Customershttps://blogs.oracle.com/SOA/entry/transform_your_application_integration_with #soacommunity #soa #bpm Simone GeibWhat you always wanted to know about #oraclesoa diagnostics: Shawn Bailey, Overview of SOA Diagnostics in 11.1.1.6,http://ow.ly/bxK0M Oracle SOA ?Save the date: Jun 21 10AM, SOA & BPM Customer Insight Series. Hear how Choice Hotels went from legacy to #oraclesoa http://bit.ly/LsNDGl OTNArchBeat ?New VirtualBox images for Oracle SOA Suite & Oracle BPM Suite 11.1.1.6.0http://ow.ly/bwDAl OracleBlogs ?Process development lifecycle in Oracle BPM 11g http://ow.ly/1ktesY Daniel AmadeiNew post: Oracle BPEL 11g Message Delivery & Recovery.http://amadei.com.br/blog/index.php /oracle-bpel-11g-message-delivery SOA Community ?Sending out the June edition of the #soacommunity newsletter - read it or become a member http://www.oracle.com/goto/emea/soa!#soa #bpm Arun Pareek ?For the past six months Ahmed Aboulnaga and me have been working on Oracle SOA Suite 11g Administrator's Handbook.http://lnkd.in/CAvpUQ SOA CommunitySun shine all day no clouds - solar eclipse is over... #sunshine #cloud http://www.infoq.com/presentations/Swarm-Computing Michel SchildmeijerWatch my blog Oracle Service Bus 11g: listing projects and services with WLST - part 1 http://lnkd.in/B7f3GQ @TITAN_GS @wlscommunity OTNArchBeatBook Review: Oracle Application Integration Architecture (AIA) Foundation Pack 11gR1: Essentials | Rajesh Rahejahttp://ow.ly/bn2cc OTNArchBeat ?Driving from Business Architecture to Business Process Services | @vghariharan http://ow.ly/bn5UB OTNArchBeat ?SOA Analysis within the Department of Defense Architecture Framework (DoDAF) 2.0 - Part II | Dawit Lessanu http://ow.ly/bn6sX Simone Geib ?Contact me directly for ideas how to improvehttp://bit.ly/advancedsoasuite and additional posts, presentations, white papers, ... #soasuite Simone Geib ?#soasuite advanced OTN page has become too cluttered. Broke it into separate pages to start with. http://bit.ly/advancedsoasuite OracleBlogs ?June Webcast: SOA Gateway Implementation and Troubleshooting (2 sessions) http://ow.ly/1kbRFA ServiceTechSymposium ?New session just posted to calendar: "NoSQL for Data Services, Data Virtualization & Big Data" by Guido Schmutz, Trivadis AG ://ow.ly/bjjOeDebra Lilley ?looks good - real proof people are using the apps ! RT @fteter: Very cool Fusion Applications Help site: http://bit.ly/L3nvOR #FusionApps demed ?rapid proliferation of cloud computing will drive convergence of SOA and cloud paradigms" http://ovum.com/2012/05/18/soa-paves-the-way-for-cloud/ SOA CommunityMiddleware Oracle Excellence Awards 2012-HAPPY NEW YEAR! https://soacommunity.wordpress.com/2012/05/31/middleware-oracle-excellence-awards-2012happy-new-year/ #soacommunity #opn #opnaward #specialization #oracle SOA CommunityHappy New Year #soacommunity thanks for the business! Time for a drink http://pic.twitter.com/zkK08KWB OTNArchBeat ?Who should ‘own’ the Enterprise Architecture? | Michael Glas http://bit.ly/K0ge0Q SOA Communitytop Tweets SOA Partner Community – May 2012 http://wp.me/p10C8u-pP ServiceTechSymposiumNew session just posted to Symposium calendar: "Elastic SOA in the Cloud" by Steve Millidge, C2B2 Consulting http://www.servicetechsymposium.com/agenda2012.php #elastic_soa_in_the_cloud orclateamsoa ?A-Team Blog #ateam: How to Set JVM Parameters in Oracle SOA 11Ghttp://ow.ly/1k2cnl ServiceTechSymposium ?New session just posted to Symposium calendar: "SOA Governance at EDP: A Global Energy Company" by Manuel Rosa, Linkhttp://www.servicetechsymposium.com/agenda2012.php#soa_governance_at_edp SOA Community ?VirtualBox image SOA Suite & BPM Suite 11.1.1.6.0–Your feedback?http://wp.me/p10C8u-qh Oracle MiddlewareSave the date: Jun 21 10AM, SOA & BPM Customer Insight Series. Hear how Choice Hotels went from legacy to#oraclesoa http://bit.ly/LU1y5N OTNArchBeat ?Goodbye, Silos. Hello SOA. | @stephanieoverbyhttp://pub.vitrue.com/NJJO SOA CommunityBPM Standard Edition - to start your BPM project http://wp.me/p10C8u-qj Please feel free to send us your news! And add your blog to our SOA blog wiki. Back to top OVERVIEW OF SOA DIAGNOSTICS IN 11.1.1.6 What tools are available for diagnosing SOA Suite issues? There are a variety of tools available to help you and Support diagnose SOA Suite issues in 11g but it can be confusing as to which tool is appropriate for a particular situation and what their relationships are. This blog post will introduce the various tools and attempt to clarify what each is for and how they are related. Let's first list the tools we'll be addressing: RDA: Remote Diagnostic Agent DFW: Diagnostic Framework Selective Tracing DMS: Dynamic Monitoring Service ODL: Oracle Diagnostic Logging ADR: Automatic Diagnostics Repository ADRCI: Automatic Diagnostics Repository Command Interpreter WLDF: WebLogic Diagnostic Framework This overview is not mean to be a comprehensive guide on using all of these tools, however, extensive reference materials are included that will provide many more details on their execution. Another point to note is that all of these tools are applicable for Fusion Middleware as a whole but specific products may or may not have implemented features to leverage them. A couple of the tools have a WebLogic Scripting Tool or 'WLST' interface. WLST is a command interface for executing pre-built functions and custom scripts against a domain. A detailed WLST tutorial is beyond the scope of this post but you can find general information here. There are more specific resources in the below sections.In this post when we refer to 'Enterprise Manager' or 'EM' we are referring to Enterprise Manager Fusion Middleware Control. read the full blog post here. Read more on Oracle and post your comment here. Back to top BUSINESS DRIVEN DEVELOPMENT (BDD) DEMO NOW AVAILABLE! For access to the Oracle demo systems please visit OPN and talk to your Partner Expert DSS is pleased to announce the availability of the demo “Business Driven Development“. This innovative demonstration uses a case-study approach to show business users how they can easily streamline their Business Processes - delivering greater efficiency, agility, visibility and collaboration with Oracle BPM and WebCenter. The BDD demonstration uses a case study-based approach to highlight a business problem at a fictional company, Avitek Corporation, and uses Oracle BPM and Oracle WebCenter to solve the business problem. This holistic approach has specifically been used to appeal to a non-technical business analyst user. This demo is NOT focused on product features, but aims to guide users through a complete BPM lifecycle. The scenario is based on improving a simple order process (scenario details are in the demo script). Avitek Corporation is sufferinng from a manual email-driven ordering process. Sales reps don’t know where the customer orders are stuck (no visibility) and finance users are unable to manually approve every order (no automation). There are several areas where this process can be improved with Business Process Management technology. This demo shows how improving following areas will ignificantly help resolve the business problems Avitek Corporation is facing. Areas for improvement include: Utilizing BPM for process management, rather than an unregulated, email-based process. Utilizing automated services, rather than requiring a human to key into a system. For example, Finance checking the customer’s credit rating is something that could be automated. Centralizing business rules that can be integrated into a business process, rather than requiring a human to process them. For example, Finance must determine when orders can be automatically approved. Provide insight and visibility into the process. For example, Sales Rep needs to know the status of their customer’s orders. The BDD Demo uses the following products. Oracle BPM Suite 11g PS4FP Oracle WebCenter 11g PS4FP (for Process Spaces) Oracle Business Activity Monitoring 11g Oracle Database 11g Back to top SOA LIFECYCLE MANAGEMENT For access to the Oracle demo systems please visit OPN and talk to your Partner Expert We are pleased to announce the availability of the SOA Management demo that showcases some of the key provisioning and lifecycle management capabilities of SOA Management Pack Enterprise Edition (EE). This demo specifically focuses on some of the lifecycle management solutions for Oracle SOA Suite and Oracle Service Bus (OSB). Demo Highlights The demo showcases the following capabilities. Provisioning of SOA Composites Provisioning of OSB Projects Provision SOA and OSB artifacts in a future maintenance window Back to top ORACLE FUSION APPLICATIONS DESIGN PATTERNS The Oracle Fusion Applications user experience design patterns are published! These new, reusable usability solutions and best-practices, which will join the Oracle dashboard patterns and guidelines that are already available online, are used by Oracle to artfully bring to life a new standard in the user experience, or UX, of enterprise applications. Now, the Oracle applications development community can benefit from the science behind the Oracle Fusion Applications user experience, too. These Oracle Fusion Applications UX Design Patterns, or blueprints, enable Oracle applications developers and system implementers everywhere to leverage professional usability insight when: tailoring an Oracle Fusion application, creating coexistence solutions that existing users will be delighted with, thus enabling graceful user transitions to Oracle Fusion Applications down the road, or designing exciting, new, highly usable applications in the cloud or on-premise. Based on the Oracle Application Development Framework (ADF) components, the Oracle Fusion Applications patterns and guidelines are proven with real users and in the Applications UX usability labs, so you can get right to work coding productivity-enhancing designs that provide an advantage for your entire business. What’s the best way to get started? We’ve made that easy, too. The Design Filter Tool (DeFT) selects the best pattern for your user type and task. Simply adapt your selection for your own task flow and content, and you’re on your way to a really great applications user experience. More Oracle applications design patterns and training are coming your way in the future. To provide feedback on the sets that are currently available, let me know in the comments! Read more on Fusionapps and post your comment here. Back to top UPDATED ORACLE MATERIAL Integrated SOA Gateway Documentation - Implementation Guide | Developer’s Guide Webcast Series: Oracle’s SOA and Oracle Business Process Management Solutions (Choice Hotels, Eaton, Farmers Insurance) BAM design pointers By Kavitha Srinivasan Seeking Oracle Fusion Middleware Go Live StoriesOracle Fusion Middleware product management is looking for recent go live stories to share with the Oracle sales team, sales consulting, product management and other internal groups. Customer contact details may remain anonymous. Your successful implementation will be featured in a quarterly report. The chance to present on an internal webcast is also available. Contact Maria Forney ([email protected]) if you have a noteworthy implementation success story. This is a good opportunity for partners interested in showcasing Oracle Fusion Middleware implementations, and gaining more exposure within Oracle. Performance tuning resources. All in one: docs, blogs, WPs, ppts: http://bit.ly/soa_resources Back to top HAVE YOU MISSED OUR LAST SOA PARTNER COMMUNITY WEBCASTS? UPK Webcast Business Driven Application Management & BPM11g & Application Grid & GoldenGate & Fusion Middleware Pricing & OC4J to WebLogic & Next Generation SOA & Fusion Middleware in Utility & Fusion Middleware in Communications & Fusion Middleware in Public Services & Fusion Middleware in Financial Services Please check your local OPN trainings calendar for additional training dates and locations. Back to top SOA PARTNER COMMUNITY CALENDAR On-Demand Trainings Event Name Language Type SOA Virtual Developers Day English Tech In-Class Trainings Date Event name Location / Country Contact person Type 09-13.07.2012 BPM Suite 11g advanced training by David Read Lisbon, Portugal Jürgen Kress Tech 09-13.07.2012 ADF 11g advanced training by Grant Ronald and Frank Nimphius Lisbon, Portugal Jürgen Kress Tech 09-13.07.2012 WebCenter Portal advanced training by Stefan Krantz and Angelo Santagata Lisbon, Portugal Jürgen Kress Tech 10.07.2012 Fusion Middleware Virtual Developer Day Online OTN Tech 10- 12.07.2012 WebLogic 12c training by Cosmin Tudor Lisbon, Portugal Jürgen Kress Tech 16-18.07.2012 SOA Suite 11g advanced training by Niall Commiskey Munich, Germany Jürgen Kress Tech 16-18.07.2012 ADF for BPM Suite 11g advanced training by David Read Munich, Germany Jürgen Kress Tech 16-18.07.2012 WebCenter Sites 11g advanced training by Product Management Munich, Germany Jürgen Kress Tech 17-20.07.2012 Oracle BPM 11g Implementation Bootcamp Live Virtual Class Oracle University Tech 23-26.07.2012 Oracle BPM 11g Implementation Bootcamp Utrecht, Netherlands Oracle University Tech 29-31.08.2012 Oracle BPM 11g Implementation Bootcamp Live Virtual Class Oracle University Tech 02-05.10.2012 Oracle BPM 11g Implementation Bootcamp Utrecht, Netherlands Oracle University Tech 15-18.10.2012 Oracle BPM 11g Implementation Bootcamp Utrecht, Netherlands Oracle University Tech 28-30.11.2012 Oracle AIA 11g Implementation Bootcamp Live Virtual Class Oracle University Tech 11-14.12.2012 Oracle BPM 11g Implementation Bootcamp Live Virtual Class Oracle University Tech 20-22.2.2013 Oracle AIA 11g Implementation Bootcamp Utrecht, Netherlands Oracle University Tech 14-17.1.2013 Oracle BPM 11g Implementation Bootcamp Utrecht, Netherlands Oracle University Tech 15-18.3.2013 Oracle BPM 11g Implementation Bootcamp Utrecht, Netherlands Oracle University Tech Please check your local OPN Training Calendar for additional training and locations here. Back to top SOASCHOOL.COM - SOA CERTIFIED PROFESSIONAL(SOACP) PROGRAM The SOASchool.com - SOA Certified Professional (SOACP) program is dedicated to excellence in the field of SOA and service-oriented computing. Through a series of seasoned course modules and exams, IT professionals have the opportunity to obtain a number of different certifications to recognize their accomplishment of gaining "project ready" SOA proficiency. This comprehensive and strictly vendor-neutral program was developed in cooperation with best-selling SOA author Thomas Erl and several major SOA organizations and academic institutions. Through the involvement of the SOA Education Committee, course contents and certification requirements are constantly reviewed and revised to stay current with developments in the service-oriented computing industry. The program is currently comprised of 12 course modules and 5 certifications and is expanding to 18 course modules and 8 certifications throughout 2009. For more information, visit www.soaschool.com and www.soacp.com. Blog Twitter LinkedIn Mix Forum Wiki Back to top YOUR CONTENT ON THE NEWSLETTER AND ON THE SOA COMMUNITY PORTAL Publishing Your StoriesWe would like to invite our partners to publish information in the newsletter or on our SOA Community portal. Especially we are looking for your real life experience with our SOA technology. Please send your documents to Jürgen Kress. We look forward to getting your suggestions! Back to top SOA DISCUSSION FORUM BECOMES INTERACTIVE AT THE SOA COMMUNITY! Do you want to chat to experts, including partners and Oracle SOA Product Development? Do you want to get the latest information about our SOA solutions and events?Attend our private online SOA Discussion Forum at OTN. Please send your OTN forums user name to Brigitte Felisaz. You must be a registered user to access the SOA Discussion Forum. Back to top INVITE YOUR COLLEAGUES TO JOIN THE SOA COMMUNITY Please feel free to invite your colleagues to join the SOA Community and to participate in the SOA Assessment tests. For registration please login the Oracle PartnerNetwork and go to: www.oracle.com/goto/emea/soa For any questions on the above or concerning SOA and Oracle in general please contact the Oracle EMEA Alliances & Channels SOA Team. Best regardsOracle EMEA SOA TeamJürgen Kress Jürgen KressSOA Partner Adoption EMEATel. +49 89 1430 1479E-Mail: [email protected]

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Enterprise Process Maps: A Process Picture worth a Million Words

- by raul.goycoolea

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

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ASP.NET MVC 3: Layouts and Sections with Razor

- by ScottGu

This is another in a series of posts I’m doing that cover some of the new ASP.NET MVC 3 features: Introducing Razor (July 2nd) New @model keyword in Razor (Oct 19th) Layouts with Razor (Oct 22nd) Server-Side Comments with Razor (Nov 12th) Razor’s @: and <text> syntax (Dec 15th) Implicit and Explicit code nuggets with Razor (Dec 16th) Layouts and Sections with Razor (Today) In today’s post I’m going to go into more details about how Layout pages work with Razor. In particular, I’m going to cover how you can have multiple, non-contiguous, replaceable “sections” within a layout file – and enable views based on layouts to optionally “fill in” these different sections at runtime. The Razor syntax for doing this is clean and concise. I’ll also show how you can dynamically check at runtime whether a particular layout section has been defined, and how you can provide alternate content (or even an alternate layout) in the event that a section isn’t specified within a view template. This provides a powerful and easy way to customize the UI of your site and make it clean and DRY from an implementation perspective. What are Layouts? You typically want to maintain a consistent look and feel across all of the pages within your web-site/application. ASP.NET 2.0 introduced the concept of “master pages” which helps enable this when using .aspx based pages or templates. Razor also supports this concept with a feature called “layouts” – which allow you to define a common site template, and then inherit its look and feel across all the views/pages on your site. I previously discussed the basics of how layout files work with Razor in my ASP.NET MVC 3: Layouts with Razor blog post. Today’s post will go deeper and discuss how you can define multiple, non-contiguous, replaceable regions within a layout file that you can then optionally “fill in” at runtime. Site Layout Scenario Let’s look at how we can implement a common site layout scenario with ASP.NET MVC 3 and Razor. Specifically, we’ll implement some site UI where we have a common header and footer on all of our pages. We’ll also add a “sidebar” section to the right of our common site layout. On some pages we’ll customize the SideBar to contain content specific to the page it is included on: And on other pages (that do not have custom sidebar content) we will fall back and provide some “default content” to the sidebar: We’ll use ASP.NET MVC 3 and Razor to enable this customization in a nice, clean way. Below are some step-by-step tutorial instructions on how to build the above site with ASP.NET MVC 3 and Razor. Part 1: Create a New Project with a Layout for the “Body” section We’ll begin by using the “File->New Project” menu command within Visual Studio to create a new ASP.NET MVC 3 Project. We’ll create the new project using the “Empty” template option: This will create a new project that has no default controllers in it: Creating a HomeController We will then right-click on the “Controllers” folder of our newly created project and choose the “Add->Controller” context menu command. This will bring up the “Add Controller” dialog: We’ll name the new controller we create “HomeController”. When we click the “Add” button Visual Studio will add a HomeController class to our project with a default “Index” action method that returns a view: We won’t need to write any Controller logic to implement this sample – so we’ll leave the default code as-is. Creating a View Template Our next step will be to implement the view template associated with the HomeController’s Index action method. To implement the view template, we will right-click within the “HomeController.Index()” method and select the “Add View” command to create a view template for our home page: This will bring up the “Add View” dialog within Visual Studio. We do not need to change any of the default settings within the above dialog (the name of the template was auto-populated to Index because we invoked the “Add View” context menu command within the Index method). When we click the “Add” Button within the dialog, a Razor-based “Index.cshtml” view template will be added to the \Views\Home\ folder within our project. Let’s add some simple default static content to it: Notice above how we don’t have an <html> or <body> section defined within our view template. This is because we are going to rely on a layout template to supply these elements and use it to define the common site layout and structure for our site (ensuring that it is consistent across all pages and URLs within the site). Customizing our Layout File Let’s open and customize the default “_Layout.cshtml” file that was automatically added to the \Views\Shared folder when we created our new project: The default layout file (shown above) is pretty basic and simply outputs a title (if specified in either the Controller or the View template) and adds links to a stylesheet and jQuery. The call to “RenderBody()” indicates where the main body content of our Index.cshtml file will merged into the output sent back to the browser. Let’s modify the Layout template to add a common header, footer and sidebar to the site: We’ll then edit the “Site.css” file within the \Content folder of our project and add 4 CSS rules to it: And now when we run the project and browse to the home “/” URL of our project we’ll see a page like below: Notice how the content of the HomeController’s Index view template and the site’s Shared Layout template have been merged together into a single HTML response. Below is what the HTML sent back from the server looks like: Part 2: Adding a “SideBar” Section Our site so far has a layout template that has only one “section” in it – what we call the main “body” section of the response. Razor also supports the ability to add additional "named sections” to layout templates as well. These sections can be defined anywhere in the layout file (including within the <head> section of the HTML), and allow you to output dynamic content to multiple, non-contiguous, regions of the final response. Defining the “SideBar” section in our Layout Let’s update our Layout template to define an additional “SideBar” section of content that will be rendered within the <div id=”sidebar”> region of our HTML. We can do this by calling the RenderSection(string sectionName, bool required) helper method within our Layout.cshtml file like below: The first parameter to the “RenderSection()” helper method specifies the name of the section we want to render at that location in the layout template. The second parameter is optional, and allows us to define whether the section we are rendering is required or not. If a section is “required”, then Razor will throw an error at runtime if that section is not implemented within a view template that is based on the layout file (which can make it easier to track down content errors). If a section is not required, then its presence within a view template is optional, and the above RenderSection() code will render nothing at runtime if it isn’t defined. Now that we’ve made the above change to our layout file, let’s hit refresh in our browser and see what our Home page now looks like: Notice how we currently have no content within our SideBar <div> – that is because the Index.cshtml view template doesn’t implement our new “SideBar” section yet. Implementing the “SideBar” Section in our View Template Let’s change our home-page so that it has a SideBar section that outputs some custom content. We can do that by opening up the Index.cshtml view template, and by adding a new “SiderBar” section to it. We’ll do this using Razor’s @section SectionName { } syntax: We could have put our SideBar @section declaration anywhere within the view template. I think it looks cleaner when defined at the top or bottom of the file – but that is simply personal preference. You can include any content or code you want within @section declarations. Notice above how I have a C# code nugget that outputs the current time at the bottom of the SideBar section. I could have also written code that used ASP.NET MVC’s HTML/AJAX helper methods and/or accessed any strongly-typed model objects passed to the Index.cshtml view template. Now that we’ve made the above template changes, when we hit refresh in our browser again we’ll see that our SideBar content – that is specific to the Home Page of our site – is now included in the page response sent back from the server: The SideBar section content has been merged into the proper location of the HTML response : Part 3: Conditionally Detecting if a Layout Section Has Been Implemented Razor provides the ability for you to conditionally check (from within a layout file) whether a section has been defined within a view template, and enables you to output an alternative response in the event that the section has not been defined. This provides a convenient way to specify default UI for optional layout sections. Let’s modify our Layout file to take advantage of this capability. Below we are conditionally checking whether the “SideBar” section has been defined without the view template being rendered (using the IsSectionDefined() method), and if so we render the section. If the section has not been defined, then we now instead render some default content for the SideBar: Note: You want to make sure you prefix calls to the RenderSection() helper method with a @ character – which will tell Razor to execute the HelperResult it returns and merge in the section content in the appropriate place of the output. Notice how we wrote @RenderSection(“SideBar”) above instead of just RenderSection(“SideBar”). Otherwise you’ll get an error. Above we are simply rendering an inline static string (<p>Default SideBar Content</p>) if the section is not defined. A real-world site would more likely refactor this default content to be stored within a separate partial template (which we’d render using the Html.RenderPartial() helper method within the else block) or alternatively use the Html.Action() helper method within the else block to encapsulate both the logic and rendering of the default sidebar. When we hit refresh on our home-page, we will still see the same custom SideBar content we had before. This is because we implemented the SideBar section within our Index.cshtml view template (and so our Layout rendered it): Let’s now implement a “/Home/About” URL for our site by adding a new “About” action method to our HomeController: The About() action method above simply renders a view back to the client when invoked. We can implement the corresponding view template for this action by right-clicking within the “About()” method and using the “Add View” menu command (like before) to create a new About.cshtml view template. We’ll implement the About.cshtml view template like below. Notice that we are not defining a “SideBar” section within it: When we browse the /Home/About URL we’ll see the content we supplied above in the main body section of our response, and the default SideBar content will rendered: The layout file determined at runtime that a custom SideBar section wasn’t present in the About.cshtml view template, and instead rendered the default sidebar content. One Last Tweak… Let’s suppose that at a later point we decide that instead of rendering default side-bar content, we just want to hide the side-bar entirely from pages that don’t have any custom sidebar content defined. We could implement this change simply by making a small modification to our layout so that the sidebar content (and its surrounding HTML chrome) is only rendered if the SideBar section is defined. The code to do this is below: Razor is flexible enough so that we can make changes like this and not have to modify any of our view templates (nor make change any Controller logic changes) to accommodate this. We can instead make just this one modification to our Layout file and the rest happens cleanly. This type of flexibility makes Razor incredibly powerful and productive. Summary Razor’s layout capability enables you to define a common site template, and then inherit its look and feel across all the views/pages on your site. Razor enables you to define multiple, non-contiguous, “sections” within layout templates that can be “filled-in” by view templates. The @section {} syntax for doing this is clean and concise. Razor also supports the ability to dynamically check at runtime whether a particular section has been defined, and to provide alternate content (or even an alternate layout) in the event that it isn’t specified. This provides a powerful and easy way to customize the UI of your site - and make it clean and DRY from an implementation perspective. Hope this helps, Scott P.S. In addition to blogging, I am also now using Twitter for quick updates and to share links. Follow me at: twitter.com/scottgu

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The Product Owner

- by Robert May

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

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Another Marketing Conference, part one – the best morning sessions.

- by Roger Hart

Yesterday I went to Another Marketing Conference. I honestly can’t tell if the title is just tipping over into smug, but in the balance of things that doesn’t matter, because it was a good conference. There was an enjoyable blend of theoretical and practical, and enough inter-disciplinary spread to keep my inner dilettante grinning from ear to ear. Sure, there was a bumpy bit in the middle, with two back-to-back sales pitches and a rather thin overview of the state of the web. But the signal:noise ratio at AMC2012 was impressively high. Here’s the first part of my write-up of the sessions. It’s a bit of a mammoth. It’s also a bit of a mash-up of what was said and what I thought about it. I’ll add links to the videos and slides from the sessions as they become available. Although it was in the morning session, I’ve not included Vanessa Northam’s session on the power of internal comms to build brand ambassadors. It’ll be in the next roundup, as this is already pushing 2.5k words. First, the important stuff. I was keeping a tally, and nobody said “synergy” or “leverage”. I did, however, hear the term “marketeers” six times. Shame on you – you know who you are. 1 – Branding in a post-digital world, Graham Hales This initially looked like being a sales presentation for Interbrand, but Graham pulled it out of the bag a few minutes in. He introduced a model for brand management that was essentially Plan >> Do >> Check >> Act, with Do and Check rolled up together, and went on to stress that this looks like on overall business management model for a reason. Brand has to be part of your overall business strategy and metrics if you’re going to care about it at all. This was the first iteration of what proved to be one of the event’s emergent themes: do it throughout the stack or don’t bother. Graham went on to remind us that brands, in so far as they are owned at all, are owned by and co-created with our customers. Advertising can offer a message to customers, but they provide the expression of a brand. This was a preface to talking about an increasingly chaotic marketplace, with increasingly hard-to-manage purchase processes. Services like Amazon reviews and TripAdvisor (four presenters would make this point) saturate customers with information, and give them a kind of vigilante power to comment on and define brands. Consequentially, they experience a number of “moments of deflection” in our sales funnels. Our control is lessened, and failure to engage can negatively-impact buying decisions increasingly poorly. The clearest example given was the failure of NatWest’s “caring bank” campaign, where staff in branches, customer support, and online presences didn’t align. A discontinuity of experience basically made the campaign worthless, and disgruntled customers talked about it loudly on social media. This in turn presented an opportunity to engage and show caring, but that wasn’t taken. What I took away was that brand (co)creation is ongoing and needs monitoring and metrics. But reciprocally, given you get what you measure, strategy and metrics must include brand if any kind of branding is to work at all. Campaigns and messages must permeate product and service design. What that doesn’t mean (and Graham didn’t say it did) is putting Marketing at the top of the pyramid, and having them bawl demands at Product Management, Support, and Development like an entitled toddler. It’s going to have to be collaborative, and session 6 on internal comms handled this really well. The main thing missing here was substantiating data, and the main question I found myself chewing on was: if we’re building brands collaboratively and in the open, what about the cultural politics of trolling? 2 – Challenging our core beliefs about human behaviour, Mark Earls This was definitely the best show of the day. It was also some of the best content. Mark talked us through nudging, behavioural economics, and some key misconceptions around decision making. Basically, people aren’t rational, they’re petty, reactive, emotional sacks of meat, and they’ll go where they’re led. Comforting stuff. Examples given were the spread of the London Riots and the “discovery” of the mountains of Kong, and the popularity of Susan Boyle, which, in turn made me think about Per Mollerup’s concept of “social wayshowing”. Mark boiled his thoughts down into four key points which I completely failed to write down word for word: People do, then think – Changing minds to change behaviour doesn’t work. Post-rationalization rules the day. See also: mere exposure effects. Spock < Kirk - Emotional/intuitive comes first, then we rationalize impulses. The non-thinking, emotive, reactive processes run much faster than the deliberative ones. People are not really rational decision makers, so intervening with information may not be appropriate. Maximisers or satisficers? – Related to the last point. People do not consistently, rationally, maximise. When faced with an abundance of choice, they prefer to satisfice than evaluate, and will often follow social leads rather than think. Things tend to converge – Behaviour trends to a consensus normal. When faced with choices people overwhelmingly just do what they see others doing. Humans are extraordinarily good at mirroring behaviours and receiving influence. People “outsource the cognitive load” of choices to the crowd. Mark’s headline quote was probably “the real influence happens at the table next to you”. Reference examples, word of mouth, and social influence are tremendously important, and so talking about product experiences may be more important than talking about products. This reminded me of Kathy Sierra’s “creating bad-ass users” concept of designing to make people more awesome rather than products they like. If we can expose user-awesome, and make sharing easy, we can normalise the behaviours we want. If we normalize the behaviours we want, people should make and post-rationalize the buying decisions we want. Where we need to be: “A bigger boy made me do it” Where we are: “a wizard did it and ran away” However, it’s worth bearing in mind that some purchasing decisions are personal and informed rather than social and reactive. There’s a quadrant diagram, in fact. What was really interesting, though, towards the end of the talk, was some advice for working out how social your products might be. The standard technology adoption lifecycle graph is essentially about social product diffusion. So this idea isn’t really new. Geoffrey Moore’s “chasm” idea may not strictly apply. However, his concepts of beachheads and reference segments are exactly what is required to normalize and thus enable purchase decisions (behaviour change). The final thing is that in only very few categories does a better product actually affect purchase decision. Where the choice is personal and informed, this is true. But where it’s personal and impulsive, or in any way social, “better” is trumped by popularity, endorsement, or “point of sale salience”. UX, UCD, and e-commerce know this to be true. A better (and easier) experience will always beat “more features”. Easy to use, and easy to observe being used will beat “what the user says they want”. This made me think about the astounding stickiness of rational fallacies, “common sense” and the pathological willful simplifications of the media. Rational fallacies seem like they’re basically the heuristics we use for post-rationalization. If I were profoundly grimy and cynical, I’d suggest deploying a boat-load in our messaging, to see if they’re really as sticky and appealing as they look. 4 – Changing behaviour through communication, Stephen Donajgrodzki This was a fantastic follow up to Mark’s session. Stephen basically talked us through some tactics used in public information/health comms that implement the kind of behavioural theory Mark introduced. The session was largely about how to get people to do (good) things they’re predisposed not to do, and how communication can (and can’t) make positive interventions. A couple of things stood out, in particular “implementation intentions” and how they can be linked to goals. For example, in order to get people to check and test their smoke alarms (a goal intention, rarely actualized an information campaign will attempt to link this activity to the clocks going back or forward (a strong implementation intention, well-actualized). The talk reinforced the idea that making behaviour changes easy and visible normalizes them and makes them more likely to succeed. To do this, they have to be embodied throughout a product and service cycle. Experiential disconnects undermine the normalization. So campaigns, products, and customer interactions must be aligned. This is underscored by the second section of the presentation, which talked about interventions and pre-conditions for change. Taking the examples of drug addiction and stopping smoking, Stephen showed us a framework for attempting (and succeeding or failing in) behaviour change. He noted that when the change is something people fundamentally want to do, and that is easy, this gets a to simpler. Coordinated, easily-observed environmental pressures create preconditions for change and build motivation. (price, pub smoking ban, ad campaigns, friend quitting, declining social acceptability) A triggering even leads to a change attempt. (getting a cold and panicking about how bad the cough is) Interventions can be made to enable an attempt (NHS services, public information, nicotine patches) If it succeeds – yay. If it fails, there’s strong negative enforcement. Triggering events seem largely personal, but messaging can intervene in the creation of preconditions and in supporting decisions. Stephen talked more about systems of thinking and “bounded rationality”. The idea being that to enable change you need to break through “automatic” thinking into “reflective” thinking. Disruption and emotion are great tools for this, but that is only the start of the process. It occurs to me that a great deal of market research is focused on determining triggers rather than analysing necessary preconditions. Although they are presumably related. The final section talked about setting goals. Marketing goals are often seen as deriving directly from business goals. However, marketing may be unable to deliver on these directly where decision and behaviour-change processes are involved. In those cases, marketing and communication goals should be to create preconditions. They should also consider priming and norms. Content marketing and brand awareness are good first steps here, as brands can be heuristics in decision making for choice-saturated consumers, or those seeking education. 5 – The power of engaged communities and how to build them, Harriet Minter (the Guardian) The meat of this was that you need to let communities define and establish themselves, and be quick to react to their needs. Harriet had been in charge of building the Guardian’s community sites, and learned a lot about how they come together, stabilize grow, and react. Crucially, they can’t be about sales or push messaging. A community is not just an audience. It’s essential to start with what this particular segment or tribe are interested in, then what they want to hear. Eventually you can consider – in light of this – what they might want to buy, but you can’t start with the product. A community won’t cohere around one you’re pushing. Her tips for community building were (again, sorry, not verbatim): Set goals Have some targets. Community building sounds vague and fluffy, but you can have (and adjust) concrete goals. Think like a start-up This is the “lean” stuff. Try things, fail quickly, respond. Don’t restrict platforms Let the audience choose them, and be aware of their differences. For example, LinkedIn is very different to Twitter. Track your stats Related to the first point. Keeping an eye on the numbers lets you respond. They should be qualified, however. If you want a community of enterprise decision makers, headcount alone may be a bad metric – have you got CIOs, or just people who want to get jobs by mingling with CIOs? Build brand advocates Do things to involve people and make them awesome, and they’ll cheer-lead for you. The last part really got my attention. Little bits of drive-by kindness go a long way. But more than that, genuinely helping people turns them into powerful advocates. Harriet gave an example of the Guardian engaging with an aspiring journalist on its Q&A forums. Through a series of serendipitous encounters he became a BBC producer, and now enthusiastically speaks up for the Guardian community sites. Cultivating many small, authentic, influential voices may have a better pay-off than schmoozing the big guys. This could be particularly important in the context of Mark and Stephen’s models of social, endorsement-led, and example-led decision making. There’s a lot here I haven’t covered, and it may be worth some follow-up on community building. Thoughts I was quite sceptical of nudge theory and behavioural economics. First off it sounds too good to be true, and second it sounds too sinister to permit. But I haven’t done the background reading. So I’m going to, and if it seems to hold real water, and if it’s possible to do it ethically (Stephen’s presentations suggests it may be) then it’s probably worth exploring. The message seemed to be: change what people do, and they’ll work out why afterwards. Moreover, the people around them will do it too. Make the things you want them to do extraordinarily easy and very, very visible. Normalize and support the decisions you want them to make, and they’ll make them. In practice this means not talking about the thing, but showing the user-awesome. Glib? Perhaps. But it feels worth considering. Also, if I ever run a marketing conference, I’m going to ban speakers from using examples from Apple. Quite apart from not being consistently generalizable, it’s becoming an irritating cliché.

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CodePlex Daily Summary for Saturday, December 01, 2012

CodePlex Daily Summary for Saturday, December 01, 2012Popular ReleasesCleverBobCat: CleverBobCat 1.1.1: Fix for 1.1.1.0 - Energy usage on back drive -> fixed - Breaking energy recharge -> fixed - Not stopped when energy disabled -> fixed - Area transfer range -> fixeddcview: DCView 1.4.2: 1.4.0?? ??/??? ??11/29 ??? ??? ??? ?? ??? ??? ?? ???? ???? ?? ???? ?? ?? ?? ??? ?? ?? ??DirectQ: DirectQ II 2012-11-29: A (slightly) modernized port of Quake II to D3D9. You need SM3 or better hardware to run this - if you don't have it, then don't even bother. It should work on Windows Vista, 7 or 8; it may also work on XP but I haven't tested. Known bugs include: Some mods may not work. This is unfortunately due to the nature of Quake II's game DLLs; sometimes a recompile of the game DLL is all that's needed. In any event, ensure that the game DLL is compatible with the last release of Quake II first (...Magelia WebStore Open-source Ecommerce software: Magelia WebStore 2.2: new UI for the Administration console Bugs fixes and improvement version 2.2.215.3JayData - The cross-platform HTML5 data-management library for JavaScript: JayData 1.2.5: What's new in JayData 1.2.5For detailed release notes check the release notes. Handlebars template engine supportImplement data manager applications with JayData using Handlebars.js for templating. Include JayDataModules/handlebars.js and begin typing the mustaches :) Blogpost: Handlebars templates in JayData Handlebars helpers and model driven commanding in JayData Easy JayStorm cloud data managementManage cloud data using the same syntax and data management concept just like any other data ...nopCommerce. Open source shopping cart (ASP.NET MVC): nopcommerce 2.70: Highlight features & improvements: • Performance optimization. • Search engine optimization. ID-less URLs for products, categories, and manufacturers. • Added ACL support (access control list) on products and categories. • Minify and bundle JavaScript files. • Allow a store owner to decide which billing/shipping address fields are enabled/disabled/required (like it's already done for the registration page). • Moved to MVC 4 (.NET 4.5 is required). • Now Visual Studio 2012 is required to work ...SQL Server Partition Management: Partition Management Release 3.0: Release 3.0 adds support for SQL Server 2012 and is backward compatible with SQL Server 2008 and 2005. The release consists of: • A Readme file • The Executable • The source code (Visual Studio project) Enhancements include: -- Support for Columnstore indexes in SQL Server 2012 -- Ability to create TSQL scripts for staging table and index creation operations -- Full support for global date and time formats, locale independent -- Support for binary partitioning column types -- Fixes to is...Command Line Parser Library: 1.9.3.23 beta: Fixes an issue notified by github user sbambrick about parsing negative numbers.MCEBuddy 2.x: MCEBuddy 2.3.10: Critical Update to 2.3.9: Changelog for 2.3.10 (32bit and 64bit) 1. AsfBin executable missing from build 2. Removed extra references from build to avoid conflict 3. Showanalyzer installation now checked on remote engine machine Changelog for 2.3.9 (32bit and 64bit) 1. Added support for WTV output profile 2. Added support for minimizing MCEBuddy to the system tray 3. Added support for custom archive folder 4. Added support to disable subdirectory monitoring 5. Added support for better TS fil...DotNetNuke® Community Edition CMS: 07.00.00: Major Highlights Fixed issue that caused profiles of deleted users to be available Removed the postback after checkboxes are selected in Page Settings > Taxonomy Implemented the functionality required to edit security role names and social group names Fixed JavaScript error when using a ";" semicolon as a profile property Fixed issue when using DateTime properties in profiles Fixed viewstate error when using Facebook authentication in conjunction with "require valid profile fo...CODE Framework: 4.0.21128.0: See change notes in the documentation section for details on what's new.Microsoft Ajax Minifier: Microsoft Ajax Minifier 4.76: Fixed a typo in ObjectLiteralProperty.IsConstant that caused all object literals to be treated like they were constants, and possibly moved around in the code when they shouldn't be.Kooboo CMS: Kooboo CMS 3.3.0: New features: Dropdown/Radio/Checkbox Lists no longer references the userkey. Instead they refer to the UUID field for input value. You can now delete, export, import content from database in the site settings. Labels can now be imported and exported. You can now set the required password strength and maximum number of incorrect login attempts. Child sites can inherit plugins from its parent sites. The view parameter can be changed through the page_context.current value. Addition of c...Distributed Publish/Subscribe (Pub/Sub) Event System: Distributed Pub Sub Event System Version 3.0: Important Wsp 3.0 is NOT backward compatible with Wsp 2.1. Prerequisites You need to install the Microsoft Visual C++ 2010 Redistributable Package. You can find it at: x64 http://www.microsoft.com/download/en/details.aspx?id=14632x86 http://www.microsoft.com/download/en/details.aspx?id=5555 Wsp now uses Rx (Reactive Extensions) and .Net 4.0 3.0 Enhancements I changed the topology from a hierarchy to peer-to-peer groups. This should provide much greater scalability and more fault-resi...datajs - JavaScript Library for data-centric web applications: datajs version 1.1.0: datajs is a cross-browser and UI agnostic JavaScript library that enables data-centric web applications with the following features: OData client that enables CRUD operations including batching and metadata support using both ATOM and JSON payloads. Single store abstraction that provides a common API on top of HTML5 local storage technologies. Data cache component that allows reading data ranges from a collection and storing them locally to reduce the number of network requests. Changes...Team Foundation Server Administration Tool: 2.2: TFS Administration Tool 2.2 supports the Team Foundation Server 2012 Object Model. Visual Studio 2012 or Team Explorer 2012 must be installed before you can install this tool. You can download and install Team Explorer 2012 from http://aka.ms/TeamExplorer2012. There are no functional changes between the previous release (2.1) and this release.Coding Guidelines for C# 3.0, C# 4.0 and C# 5.0: Coding Guidelines for CSharp 3.0, 4.0 and 5.0: See Change History for a detailed list of modifications.Math.NET Numerics: Math.NET Numerics v2.3.0: Portable Library Build: Adds support for WP8 (.Net 4.0 and higher, SL5, WP8 and .NET for Windows Store apps) New: portable build also for F# extensions (.Net 4.5, SL5 and .NET for Windows Store apps) NuGet: portable builds are now included in the main packages, no more need for special portable packages Linear Algebra: Continued major storage rework, in this release focusing on vectors (previous release was on matrices) Thin QR decomposition (in addition to existing full QR) Static Cr...ExtJS based ASP.NET 2.0 Controls: FineUI v3.2.1: +2012-11-25 v3.2.1 +????????。 -MenuCheckBox?CheckedChanged??????，??????????。 -???????window.IDS??????????????。 -?????（??TabCollection，ControlBaseCollection）???，????????????????。 +Grid??。 -??SelectAllRows??。 -??PageItems??，?????????????，?????、??、?????。 -????grid/gridpageitems.aspx、grid/gridpageitemsrowexpander.aspx、grid/gridpageitems_pagesize.aspx。 -???????????????????。 -??ExpandAllRowExpanders??，?????????????????（grid/gridrowexpanderexpandall2.aspx）。 -??????ExpandRowExpande...VidCoder: 1.4.9 Beta: Updated HandBrake core to SVN 5079. Fixed crashes when encoding DVDs with title gaps.New Projects4SQH: FourSQHackathon project repositoryASP4 Portscan: A online portscan deployed with ASP and PerlscriptAviSynth language service for Visual Studio: This project provides a Visual Studio language extension for the AviSynth scripting language. AviSynth is a scripted frameserver for video post-production and can be found at http://avisynth.orgBuildSlip: GUI interface application for creating slipsteam files (service pack and/or cumulative update) for SQL2008 installationC#apture the Flag AI: C#apture the Flag AI is a project designed to enable C# support for the excellent AI competition being held at http://aisandbox.com.Channel Performing (Windows Azure Media Service Example): Windows Azure Media Service solution example and portal + Tag + Comment + Search + Membership + Progress List + and other featuresCivilinsation: C# DLL C++ Wrapper Swig Civilization INSA de RENNES Département Informatique 4INFOClickOnceSxquer: awesome Combinator CoffeeScript Preprocessor: CoffeeScript preprocessor for the Combinator Orchard module (https://combinator.codeplex.com/).DineshTest: aDirectoryEnumeratorAsync: Proof of concept for using .NET 4.5 async/await for improving performance enumeration of of file system entries.Grahpic_Salon: It's a test web project.jQuery.gMenu: test projectLIve For Speed Statistics: UskoroMIDI.NET: MIDI.NET allows any .NET developer to access the power of MIDI without doing P/Invokes.Olympia Open College: AACS4134Peto: A college project for a claims submission application.QueuedSmtpClient: A C# library that provides an smtp client built on top of the standard SmtpClient class which is able to serialize email messages if no network connection is available. Serialized emails are sent later if a network connection is available.Simple Merge Sort: This is a simple implementation of Merge-Sort, using to sort an Array of Integers.Simple.Json: Easy to use framework for serializing to and from json. Supports typed dto objects, dynamic dto objects and immutable dto types like F# record types.Sosyal: Sosyal as.teamgujju: This Project is now in planing phase. It will be released shortlyTFS Branch Permission Removal Event Subscriber: When you create a branch in TFS, the explicit TFS source control permissions from the source branch are copied to the target branch. Let's change that...Wild Template: Simple template engine for .NETXNA in WPF: WPF Canvas component that allows hosting and presentation of an XNA window from within WPF applications. ZombieSurvival: Yo-ho-ho and the buttle og rum

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Difference between Claims vs OAuth

- by Venki

What is the difference between Claims based authentication vs What is provided by OAuth. I am looking for conceptual difference and not technical difference. When do I choose Claims over OAuth and vice versa. Claims based authentication is proposed by Microsoft and build on top of WS-Security. But OAuth is more a open source protocol that is being proposed to allow fetching resources from different portals based on a security token. Claims also has this concept of token (SAML encoded or X509 certificates). I am trying to understand when do I choose Claims over OAuth and vice versa. Thanks

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IE8 Fixed Header, scrollable GridView

- by Nix

I know this topic has been asked, but the posts are all out of date, or not functional on IE8. In brief we basically want to do the excel style locking of column headers in a GridView. I have seen a couple of solutions one jquery+ css(setExpression) which doesn't work in IE8. And another that uses ajax extensions, yet again doesn't work in IE8. I have been through every solution in the below link and have yet to find a working implementation for IE8. http://stackoverflow.com/questions/2205271/gridview-how-to-make-fixed-header-row I see telerik has an implementation that is more thank what i want, this is such a simple concept I can believe i am going to have to buy a toolkit...

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C# Process.Start() on an executable on a remote system - security warning?

- by BrettRobi

I've created a Windows Service that accepts commands from remote machines via WCF. One of those commands is to run a specified executable (let's ignore the security implications of such functionality). In my Service I am using Process.Start() to run the executable. All works well if the executable is local to the machine, but if it is on a remote file share it is failing with no error (or more accurately just hanging). I suspect the problem is that it is triggering the standard Windows 'Unverified Publisher' warning that one would see if they double click an exe on a remote system. Is there any way I can bypass this from my service so that I can truly run any executable? As I said I understand the security implications of allowing it to run any executable, but this is really what I need. I would have thought this warning was only a user mode concept, but it really does seem to be getting in the way of my Service. Ideas?

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Is it possible to force the WCF test client to accept a self-signed certificate?

- by Lawrence Johnston

I have a WCF web service running in IIS 7 using a self-signed certificate (it's a proof of concept to make sure this is the route I want to go). It's required to use SSL. Is it possible to use the WCF Test Client to debug this service without needing a non-self-signed certificate? When I try I get this error: Error: Cannot obtain Metadata from https:///Service1.svc If this is a Windows (R) Communication Foundation service to which you have access, please check that you have enabled metadata publishing at the specified address. For help enabling metadata publishing, please refer to the MSDN documentation at http://go.microsoft.com/fwlink/?LinkId=65455.WS-Metadata Exchange Error URI: https:///Service1.svc Metadata contains a reference that cannot be resolved: 'https:///Service1.svc'. Could not establish trust relationship for the SSL/TLS secure channel with authority ''. The underlying connection was closed: Could not establish trust relationship for the SSL/TLS secure channel. The remote certificate is invalid according to the validation procedure.HTTP GET Error URI: https:///Service1.svc There was an error downloading 'https:///Service1.svc'. The underlying connection was closed: Could not establish trust relationship for the SSL/TLS secure channel. The remote certificate is invalid according to the validation procedure.

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Language Agnostic Basic Programming Question

- by Rachel

This is very basic question from programming point of view but as I am in learning phase, I thought I would better ask this question rather than having a misunderstanding or narrow knowledge about the topic. So do excuse me if somehow I mess it up. Question: Let's say I have class A,B,C and D now class A has some piece of code which I need to have in class B,C and D so I am extending class A in class B, class C, and class D Now how can I access the function of class A in other classes, do I need to create an object of class A and than access the function of class A or as am extending A in other classes than I can internally call the function using this parameter. If possible I would really appreciate if someone can explain this concept with code sample explaining how the logic flows. Note Example in Java, PHP and .Net would be appreciated.

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Model validation with enumerable properties in Asp.net MVC2 RTM

- by Robert Koritnik

I'm using DataAnnotations attributes to validate my model objects. My model class looks similar to this: public class MyModel { [Required] public string Title { get; set; } [Required] public List<User> Editors { get; set; } } public class User { public int Id { get; set; } [Required] public string FullName { get; set; } [Required] [DataType(DataType.Email)] public string Email { get; set; } } My controller action looks like: public ActionResult NewItem(MyModel data) { //... } User is presented with a view that has a form with: a text box with dummy name where users enter user's names. For each user they enter, there's a client script coupled with ajax that creates an <input type="hidden" name="data.Editors[0].Id" value="userId" /> for each user entered (enumeration index is therefore not always 0 as written here), so default model binder is able to consume and bind the form without any problems. a text box where users enter the title Since I'm using Asp.net MVC 2 RTM which does model validation instead of input validation I don't know how to avoid validation errors. The thing is I have to use BindAttribute on my controller action. I would have to either provide a white or a black list of properties. It's always a better practice to provide a white list. It's also more future proof. The problem My form works fine, but I get validation errors about user's FullName and Email properties since they are not provided. I also shouldn't feed them to the client (via ajax when user enters user data), because email is personal contact data and is not shared between users. If there was just a single user reference on MyModel I would write [Bind(Include = "Title, Editor.Id")] But I have an enumeration of them. How do I provide Bind white list to work with my model?

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Setup Google Test (gtest) with Eclipse on OS X

- by ejel

What is the procedure to setup Google Test to work under Eclipse on Mac OS X? I followed the instruction in README to compile and install gtest as framework from XCode. Now I want to use gtest with Eclipse. Currently, it compiles fine but fails during build. I suppose Eclipse does not use framework concept as XCode does and need a different linking approach, but I'm not sure which files should I link to during build. g++ -L/usr/local/lib -L/usr/local/lib/libgtest.a -L/Library/Frameworks/gtest.framework -arch i386 -o "Raytracer" ./test/sample_test.o ./src/Raytracer.o Undefined symbols: "testing::Test::~Test()", referenced from: DemoTest_SANITY_Test::~DemoTest_SANITY_Test()in sample_test.o DemoTest_SANITY_Test::~DemoTest_SANITY_Test()in sample_test.o "testing::internal::AssertHelper::~AssertHelper()", referenced from: DemoTest_SANITY_Test::TestBody() in sample_test.o DemoTest_SANITY_Test::TestBody() in sample_test.o

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Implementing automatic logout in silverlight and wcf due to user inactivity

- by rubin-attack

I have a WCF web-service and a Silverlight app displaying data from that service. In my service I'd like to implement automatic logout of the user, if no service methods were invoked during a period of time (for example 20 minutes). I'm thinking about smth like that: Dictionary<User,TimeSpan> Inactivity When a service method is invoked i reset the TimeSpan. But what will happen, if 20 minutes pass, and I call the Logout method (which clears all User caches), and suddenly the User returns from lunch)) and presses a button in his Silverlight app? Obviously he'll get an error. Is there any way to avoid this, or all my concept is wrong? Maybe there's a better way to logout the user automatically?

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Please explain some of Paul Graham's points on LISP

- by kunjaan

I need some help understanding some of the points from Paul Graham's article http://www.paulgraham.com/diff.html A new concept of variables. In Lisp, all variables are effectively pointers. Values are what have types, not variables, and assigning or binding variables means copying pointers, not what they point to. A symbol type. Symbols differ from strings in that you can test equality by comparing a pointer. A notation for code using trees of symbols. The whole language always available. There is no real distinction between read-time, compile-time, and runtime. You can compile or run code while reading, read or run code while compiling, and read or compile code at runtime. What do these points mean How are they different in languages like C or Java? Do any other languages other than LISP family languages have any of these constructs now?

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Call a web service and parse xml response in blackberry

- by Nirmal

Hello All... Currently I have a ready design for blackberry application. Now, I need to call the web service in my app, and that web service will give me some xml response. So, I need to parse that response from xml to some POJO. So, for parsing the xml response should I go with the basic DOM praser, or should I use any other J2ME specific prasing concept ? If anybody have any sample tutorial link for the same then it would be very much useful to me. Thanks in advance....

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How to rollback in EF4?

- by Jaxidian

In my research about rolling back transactions in EF4, it seems everybody refers to this blog post or offers a similar explanation. In my scenario, I'm wanting to do this in a unit testing scenario where I want to rollback practically everything I do within my unit testing context to keep from updating the data in the database (yeah, we'll increment counters but that's okay). In order to do this, is it best to follow the following plan? Am I missing some concept or anything else major with this (aside from my SetupMyTest and PerformMyTest functions won't really exist that way)? using (var ts = new TransactionScope()) { // Arrange SetupMyTest(context); // Act PerformMyTest(context); var numberOfChanges = context.SaveChanges(false); // if there's an issue, chances are that an exception has been thrown by now. // Assert Assert.IsTrue(numberOfChanges > 0, "Failed to _____"); // transaction will rollback because we do not ever call Complete on it }

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Good Silverlight Custom ItemsControl Tutorial

- by Steve Brouillard

I'm afraid my Google-Foo is failing me again today. I'm trying to find a good tutorial on creating custom ItemsControls in Silverlight (though I imgaine a WPF version might work as well). I'm trying to create a custom ItemsControl that will be something of a virtualized ListBox. What I'm trying to accomplish isn't really similar enough to the current ListBox control to justify trying to modify the existing control, so I figure a custom one is in order here. I have a vague concept of how to accomplish it, but there are definite holes in my understanding. Thanks in advance

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Handle URI hacking gracefully in ASP.NET

- by asbjornu

I've written an application that handles most exceptions gracefully, with the page's design intact and a pretty error message. My application catches them all in the Page_Error event and there adds the exception to HttpContext.Curent.Context.Items and then does a Server.Transfer to an Error.aspx page. I find this to be the only viable solution in ASP.NET as there seems to be no other way to do it in a centralized and generic manner. I also handle the Application_Error and there I do some inspection on the exception that occurred to find out if I can handle it gracefully or not. Exceptions I've found I can handle gracefully are such that are thrown after someone hacking the URI to contain characters the .NET framework considers dangerous or basically just illegal at the file system level. Such URIs can look like e.g.: http://exmample.com/"illegal" http://example.com/illegal"/ http://example.com/illegal / (notice the space before the slash at the end of the last URI). I'd like these URIs to respond with a "404 Not Found" and a friendly message as well as not causing any error report to be sent to avoid DDOS attack vectors and such. I have, however, not found an elegant way to catch these types of errors. What I do now is inspect the exception.TargetSite.Name property, and if it's equal to CheckInvalidPathChars, ValidatePath or CheckSuspiciousPhysicalPath, I consider it a "path validation exception" and respond with a 404. This seems like a hack, though. First, the list of method names is probably not complete in any way and second, there's the possibility that these method names gets replaced or renamed down the line which will cause my code to break. Does anyone have an idea how I can handle this less hard-coded and much more future-proof way? PS: I'm using System.Web.Routing in my application to have clean and sensible URIs, if that is of any importance to any given solution.

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How to avoid visual artifacts when hosting WPF user controls within a WinForms MDI app?

- by jpierson

When hosting WPF user controls within a WinForms MDI app there is a drawing issue when you have multiple forms that overlap each other that causes very distinct visual artifacts. These artifacts are mostly visible after dragging one child form over another one that also hosts WPF content or by allowing the edges of the child form to be clipped by the main MDI parent when dragging it around. After the drag and drop of the child form is completed the artifacts stay around gernally but I've found that setting focus to a different application's window and then refocusing back on to my application window that it is redrawn and all is good again until the child forms are moved once again. Please see the image below which demonstrates the problem. Since many at Microsoft insist that the WinForms MDI is already a complete solution for MDI even when dealing with WPF I find it hard to believe any of them have ever actually tried creating a mostly WPF app that utilizes WinForms MDI otherwise it would be hard to recommend while keeping a straignt face. I'm hoping to either come up with proof that this solution truly is not acceptable or possibly find a way to overcome this and a few other specific issues.

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X.509 Certificate validation with Java and Bouncycastle

- by Rob

Hi, through the bouncycastle wiki page I was able to understand how to create a X.509 root certificate and a certification request, but I do not quite understand how to proceed concept- and programming wise after that. Lets assume party A does a cert request and gets his client certificate from the CA. How can some party B validate A's certificate? What kind of certificate does A need? A root certificate? A 'normal' client certificate? And how does the validation work on programming level, if we assume that A has successfully send his certificate in DER or PEM format to B? Any help is much appreciated. Best Regards, Rob

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Confusion about Kerberos, delegation and SPNs.

- by Vilx-

I'm trying to write a proof-of-concept application that performs Kerberos delegation. I've written all the code, and it seems to working (I'm authenticating fine), but the resulting security context doesn't have the ISC_REQ_DELEGATE flag set. So I'm thinking that maybe one of the endpoints (client or server) is forbidden to delegate. However I'm not authenticating against an SPN. Just one domain user against another domain user. As the SPN for InitializeSecurityContext() I'm passing "[email protected]" (which is the user account under which the server application is running). As I understand, domain users have delegation enabled by default. Anyway, I asked the admin to check, and the "account is sensitive and cannot be delegated" checkbox is off. I know that if my server was running as a NETWORK SERVICE and I used an SPN to connect to it, then I'd need the computer account in AD to have the "Trust computer for delegation" checkbox checked (off by default), but... this is not the case, right? Or is it? Also - when the checkbox in the computer account is set, do the changes take place immediately, or must I reboot the server PC or wait for a while?

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