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  • YAML front matter for Jekyll and nested lists

    - by motleydev
    I have a set of nested yaml lists with something like the following: title: the example image: link.jpg products: - top-level: Product One arbitrary: Value nested-products: - nested: Associated Product sub-arbitrary: Associated Value - top-level: Product Two arbitrary: Value - top-level: Product Three arbitrary: Value I can loop through the products with no problem using for item in page.products and I can use a logic operator to determine if nested products exist - what I CAN'T do is loop through multiple nested-products per iteration of top-level I have tried using for subitem in item and other options - but I can't get it to work - any ideas?

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  • Magento user created attribute for products is not saved...

    - by Elzo Valugi
    I am fighting an apparently simple thing for about two days now. I hope somebody can help. I created the myUpdate EAV attribute class Company_Module_Model_Resource_Eav_Mysql4_Setup extends Mage_Eav_Model_Entity_Setup { public function getDefaultEntities() { return array( 'catalog_product' => array( 'entity_model' => 'catalog/product', 'attribute_model' => 'catalog/resource_eav_attribute', 'table' => 'catalog/product', 'additional_attribute_table' => 'catalog/eav_attribute', 'entity_attribute_collection' => 'catalog/product_attribute_collection', 'attributes' => array( 'my_update' => array( 'label' => 'My timestamp', 'type' => 'datetime', 'input' => 'date', 'default' => '', 'class' => 'validate-date', 'backend' => 'eav/entity_attribute_backend_datetime', 'frontend' => '', 'table' => '', 'source' => '', 'global' => Mage_Catalog_Model_Resource_Eav_Attribute::SCOPE_GLOBAL, 'visible' => true, 'required' => false, 'user_defined' => true, 'searchable' => false, 'filterable' => false, 'comparable' => false, 'visible_on_front' => false, 'visible_in_advanced_search' => false, 'unique' => false, 'apply_to' => 'simple', ) ) ) ); } } The attribute is created OK and on install appears correctly in the list of attributes. Later I do // for product 1 $product->setMyUpdate($stringDate); // string this format: yyyy-MM-dd HH:mm:ss $product->save(); // and saves without issues * in admin module But later when I do: $product = Mage::getModel('catalog/product')->load(1); var_dump($product->getMyUpdate()); // returns null Somehow the data is not really saved.. or I am not retrieving it correctly. Please advice on how to get the data and where the data is saved in the DB so I can check at if the insert is done correctly. Thanks.

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  • One way Has-Many-Through

    - by Hock
    Hello, I have a Category, a Subcategory and a Product model. I have: Category has_many Subcategories Subcategory has_many Products Subcategory belongs_to Category Product belongs_to Subcategory Is there a way to have something like Category has_many Projects through Subcategories ? The 'normal' rails way wouldn't work because "subcategory" doesn't belongs to product so product does not have a subcategory_id field. Instead, I need the query to be something like SELECT * FROM products WHERE id IN category.subcategory_ids Is there a way to do that? Thanks, Nicolás Hock Isaza

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  • Generate dynamic UPDATE command from Expression<Func<T, T>>

    - by Rui Jarimba
    I'm trying to generate an UPDATE command based on Expression trees (for a batch update). Assuming the following UPDATE command: UPDATE Product SET ProductTypeId = 123, ProcessAttempts = ProcessAttempts + 1 For an expression like this: Expression<Func<Product, Product>> updateExpression = entity => new Product() { ProductTypeId = 123, ProcessAttempts = entity.ProcessAttempts + 1 }; How can I generate the SET part of the command? SET ProductTypeId = 123, ProcessAttempts = ProcessAttempts + 1

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  • Rails 3 Abstract Class vs Inherited Class

    - by R. Yanchuleff
    In my rails 3 model, I have two classes: Product, Service. I want both to be of type InventoryItem because I have another model called Store and Store has_many :InventoryItems This is what I'm trying to get to, but I'm not sure how to model this in my InventoryItem model and my Product and Service models. Should InventoryItem just be a parent class that Product and Service inherit from, or should InventoryItem be modeled as a class abstract of which Product and Service extend from. Thanks in advance for the advice!

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  • sorting array after array_count_values

    - by umermalik
    hi to all! I have an array of products $products = array_count_values($products); now I have an array where $key is product number and $value is how many times I have such a product in the array. I want to sort this new array that product with the least "duplicates" are on the first place, but what ever I use (rsort, krsort,..) i loose product numbers (key). any suggestions? thanks.

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  • Rails saving data to model that has multiple has_many

    - by Ajey
    So I have a product model that looks like belongs_to :seller has_many :coupons And coupon model that looks like belongs_to :seller belongs_to :product And in my Products controller I use @seller = current_user @coupon = @seller.coupons.create(params[:coupon]) to create the coupons for the seller While the coupon is being created, I need to associate it with the product too, i.e When a new coupon is created it should be saved for the seller AS WELL AS for the product.

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  • Problem with RewriteCond %{QUERY_STRING}, backreference not dispaying in final URL

    - by eb_Dev
    Hi, I have the following in my .htaccess file: RewriteCond %{QUERY_STRING} ^route\=product\/category\&path\=35\&page\=([0-9]+)$ RewriteRule ^index.php$ http://%{HTTP_HOST}/product/category/35/page_$1? [R=301,L] It's not behaving as expected though, when I enter the URL: http://mywebsite.com/index.php?route=product/category&path=35&page=2 It gets rewritten to: http://mywebsite.com/product/category/35/page_ Could someone tell me what I have done wrong please? Thanks, eb_dev

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  • The Incremental Architect&acute;s Napkin &ndash; #3 &ndash; Make Evolvability inevitable

    - by Ralf Westphal
    Originally posted on: http://geekswithblogs.net/theArchitectsNapkin/archive/2014/06/04/the-incremental-architectacutes-napkin-ndash-3-ndash-make-evolvability-inevitable.aspxThe easier something to measure the more likely it will be produced. Deviations between what is and what should be can be readily detected. That´s what automated acceptance tests are for. That´s what sprint reviews in Scrum are for. It´s no small wonder our software looks like it looks. It has all the traits whose conformance with requirements can easily be measured. And it´s lacking traits which cannot easily be measured. Evolvability (or Changeability) is such a trait. If an operation is correct, if an operation if fast enough, that can be checked very easily. But whether Evolvability is high or low, that cannot be checked by taking a measure or two. Evolvability might correlate with certain traits, e.g. number of lines of code (LOC) per function or Cyclomatic Complexity or test coverage. But there is no threshold value signalling “evolvability too low”; also Evolvability is hardly tangible for the customer. Nevertheless Evolvability is of great importance - at least in the long run. You can get away without much of it for a short time. Eventually, though, it´s needed like any other requirement. Or even more. Because without Evolvability no other requirement can be implemented. Evolvability is the foundation on which all else is build. Such fundamental importance is in stark contrast with its immeasurability. To compensate this, Evolvability must be put at the very center of software development. It must become the hub around everything else revolves. Since we cannot measure Evolvability, though, we cannot start watching it more. Instead we need to establish practices to keep it high (enough) at all times. Chefs have known that for long. That´s why everybody in a restaurant kitchen is constantly seeing after cleanliness. Hygiene is important as is to have clean tools at standardized locations. Only then the health of the patrons can be guaranteed and production efficiency is constantly high. Still a kitchen´s level of cleanliness is easier to measure than software Evolvability. That´s why important practices like reviews, pair programming, or TDD are not enough, I guess. What we need to keep Evolvability in focus and high is… to continually evolve. Change must not be something to avoid but too embrace. To me that means the whole change cycle from requirement analysis to delivery needs to be gone through more often. Scrum´s sprints of 4, 2 even 1 week are too long. Kanban´s flow of user stories across is too unreliable; it takes as long as it takes. Instead we should fix the cycle time at 2 days max. I call that Spinning. No increment must take longer than from this morning until tomorrow evening to finish. Then it should be acceptance checked by the customer (or his/her representative, e.g. a Product Owner). For me there are several resasons for such a fixed and short cycle time for each increment: Clear expectations Absolute estimates (“This will take X days to complete.”) are near impossible in software development as explained previously. Too much unplanned research and engineering work lurk in every feature. And then pervasive interruptions of work by peers and management. However, the smaller the scope the better our absolute estimates become. That´s because we understand better what really are the requirements and what the solution should look like. But maybe more importantly the shorter the timespan the more we can control how we use our time. So much can happen over the course of a week and longer timespans. But if push comes to shove I can block out all distractions and interruptions for a day or possibly two. That´s why I believe we can give rough absolute estimates on 3 levels: Noon Tonight Tomorrow Think of a meeting with a Product Owner at 8:30 in the morning. If she asks you, how long it will take you to implement a user story or bug fix, you can say, “It´ll be fixed by noon.”, or you can say, “I can manage to implement it until tonight before I leave.”, or you can say, “You´ll get it by tomorrow night at latest.” Yes, I believe all else would be naive. If you´re not confident to get something done by tomorrow night (some 34h from now) you just cannot reliably commit to any timeframe. That means you should not promise anything, you should not even start working on the issue. So when estimating use these four categories: Noon, Tonight, Tomorrow, NoClue - with NoClue meaning the requirement needs to be broken down further so each aspect can be assigned to one of the first three categories. If you like absolute estimates, here you go. But don´t do deep estimates. Don´t estimate dozens of issues; don´t think ahead (“Issue A is a Tonight, then B will be a Tomorrow, after that it´s C as a Noon, finally D is a Tonight - that´s what I´ll do this week.”). Just estimate so Work-in-Progress (WIP) is 1 for everybody - plus a small number of buffer issues. To be blunt: Yes, this makes promises impossible as to what a team will deliver in terms of scope at a certain date in the future. But it will give a Product Owner a clear picture of what to pull for acceptance feedback tonight and tomorrow. Trust through reliability Our trade is lacking trust. Customers don´t trust software companies/departments much. Managers don´t trust developers much. I find that perfectly understandable in the light of what we´re trying to accomplish: delivering software in the face of uncertainty by means of material good production. Customers as well as managers still expect software development to be close to production of houses or cars. But that´s a fundamental misunderstanding. Software development ist development. It´s basically research. As software developers we´re constantly executing experiments to find out what really provides value to users. We don´t know what they need, we just have mediated hypothesises. That´s why we cannot reliably deliver on preposterous demands. So trust is out of the window in no time. If we switch to delivering in short cycles, though, we can regain trust. Because estimates - explicit or implicit - up to 32 hours at most can be satisfied. I´d say: reliability over scope. It´s more important to reliably deliver what was promised then to cover a lot of requirement area. So when in doubt promise less - but deliver without delay. Deliver on scope (Functionality and Quality); but also deliver on Evolvability, i.e. on inner quality according to accepted principles. Always. Trust will be the reward. Less complexity of communication will follow. More goodwill buffer will follow. So don´t wait for some Kanban board to show you, that flow can be improved by scheduling smaller stories. You don´t need to learn that the hard way. Just start with small batch sizes of three different sizes. Fast feedback What has been finished can be checked for acceptance. Why wait for a sprint of several weeks to end? Why let the mental model of the issue and its solution dissipate? If you get final feedback after one or two weeks, you hardly remember what you did and why you did it. Resoning becomes hard. But more importantly youo probably are not in the mood anymore to go back to something you deemed done a long time ago. It´s boring, it´s frustrating to open up that mental box again. Learning is harder the longer it takes from event to feedback. Effort can be wasted between event (finishing an issue) and feedback, because other work might go in the wrong direction based on false premises. Checking finished issues for acceptance is the most important task of a Product Owner. It´s even more important than planning new issues. Because as long as work started is not released (accepted) it´s potential waste. So before starting new work better make sure work already done has value. By putting the emphasis on acceptance rather than planning true pull is established. As long as planning and starting work is more important, it´s a push process. Accept a Noon issue on the same day before leaving. Accept a Tonight issue before leaving today or first thing tomorrow morning. Accept a Tomorrow issue tomorrow night before leaving or early the day after tomorrow. After acceptance the developer(s) can start working on the next issue. Flexibility As if reliability/trust and fast feedback for less waste weren´t enough economic incentive, there is flexibility. After each issue the Product Owner can change course. If on Monday morning feature slices A, B, C, D, E were important and A, B, C were scheduled for acceptance by Monday evening and Tuesday evening, the Product Owner can change her mind at any time. Maybe after A got accepted she asks for continuation with D. But maybe, just maybe, she has gotten a completely different idea by then. Maybe she wants work to continue on F. And after B it´s neither D nor E, but G. And after G it´s D. With Spinning every 32 hours at latest priorities can be changed. And nothing is lost. Because what got accepted is of value. It provides an incremental value to the customer/user. Or it provides internal value to the Product Owner as increased knowledge/decreased uncertainty. I find such reactivity over commitment economically very benefical. Why commit a team to some workload for several weeks? It´s unnecessary at beast, and inflexible and wasteful at worst. If we cannot promise delivery of a certain scope on a certain date - which is what customers/management usually want -, we can at least provide them with unpredecented flexibility in the face of high uncertainty. Where the path is not clear, cannot be clear, make small steps so you´re able to change your course at any time. Premature completion Customers/management are used to premeditating budgets. They want to know exactly how much to pay for a certain amount of requirements. That´s understandable. But it does not match with the nature of software development. We should know that by now. Maybe there´s somewhere in the world some team who can consistently deliver on scope, quality, and time, and budget. Great! Congratulations! I, however, haven´t seen such a team yet. Which does not mean it´s impossible, but I think it´s nothing I can recommend to strive for. Rather I´d say: Don´t try this at home. It might hurt you one way or the other. However, what we can do, is allow customers/management stop work on features at any moment. With spinning every 32 hours a feature can be declared as finished - even though it might not be completed according to initial definition. I think, progress over completion is an important offer software development can make. Why think in terms of completion beyond a promise for the next 32 hours? Isn´t it more important to constantly move forward? Step by step. We´re not running sprints, we´re not running marathons, not even ultra-marathons. We´re in the sport of running forever. That makes it futile to stare at the finishing line. The very concept of a burn-down chart is misleading (in most cases). Whoever can only think in terms of completed requirements shuts out the chance for saving money. The requirements for a features mostly are uncertain. So how does a Product Owner know in the first place, how much is needed. Maybe more than specified is needed - which gets uncovered step by step with each finished increment. Maybe less than specified is needed. After each 4–32 hour increment the Product Owner can do an experient (or invite users to an experiment) if a particular trait of the software system is already good enough. And if so, she can switch the attention to a different aspect. In the end, requirements A, B, C then could be finished just 70%, 80%, and 50%. What the heck? It´s good enough - for now. 33% money saved. Wouldn´t that be splendid? Isn´t that a stunning argument for any budget-sensitive customer? You can save money and still get what you need? Pull on practices So far, in addition to more trust, more flexibility, less money spent, Spinning led to “doing less” which also means less code which of course means higher Evolvability per se. Last but not least, though, I think Spinning´s short acceptance cycles have one more effect. They excert pull-power on all sorts of practices known for increasing Evolvability. If, for example, you believe high automated test coverage helps Evolvability by lowering the fear of inadverted damage to a code base, why isn´t 90% of the developer community practicing automated tests consistently? I think, the answer is simple: Because they can do without. Somehow they manage to do enough manual checks before their rare releases/acceptance checks to ensure good enough correctness - at least in the short term. The same goes for other practices like component orientation, continuous build/integration, code reviews etc. None of that is compelling, urgent, imperative. Something else always seems more important. So Evolvability principles and practices fall through the cracks most of the time - until a project hits a wall. Then everybody becomes desperate; but by then (re)gaining Evolvability has become as very, very difficult and tedious undertaking. Sometimes up to the point where the existence of a project/company is in danger. With Spinning that´s different. If you´re practicing Spinning you cannot avoid all those practices. With Spinning you very quickly realize you cannot deliver reliably even on your 32 hour promises. Spinning thus is pulling on developers to adopt principles and practices for Evolvability. They will start actively looking for ways to keep their delivery rate high. And if not, management will soon tell them to do that. Because first the Product Owner then management will notice an increasing difficulty to deliver value within 32 hours. There, finally there emerges a way to measure Evolvability: The more frequent developers tell the Product Owner there is no way to deliver anything worth of feedback until tomorrow night, the poorer Evolvability is. Don´t count the “WTF!”, count the “No way!” utterances. In closing For sustainable software development we need to put Evolvability first. Functionality and Quality must not rule software development but be implemented within a framework ensuring (enough) Evolvability. Since Evolvability cannot be measured easily, I think we need to put software development “under pressure”. Software needs to be changed more often, in smaller increments. Each increment being relevant to the customer/user in some way. That does not mean each increment is worthy of shipment. It´s sufficient to gain further insight from it. Increments primarily serve the reduction of uncertainty, not sales. Sales even needs to be decoupled from this incremental progress. No more promises to sales. No more delivery au point. Rather sales should look at a stream of accepted increments (or incremental releases) and scoup from that whatever they find valuable. Sales and marketing need to realize they should work on what´s there, not what might be possible in the future. But I digress… In my view a Spinning cycle - which is not easy to reach, which requires practice - is the core practice to compensate the immeasurability of Evolvability. From start to finish of each issue in 32 hours max - that´s the challenge we need to accept if we´re serious increasing Evolvability. Fortunately higher Evolvability is not the only outcome of Spinning. Customer/management will like the increased flexibility and “getting more bang for the buck”.

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  • creating objects in list

    - by prince23
    List myList = new List { new Users{ Name="Kumar", Gender="M", Age=75, Parent="All"}, new Users{ Name="Suresh",Gender="M", Age=50, Parent="Kumar"}, new Users{ Name="Bennette", Gender="F",Age=45, Parent="Kumar"}, new Users{ Name="kian", Gender="M",Age=20, Parent="Suresh"}, new Users{ Name="Nathani", Gender="M",Age=15, Parent="Suresh"}, new Users{ Name="Peter", Gender="M",Age=90, Parent="All"}, new Users{ Name="Mica", Age=56, Gender="M",Parent="Peter"}, new Users{ Name="Linderman", Gender="M",Age=51, Parent="Peter"}, new Users{ Name="john", Age=25, Gender="M",Parent="Mica"}, new Users{ Name="tom", Gender="M",Age=21, Parent="Mica"}, new Users{ Name="Ando", Age=64, Gender="M",Parent="All"}, new Users{ Name="Maya", Age=24, Gender="M",Parent="Ando"}, new Users{ Name="Niki Sanders", Gender="F",Age=2, Parent="Maya"}, new Users{ Name="Angela Patrelli", Gender="F",Age=3, Parent="Maya"}, }; now i need to format the data like here i need to check the parent based on the parent i will be creating objects under the parent objects now { Name="Kumar", Gender="M", Age=75, Parent="All" } this is the top level as a property Parent ="all" now under parent object kumar here we again create a new object to store these information under object(kumar who is the parent) new Users{ Name="Suresh",Gender="M", Age=50, Parent="Kumar"}, new Users{ Name="Bennette", Gender="F",Age=45, Parent="Kumar"}, what i need to do here is i need to check the parent based on the parent create further objects under it ex: i need to achive like this. looking for the syntax how i can do it. public class SampleProjectData { public static ObservableCollection<Product> GetSampleData() { DateTime dtS = DateTime.Now; ObservableCollection<Product> teams = new ObservableCollection<Product>(); teams.Add(new Product() { PDName = "Product1", OverallStartTime = dtS, OverallEndTime = dtS + TimeSpan.FromDays(3), }); Project emp = new Project() { PName = "Project1", OverallStartTime = dtS + TimeSpan.FromDays(1), OverallEndTime = dtS + TimeSpan.FromDays(6) }; emp.Tasks.Add(new Task() { StartTime = dtS, EndTime = dtS + TimeSpan.FromDays(2), TaskName = "John's Task 3" }); emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(3), EndTime = dtS + TimeSpan.FromDays(4), TaskName = "John's Task 2" }); teams[0].Projects.Add(emp); emp = new Project() { PName = "Project2", OverallStartTime = dtS + TimeSpan.FromDays(1.5), OverallEndTime = dtS + TimeSpan.FromDays(5.5) }; emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(1), EndTime = dtS + TimeSpan.FromDays(4), TaskName = "Victor's Task" }); teams[0].Projects.Add(emp); emp = new Project() { PName = "Project3", OverallStartTime = dtS + TimeSpan.FromDays(2), OverallEndTime = dtS + TimeSpan.FromDays(5) }; emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(1), EndTime = dtS + TimeSpan.FromDays(4), TaskName = "Jason's Task 1" }); emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(7), EndTime = dtS + TimeSpan.FromDays(9), TaskName = "Jason's Task 2" }); teams[0].Projects.Add(emp); teams.Add(new Product() { PDName = "Product2", OverallStartTime = dtS, OverallEndTime = dtS + TimeSpan.FromDays(3) }); emp = new Project() { PName = "Project4", OverallStartTime = dtS + TimeSpan.FromDays(0.5), OverallEndTime = dtS + TimeSpan.FromDays(3.5) }; emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(1.5), EndTime = dtS + TimeSpan.FromDays(4), TaskName = "Vicky's Task" }); teams[1].Projects.Add(emp); emp = new Project() { PName = "Project5", OverallStartTime = dtS + TimeSpan.FromDays(2), OverallEndTime = dtS + TimeSpan.FromDays(6) }; emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(2.2), EndTime = dtS + TimeSpan.FromDays(3.8), TaskName = "Oleg's Task 1" }); emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(5), EndTime = dtS + TimeSpan.FromDays(6), TaskName = "Oleg's Task 2" }); emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(8), EndTime = dtS + TimeSpan.FromDays(9.6), TaskName = "Oleg's Task 3" }); teams[1].Projects.Add(emp); emp = new Project() { PName = "Project6", OverallStartTime = dtS + TimeSpan.FromDays(2.5), OverallEndTime = dtS + TimeSpan.FromDays(4.5) }; emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(0.8), EndTime = dtS + TimeSpan.FromDays(2), TaskName = "Kim's Task" }); teams[1].Projects.Add(emp); teams.Add(new Product() { PDName = "Product3", OverallStartTime = dtS, OverallEndTime = dtS + TimeSpan.FromDays(3) }); emp = new Project() { PName = "Project7", OverallStartTime = dtS + TimeSpan.FromDays(5), OverallEndTime = dtS + TimeSpan.FromDays(7.5) }; emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(1.5), EndTime = dtS + TimeSpan.FromDays(4), TaskName = "Balaji's Task 1" }); emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(5), EndTime = dtS + TimeSpan.FromDays(8), TaskName = "Balaji's Task 2" }); teams[2].Projects.Add(emp); emp = new Project() { PName = "Project8", OverallStartTime = dtS + TimeSpan.FromDays(3), OverallEndTime = dtS + TimeSpan.FromDays(6.3) }; emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(1.75), EndTime = dtS + TimeSpan.FromDays(2.25), TaskName = "Li's Task" }); teams[2].Projects.Add(emp); emp = new Project() { PName = "Project9", OverallStartTime = dtS + TimeSpan.FromDays(2), OverallEndTime = dtS + TimeSpan.FromDays(6) }; emp.Tasks.Add(new Task() { StartTime = dtS + TimeSpan.FromDays(2), EndTime = dtS + TimeSpan.FromDays(3), TaskName = "Stacy's Task" }); teams[2].Projects.Add(emp); return teams; } } above is an sample data where i am grouping them with static data in the same way i need **to for teh data which is cmg from DB and i need to store them list** all these three data are comig from different services. and i am storing them in a list now i have three tables data Product , Project, Task. all the data are coming from webservies. i have created three list where i am storing the data in list. List<Project>objpro= new List<Project>(); List<Product>objproduct= new List<Product>(); LIst<Task>objTask= new List<Task>(); **now what i need to do is i need to do the mapping between these tables. if you see above. i have object of Product under Product i have added object of Project and then under project object i have added task object.** now from the above data which is stored in the list i need to do the same mapping between class. and group the data. public class Product : INotifyPropertyChanged { public Product() { this.Projects = new ObservableCollection<Project>(); } public string PDName { get; set; } public ObservableCollection<Project> Projects { get; set; } private DateTime _st; public DateTime OverallStartTime { get { return _st; } set { if (this._st != value) { TimeSpan dur = this._et - this._st; this._st = value; this.OnPropertyChanged("OverallStartTime"); this.OverallEndTime = value + dur; } } } private DateTime _et; public DateTime OverallEndTime { get { return _et; } set { if (this._et != value) { this._et = value; this.OnPropertyChanged("OverallEndTime"); } } } #region INotifyPropertyChanged Members protected void OnPropertyChanged(string name) { if (this.PropertyChanged != null) this.PropertyChanged(this, new PropertyChangedEventArgs(name)); } public event PropertyChangedEventHandler PropertyChanged; #endregion } public class Project : INotifyPropertyChanged { public Project() { this.Tasks = new ObservableCollection<Task>(); } public string PName { get; set; } public ObservableCollection<Task> Tasks { get; set; } DateTime _st; public DateTime OverallStartTime { get { return _st; } set { if (this._st != value) { TimeSpan dur = this._et - this._st; this._st = value; this.OnPropertyChanged("OverallStartTime"); this.OverallEndTime = value + dur; } } } DateTime _et; public DateTime OverallEndTime { get { return _et; } set { if (this._et != value) { this._et = value; this.OnPropertyChanged("OverallEndTime"); } } } #region INotifyPropertyChanged Members protected void OnPropertyChanged(string name) { if (this.PropertyChanged != null) this.PropertyChanged(this, new PropertyChangedEventArgs(name)); } public event PropertyChangedEventHandler PropertyChanged; #endregion } public class Task : INotifyPropertyChanged { public string TaskName { get; set; } DateTime _st; public DateTime StartTime { get { return _st; } set { if (this._st != value) { TimeSpan dur = this._et - this._st; this._st = value; this.OnPropertyChanged("StartTime"); this.EndTime = value + dur; } } } private DateTime _et; public DateTime EndTime { get { return _et; } set { if (this._et != value) { this._et = value; this.OnPropertyChanged("EndTime"); } } } #region INotifyPropertyChanged Members protected void OnPropertyChanged(string name) { if (this.PropertyChanged != null) this.PropertyChanged(this, new PropertyChangedEventArgs(name)); } public event PropertyChangedEventHandler PropertyChanged; #endregion } hope my question is clear

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  • How to de-dupe identical photos that have a slightly different file size?

    - by GJ.
    I imported many photos using the new "camera import" feature of Dropbox. Many of those were duplicates of photos previously imported by direct copying from the camera. Strangely, the Dropbox import appears to slightly reduce the file size. E.g. here on the right is the file imported through Dropbox: Comparison of the two files using pdiff returns "Images are binary identical", but tools such as fdupes or even the Picasa "show duplicate files" feature, consider them as unique. What can be the cause of this file size change? Is there any way to undo it? Most importantly: how can I de-dupe efficiently without regard to file size comparison? (running pdiff comparison over all photo pairs in my library is obviously impractical...) A solution for either OS X or Windows would do.

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  • Cant bind data to a table view

    - by sudhakarilla
    Hi, I have retrieved data from Json URL and displayed it in a table view. I have also inlcuced a button in table view. On clicking the button the data must be transferred to a another table view. The problem is that i could send the data to a view and could display it on a label. But i couldnt bind the dat to table view ... Here's some of the code snippets... Buy Button... -(IBAction)Buybutton{ /* UIAlertView *alert =[[UIAlertView alloc]initWithTitle:@"thank u" message:@"products" delegate:nil cancelButtonTitle:@"ok" otherButtonTitles:nil]; [alert show]; [alert release];*/ Product *selectedProduct = [[data products]objectAtIndex:0]; CartViewController *cartviewcontroller = [[[CartViewController alloc] initWithNibName:@"CartViewController" bundle:nil]autorelease]; cartviewcontroller.product= selectedProduct; //NSString *productname=[product ProductName]; //[currentproducts setproduct:productname]; [self.view addSubview:cartviewcontroller.view]; } CartView... // Implement viewDidLoad to do additional setup after loading the view, typically from a nib. - (void)viewDidLoad { [super viewDidLoad]; data = [GlobalData SharedData]; NSMutableArray *prod =[[NSMutableArray alloc]init]; prod = [data products]; for(NSDictionary *product in prod) { Cart *myprod = [[Cart alloc]init]; myprod.Description = [product Description]; myprod.ProductImage =[product ProductImage]; myprod.ProductName = [product ProductName]; myprod.SalePrice = [product SalePrice]; [data.carts addObject:myprod]; [myprod release]; } Cart *cart = [[data carts]objectAtIndex:0]; NSString *productname=[cart ProductName]; self.label.text =productname; NSLog(@"carts"); } (NSInteger)numberOfSectionsInTableView:(UITableView *)tableView { return 1; } (NSInteger)tableView:(UITableView *)tableView numberOfRowsInSection:(NSInteger)section { return [data.carts count]; } -(CGFloat)tableView:(UITableView *)tableView heightForRowAtIndexPath:(NSIndexPath *)indexPath { return 75; } (UITableViewCell *)tableView:(UITableView *)tableView cellForRowAtIndexPath:(NSIndexPath *)indexPath { NSLog(@"cellforrow"); static NSString *CellIdentifier = @"Cell"; ProductCell *cell = [tableView dequeueReusableCellWithIdentifier:CellIdentifier]; if(cell ==nil) { cell = [[[ProductCell alloc]initWithFrame:CGRectZero reuseIdentifier:CellIdentifier]autorelease]; } NSUInteger row = [indexPath row]; Cart *cart = [[data carts]objectAtIndex:row]; cell.productNameLabel.text = [cart ProductName]; /*NSString *sale = [[NSString alloc]initWithFormat:@"SalePrice:%@",[cart SalePrice]]; cell.salePriceLabel.text = sale; cell.DescriptionLabel.text = [cart Description]; NSMutableString imageUrl =[NSMutableString string]; [imageUrl appendFormat:@"http://demo.s2commerce.net/DesktopModules/S2Commerce/Images/Products/%@",[product ProductImage]]; NSLog(@"imageurl:%@",imageUrl); NSString mapURL = [imageUrl stringByReplacingPercentEscapesUsingEncoding:NSASCIIStringEncoding]; NSData* imageData = [[NSData alloc]initWithContentsOfURL:[NSURL URLWithString:mapURL]]; UIImage* image = [[UIImage alloc]initWithData:imageData]; cell.productImageview.image = image; [imageData release]; [image release];*/ return cell; } I am also getting the following error in the console 2010-06-11 18:34:29.169 navigation[4109:207] * -[CartViewController tableView:numberOfRowsInSection:]: message sent to deallocated instance 0xcb4d4f90

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  • Need help to properly remove duplicates in NHibernate

    - by Michael D. Kirkpatrick
    Here is the problem I am having. I have a database with over 100 records in it. I am paging through the data to get 9 results at a time. When I added a check to see if items are active, it caused the results to start doubling up. A little background: "Product" is the actual product line "ProductSkus" are the actual products that exist in the product line When there is more then 1 ProductSku within Product, it causes a duplicate entry to be returned. See the NHibernate Query below: result = this.Session.CreateCriteria<Model.Product>() .Add(Expression.Eq("IsActive", true)) .AddOrder(new Order("Name", true)) .SetFirstResult(indexNumber).SetMaxResults(maxNumber) // This part of the query duplicates the products .CreateAlias("ProductSkus", "ProdSkus", JoinType.InnerJoin) .Add(Expression.Eq("ProdSkus.IsActive", true)) .CreateAlias("ProductToSubcategory", "ProdToSubcat") .CreateAlias("ProdToSubcat.ProductSubcategory", "ProdSubcat") .Add(Expression.Eq("ProdSubcat.ID", subCatId)) // This part takes out the duplicate products - Removes too many items... // Turns out that with .SetFirstResult(indexNumber).SetMaxResults(maxNumber) // it gets 9 records back then the duplicates are removed. // Example: // Total Records over 100 // Max = 9 // 4 Duplicates removed // Yields 5 records when there should be 9 // Why??? This line is ran in NHibernate on the data after it has been extracted from the SQL server. .SetResultTransformer(new NHibernate.Transform.DistinctRootEntityResultTransformer()) .List<Model.Product>(); I added the DistinctRootEntityResultTransformer to clean up the duplicates. The problem is that it pulls 9 records back that contains duplicates. DistinctRootEntityResultTransformer then cleans up the duplicates in the 9 records. I am basically needing a distinct statement to be ran on the SQL server to begin with. However, distinct on SQL is not going to work since NHibernate by default wants to add every field from every table in the select part of the statement. I am only using the fields that belong to the root table to begin with (Model.Product). If I can tell NHibernate to not add the fields to the joined tables into the select part of the statement along with adding Distinct, it would work. I use NHibernare Profiler to see the actual query: SELECT top 9 this_.ID as ID351_3_, this_.Name as Name351_3_, this_.Description as Descript3_351_3_, this_.IsActive as IsActive351_3_, this_.ManufacturerID as Manufact5_351_3_, prodskus1_.ID as ID373_0_, prodskus1_.Description as Descript2_373_0_, prodskus1_.PartNumber as PartNumber373_0_, prodskus1_.Price as Price373_0_, prodskus1_.IsKit as IsKit373_0_, prodskus1_.IsActive as IsActive373_0_, prodskus1_.IsFeaturedProduct as IsFeatur7_373_0_, prodskus1_.DateAdded as DateAdded373_0_, prodskus1_.Weight as Weight373_0_, prodskus1_.TimesViewed as TimesVi10_373_0_, prodskus1_.TimesOrdered as TimesOr11_373_0_, prodskus1_.ProductID as ProductID373_0_, prodskus1_.OverSizedBoxID as OverSiz13_373_0_, prodtosubc2_.ID as ID362_1_, prodtosubc2_.MasterSubcategory as MasterSu2_362_1_, prodtosubc2_.ProductID as ProductID362_1_, prodtosubc2_.ProductSubcategoryID as ProductS4_362_1_, prodsubcat3_.ID as ID352_2_, prodsubcat3_.Name as Name352_2_, prodsubcat3_.ProductCategoryID as ProductC3_352_2_, prodsubcat3_.ImageID as ImageID352_2_, prodsubcat3_.TriggerShow as TriggerS5_352_2_ FROM Product this_ inner join ProductSku prodskus1_ on this_.ID = prodskus1_.ProductID and (prodskus1_.IsActive = 1) inner join ProductToSubcategory prodtosubc2_ on this_.ID = prodtosubc2_.ProductID inner join ProductSubcategory prodsubcat3_ on prodtosubc2_.ProductSubcategoryID = prodsubcat3_.ID WHERE this_.IsActive = 1 /* @p0 */ and prodskus1_.IsActive = 1 /* @p1 */ and prodsubcat3_.ID = 3 /* @p2 */ ORDER BY this_.Name asc If I hand modify the query and run it directly on the SQL server I get the result set I want (I removed all the extra fields in the select section and added DISTINCT): SELECT DISTINCT top 9 this_.ID as ID351_3_, this_.Name as Name351_3_, this_.Description as Descript3_351_3_, this_.IsActive as IsActive351_3_, this_.ManufacturerID as Manufact5_351_3_, FROM Product this_ inner join ProductSku prodskus1_ on this_.ID = prodskus1_.ProductID and (prodskus1_.IsActive = 1) inner join ProductToSubcategory prodtosubc2_ on this_.ID = prodtosubc2_.ProductID inner join ProductSubcategory prodsubcat3_ on prodtosubc2_.ProductSubcategoryID = prodsubcat3_.ID WHERE this_.IsActive = 1 /* @p0 */ and prodskus1_.IsActive = 1 /* @p1 */ and prodsubcat3_.ID = 3 /* @p2 */ ORDER BY this_.Name asc The big question I now must ask is... What must I change in the NHibernate Query to ultimately get the exact same result? Thanks in advance.

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  • Runtime error in C code (strange double conversion)

    - by Miro Hassan
    I have a strange runtime error in my C code. The Integers comparison here works fine. But in the Decimals comparison, I always get that the second number is larger than the first number, which is false. I am pretty new to C and programming in general, so this is a complex application to me. #include <stdio.h> #include <stdbool.h> #include <stdlib.h> int choose; long long neLimit = -1000000000; long long limit = 1000000000; bool big(a,b) { if ((a >= limit) || (b >= limit)) return true; else if ((a <= neLimit) || (b <= neLimit)) return true; return false; } void largerr(a,b) { if (a > b) printf("\nThe First Number is larger ..\n"); else if (a < b) printf("\nThe Second Number is larger ..\n"); else printf("\nThe Two Numbers are Equal .. \n"); } int main() { system("color e && title Numbers Comparison && echo off && cls"); start:{ printf("Choose a Type of Comparison :\n\t1. Integers\n\t2. Decimals \n\t\t I Choose Number : "); scanf("%i", &choose); switch(choose) { case 1: goto Integers; break; case 2: goto Decimals; break; default: system("echo Please Choose a Valid Option && pause>nul && cls"); goto start; } } Integers: { system("title Integers Comparison && cls"); long x , y; printf("\nFirst Number : \t"); scanf("%li", &x); printf("\nSecond Number : "); scanf("%li", &y); if (big(x,y)) { printf("\nOut of Limit .. Too Big Numbers ..\n"); system("pause>nul && cls") ; goto Integers; } largerr(x,y); printf("\nFirst Number : %li\nSecond Number : %li\n",x,y); goto exif; } Decimals: { system("title Decimals Comparison && cls"); double x , y; printf("\nFirst Number : \t"); scanf("%le", &x); printf("\nSecond Number : "); scanf("%le", &y); if (big(x,y)) { printf("\nOut of Limit .. Too Big Numbers ..\n"); system("pause>nul && cls") ; goto Decimals; } largerr(x,y); goto exif; } exif:{ system("pause>nul"); system("cls"); main(); } }

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  • C#/.NET Little Wonders: The Nullable static class

    - by James Michael Hare
    Once again, in this series of posts I look at the parts of the .NET Framework that may seem trivial, but can help improve your code by making it easier to write and maintain. The index of all my past little wonders posts can be found here. Today we’re going to look at an interesting Little Wonder that can be used to mitigate what could be considered a Little Pitfall.  The Little Wonder we’ll be examining is the System.Nullable static class.  No, not the System.Nullable<T> class, but a static helper class that has one useful method in particular that we will examine… but first, let’s look at the Little Pitfall that makes this wonder so useful. Little Pitfall: Comparing nullable value types using <, >, <=, >= Examine this piece of code, without examining it too deeply, what’s your gut reaction as to the result? 1: int? x = null; 2:  3: if (x < 100) 4: { 5: Console.WriteLine("True, {0} is less than 100.", 6: x.HasValue ? x.ToString() : "null"); 7: } 8: else 9: { 10: Console.WriteLine("False, {0} is NOT less than 100.", 11: x.HasValue ? x.ToString() : "null"); 12: } Your gut would be to say true right?  It would seem to make sense that a null integer is less than the integer constant 100.  But the result is actually false!  The null value is not less than 100 according to the less-than operator. It looks even more outrageous when you consider this also evaluates to false: 1: int? x = null; 2:  3: if (x < int.MaxValue) 4: { 5: // ... 6: } So, are we saying that null is less than every valid int value?  If that were true, null should be less than int.MinValue, right?  Well… no: 1: int? x = null; 2:  3: // um... hold on here, x is NOT less than min value? 4: if (x < int.MinValue) 5: { 6: // ... 7: } So what’s going on here?  If we use greater than instead of less than, we see the same little dilemma: 1: int? x = null; 2:  3: // once again, null is not greater than anything either... 4: if (x > int.MinValue) 5: { 6: // ... 7: } It turns out that four of the comparison operators (<, <=, >, >=) are designed to return false anytime at least one of the arguments is null when comparing System.Nullable wrapped types that expose the comparison operators (short, int, float, double, DateTime, TimeSpan, etc.).  What’s even odder is that even though the two equality operators (== and !=) work correctly, >= and <= have the same issue as < and > and return false if both System.Nullable wrapped operator comparable types are null! 1: DateTime? x = null; 2: DateTime? y = null; 3:  4: if (x <= y) 5: { 6: Console.WriteLine("You'd think this is true, since both are null, but it's not."); 7: } 8: else 9: { 10: Console.WriteLine("It's false because <=, <, >, >= don't work on null."); 11: } To make matters even more confusing, take for example your usual check to see if something is less than, greater to, or equal: 1: int? x = null; 2: int? y = 100; 3:  4: if (x < y) 5: { 6: Console.WriteLine("X is less than Y"); 7: } 8: else if (x > y) 9: { 10: Console.WriteLine("X is greater than Y"); 11: } 12: else 13: { 14: // We fall into the "equals" assumption, but clearly null != 100! 15: Console.WriteLine("X is equal to Y"); 16: } Yes, this code outputs “X is equal to Y” because both the less-than and greater-than operators return false when a Nullable wrapped operator comparable type is null.  This violates a lot of our assumptions because we assume is something is not less than something, and it’s not greater than something, it must be equal.  So keep in mind, that the only two comparison operators that work on Nullable wrapped types where at least one is null are the equals (==) and not equals (!=) operators: 1: int? x = null; 2: int? y = 100; 3:  4: if (x == y) 5: { 6: Console.WriteLine("False, x is null, y is not."); 7: } 8:  9: if (x != y) 10: { 11: Console.WriteLine("True, x is null, y is not."); 12: } Solution: The Nullable static class So we’ve seen that <, <=, >, and >= have some interesting and perhaps unexpected behaviors that can trip up a novice developer who isn’t expecting the kinks that System.Nullable<T> types with comparison operators can throw.  How can we easily mitigate this? Well, obviously, you could do null checks before each check, but that starts to get ugly: 1: if (x.HasValue) 2: { 3: if (y.HasValue) 4: { 5: if (x < y) 6: { 7: Console.WriteLine("x < y"); 8: } 9: else if (x > y) 10: { 11: Console.WriteLine("x > y"); 12: } 13: else 14: { 15: Console.WriteLine("x == y"); 16: } 17: } 18: else 19: { 20: Console.WriteLine("x > y because y is null and x isn't"); 21: } 22: } 23: else if (y.HasValue) 24: { 25: Console.WriteLine("x < y because x is null and y isn't"); 26: } 27: else 28: { 29: Console.WriteLine("x == y because both are null"); 30: } Yes, we could probably simplify this logic a bit, but it’s still horrendous!  So what do we do if we want to consider null less than everything and be able to properly compare Nullable<T> wrapped value types? The key is the System.Nullable static class.  This class is a companion class to the System.Nullable<T> class and allows you to use a few helper methods for Nullable<T> wrapped types, including a static Compare<T>() method of the. What’s so big about the static Compare<T>() method?  It implements an IComparer compatible comparison on Nullable<T> types.  Why do we care?  Well, if you look at the MSDN description for how IComparer works, you’ll read: Comparing null with any type is allowed and does not generate an exception when using IComparable. When sorting, null is considered to be less than any other object. This is what we probably want!  We want null to be less than everything!  So now we can change our logic to use the Nullable.Compare<T>() static method: 1: int? x = null; 2: int? y = 100; 3:  4: if (Nullable.Compare(x, y) < 0) 5: { 6: // Yes! x is null, y is not, so x is less than y according to Compare(). 7: Console.WriteLine("x < y"); 8: } 9: else if (Nullable.Compare(x, y) > 0) 10: { 11: Console.WriteLine("x > y"); 12: } 13: else 14: { 15: Console.WriteLine("x == y"); 16: } Summary So, when doing math comparisons between two numeric values where one of them may be a null Nullable<T>, consider using the System.Nullable.Compare<T>() method instead of the comparison operators.  It will treat null less than any value, and will avoid logic consistency problems when relying on < returning false to indicate >= is true and so on. Tweet   Technorati Tags: C#,C-Sharp,.NET,Little Wonders,Little Pitfalls,Nulalble

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  • Developing Schema Compare for Oracle (Part 2): Dependencies

    - by Simon Cooper
    In developing Schema Compare for Oracle, one of the issues we came across was the size of the databases. As detailed in my last blog post, we had to allow schema pre-filtering due to the number of objects in a standard Oracle database. Unfortunately, this leads to some quite tricky situations regarding object dependencies. This post explains how we deal with these dependencies. 1. Cross-schema dependencies Say, in the following database, you're populating SchemaA, and synchronizing SchemaA.Table1: SOURCE   TARGET CREATE TABLE SchemaA.Table1 ( Col1 NUMBER REFERENCES SchemaB.Table1(Col1));   CREATE TABLE SchemaA.Table1 ( Col1 VARCHAR2(100) REFERENCES SchemaB.Table1(Col1)); CREATE TABLE SchemaB.Table1 ( Col1 NUMBER PRIMARY KEY);   CREATE TABLE SchemaB.Table1 ( Col1 VARCHAR2(100) PRIMARY KEY); We need to do a rebuild of SchemaA.Table1 to change Col1 from a VARCHAR2(100) to a NUMBER. This consists of: Creating a table with the new schema Inserting data from the old table to the new table, with appropriate conversion functions (in this case, TO_NUMBER) Dropping the old table Rename new table to same name as old table Unfortunately, in this situation, the rebuild will fail at step 1, as we're trying to create a NUMBER column with a foreign key reference to a VARCHAR2(100) column. As we're only populating SchemaA, the naive implementation of the object population prefiltering (sticking a WHERE owner = 'SCHEMAA' on all the data dictionary queries) will generate an incorrect sync script. What we actually have to do is: Drop foreign key constraint on SchemaA.Table1 Rebuild SchemaB.Table1 Rebuild SchemaA.Table1, adding the foreign key constraint to the new table This means that in order to generate a correct synchronization script for SchemaA.Table1 we have to know what SchemaB.Table1 is, and that it also needs to be rebuilt to successfully rebuild SchemaA.Table1. SchemaB isn't the schema that the user wants to synchronize, but we still have to load the table and column information for SchemaB.Table1 the same way as any table in SchemaA. Fortunately, Oracle provides (mostly) complete dependency information in the dictionary views. Before we actually read the information on all the tables and columns in the database, we can get dependency information on all the objects that are either pointed at by objects in the schemas we’re populating, or point to objects in the schemas we’re populating (think about what would happen if SchemaB was being explicitly populated instead), with a suitable query on all_constraints (for foreign key relationships) and all_dependencies (for most other types of dependencies eg a function using another function). The extra objects found can then be included in the actual object population, and the sync wizard then has enough information to figure out the right thing to do when we get to actually synchronize the objects. Unfortunately, this isn’t enough. 2. Dependency chains The solution above will only get the immediate dependencies of objects in populated schemas. What if there’s a chain of dependencies? A.tbl1 -> B.tbl1 -> C.tbl1 -> D.tbl1 If we’re only populating SchemaA, the implementation above will only include B.tbl1 in the dependent objects list, whereas we might need to know about C.tbl1 and D.tbl1 as well, in order to ensure a modification on A.tbl1 can succeed. What we actually need is a graph traversal on the dependency graph that all_dependencies represents. Fortunately, we don’t have to read all the database dependency information from the server and run the graph traversal on the client computer, as Oracle provides a method of doing this in SQL – CONNECT BY. So, we can put all the dependencies we want to include together in big bag with UNION ALL, then run a SELECT ... CONNECT BY on it, starting with objects in the schema we’re populating. We should end up with all the objects that might be affected by modifications in the initial schema we’re populating. Good solution? Well, no. For one thing, it’s sloooooow. all_dependencies, on my test databases, has got over 110,000 rows in it, and the entire query, for which Oracle was creating a temporary table to hold the big bag of graph edges, was often taking upwards of two minutes. This is too long, and would only get worse for large databases. But it had some more fundamental problems than just performance. 3. Comparison dependencies Consider the following schema: SOURCE   TARGET CREATE TABLE SchemaA.Table1 ( Col1 NUMBER REFERENCES SchemaB.Table1(col1));   CREATE TABLE SchemaA.Table1 ( Col1 VARCHAR2(100)); CREATE TABLE SchemaB.Table1 ( Col1 NUMBER PRIMARY KEY);   CREATE TABLE SchemaB.Table1 ( Col1 VARCHAR2(100)); What will happen if we used the dependency algorithm above on the source & target database? Well, SchemaA.Table1 has a foreign key reference to SchemaB.Table1, so that will be included in the source database population. On the target, SchemaA.Table1 has no such reference. Therefore SchemaB.Table1 will not be included in the target database population. In the resulting comparison of the two objects models, what you will end up with is: SOURCE  TARGET SchemaA.Table1 -> SchemaA.Table1 SchemaB.Table1 -> (no object exists) When this comparison is synchronized, we will see that SchemaB.Table1 does not exist, so we will try the following sequence of actions: Create SchemaB.Table1 Rebuild SchemaA.Table1, with foreign key to SchemaB.Table1 Oops. Because the dependencies are only followed within a single database, we’ve tried to create an object that already exists. To fix this we can include any objects found as dependencies in the source or target databases in the object population of both databases. SchemaB.Table1 will then be included in the target database population, and we won’t try and create objects that already exist. All good? Well, consider the following schema (again, only explicitly populating SchemaA, and synchronizing SchemaA.Table1): SOURCE   TARGET CREATE TABLE SchemaA.Table1 ( Col1 NUMBER REFERENCES SchemaB.Table1(col1));   CREATE TABLE SchemaA.Table1 ( Col1 VARCHAR2(100)); CREATE TABLE SchemaB.Table1 ( Col1 NUMBER PRIMARY KEY);   CREATE TABLE SchemaB.Table1 ( Col1 VARCHAR2(100) PRIMARY KEY); CREATE TABLE SchemaC.Table1 ( Col1 NUMBER);   CREATE TABLE SchemaC.Table1 ( Col1 VARCHAR2(100) REFERENCES SchemaB.Table1); Although we’re now including SchemaB.Table1 on both sides of the comparison, there’s a third table (SchemaC.Table1) that we don’t know about that will cause the rebuild of SchemaB.Table1 to fail if we try and synchronize SchemaA.Table1. That’s because we’re only running the dependency query on the schemas we’re explicitly populating; to solve this issue, we would have to run the dependency query again, but this time starting the graph traversal from the objects found in the other database. Furthermore, this dependency chain could be arbitrarily extended.This leads us to the following algorithm for finding all the dependencies of a comparison: Find initial dependencies of schemas the user has selected to compare on the source and target Include these objects in both the source and target object populations Run the dependency query on the source, starting with the objects found as dependents on the target, and vice versa Repeat 2 & 3 until no more objects are found For the schema above, this will result in the following sequence of actions: Find initial dependenciesSchemaA.Table1 -> SchemaB.Table1 found on sourceNo objects found on target Include objects in both source and targetSchemaB.Table1 included in source and target Run dependency query, starting with found objectsNo objects to start with on sourceSchemaB.Table1 -> SchemaC.Table1 found on target Include objects in both source and targetSchemaC.Table1 included in source and target Run dependency query on found objectsNo objects found in sourceNo objects to start with in target Stop This will ensure that we include all the necessary objects to make any synchronization work. However, there is still the issue of query performance; the CONNECT BY on the entire database dependency graph is still too slow. After much sitting down and drawing complicated diagrams, we decided to move the graph traversal algorithm from the server onto the client (which turned out to run much faster on the client than on the server); and to ensure we don’t read the entire dependency graph onto the client we also pull the graph across in bits – we start off with dependency edges involving schemas selected for explicit population, and whenever the graph traversal comes across a dependency reference to a schema we don’t yet know about a thunk is hit that pulls in the dependency information for that schema from the database. We continue passing more dependent objects back and forth between the source and target until no more dependency references are found. This gives us the list of all the extra objects to populate in the source and target, and object population can then proceed. 4. Object blacklists and fast dependencies When we tested this solution, we were puzzled in that in some of our databases most of the system schemas (WMSYS, ORDSYS, EXFSYS, XDB, etc) were being pulled in, and this was increasing the database registration and comparison time quite significantly. After debugging, we discovered that the culprits were database tables that used one of the Oracle PL/SQL types (eg the SDO_GEOMETRY spatial type). These were creating a dependency chain from the database tables we were populating to the system schemas, and hence pulling in most of the system objects in that schema. To solve this we introduced blacklists of objects we wouldn’t follow any dependency chain through. As well as the Oracle-supplied PL/SQL types (MDSYS.SDO_GEOMETRY, ORDSYS.SI_COLOR, among others) we also decided to blacklist the entire PUBLIC and SYS schemas, as any references to those would likely lead to a blow up in the dependency graph that would massively increase the database registration time, and could result in the client running out of memory. Even with these improvements, each dependency query was taking upwards of a minute. We discovered from Oracle execution plans that there were some columns, with dependency information we required, that were querying system tables with no indexes on them! To cut a long story short, running the following query: SELECT * FROM all_tab_cols WHERE data_type_owner = ‘XDB’; results in a full table scan of the SYS.COL$ system table! This single clause was responsible for over half the execution time of the dependency query. Hence, the ‘Ignore slow dependencies’ option was born – not querying this and a couple of similar clauses to drastically speed up the dependency query execution time, at the expense of producing incorrect sync scripts in rare edge cases. Needless to say, along with the sync script action ordering, the dependency code in the database registration is one of the most complicated and most rewritten parts of the Schema Compare for Oracle engine. The beta of Schema Compare for Oracle is out now; if you find a bug in it, please do tell us so we can get it fixed!

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  • Reference Data Management

    - by rahulkamath
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Increasingly, DRM is also being utilized by Oracle customers for reference data management, an emerging solution space that deserves some explanation. What is reference data? Reference data is a close cousin of master data. While master data may be more rapidly changing, requires consensus building across stakeholders and lends structure to business transactions, reference data is simpler, more slowly changing, but has semantic content that is used to categorize or group other information assets – including master data – and give them contextual value. The following table contains an illustrative list of examples of reference data by type. Reference data types may include types and codes, business taxonomies, complex relationships & cross-domain mappings or standards. Types & Codes Taxonomies Relationships / Mappings Standards Transaction Codes Industry Classification Categories and Codes, e.g., North America Industry Classification System (NAICS) Product / Segment; Product / Geo Calendars (e.g., Gregorian, Fiscal, Manufacturing, Retail, ISO8601) Lookup Tables (e.g., Gender, Marital Status, etc.) Product Categories City à State à Postal Codes Currency Codes (e.g., ISO) Status Codes Sales Territories (e.g., Geo, Industry Verticals, Named Accounts, Federal/State/Local/Defense) Customer / Market Segment; Business Unit / Channel Country Codes (e.g., ISO 3166, UN) Role Codes Market Segments Country Codes / Currency Codes / Financial Accounts Date/Time, Time Zones (e.g., ISO 8601) Domain Values Universal Standard Products and Services Classification (UNSPSC), eCl@ss International Classification of Diseases (ICD) e.g., ICD9 à IC10 mappings Tax Rates Why manage reference data? Reference data carries contextual value and meaning and therefore its use can drive business logic that helps execute a business process, create a desired application behavior or provide meaningful segmentation to analyze transaction data. Further, mapping reference data often requires human judgment. Sample Use Cases of Reference Data Management Healthcare: Diagnostic Codes The reference data challenges in the healthcare industry offer a case in point. Part of being HIPAA compliant requires medical practitioners to transition diagnosis codes from ICD-9 to ICD-10, a medical coding scheme used to classify diseases, signs and symptoms, causes, etc. The transition to ICD-10 has a significant impact on business processes, procedures, contracts, and IT systems. Since both code sets ICD-9 and ICD-10 offer diagnosis codes of very different levels of granularity, human judgment is required to map ICD-9 codes to ICD-10. The process requires collaboration and consensus building among stakeholders much in the same way as does master data management. Moreover, to build reports to understand utilization, frequency and quality of diagnoses, medical practitioners may need to “cross-walk” mappings -- either forward to ICD-10 or backwards to ICD-9 depending upon the reporting time horizon. Spend Management: Product, Service & Supplier Codes Similarly, as an enterprise looks to rationalize suppliers and leverage their spend, conforming supplier codes, as well as product and service codes requires supporting multiple classification schemes that may include industry standards (e.g., UNSPSC, eCl@ss) or enterprise taxonomies. Aberdeen Group estimates that 90% of companies rely on spreadsheets and manual reviews to aggregate, classify and analyze spend data, and that data management activities account for 12-15% of the sourcing cycle and consume 30-50% of a commodity manager’s time. Creating a common map across the extended enterprise to rationalize codes across procurement, accounts payable, general ledger, credit card, procurement card (P-card) as well as ACH and bank systems can cut sourcing costs, improve compliance, lower inventory stock, and free up talent to focus on value added tasks. Specialty Finance: Point of Sales Transaction Codes and Product Codes In the specialty finance industry, enterprises are confronted with usury laws – governed at the state and local level – that regulate financial product innovation as it relates to consumer loans, check cashing and pawn lending. To comply, it is important to demonstrate that transactions booked at the point of sale are posted against valid product codes that were on offer at the time of booking the sale. Since new products are being released at a steady stream, it is important to ensure timely and accurate mapping of point-of-sale transaction codes with the appropriate product and GL codes to comply with the changing regulations. Multi-National Companies: Industry Classification Schemes As companies grow and expand across geographies, a typical challenge they encounter with reference data represents reconciling various versions of industry classification schemes in use across nations. While the United States, Mexico and Canada conform to the North American Industry Classification System (NAICS) standard, European Union countries choose different variants of the NACE industry classification scheme. Multi-national companies must manage the individual national NACE schemes and reconcile the differences across countries. Enterprises must invest in a reference data change management application to address the challenge of distributing reference data changes to downstream applications and assess which applications were impacted by a given change.

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  • How to identify web development benchmarking questions? [closed]

    - by GenericJam
    I am in my final year of college and I have to put forward some sort of thesis for my final year project. The project is a web based attendance system that I am building for the college. I have it about 70% complete in Java. After completing it in Java, the plan is for me to rewrite the server bit in Erlang and then release the bitter rivals in a head to head cage match. The idea being that there is some sort of grounds for comparison. There are a few hurdles along the way, such as me learning Erlang. I understand that a performance comparison like this isn't strictly scientific as there are many factors such as the programmer (myself); the hardware it runs on; etc... but it is meant to be a reasonable comparison of the merits of using Java vs. Erlang for web development. I need help in identifying what the relevant questions are that my project could address. Even though the project scope is fixed, I am trying to shoehorn in some worthwhile scientific inquiries.

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  • Compiling examples for consuming the REST Endpoints for WCF Service using Agatha

    - by REA_ANDREW
    I recently made two contributions to the Agatha Project by Davy Brion over on Google Code, and one of the things I wanted to follow up with was a post showing examples and some, seemingly required tid bits.  The contributions which I made where: To support StructureMap To include REST (JSON and XML) support for the service contract The examples which I have made, I want to format them so they fit in with the current format of examples over on Agatha and hopefully create and submit a third patch which will include these examples to help others who wish to use these additions. Whilst building these examples for both XML and JSON I have learnt a couple of things which I feel are not really well documented, but are extremely good practice and once known make perfect sense.  I have chosen a real basic e-commerce context for my example Requests and Responses, and have also made use of the excellent tool AutoMapper, again on Google Code. Setting the scene I have followed the Pipes and Filters Pattern with the IQueryable interface on my Repository and exposed the following methods to query Products: IQueryable<Product> GetProducts(); IQueryable<Product> ByCategoryName(this IQueryable<Product> products, string categoryName) Product ByProductCode(this IQueryable<Product> products, String productCode) I have an interface for the IProductRepository but for the concrete implementation I have simply created a protected getter which populates a private List<Product> with 100 test products with random data.  Another good reason for following an interface based approach is that it will demonstrate usage of my first contribution which is the StructureMap support.  Finally the two Domain Objects I have made are Product and Category as shown below: public class Product { public String ProductCode { get; set; } public String Name { get; set; } public Decimal Price { get; set; } public Decimal Rrp { get; set; } public Category Category { get; set; } }   public class Category { public String Name { get; set; } }   Requirements for the REST Support One of the things which you will notice with Agatha is that you do not have to decorate your Request and Response objects with the WCF Service Model Attributes like DataContract, DataMember etc… Unfortunately from what I have seen, these are required if you want the same types to work with your REST endpoint.  I have not tried but I assume the same result can be achieved by simply decorating the same classes with the Serializable Attribute.  Without this the operation will fail. Another surprising thing I have found is that it did not work until I used the following Attribute parameters: Name Namespace e.g. [DataContract(Name = "GetProductsRequest", Namespace = "AgathaRestExample.Service.Requests")] public class GetProductsRequest : Request { }   Although I was surprised by this, things kind of explained themselves when I got round to figuring out the exact construct required for both the XML and the REST.  One of the things which you already know and are then reminded of is that each of your Requests and Responses ultimately inherit from an abstract base class respectively. This information needs to be represented in a way native to the format being used.  I have seen this in XML but I have not seen the format which is required for the JSON. JSON Consumer Example I have used JQuery to create the example and I simply want to make two requests to the server which as you will know with Agatha are transmitted inside an array to reduce the service calls.  I have also used a tool called json2 which is again over at Google Code simply to convert my JSON expression into its string format for transmission.  You will notice that I specify the type of Request I am using and the relevant Namespace it belongs to.  Also notice that the second request has a parameter so each of these two object are representing an abstract Request and the parameters of the object describe it. <script type="text/javascript"> var bodyContent = $.ajax({ url: "http://localhost:50348/service.svc/json/processjsonrequests", global: false, contentType: "application/json; charset=utf-8", type: "POST", processData: true, data: JSON.stringify([ { __type: "GetProductsRequest:AgathaRestExample.Service.Requests" }, { __type: "GetProductsByCategoryRequest:AgathaRestExample.Service.Requests", CategoryName: "Category1" } ]), dataType: "json", success: function(msg) { alert(msg); } }).responseText; </script>   XML Consumer Example For the XML Consumer example I have chosen to use a simple Console Application and make a WebRequest to the service using the XML as a request.  I have made a crude static method which simply reads from an XML File, replaces some value with a parameter and returns the formatted XML.  I say crude but it simply shows how XML Templates for each type of Request could be made and then have a wrapper utility in whatever language you use to combine the requests which are required.  The following XML is the same Request array as shown above but simply in the XML Format. <?xml version="1.0" encoding="utf-8" ?> <ArrayOfRequest xmlns="http://schemas.datacontract.org/2004/07/Agatha.Common" xmlns:i="http://www.w3.org/2001/XMLSchema-instance"> <Request i:type="a:GetProductsRequest" xmlns:a="AgathaRestExample.Service.Requests"/> <Request i:type="a:GetProductsByCategoryRequest" xmlns:a="AgathaRestExample.Service.Requests"> <a:CategoryName>{CategoryName}</a:CategoryName> </Request> </ArrayOfRequest>   It is funny because I remember submitting a question to StackOverflow asking whether there was a REST Client Generation tool similar to what Microsoft used for their RestStarterKit but which could be applied to existing services which have REST endpoints attached.  I could not find any but this is now definitely something which I am going to build, as I think it is extremely useful to have but also it should not be too difficult based on the information I now know about the above.  Finally I thought that the Strategy Pattern would lend itself really well to this type of thing so it can accommodate for different languages. I think that is about it, I have included the code for the example Console app which I made below incase anyone wants to have a mooch at the code.  As I said above I want to reformat these to fit in with the current examples over on the Agatha project, but also now thinking about it, make a Documentation Web method…{brain ticking} :-) Cheers for now and here is the final bit of code: static void Main(string[] args) { var request = WebRequest.Create("http://localhost:50348/service.svc/xml/processxmlrequests"); request.Method = "POST"; request.ContentType = "text/xml"; using(var writer = new StreamWriter(request.GetRequestStream())) { writer.WriteLine(GetExampleRequestsString("Category1")); } var response = request.GetResponse(); using(var reader = new StreamReader(response.GetResponseStream())) { Console.WriteLine(reader.ReadToEnd()); } Console.ReadLine(); } static string GetExampleRequestsString(string categoryName) { var data = File.ReadAllText(Path.Combine(Path.GetDirectoryName(Assembly.GetExecutingAssembly().Location), "ExampleRequests.xml")); data = data.Replace("{CategoryName}", categoryName); return data; } }

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  • SQLAuthority News – Pluralsight Course Review – Practices for Software Startups – Part 1 of 2

    - by pinaldave
    This is first part of the two part series of Practices for Software Startup Pluralsight Course. The course is written by Stephen Forte (Blog | Twitter). Stephen Forte is the Chief Strategy Officer of the venture backed company, Telerik, a leading vendor of developer and team productivity tools. Stephen is also a Certified Scrum Master, Certified Scrum Professional, PMP, and also speaks regularly at industry conferences around the world. He has written several books on application and database development.  Stephen is also a board member of the Scrum Alliance. Startups – Everybodies Dream Start-up companies are an important topic right now – everyone wants to start their own business.  It is also important to remember that all companies were a start up at one point – from your corner store to the giants like Microsoft and Apple.  Research proves that not every start-up succeeds, in fact, most will fail before their first year.  There are many reasons for this, and this could be due to the fact that there are many stages to a start-up company, and stumbling at any of these stages can lead to failure.  It is important to understand what makes a start-up company succeed at all its hurdles to become successful.  It is even important to define success.  For most start-ups this would mean becoming their own independently functioning company or to be bought out for a hefty profit by a larger company.  The idea of making a hefty profit by living your dream is extremely important, and you can even think of start-ups as the new craze.  That’s why studying them is so important – they are very popular, but things have changed a lot since their inception. Starting the Startups Beginning a start-up company used to be difficult, but now facilities and information is widely available, and it is much easier.  But that means it is much easier to fail, also.  Previously to start your own company, everything was planned and organized, resources were ensured and backed up before beginning; even the idea of starting your own business was a big thing.  Now anybody can do it, and the steps are simple and outlines everywhere – you can get online software and easily outsource , cloud source, or crowdsource a lot of your material.  But without the type of planning previously required, things can often go badly. New Products – New Ideas – New World There are so many fantastic new products, but they don’t reach success all the time.  I find start-up companies very interesting, and whenever I meet someone who is interested in the subject or already starting their own company, I always ask what they are doing, their plans, goals, market, etc.  I am sorry to say that in most cases, they cannot answer my questions.  It is true that many fantastic ideas fail because of bad decisions.  These bad decisions were not made intentionally, but people were simply unaware of what they should be doing.  This will always lead to failure.  But I am happy to say that all these issues can be gone because Pluralsight is now offering a course all about start-ups by Stephen Forte.  Stephen is a start up leader.  He has successfully started many companies and most are still going strong, or have gone on to even bigger and better things. Beginning Course on Startup I have always thought start-ups are a fascinating subject, and decided to take his course, but it is three hours long.  This would be hard to fit into my busy work day all at once, so I decided to do half of his course before my daughter wakes up, and the other half after she goes to sleep.  The course is divided into six modules, so this would be easy to do.  I began the first chapter early in the morning, at 5 am.  Stephen jumped right into the middle of the subject in the very first module – designing your business plan.  The first question you will have to answer to yourself, to others, and to investors is: What is your product and when will we be able to see it?  So a very important concept is a “minimal viable product.”  This means setting goals for yourself and your product.  We all have large dreams, but your minimal viable product doesn’t have to be your final vision at the very first.  For example: Apple is a giant company, but it is still evolving.  Steve Jobs didn’t envision the iPhone 6 at the very beginning.  He had to start at the first iPhone and do his market research, and the idea evolved into the technology you see now.  So for yourself, you should decide a beginning and stop point.  Do your market research.  Determine who you want to reach, what audience you want for your product.  You can have a great idea that simply will not work in the market, do need, bottlenecks, lack of resources, or competition.  There is a lot of research that needs to be done before you even write a business plan, and Stephen covers it in the very first chapter. The Team – Unique Key to Success After jumping right into the subject in the very first module, I wondered what Stephen could have in store for me for the rest of the course.  Chapter number two is building a team.  Having a team is important regardless of what your startup is.  You can be a true visionary with endless ideas and energy, but one person can still not do everything.  It is important to decide from the very beginning if you will have cofounders, team leaders, and how many employees you’ll need.  Even more important, you’ll need to decide what kind of team you want – what personalities, skills, and type of energy you want each of your employees to bring.  Do you want to have an A+ team with a B- idea, or do you have a B- idea that needs an A+ team to sell it?  Stephen asks all the hard questions!  I was especially impressed by his insight on developing.  You have to decide if you need developers, how many, and what their skills should be. I found this insight extremely useful for everyday usage, not just for start-up companies.  I would apply this kind of information in management at any position.  An amazing team will build an amazing product – and that doesn’t matter if you’re a start-up company or a small team working for a much larger business. Customer Development – The Ultimate Obective Chapter three was about customer development. According to Stephen, there are four different steps to develop a customer base.  The first question to ask yourself is if you are envisioning a large customer base buying a few products each, or a small, dedicated base that buys a lot of your product – quantity vs. Quality.  He also discusses how to earn, retain, and get more customers.  He also says that each customer should be placed in a different role – some will be like investors, who regularly spend with you and invest their money in your business.  It is then your job to take that investment and turn it into a better product in the future.  You need to deal with their money properly – think of it is as theirs as investors, not yours as profit.  At the end of this module I felt that only Stephen could provide this kind of insight, and then he listed all the resources he took his information from.  I have never seen a group of people so passionate about their customers. It was indeed a long day for me. In tomorrow’s part 2 we will discuss rest of the three module and also will see a quick video of the Practices for Software Startup Pluralsight Course. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Best Practices, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • Five Key Strategies in Master Data Management

    - by david.butler(at)oracle.com
    Here is a very interesting Profit Magazine article on MDM: A recent customer survey reveals the deleterious effects of data fragmentation. by Trevor Naidoo, December 2010   Across industries and geographies, IT organizations have grown in complexity, whether due to mergers and acquisitions, or decentralized systems supporting functional or departmental requirements. With systems architected over time to support unique, one-off process needs, they are becoming costly to maintain, and the Internet has only further added to the complexity. Data fragmentation has become a key inhibitor in delivering flexible, user-friendly systems. The Oracle Insight team conducted a survey assessing customers' master data management (MDM) capabilities over the past two years to get a sense of where they are in terms of their capabilities. The responses, by 27 respondents from six different industries, reveal five key areas in which customers need to improve their data management in order to get better financial results. 1. Less than 15 percent of organizations surveyed understand the sources and quality of their master data, and have a roadmap to address missing data domains. Examples of the types of master data domains referred to are customer, supplier, product, financial and site. Many organizations have multiple sources of master data with varying degrees of data quality in each source -- customer data stored in the customer relationship management system is inconsistent with customer data stored in the order management system. Imagine not knowing how many places you stored your customer information, and whether a customer's address was the most up to date in each source. In fact, more than 55 percent of the respondents in the survey manage their data quality on an ad-hoc basis. It is important for organizations to document their inventory of data sources and then profile these data sources to ensure that there is a consistent definition of key data entities throughout the organization. Some questions to ask are: How do we define a customer? What is a product? How do we define a site? The goal is to strive for one common repository for master data that acts as a cross reference for all other sources and ensures consistent, high-quality master data throughout the organization. 2. Only 18 percent of respondents have an enterprise data management strategy to ensure that data is treated as an asset to the organization. Most respondents handle data at the department or functional level and do not have an enterprise view of their master data. The sales department may track all their interactions with customers as they move through the sales cycle, the service department is tracking their interactions with the same customers independently, and the finance department also has a different perspective on the same customer. The salesperson may not be aware that the customer she is trying to sell to is experiencing issues with existing products purchased, or that the customer is behind on previous invoices. The lack of a data strategy makes it difficult for business users to turn data into information via reports. Without the key building blocks in place, it is difficult to create key linkages between customer, product, site, supplier and financial data. These linkages make it possible to understand patterns. A well-defined data management strategy is aligned to the business strategy and helps create the governance needed to ensure that data stewardship is in place and data integrity is intact. 3. Almost 60 percent of respondents have no strategy to integrate data across operational applications. Many respondents have several disparate sources of data with no strategy to keep them in sync with each other. Even though there is no clear strategy to integrate the data (see #2 above), the data needs to be synced and cross-referenced to keep the business processes running. About 55 percent of respondents said they perform this integration on an ad hoc basis, and in many cases, it is done manually with the help of Microsoft Excel spreadsheets. For example, a salesperson needs a report on global sales for a specific product, but the product has different product numbers in different countries. Typically, an analyst will pull all the data into Excel, manually create a cross reference for that product, and then aggregate the sales. The exact same procedure has to be followed if the same report is needed the following month. A well-defined consolidation strategy will ensure that a central cross-reference is maintained with updates in any one application being propagated to all the other systems, so that data is synchronized and up to date. This can be done in real time or in batch mode using integration technology. 4. Approximately 50 percent of respondents spend manual efforts cleansing and normalizing data. Information stored in various systems usually follows different standards and formats, making it difficult to match the data. A customer's address can be stored in different ways using a variety of abbreviations -- for example, "av" or "ave" for avenue. Similarly, a product's attributes can be stored in a number of different ways; for example, a size attribute can be stored in inches and can also be entered as "'' ". These types of variations make it difficult to match up data from different sources. Today, most customers rely on manual, heroic efforts to match, cleanse, and de-duplicate data -- clearly not a scalable, sustainable model. To solve this challenge, organizations need the ability to standardize data for customers, products, sites, suppliers and financial accounts; however, less than 10 percent of respondents have technology in place to automatically resolve duplicates. It is no wonder, therefore, that we get communications about products we don't own, at addresses we don't reside, and using channels (like direct mail) we don't like. An all-too-common example of a potential challenge follows: Customers end up receiving duplicate communications, which not only impacts customer satisfaction, but also incurs additional mailing costs. Cleansing, normalizing, and standardizing data will help address most of these issues. 5. Only 10 percent of respondents have the ability to share data that was mastered in a master data hub. Close to 60 percent of respondents have efforts in place that profile, standardize and cleanse data manually, and the output of these efforts are stored in spreadsheets in various parts of the organization. This valuable information is not easily shared with the rest of the organization and, more importantly, this enriched information cannot be sent back to the source systems so that the data is fixed at the source. A key benefit of a master data management strategy is not only to clean the data, but to also share the data back to the source systems as well as other systems that need the information. Aside from the source systems, another key beneficiary of this data is the business intelligence system. Having clean master data as input to business intelligence systems provides more accurate and enhanced reporting.  Characteristics of Stellar MDM When deciding on the right master data management technology, organizations should look for solutions that have four main characteristics: enterprise-grade MDM performance complete technology that can be rapidly deployed and addresses multiple business issues end-to-end MDM process management with data quality monitoring and assurance pre-built MDM business relevant applications with data stores and workflows These master data management capabilities will aid in moving closer to a best-practice maturity level, delivering tremendous efficiencies and savings as well as revenue growth opportunities as a result of better understanding your customers.  Trevor Naidoo is a senior director in Industry Strategy and Insight at Oracle. 

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  • The True Cost of a Solution

    - by D'Arcy Lussier
    I had a Twitter chat recently with someone suggesting Oracle and SQL Server were losing out to OSS (Open Source Software) in the enterprise due to their issues with scaling or being too generic (one size fits all). I challenged that a bit, as my experience with enterprise sized clients has been different – adverse to OSS but receptive to an established vendor. The response I got was: Found it easier to influence change by showing how X can’t solve our problems or X is extremely costly to scale. Money talks. I think this is definitely the right approach for anyone pitching an alternate or alien technology as part of a solution: identify the issue, identify the solution, then present pros and cons including a cost/benefit analysis. What can happen though is we get tunnel vision and don’t present a full view of the costs associated with a solution. An “Acura”te Example (I’m so clever…) This is my dream vehicle, a Crystal Black Pearl coloured Acura MDX with the SH-AWD package! We’re a family of 4 (5 if my daughters ever get their wish of adding a dog), and I’ve always wanted a luxury type of vehicle, so this is a perfect replacement in a few years when our Rav 4 has hit the 8 – 10 year mark. MSRP – $62,890 But as we all know, that’s not *really* the cost of the vehicle. There’s taxes and fees added on, there’s the extended warranty if I choose to purchase it, there’s the finance rate that needs to be factored in… MSRP –   $62,890 Taxes –      $7,546 Warranty - $2,500 SubTotal – $72,936 Finance Charge – $ 1094.04 Grand Total – $74,030 Well! Glad we did that exercise – we discovered an extra $11k added on to the MSRP! Well now we have our true price…or do we? Lifetime of the Vehicle I’m expecting to have this vehicle for 7 – 10 years. While the hard cost of the vehicle is known and dealt with, the costs to run and maintain the vehicle are on top of this. I did some research, and here’s what I’ve found: Fuel and Mileage Gas prices are high as it is for regular fuel, but getting into an MDX will require that I *only* purchase premium fuel, which comes at a premium price. I need to expect my bill at the pump to be higher. Comparing the MDX to my 2007 Rav4 also shows I’ll be gassing up more often. The Rav4 has a city MPG of 21, while the MDX plummets to 16! The MDX does have a bigger fuel tank though, so all in all the number of times I hit the pumps might even out. Still, I estimate I’ll be spending approximately $8000 – $10000 more on gas over a 10 year period than my current Rav4. Service Options Limited Although I have options with my Toyota here in Winnipeg (we have 4 Toyota dealerships), I do go to my original dealer for any service work. Still, I like the fact that I have options. However, there’s only one Acura dealership in all of Winnipeg! So if, for whatever reason, I’m not satisfied with the level of service I’m stuck. Non Warranty Service Work Also let’s not forget that there’s a bulk of work required every year that is *not* covered under warranty – oil changes, tire rotations, brake pads, etc. I expect I’ll need to get new tires at the 5 years mark as well, which can easily be $1200 – $1500 (I just paid $1000 for new tires for the Rav4 and we’re at the 5 year mark). Now these aren’t going to be *new* costs that I’m not used to from our existing vehicles, but they should still be factored in. I’d budget $500/year, or $5000 over the 10 years I’ll own the vehicle. Final Assessment So let’s re-assess the true cost of my dream MDX: MSRP                    $62,890 Taxes                       $7,546 Warranty                 $2,500 Finance Charge         $1094 Gas                        $10,000 Service Work            $5000 Grand Total           $89,030 So now I have a better idea of 10 year cost overall, and I’ve identified some concerns with local service availability. And there’s now much more to consider over the original $62,890 price tag. Tying This Back to Technology Solutions The process that we just went through is no different than what organizations do when considering implementing a new system, technology, or technology based solution, within their environments. It’s easy to tout the short term cost savings of particular product/platform/technology in a vacuum. But its when you consider the wider impact that the true cost comes into play. Let’s create a scenario: A company is not happy with its current data reporting suite. An employee suggests moving to an open source solution. The selling points are: - Because its open source its free - The organization would have access to the source code so they could alter it however they wished - It provided features not available with the current reporting suite At first this sounds great to the management and executive, but then they start asking some questions and uncover more information: - The OSS product is built on a technology not used anywhere within the organization - There are no vendors offering product support for the OSS product - The OSS product requires a specific server platform to operate on, one that’s not standard in the organization All of a sudden, the true cost of implementing this solution is starting to become clearer. The company might save money on licensing costs, but their training costs would increase significantly – developers would need to learn how to develop in the technology the OSS solution was built on, IT staff must learn how to set up and maintain a new server platform within their existing infrastructure, and if a problem was found there was no vendor to contact for support. The true cost of implementing a “free” OSS solution is actually spinning up a project to implement it within the organization – no small cost. And that’s just the short-term cost. Now the organization must ensure they maintain trained staff who can make changes to the OSS reporting solution and IT staff that will stay knowledgeable in the new server platform. If those skills are very niche, then higher labour costs could be incurred if those people are hard to find or if trained employees use that knowledge as leverage for higher pay. Maybe a vendor exists that will contract out support, but then there are those costs to consider as well. And let’s not forget end-user training – in our example, anyone that runs reports will need to be trained on how to use the new system. Here’s the Point We still tend to look at software in an “off the shelf” kind of way. It’s very easy to say “oh, this product is better than vendor x’s product – and its free because its OSS!” but the reality is that implementing any new technology within an organization has a cost regardless of the retail price of the product. Training, integration, support – these are real costs that impact an organization and span multiple departments. Whether you’re pitching an improved business process, a new system, or a new technology, you need to consider the bigger picture costs of implementation. What you define as success (in our example, having better reporting functionality) might not be what others define as success if implementing your solution causes them issues. A true enterprise solution needs to consider the entire enterprise.

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  • HTG Explains: Should You Buy Extended Warranties?

    - by Chris Hoffman
    Buy something at an electronics store and you’ll be confronted by a pushy salesperson who insists you need an extended warranty. You’ll also see extended warranties pushed hard when shopping online. But are they worth it? There’s a reason stores push extended warranties so hard. They’re almost always pure profit for the store involved. An electronics store may live on razor-thin product margins and make big profits on extended warranties and overpriced HDMI cables. You’re Already Getting Multiple Warranties First, back up. The product you’re buying already includes a warranty. In fact, you’re probably getting several different types of warranties. Store Return and Exchange: Most electronics stores allow you to return a malfunctioning product within the first 15 or 30 days and they’ll provide you with a new one. The exact period of time will vary from store to store. If you walk out of the store with a defective product and have to swap it for a new one within the first few weeks, this should be easy. Manufacturer Warranty: A device’s manufacturer — whether the device is a laptop, a television, or a graphics card — offers their own warranty period. The manufacturer warranty covers you after the store refuses to take the product back and exchange it. The length of this warranty depends on the type of product. For example, a cheap laptop may only offer a one-year manufacturer warranty, while a more expensive laptop may offer a two-year warranty. Credit Card Warranty Extension: Many credit cards offer free extended warranties on products you buy with that credit card. Credit card companies will often give you an additional year of warranty. For example, if you buy a laptop with a two year warranty and it fails in the third year, you could then contact your credit card company and they’d cover the cost of fixing or replacing it. Check your credit card’s benefits and fine print for more information. Why Extended Warranties Are Bad You’re already getting a fairly long warranty period, especially if you have a credit card that offers you a free extended warranty — these are fairly common. If the product you get is a “lemon” and has a manufacturing error, it will likely fail pretty soon — well within your warranty period. The extended warranty matters after all your other warranties are exhausted. In the case of a laptop with a two-year warranty that you purchase with a credit card giving you a one-year warranty extension, your extended warranty will kick in three years after you purchase the laptop. In that many years, your current laptop will likely feel pretty old and laptops that are as good — or better — will likely be pretty cheap. If it’s a television, better television displays will be available at a lower price point. You’ll either want to upgrade to a newer model or you’ll be able to buy a new, just-as-good product for very cheap. You’ll only have to pay out-of-pocket if your device fails after the normal warranty period — in over two or three years for typical laptops purchased with a decent credit card. Save the money you would have spent on the warranty and put it towards a future upgrade. How Much Do Extended Warranties Cost? Let’s look at an example from a typical pushy retail outlet, Best Buy. We went to Best Buy’s website and found a pretty standard $600 Samsung laptop. This laptop comes with a one-year warranty period. If purchased with a fairly common credit card, you can easily get a two-year warranty period on this laptop without spending an additional penny. (Yes, such credit cards are available with no yearly fees.) During the check-out process, Best Buy tries to sell you a Geek Squad “Accidental Protection Plan.” To get an additional year of Best Buy’s extended warranty, you’d have to pay $324.98 for a “3-Year Accidental Protection Plan”. You’d basically be paying more than half the price of your laptop for an additional year of warranty — remember, the standard warranties would cover you anyway for the first two years. If this laptop did break sometime between two and three years from now, we wouldn’t be surprised if you could purchase a comparable laptop for about $325 anyway. And, if you don’t need to replace it, you’ve saved that money. Best Buy would object that this isn’t a standard extended warranty. It’s a supercharged warranty plan that will also provide coverage if you spill something on your laptop or drop it and break it. You just have to ask yourself a question. What are the odds that you’ll drop your laptop or spill something on it? They’re probably pretty low if you’re a typical human being. Is it worth spending more than half the price of the laptop just in case you’ll make an uncommon mistake? Probably not. There may be occasional exceptions to this — some Apple users swear by Apple’s AppleCare, for example — but you should generally avoid buying these things. There’s a reason stores are so pushy about extended warranties, and it’s not because they want to help protect you. It’s because they’re making lots of profit from these plans, and they’re making so much profit because they’re not a good deal for customers. Image Credit: Philip Taylor on Flickr     

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  • BSOD Before Windows Will Loads - Graphics Related

    - by Brian
    Alright deep breath here: (Windows 7 Home Premium 64 bit btw) Today I installed Star Craft 2 Beta. After trying to log in, it had some issues where it said my device stopped working (referring to my video device I have to imagine). After I force quit the game there were some random "hot" (various colors if i remember correctly) pixels on the screen. I decided to reboot and try again with similar results. I figured that maybe my display drivers could stand to be updated (I don't frequently update them as I don't often run into problems). I went out to nVidia's website and grabbed the latest drivers for Windows 7 64 bit GeForce 9 series. (I have SLi-ed 9800 GTs). Everything seemed to install fine and I performed the restart. This is when things went from bad (can't play SC2 beta ;) ) to worse (can't boot into windows!). Initially the very first splash screen - I think it's the bios splash screen - had lines of colored pixels covering it. It then displayed a screen that had lots of "(" on it. After that it showed the normal windows 7 splash screen as if it were going to load into Windows. Before getting much further, it BSODed on me. It was a 0x0000003B stop error. At nvlddmkm.sys. A little digging let verified that this was a problem with an nVidia graphics device, not a real shocker. Windows decided it would try to help me diagnose the problem, which it's only answer to was a System Restore, which did nothing to alleviate the problem. I was able to boot up fine in safe mode and was not able to roll back the driver, however I did uninstall the driver and reboot. I still had the graphical anomalies during the first two screens (same colored "."'s and weird "("'s), but there was NOT a stop error. Windows loaded up, found a default driver for the device and installed it and I restarted to let it load - and had yet another BSOD Stop error. Repeat driver uninstall, this time I reloaded the same version (I think it's possible that I was running a 32 bit version or a vista versus windows 7 version, but I don't have that information handy) of the nVidia driver from their website. Restart, same anomalies, same Stop Error. I am at a loss - At this point all I can think is that the firmware for the Video cards got fried or there's actual damage to the cards which I sincerely hope is not the case but the sooner I know the better. Any insight into what I might be able to do to troubleshoot/fix this problem would be most helpful. Attached below is a dump from DxDiag. Please let me know if there is more info that I could provide. ------------------ System Information ------------------ Time of this report: 3/18/2010, 23:22:48 Machine name: BRIAN-PC Operating System: Windows 7 Home Premium 64-bit (6.1, Build 7600) (7600.win7_rtm.090713-1255) Language: English (Regional Setting: English) System Manufacturer: Dell Inc System Model: XPS 630i BIOS: Phoenix - AwardBIOS v6.00PG Processor: Intel(R) Core(TM)2 Quad CPU Q8200 @ 2.33GHz (4 CPUs), ~2.3GHz Memory: 8192MB RAM Available OS Memory: 8190MB RAM Page File: 1855MB used, 14521MB available Windows Dir: C:\Windows DirectX Version: DirectX 11 DX Setup Parameters: Not found User DPI Setting: Using System DPI System DPI Setting: 96 DPI (100 percent) DWM DPI Scaling: Disabled DxDiag Version: 6.01.7600.16385 32bit Unicode DxDiag Previously: Crashed in DirectShow (stage 1). Re-running DxDiag with "dontskip" command line parameter or choosing not to bypass information gathering when prompted might result in DxDiag successfully obtaining this information ------------ DxDiag Notes ------------ Display Tab 1: No problems found. Sound Tab 1: No problems found. Sound Tab 2: No problems found. Sound Tab 3: No problems found. Input Tab: No problems found. -------------------- DirectX Debug Levels -------------------- Direct3D: 0/4 (retail) DirectDraw: 0/4 (retail) DirectInput: 0/5 (retail) DirectMusic: 0/5 (retail) DirectPlay: 0/9 (retail) DirectSound: 0/5 (retail) DirectShow: 0/6 (retail) --------------- Display Devices --------------- Card name: Manufacturer: Chip type: DAC type: Device Key: Enum\ Display Memory: n/a Dedicated Memory: n/a Shared Memory: n/a Current Mode: 1600 x 1200 (32 bit) (1Hz) Driver Name: Driver File Version: () Driver Version: DDI Version: unknown Driver Model: unknown Driver Attributes: Final Retail Driver Date/Size: , 0 bytes WHQL Logo'd: n/a WHQL Date Stamp: n/a Device Identifier: {D7B70EE0-4340-11CF-B123-B03DAEC2CB35} Vendor ID: 0x0000 Device ID: 0x0000 SubSys ID: 0x00000000 Revision ID: 0x0000 Driver Strong Name: Unknown Rank Of Driver: Unknown Video Accel: Deinterlace Caps: n/a D3D9 Overlay: n/a DXVA-HD: n/a DDraw Status: Not Available D3D Status: Not Available AGP Status: Not Available ------------- Sound Devices ------------- Description: Speakers (Realtek High Definition Audio) Default Sound Playback: Yes Default Voice Playback: Yes Hardware ID: HDAUDIO\FUNC_01&VEN_10EC&DEV_0888&SUBSYS_10280249&REV_1001 Manufacturer ID: 1 Product ID: 100 Type: WDM Driver Name: RTKVHD64.sys Driver Version: 6.00.0001.5667 (English) Driver Attributes: Final Retail WHQL Logo'd: n/a Date and Size: 8/18/2008 04:05:28, 1485592 bytes Other Files: Driver Provider: Realtek Semiconductor Corp. HW Accel Level: Basic Cap Flags: 0x0 Min/Max Sample Rate: 0, 0 Static/Strm HW Mix Bufs: 0, 0 Static/Strm HW 3D Bufs: 0, 0 HW Memory: 0 Voice Management: No EAX(tm) 2.0 Listen/Src: No, No I3DL2(tm) Listen/Src: No, No Sensaura(tm) ZoomFX(tm): No Description: Realtek Digital Output (Realtek High Definition Audio) Default Sound Playback: No Default Voice Playback: No Hardware ID: HDAUDIO\FUNC_01&VEN_10EC&DEV_0888&SUBSYS_10280249&REV_1001 Manufacturer ID: 1 Product ID: 100 Type: WDM Driver Name: RTKVHD64.sys Driver Version: 6.00.0001.5667 (English) Driver Attributes: Final Retail WHQL Logo'd: n/a Date and Size: 8/18/2008 04:05:28, 1485592 bytes Other Files: Driver Provider: Realtek Semiconductor Corp. HW Accel Level: Basic Cap Flags: 0x0 Min/Max Sample Rate: 0, 0 Static/Strm HW Mix Bufs: 0, 0 Static/Strm HW 3D Bufs: 0, 0 HW Memory: 0 Voice Management: No EAX(tm) 2.0 Listen/Src: No, No I3DL2(tm) Listen/Src: No, No Sensaura(tm) ZoomFX(tm): No Description: Realtek HDMI Output (Realtek High Definition Audio) Default Sound Playback: No Default Voice Playback: No Hardware ID: HDAUDIO\FUNC_01&VEN_10EC&DEV_0888&SUBSYS_10280249&REV_1001 Manufacturer ID: 1 Product ID: 100 Type: WDM Driver Name: RTKVHD64.sys Driver Version: 6.00.0001.5667 (English) Driver Attributes: Final Retail WHQL Logo'd: n/a Date and Size: 8/18/2008 04:05:28, 1485592 bytes Other Files: Driver Provider: Realtek Semiconductor Corp. HW Accel Level: Basic Cap Flags: 0x0 Min/Max Sample Rate: 0, 0 Static/Strm HW Mix Bufs: 0, 0 Static/Strm HW 3D Bufs: 0, 0 HW Memory: 0 Voice Management: No EAX(tm) 2.0 Listen/Src: No, No I3DL2(tm) Listen/Src: No, No Sensaura(tm) ZoomFX(tm): No --------------------- Sound Capture Devices --------------------- Description: Microphone (Realtek High Definition Audio) Default Sound Capture: Yes Default Voice Capture: Yes Driver Name: RTKVHD64.sys Driver Version: 6.00.0001.5667 (English) Driver Attributes: Final Retail Date and Size: 8/18/2008 04:05:28, 1485592 bytes Cap Flags: 0x0 Format Flags: 0x0 Description: Realtek Digital Input (Realtek High Definition Audio) Default Sound Capture: No Default Voice Capture: No Driver Name: RTKVHD64.sys Driver Version: 6.00.0001.5667 (English) Driver Attributes: Final Retail Date and Size: 8/18/2008 04:05:28, 1485592 bytes Cap Flags: 0x0 Format Flags: 0x0 ------------------- DirectInput Devices ------------------- Device Name: Mouse Attached: 1 Controller ID: n/a Vendor/Product ID: n/a FF Driver: n/a Device Name: Keyboard Attached: 1 Controller ID: n/a Vendor/Product ID: n/a FF Driver: n/a Device Name: ESA FW Update Attached: 1 Controller ID: 0x0 Vendor/Product ID: 0x0955, 0x000A FF Driver: n/a Poll w/ Interrupt: No ----------- USB Devices ----------- + USB Root Hub | Vendor/Product ID: 0x10DE, 0x026D | Matching Device ID: usb\root_hub | Service: usbhub | +-+ USB Input Device | | Vendor/Product ID: 0x0955, 0x000A | | Location: Port_#0002.Hub_#0001 | | Matching Device ID: generic_hid_device | | Service: HidUsb | | | +-+ HID-compliant device | | | Vendor/Product ID: 0x0955, 0x000A | | | Matching Device ID: hid_device | | +-+ USB Input Device | | Vendor/Product ID: 0x046D, 0xC01E | | Location: Port_#0003.Hub_#0001 | | Matching Device ID: generic_hid_device | | Service: HidUsb | | | +-+ HID-compliant mouse | | | Vendor/Product ID: 0x046D, 0xC01E | | | Matching Device ID: hid_device_system_mouse | | | Service: mouhid ---------------- Gameport Devices ---------------- ------------ PS/2 Devices ------------ + Standard PS/2 Keyboard | Matching Device ID: *pnp0303 | Service: i8042prt | + Terminal Server Keyboard Driver | Matching Device ID: root\rdp_kbd | Upper Filters: kbdclass | Service: TermDD | + Terminal Server Mouse Driver | Matching Device ID: root\rdp_mou | Upper Filters: mouclass | Service: TermDD ------------------------ Disk & DVD/CD-ROM Drives ------------------------ Drive: C: Free Space: 324.3 GB Total Space: 608.4 GB File System: NTFS Model: WDC WD64 00AAKS-75A7B SCSI Disk Device Drive: D: Free Space: 1.0 GB Total Space: 2.0 GB File System: NTFS Model: WDC WD64 00AAKS-75A7B SCSI Disk Device Drive: E: Model: TSSTcorp DVD+-RW TS-H653F SCSI CdRom Device Driver: c:\windows\system32\drivers\cdrom.sys, 6.01.7600.16385 (English), , 0 bytes -------------- System Devices -------------- Name: PCI standard PCI-to-PCI bridge Device ID: PCI\VEN_10DE&DEV_03B7&SUBSYS_000010DE&REV_A1\3&2411E6FE&1&18 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03AF&SUBSYS_02491028&REV_A1\3&2411E6FE&1&0A Driver: n/a Name: PCI standard host CPU bridge Device ID: PCI\VEN_10DE&DEV_03A3&SUBSYS_02491028&REV_A2\3&2411E6FE&1&00 Driver: n/a Name: NVIDIA nForce Serial ATA Controller Device ID: PCI\VEN_10DE&DEV_0267&SUBSYS_02491028&REV_A1\3&2411E6FE&1&78 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03B6&SUBSYS_02491028&REV_A1\3&2411E6FE&1&10 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03AE&SUBSYS_02491028&REV_A1\3&2411E6FE&1&09 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_0272&SUBSYS_02491028&REV_A3\3&2411E6FE&1&52 Driver: n/a Name: NVIDIA nForce Serial ATA Controller Device ID: PCI\VEN_10DE&DEV_0266&SUBSYS_02491028&REV_A1\3&2411E6FE&1&70 Driver: n/a Name: LSI 1394 OHCI Compliant Host Controller Device ID: PCI\VEN_11C1&DEV_5811&SUBSYS_02491028&REV_70\4&14591D7E&0&2880 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03B5&SUBSYS_02491028&REV_A1\3&2411E6FE&1&06 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03AD&SUBSYS_02491028&REV_A1\3&2411E6FE&1&08 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_0270&SUBSYS_02491028&REV_A2\3&2411E6FE&1&48 Driver: n/a Name: Standard Dual Channel PCI IDE Controller Device ID: PCI\VEN_10DE&DEV_0265&SUBSYS_02491028&REV_A1\3&2411E6FE&1&68 Driver: n/a Name: NVIDIA GeForce 9800 GT Device ID: PCI\VEN_10DE&DEV_0605&SUBSYS_062D10DE&REV_A2\4&4BABE2A&0&0028 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03B4&SUBSYS_02491028&REV_A1\3&2411E6FE&1&07 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03AC&SUBSYS_02491028&REV_A1\3&2411E6FE&1&01 Driver: n/a Name: PCI standard PCI-to-PCI bridge Device ID: PCI\VEN_10DE&DEV_026F&SUBSYS_CB8410DE&REV_A2\3&2411E6FE&1&80 Driver: n/a Name: NVIDIA nForce PCI System Management Device ID: PCI\VEN_10DE&DEV_0264&SUBSYS_02491028&REV_A3\3&2411E6FE&1&51 Driver: n/a Name: NVIDIA GeForce 9800 GT Device ID: PCI\VEN_10DE&DEV_0605&SUBSYS_062D10DE&REV_A2\4&10BD3C89&0&0018 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03B3&SUBSYS_02491028&REV_A1\3&2411E6FE&1&0E Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03AB&SUBSYS_02491028&REV_A1\3&2411E6FE&1&04 Driver: n/a Name: Standard Enhanced PCI to USB Host Controller Device ID: PCI\VEN_10DE&DEV_026E&SUBSYS_02491028&REV_A3\3&2411E6FE&1&59 Driver: n/a Name: PCI standard ISA bridge Device ID: PCI\VEN_10DE&DEV_0260&SUBSYS_02491028&REV_A3\3&2411E6FE&1&50 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03BC&SUBSYS_02491028&REV_A1\3&2411E6FE&1&11 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03B2&SUBSYS_02491028&REV_A1\3&2411E6FE&1&0D Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03AA&SUBSYS_02491028&REV_A1\3&2411E6FE&1&02 Driver: n/a Name: Standard OpenHCD USB Host Controller Device ID: PCI\VEN_10DE&DEV_026D&SUBSYS_02491028&REV_A3\3&2411E6FE&1&58 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03BA&SUBSYS_02491028&REV_A1\3&2411E6FE&1&12 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03B1&SUBSYS_02491028&REV_A1\3&2411E6FE&1&0C Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03A9&SUBSYS_02491028&REV_A1\3&2411E6FE&1&03 Driver: n/a Name: High Definition Audio Controller Device ID: PCI\VEN_10DE&DEV_026C&SUBSYS_02491028&REV_A2\3&2411E6FE&1&81 Driver: n/a Name: PCI standard PCI-to-PCI bridge Device ID: PCI\VEN_10DE&DEV_03B8&SUBSYS_000010DE&REV_A1\3&2411E6FE&1&28 Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03B0&SUBSYS_02491028&REV_A1\3&2411E6FE&1&0B Driver: n/a Name: PCI standard RAM Controller Device ID: PCI\VEN_10DE&DEV_03A8&SUBSYS_02491028&REV_A2\3&2411E6FE&1&05 Driver: n/a Name: NVIDIA nForce Networking Controller Device ID: PCI\VEN_10DE&DEV_0269&SUBSYS_02491028&REV_A3\3&2411E6FE&1&A0 Driver: n/a --------------- EVR Power Information --------------- Current Setting: {5C67A112-A4C9-483F-B4A7-1D473BECAFDC} (Quality) Quality Flags: 2576 Enabled: Force throttling Allow half deinterlace Allow scaling Decode Power Usage: 100 Balanced Flags: 1424 Enabled: Force throttling Allow batching Force half deinterlace Force scaling Decode Power Usage: 50 PowerFlags: 1424 Enabled: Force throttling Allow batching Force half deinterlace Force scaling Decode Power Usage: 0

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