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  • Handing over FaceBook SessionKey from iPhone to PHP

    - by Stefan Mayr
    Hi! Users authenticate normally on my iPhone app, and the permission for publish_stream is requested correctly. When the user want to post something on his wall, the text is transmitted to my backend and the backend posts it (with the transmitted session key) to the users facebook wall. The first post is always possible but at the second, the response is: "The user hasn't authorized the application to perform this action" But I was already able to post some seconds ago. What is wrong? Best Steve

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  • Installing multiple MySQL .NET Connectors

    - by LookitsPuck
    Hi all, I currently have MySQL .NET Connector version 6.2.3 installed. I'd like to try out Database Manager from within IIS7, however, the dependency is on MySQL .NET Connector 5.2. When running the MySQL .NET Connector 5.2 installer, it says there's already an existing MySQL .NET Connector installed, and that this version can not be installed unless the other is uninstalled. Is there anyway to have both of these instances installed? Thanks! -Steve

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  • Exception when creating an activity: Could not select item Parcel unable to marshal value

    - by user341652
    Hi, I am trying to call an Activity from another instance of the activity. The code is supposed to be a simple file browser (part of a larger application). I am using a ListActivity, and when an item (such as a folder) is selected, it is supposed to open it up in the new Activity. I have a feeling it is a problem with the AndroidManifest (which just has the basic tag). Any assistance would be appreciated. Thanks, Steve

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  • Why might my Xcode be crashing (or at least displaying an error on launch)?

    - by dsobol
    I am getting an error thrown when I launch my Xcode 3.2 all of a sudden: Uncaught Exception: * -[NSCFArray initWithObjects:count:]: attempt to insert nil object at objects[0] I can click through the error and Xcode seems to launch properly. I removed and reinstalled Xcode to no avail, and yet cannot find a config or perference that might be the culprit. I am running on 10.6.3 fwiw.... Has anyone else run into this problkem? TIA! Regards, Steve O'Sullivan

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  • Viable development for iPhone after 3.3.1 change?

    - by Kevin
    With the latest changes to the developer agreement by Apple, how inherant is the risk of using any kind of framework to develop Apps for devices now? Should shops risk using things like MonoTouch, Three20, Appcelerator since this change? How are some iPhone/iPad developers here handling it? http://www.pcworld.com/article/193916/apples_new_iphone_app_policy_unreasonable_and_unjustifiable.html http://www.wired.com/gadgetlab/2010/04/iphone-flash-policy-steve-jobs/ http://37signals.com/svn/posts/2273-five-rational-arguments-against-apples-331-policy

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  • I get the warning "Format not a string literal and no format arguments" at NSLog -- how can I correc

    - by dsobol
    Hello, I get the warning "Format not a string literal and no format arguments" on the NSLog call in the following block: (void) alertView:(UIAlertView *)alertView clickedButtonAtIndex:(NSInteger)buttonIndex { NSLog([NSString stringWithFormat:@"%d", buttonIndex]); } I have read in another post here that this error message indicates an insecure use of NSLog. Could someone point me in the direction of a properly formatted string for this? Thanks for any and all assistance! Regards, Steve O'Sullivan

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  • Why use Visual Studio 6 for C++

    - by robUK
    Hello, I am just wondering why programmers who program in C++ for windows always use Visual Studio 6 instead of Visual Studio 2008? Isn't the compiler in 2008 much better than the one in VS6? The reason I ask as I have used many sdk's that are always written in VS6? Many thanks, Steve

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  • Open Graph API - Github PHP Class

    - by clarkstudios
    Hi all, I have downloaded the PHP class from github which is the wrapper for their Open Graph API. I can log in and list freinds and images etc. But what I am really struggling with is allowing for extended permissions to allow posting to a users wall. I know somewhere I need to add "scope=publish_stream" to allow this option and can only assume it is on the getLoginUrl method but I am having next to know joy with it. Can anyone help me. Steve

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  • jQuery UI Autocomplete IE Cursor Position Bug

    - by CountZero
    Heya, I have just implemented the excellent jQuery UI autocomplete. http://jqueryui.com/demos/autocomplete/ There is a strange bug in IE 8 (and maybe other versions). When you select an item from the box of suggestions in IE 8 the cursor moves to the begining of the textbox before the suggested word which has just been inserted. Firefox put the cursor after the inserted word. Does anyone know of a fix for this? Regards Steve

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  • Looking for work with startups in exchange for Equity [closed]

    - by SteveG
    Hi guys, I'm looking for a startup to get involved with for an equity stake. I'm a software enginner/architect with 25 years experience. I've got extensive experience with Java, C# and LAMP and have worked with serveral startups over the last couple of years. If you're interested but would like to know more about me I can send you my resume. Steve

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  • C# Exchange Powershell specified cast not valid

    - by stevetaylor20
    I'm getting a specified cast error trying to return a integer, example code below: results = pipeline.Invoke(); foreach (PSObject ps in results) { int diff = 0; Int32 exchcount = Convert.ToInt32(ps.Members["itemcount"].Value); diff = itemcount - exchcount; } I'm trying to find out what the data type if for itemcount of the Get-Mailboxstatistics but i can't find the information, i assume it's Int, i've tried string but that does not work either. any ideas please let me know! Thanks Steve

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  • Optimizing division/exponential calculation

    - by Saltheart
    I've inherited a Visual Studio/VB.Net numerical simulation project that has a likely inefficient calculation. Profiling indicates that the function is called a lot (1 million times plus) and spends about 50% of the overall calculation within this function. Here is the problematic portion Result = (A * (E ^ C)) / (D ^ C * B) (where A-C are local double variables and D & E global double variables) Result is then compared to a threshold which might have additional improvements as well, but I'll leave them another day any thoughts or help would be appreciated Steve

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  • Parallelism in .NET – Part 3, Imperative Data Parallelism: Early Termination

    - by Reed
    Although simple data parallelism allows us to easily parallelize many of our iteration statements, there are cases that it does not handle well.  In my previous discussion, I focused on data parallelism with no shared state, and where every element is being processed exactly the same. Unfortunately, there are many common cases where this does not happen.  If we are dealing with a loop that requires early termination, extra care is required when parallelizing. Often, while processing in a loop, once a certain condition is met, it is no longer necessary to continue processing.  This may be a matter of finding a specific element within the collection, or reaching some error case.  The important distinction here is that, it is often impossible to know until runtime, what set of elements needs to be processed. In my initial discussion of data parallelism, I mentioned that this technique is a candidate when you can decompose the problem based on the data involved, and you wish to apply a single operation concurrently on all of the elements of a collection.  This covers many of the potential cases, but sometimes, after processing some of the elements, we need to stop processing. As an example, lets go back to our previous Parallel.ForEach example with contacting a customer.  However, this time, we’ll change the requirements slightly.  In this case, we’ll add an extra condition – if the store is unable to email the customer, we will exit gracefully.  The thinking here, of course, is that if the store is currently unable to email, the next time this operation runs, it will handle the same situation, so we can just skip our processing entirely.  The original, serial case, with this extra condition, might look something like the following: foreach(var customer in customers) { // Run some process that takes some time... DateTime lastContact = theStore.GetLastContact(customer); TimeSpan timeSinceContact = DateTime.Now - lastContact; // If it's been more than two weeks, send an email, and update... if (timeSinceContact.Days > 14) { // Exit gracefully if we fail to email, since this // entire process can be repeated later without issue. if (theStore.EmailCustomer(customer) == false) break; customer.LastEmailContact = DateTime.Now; } } .csharpcode, .csharpcode pre { font-size: small; color: black; font-family: consolas, "Courier New", courier, monospace; background-color: #ffffff; /*white-space: pre;*/ } .csharpcode pre { margin: 0em; } .csharpcode .rem { color: #008000; } .csharpcode .kwrd { color: #0000ff; } .csharpcode .str { color: #006080; } .csharpcode .op { color: #0000c0; } .csharpcode .preproc { color: #cc6633; } .csharpcode .asp { background-color: #ffff00; } .csharpcode .html { color: #800000; } .csharpcode .attr { color: #ff0000; } .csharpcode .alt { background-color: #f4f4f4; width: 100%; margin: 0em; } .csharpcode .lnum { color: #606060; } Here, we’re processing our loop, but at any point, if we fail to send our email successfully, we just abandon this process, and assume that it will get handled correctly the next time our routine is run.  If we try to parallelize this using Parallel.ForEach, as we did previously, we’ll run into an error almost immediately: the break statement we’re using is only valid when enclosed within an iteration statement, such as foreach.  When we switch to Parallel.ForEach, we’re no longer within an iteration statement – we’re a delegate running in a method. This needs to be handled slightly differently when parallelized.  Instead of using the break statement, we need to utilize a new class in the Task Parallel Library: ParallelLoopState.  The ParallelLoopState class is intended to allow concurrently running loop bodies a way to interact with each other, and provides us with a way to break out of a loop.  In order to use this, we will use a different overload of Parallel.ForEach which takes an IEnumerable<T> and an Action<T, ParallelLoopState> instead of an Action<T>.  Using this, we can parallelize the above operation by doing: Parallel.ForEach(customers, (customer, parallelLoopState) => { // Run some process that takes some time... DateTime lastContact = theStore.GetLastContact(customer); TimeSpan timeSinceContact = DateTime.Now - lastContact; // If it's been more than two weeks, send an email, and update... if (timeSinceContact.Days > 14) { // Exit gracefully if we fail to email, since this // entire process can be repeated later without issue. if (theStore.EmailCustomer(customer) == false) parallelLoopState.Break(); else customer.LastEmailContact = DateTime.Now; } }); There are a couple of important points here.  First, we didn’t actually instantiate the ParallelLoopState instance.  It was provided directly to us via the Parallel class.  All we needed to do was change our lambda expression to reflect that we want to use the loop state, and the Parallel class creates an instance for our use.  We also needed to change our logic slightly when we call Break().  Since Break() doesn’t stop the program flow within our block, we needed to add an else case to only set the property in customer when we succeeded.  This same technique can be used to break out of a Parallel.For loop. That being said, there is a huge difference between using ParallelLoopState to cause early termination and to use break in a standard iteration statement.  When dealing with a loop serially, break will immediately terminate the processing within the closest enclosing loop statement.  Calling ParallelLoopState.Break(), however, has a very different behavior. The issue is that, now, we’re no longer processing one element at a time.  If we break in one of our threads, there are other threads that will likely still be executing.  This leads to an important observation about termination of parallel code: Early termination in parallel routines is not immediate.  Code will continue to run after you request a termination. This may seem problematic at first, but it is something you just need to keep in mind while designing your routine.  ParallelLoopState.Break() should be thought of as a request.  We are telling the runtime that no elements that were in the collection past the element we’re currently processing need to be processed, and leaving it up to the runtime to decide how to handle this as gracefully as possible.  Although this may seem problematic at first, it is a good thing.  If the runtime tried to immediately stop processing, many of our elements would be partially processed.  It would be like putting a return statement in a random location throughout our loop body – which could have horrific consequences to our code’s maintainability. In order to understand and effectively write parallel routines, we, as developers, need a subtle, but profound shift in our thinking.  We can no longer think in terms of sequential processes, but rather need to think in terms of requests to the system that may be handled differently than we’d first expect.  This is more natural to developers who have dealt with asynchronous models previously, but is an important distinction when moving to concurrent programming models. As an example, I’ll discuss the Break() method.  ParallelLoopState.Break() functions in a way that may be unexpected at first.  When you call Break() from a loop body, the runtime will continue to process all elements of the collection that were found prior to the element that was being processed when the Break() method was called.  This is done to keep the behavior of the Break() method as close to the behavior of the break statement as possible. We can see the behavior in this simple code: var collection = Enumerable.Range(0, 20); var pResult = Parallel.ForEach(collection, (element, state) => { if (element > 10) { Console.WriteLine("Breaking on {0}", element); state.Break(); } Console.WriteLine(element); }); If we run this, we get a result that may seem unexpected at first: 0 2 1 5 6 3 4 10 Breaking on 11 11 Breaking on 12 12 9 Breaking on 13 13 7 8 Breaking on 15 15 What is occurring here is that we loop until we find the first element where the element is greater than 10.  In this case, this was found, the first time, when one of our threads reached element 11.  It requested that the loop stop by calling Break() at this point.  However, the loop continued processing until all of the elements less than 11 were completed, then terminated.  This means that it will guarantee that elements 9, 7, and 8 are completed before it stops processing.  You can see our other threads that were running each tried to break as well, but since Break() was called on the element with a value of 11, it decides which elements (0-10) must be processed. If this behavior is not desirable, there is another option.  Instead of calling ParallelLoopState.Break(), you can call ParallelLoopState.Stop().  The Stop() method requests that the runtime terminate as soon as possible , without guaranteeing that any other elements are processed.  Stop() will not stop the processing within an element, so elements already being processed will continue to be processed.  It will prevent new elements, even ones found earlier in the collection, from being processed.  Also, when Stop() is called, the ParallelLoopState’s IsStopped property will return true.  This lets longer running processes poll for this value, and return after performing any necessary cleanup. The basic rule of thumb for choosing between Break() and Stop() is the following. Use ParallelLoopState.Stop() when possible, since it terminates more quickly.  This is particularly useful in situations where you are searching for an element or a condition in the collection.  Once you’ve found it, you do not need to do any other processing, so Stop() is more appropriate. Use ParallelLoopState.Break() if you need to more closely match the behavior of the C# break statement. Both methods behave differently than our C# break statement.  Unfortunately, when parallelizing a routine, more thought and care needs to be put into every aspect of your routine than you may otherwise expect.  This is due to my second observation: Parallelizing a routine will almost always change its behavior. This sounds crazy at first, but it’s a concept that’s so simple its easy to forget.  We’re purposely telling the system to process more than one thing at the same time, which means that the sequence in which things get processed is no longer deterministic.  It is easy to change the behavior of your routine in very subtle ways by introducing parallelism.  Often, the changes are not avoidable, even if they don’t have any adverse side effects.  This leads to my final observation for this post: Parallelization is something that should be handled with care and forethought, added by design, and not just introduced casually.

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  • When Your Boss Doesn't Want you to Succeed

    - by Phil Factor
    You're working hard to get an application finished. You are programming long into the evenings sometimes, and eating sandwiches at your desk instead of taking a lunch break. Then one day you glance up at the IT manager, serene in his mysterious round of meetings, and think 'Does he actually care whether this project succeeds or not?'. The question may seem absurd. Of course the project must succeed. The truth, as always, is often far more complex. Your manager may even be doing his best to make sure you don't succeed. Why? There have always been rich pickings for the unscrupulous in IT.  In extreme cases, where administrators struggle with scarcely-comprehended technical issues, huge sums of money can be lost and gained without any perceptible results. In a very few cases can fraud be proven: most of the time, the intricacies of the 'game' are such that one can do little more than harbor suspicion.  Where does over-enthusiastic salesmanship end and fraud begin? The Business of Information Technology provides rich opportunities for White-collar crime. The poor developer has his, or her, hands full with the task of wrestling with the sheer complexity of building an application. He, or she, has no time for following the complexities of the chicanery of the management that is directing affairs.  Most likely, the developers wouldn't even suspect that their company management had ulterior motives. I'll illustrate what I mean with an entirely fictional, hypothetical, example. The Opportunist and the Aged Charities often do good, unexciting work that is funded by the income from a bequest that dates back maybe hundreds of years.  In our example, it isn't exciting work, for it involves the welfare of elderly people who have fallen on hard times.  Volunteers visit, giving a smile and a chat, and check that they are all right, but are able to spend a little money on their discretion to ameliorate any pressing needs for these old folk.  The money is made to work very hard and the charity averts a great deal of suffering and eases the burden on the state. Daisy hears the garden gate creak as Mrs Rainer comes up the path. She looks forward to her twice-weekly visit from the nice lady from the trust. She always asked ‘is everything all right, Love’. Cheeky but nice. She likes her cheery manner. She seems interested in hearing her memories, and talking about her far-away family. She helps her with those chores in the house that she couldn’t manage and once even paid to fill the back-shed with coke, the other year. Nice, Mrs. Rainer is, she thought as she goes to open the door. The trustees are getting on in years themselves, and worry about the long-term future of the charity: is it relevant to modern society? Is it likely to attract a new generation of workers to take it on. They are instantly attracted by the arrival to the board of a smartly dressed University lecturer with the ear of the present Government. Alain 'Stalin' Jones is earnest, persuasive and energetic. The trustees welcome him to the board and quickly forgive his humorless political-correctness. He talks of 'diversity', 'relevance', 'social change', 'equality' and 'communities', but his eye is on that huge bequest. Alain first came to notice as a Trotskyite union official, who insinuated himself into one of the duller Trades Unions and turned it, through his passionate leadership, into a radical, headline-grabbing organization.  Middle age, and the rise of European federal socialism, had brought him quiet prosperity and charcoal suits, an ear in the current government, and a wide influence as a member of various Quangos (government bodies staffed by well-paid unelected courtiers).  He was employed as a 'consultant' by several organizations that relied on government contracts. After gaining the confidence of the trustees, and showing a surprising knowledge of mundane processes and the regulatory framework of charities, Alain launches his plan.  The trust will expand their work by means of a bold IT initiative that will coordinate the interventions of several 'caring agencies', and provide  emergency cover, a special Website so anxious relatives can see how their elderly charges are doing, and a vastly more efficient way of coordinating the work of the volunteer carers. It will also provide a special-purpose site that gives 'social networking' facilities, rather like Facebook, to the few elderly folk on the lists with access to the internet. The trustees perk up. Their own experience of the internet is restricted to the occasional scanning of railway timetables, but they can see that it is 'relevant'. In his next report to the other trustees, Alain proudly announces that all this glamorous and exciting technology can be paid for by a grant from the government. He admits darkly that he has influence. True to his word, the government promises a grant of a size that is an order of magnitude greater than any budget that the trustees had ever handled. There was the understandable proviso that the company that would actually do the IT work would have to be one of the government's preferred suppliers and the work would need to be tendered under EU competition rules. The only company that tenders, a multinational IT company with a long track record of government work, quotes ten million pounds for the work. A trustee questions the figure as it seems enormous for the reasonably trivial internet facilities being built, but the IT Salesmen dazzle them with presentations and three-letter acronyms until they subside into quiescent acceptance. After all, they can’t stay locked in the Twentieth century practices can they? The work is put in hand with a large project team, in a splendid glass building near west London. The trustees see rooms of programmers working diligently at screens, and who talk with enthusiasm of the project. Paul, the project manager, looked through his resource schedule with growing unease. His initial excitement at being given his first major project hadn’t lasted. He’d been allocated a lackluster team of developers whose skills didn’t seem right, and he was allowed only a couple of contractors to make good the deficit. Strangely, the presentation he’d given to his management, where he’d saved time and resources with a OTS solution to a great deal of the development work, and a sound conservative architecture, hadn’t gone down nearly as big as he’d hoped. He almost got the feeling they wanted a more radical and ambitious solution. The project starts slipping its dates. The costs build rapidly. There are certain uncomfortable extra charges that appear, such as the £600-a-day charge by the 'Business Manager' appointed to act as a point of liaison between the charity and the IT Company.  When he appeared, his face permanently split by a 'Mr Sincerity' smile, they'd thought he was provided at the cost of the IT Company. Derek, the DBA, didn’t have to go to the server room quite some much as he did: but It got him away from the poisonous despair of the development group. Wave after wave of events had conspired to delay the project.  Why the management had imposed hideous extra bureaucracy to cover ISO 9000 and 9001:2008 accreditation just as the project was struggling to get back on-schedule was  beyond belief.  Then  the Business manager was coming back with endless changes in scope, sorrowing saying that the Trustees were very insistent, though hopelessly out in touch with the reality of technical challenges. Suddenly, the costs mount to the point of consuming the government grant in its entirety. The project remains tantalizingly just out of reach. Alain Jones gives an emotional rallying speech at the trustees review meeting, urging them not to lose their nerve. Sadly, the trustees dip into the accumulated capital of the trust, the seed-corn of all their revenues, in order to save the IT project. A few months later it is all over. The IT project is never delivered, even though it had seemed so incredibly close.  With the trust's capital all gone, the activities it funded have to be terminated and the trust becomes just a shell. There aren't even the funds to mount a legal challenge against the IT company, even had the trust's solicitor advised such a foolish thing. Alain leaves as suddenly as he had arrived, only to pop up a few months later, bronzed and rested, at another charity. The IT workers who were permanent employees are dispersed to other projects, and the contractors leave to other contracts. Within months the entire project is but a vague memory. One or two developers remain  puzzled that their managers had been so obstructive when they should have welcomed progress toward completion of the project, but they put it down to incompetence and testosterone. Few suspected that they were actively preventing the project from getting finished. The relationships between the IT consultancy, and the government of the day are intricate, and made more complex by the Private Finance initiatives and political patronage.  The losers in this case were the taxpayers, and the beneficiaries of the trust, and, perhaps the soul of the original benefactor of the trust, whose bid to give his name some immortality had been scuppered by smooth-talking white-collar political apparatniks.  Even now, nobody is certain whether a crime was ever committed. The perfect heist, I guess. Where’s the victim? "I hear that Daisy’s cottage is up for sale. She’s had to go into a care home.  She didn’t want to at all, but then there is nobody to keep an eye on her since she had that minor stroke a while back.  A charity used to help out. The ‘social’ don’t have the funding, evidently for community care. Yes, her old cat was put down. There was a good clearout, and now the house is all scrubbed and cleared ready for sale. The skip was full of old photos and letters, memories. No room in her new ‘home’."

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  • Craftsmanship is ALL that Matters

    - by Wayne Molina
    Today, I'm going to talk about a touchy subject: the notion of working in a company that doesn't use the prescribed "best practices" in its software development endeavours.  Over the years I have, using a variety of pseudonyms, asked this question on popular programming forums.  Although I always add in some minor variation of the story to avoid suspicion that it's the same person posting, the crux of the tale remains the same: A Programmer’s Tale A junior software developer has just started a new job at an average company, creating average line-of-business applications for internal use (the most typical scenario programmers find themselves in).  This hypothetical newbie has spent a lot of time reading up on the "theory" of software development, devouring books, blogs and screencasts from well-known and respected software developers in the community in order to broaden his knowledge and "do what the pros do".  He begins his new job, eager to apply what he's learned on a real-world project only to discover that his new teammates doesn't use any of those concepts and techniques.  They hack their way through development, or in a best-case scenario use some homebrew, thrown-together semblance of a framework for their applications that follows not one of the best practices suggested by the “elite” in the software community - things like TDD (TDD as a "best practice" is the only subjective part of this post, but it's included here due to a very large following of respected developers who consider it one), the SOLID principles, well-known and venerable tools, even version control in a worst case and truly nightmarish scenario.  Our protagonist is frustrated that he isn't doing things the "proper" way - a way he's spent personal time digesting and learning about and, more importantly, a way that some of the top developers in the industry advocate - and turns to a forum to ask the advice of his peers. Invariably the answer I, in the guise of the concerned newbie, will receive is that A) I don't know anything and should just shut my mouth and sling code the bad way like everybody else on the team, and B) These "best practices" are fade or a joke, and the only thing that matters is shipping software to your customers. I am here today to say that anyone who says this, or anything like it, is not only full of crap but indicative of exactly the type of “developer” that has helped to give our industry a bad name.  Here is why: One Who Knows Nothing, Understands Nothing On one hand, you have the cognoscenti of the .NET development world.  Guys like James Avery, Jeremy Miller, Ayende Rahien and Rob Conery; all well-respected and noted programmers that are pretty much our version of celebrities.  These guys write blogs, books, and post videos outlining the "correct" way of writing software to make sure it not only works but is maintainable and extensible and a joy to work with.  They tout the virtues of the SOLID principles, or of using TDD/BDD, or using a mature ORM like NHibernate, Subsonic or even Entity Framework. On the other hand, you have Joe Everyman, Lead Software Developer at Initrode Corporation - in our hypothetical story Joe is the junior developer's new boss.  Joe's been with Initrode for 10 years, starting as the company’s very first programmer and over the years building up a little fiefdom of his own until at the present he’s in charge of all Initrode’s software development.  Joe writes code the same way he always has, without bothering to learn much, if anything.  He looked at NHibernate once and found it was "too hard", so he uses a primitive implementation of the TableDataGateway pattern as a wrapper around SqlClient.SqlConnection and SqlClient.SqlCommand instead of an actual ORM (or, in a better case scenario, has created his own ORM); the thought of using LINQ or Entity Framework or really anything other than his own hastily homebrew solution has never occurred to him.  He doesn't understand TDD and considers “testing” to be using the .NET debugger to step through code, or simply loading up an app and entering some values to see if it works.  He doesn't really understand SOLID, and he doesn't care to.  He's worked as a programmer for years, and that's all that counts.  Right?  WRONG. Who would you rather trust?  Someone with years of experience and who writes books, creates well-known software and is akin to a celebrity, or someone with no credibility outside their own minute environment who throws around their clout and company seniority as the "proof" of their ability?  Joe Everyman may have years of experience at Initrode as a programmer, and says to do things "his way" but someone like Jeremy Miller or Ayende Rahien have years of experience at companies just like Initrode, THEY know ten times more than Joe Everyman knows or could ever hope to know, and THEY say to do things "this way". Here's another way of thinking about it: If you wanted to get into politics and needed advice on the best way to do it, would you rather listen to the mayor of Hicktown, USA or Barack Obama?  One is a small-time nobody while the other is very well-known and, as such, would probably have much more accurate and beneficial advice. NOTE: The selection of Barack Obama as an example in no way, shape, or form suggests a political affiliation or political bent to this post or blog, and no political innuendo should be mistakenly read from it; the intent was merely to compare a small-time persona with a well-known persona in a non-software field.  Feel free to replace the name "Barack Obama" with any well-known Congressman, Senator or US President of your choice. DIY Considered Harmful I will say right now that the homebrew development environment is the WORST one for an aspiring programmer, because it relies on nothing outside it's own little box - no useful skill outside of the small pond.  If you are forced to use some half-baked, homebrew ORM created by your Director of Software, you are not learning anything valuable you can take with you in the future; now, if you plan to stay at Initrode for 10 years like Joe Everyman, this is fine and dandy.  However if, like most of us, you want to advance your career outside a very narrow space you will do more harm than good by sticking it out in an environment where you, to be frank, know better than everybody else because you are aware of alternative and, in almost most cases, better tools for the job.  A junior developer who understands why the SOLID principles are good to follow, or why TDD is beneficial, or who knows that it's better to use NHibernate/Subsonic/EF/LINQ/well-known ORM versus some in-house one knows better than a senior developer with 20 years experience who doesn't understand any of that, plain and simple.  Anyone who disagrees is either a liar, or someone who, just like Joe Everyman, Lead Developer, relies on seniority and tenure rather than adapting their knowledge as things evolve. In many cases, the Joe Everymans of the world act this way out of fear - they cannot possibly fathom that a “junior” could know more than them; after all, they’ve spent 10 or more years in the same company, doing the same job, cranking out the same shoddy software.  And here comes a newbie who hasn’t spent 10+ years doing the same things, with a fresh and often radical take on the craft, and Joe Everyman is afraid he might have to put some real effort into his career again instead of just pointing to his 10 years of service at Initrode as “proof” that he’s good, or that he might have to learn something new to improve; in most cases the problem is Joe Everyman, and by extension Initrode itself, has a mentality of just being “good enough”, and mediocrity is the rule of the day. A Thorn Bush is No Place for a Phoenix My advice is that if you work on a team where they don't use the best practices that some of the most famous developers in our field say is the "right" way to do things (and have legions of people who agree), and YOU are aware of these practices and can see why they work, then LEAVE the company.  Find a company where they DO care about quality, and craftsmanship, otherwise you will never be happy.  There is no point in "dumbing" yourself down to the level of your co-workers and slinging code without care to craftsmanship.  In 95% of these situations there will be no point in bringing it to the attention of Joe Everyman because he won't listen; he might even get upset that someone is trying to "upstage" him and fire the newbie, and replace someone with loads of untapped potential with a drone that will just nod affirmatively and grind out the tasks assigned without question. Find a company that has people smart enough to listen to the "best and brightest", and be happy.  Do not, I repeat, DO NOT waste away in a job working for ignorant people.  At the end of the day software development IS a craft, and a level of craftsmanship is REQUIRED for any serious professional.  When you have knowledgeable people with the credibility to back it up saying one thing, and small-time people who are, to put it bluntly, nobodies in the field saying and doing something totally different because they can't comprehend it, leave the nobodies to their own devices to fade into obscurity.  Work for a company that uses REAL software engineering techniques and really cares about craftsmanship.  The biggest issue affecting our career, and the reason software development has never been the respected, white-collar career it was meant to be, is because hacks and charlatans can pass themselves off as professional programmers without following a lick of good advice from programmers much better at the craft than they are.  These modern day snake-oil salesmen entrench themselves in companies by hoodwinking non-technical businesspeople and customers with their shoddy wares, end up in senior/lead/executive positions, and push their lack of knowledge on everybody unfortunate enough to work with/for/under them, crushing any dissent or voices of reason and change under their tyrannical heel and leaving behind a trail of dismayed and, often, unemployed junior developers who were made examples of to keep up the facade and avoid the shadow of doubt being cast upon them. To sum this up another way: If you surround yourself with learned people, you will learn.  Surround yourself with ignorant people who can't, as the saying goes, see the forest through the trees, and you'll learn nothing of any real value.  There is more to software development than just writing code, and the end goal should not be just "shipping software", it should be shipping software that is extensible, maintainable, and above all else software whose creation has broadened your knowledge in some capacity, even if a minor one.  An eager newbie who knows theory and thirsts for knowledge can easily be moulded and taught the advanced topics, but the same can't be said of someone who only cares about the finish line.  This industry needs more people espousing the benefits of software craftsmanship and proper software engineering techniques, and less Joe Everymans who are unwilling to adapt or foster new ways of thinking. Conclusion - I Cast “Protection from Fire” I am fairly certain this post will spark some controversy and might even invite the flames.  Please keep in mind these are opinions and nothing more.  A little healthy rant and subsequent flamewar can be good for the soul once in a while.  To paraphrase The Godfather: It helps to get rid of the bad blood.

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  • Are your personal insecurities screwing up your internal communications?

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

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  • What is the Oracle Utilities Application Framework?

    - by Anthony Shorten
    The Oracle Utilities Application Framework is a reusable, scalable and flexible java based framework which allows other products to be built, configured and implemented in a standard way. Note: Even though the Framework is built in java it can be integrated with COBOL based extensions for backward compatibility. When Oracle Utilities Customer Care & Billing was migrated from V1 to V2, it was decided that the technical aspects of that product be separated to allow for reuse and independence from technical issues. The idea was that all the technical aspects would be concentrated in this separate product (i.e. a framework) and allow all products using the framework to concentrate on delivering superior functionality. The product was named the Oracle Utilities Application Framework (oufw is the product code). The technical components are contained in the Oracle Utilities Application Framework which can be summarized as follows: Metadata - The Oracle Utilities Application Framework is responsible for defining and using the metadata to define the runtime behavior of the product. All the metadata definition and management is contained within the Oracle Utilities Application Framework. UI Management - The Oracle Utilities Application Framework is responsible for defining and rendering the pages and responsible for ensuring the pages are in the appropriate format for the locale. Integration - The Oracle Utilities Application Framework is responsible for providing the integration points to the architecture. Refer to the Oracle Utilities Application Framework Integration Overview for more details Tools - The Oracle Utilities Application Framework provides a common set of facilities and tools that can be used across all products. Technology - The Oracle Utilities Application Framework is responsible for all technology standards compliance, platform support and integration. There are a number of products from the Tax and Utilities Global Business Unit as well as from the Financial Services Global Business Unit that are built upon the Oracle Utilities Application Framework. These products require the Oracle Utilities Application Framework to be installed first and then the product itself installed onto the framework to complete the installation process. There are a number of key benefits that the Oracle Utilities Application Framework provides to these products: Common facilities - The Oracle Utilities Application Framework provides a standard set of technical facilities that mean that products can concentrate in the unique aspects of their markets rather than making technical decisions. Common methods of configuration - The Oracle Utilities Application Framework standardizes the technical configuration process for a product. Customers can effectively reuse the configuration process across products. Multi-lingual and Multi-platform - The Oracle Utilities Application Framework allows the products to be offered in more markets and across multiple platforms for maximized flexibility. Common methods of implementation - The Oracle Utilities Application Framework standardizes the technical aspects of a product implementation. Customers can effectively reuse the technical implementation process across products. Quicker adoption of new technologies - As new technologies and standards are identified as being important for the product line, they can be integrated centrally benefiting multiple products. Cross product reuse - As enhancements to the Oracle Utilities Application Framework are identified by a particular product, all products can potentially benefit from the enhancement. Note: Use of the Oracle Utilities Application Framework does not preclude the introduction of product specific technologies or facilities to satisfy market needs. The framework minimizes the need and assists in the quick integration of a new product specific piece of technology (if necessary). The Framework is not available as a product itself and is bundled with Tax and Utilities Global Business Unit prodicts. At the present time the following products are on the Framework: Oracle Utilities Customer Care And Billing (V2 and above) Oracle Enterprise Taxation Management (V2 and above) Oracle Utilities Business Intelligence (V2 and above) Oracle Utilities Mobile Workforice Management (V2 and above)

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  • Developer’s Life – Every Developer is a Batman

    - by Pinal Dave
    Batman is one of the darkest superheroes in the fantasy canon.  He does not come to his powers through any sort of magical coincidence or radioactive insect, but through a lot of psychological scarring caused by witnessing the death of his parents.  Despite his dark back story, he possesses a lot of admirable abilities that I feel bear comparison to developers. Batman has the distinct advantage that his alter ego, Bruce Wayne is a millionaire (or billionaire in today’s reboots).  This means that he can spend his time working on his athletic abilities, building a secret lair, and investing his money in cool tools.  This might not be true for developers (well, most developers), but I still think there are many parallels. So how are developers like Batman? Well, read on my list of reasons. Develop Skills Batman works on his skills.  He didn’t get the strength to scale Gotham’s skyscrapers by inheriting his powers or suffering an industrial accident.  Developers also hone their skills daily.  They might not be doing pull-ups and scaling buldings, but I think their skills are just as impressive. Clear Goals Batman is driven to build a better Gotham.  He knows that the criminal who killed his parents was a small-time thief, not a super villain – so he has larger goals in mind than simply chasing one villain.  He wants his city as a whole to be better.  Developers are also driven to make things better.  It can be easy to get hung up on one problem, but in the end it is best to focus on the well-being of the system as a whole. Ultimate Teamplayers Batman is the hero Gotham needs – even when that means appearing to be the bad guys.  Developers probably know that feeling well.  Batman takes the fall for a crime he didn’t commit, and developers often have to deliver bad news about the limitations of their networks and servers.  It’s not always a job filled with glory and thanks, but someone has to do it. Always Ready Batman and the Boy Scouts have this in common – they are always prepared.  Let’s add developers to this list.  Batman has an amazing tool belt with gadgets and gizmos, and let’s not even get into all the functions of the Batmobile!  Developers’ skills might be the knowledge and skills they have developed, not tools they can carry in a utility belt, but that doesn’t make them any less impressive. 100% Dedication Bruce Wayne cultivates the personality of a playboy, never keeping the same girlfriend for long and spending his time partying.  Even though he hides it, his driving force is his deep concern and love for his friends and the city as a whole.  Developers also care a lot about their company and employees – even when it is driving them crazy.  You do your best work when you care about your job on a personal level. Quality Output Batman believes the city deserves to be saved.  The citizens might have a love-hate relationship with both Batman and Bruce Wayne, and employees might not always appreciate developers.  Batman and developers, though, keep working for the best of everyone. I hope you are all enjoying reading about developers-as-superheroes as much as I am enjoying writing about them.  Please tell me how else developers are like Superheroes in the comments – especially if you know any developers who are faster than a speeding bullet and can leap tall buildings in a single bound. Reference: Pinal Dave (http://blog.sqlauthority.com)Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL Tagged: Developer, Superhero

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  • USB software protection dongle for Java with an SDK which is cross-platform “for real”. Does it exist?

    - by Unai Vivi
    What I'd like to ask is if anybody knows about an hardware USB-dongle for software protection which offers a very complete out-of-the-box API support for cross-platform Java deployments. Its SDK should provide a jar (only one, not one different library per OS & bitness) ready to be added to one's project as a library. The jar should contain all the native stuff for the various OSes and bitnesses From the application's point of view, one should continue to write (api calls) once and run everywhere, without having to care where the end-user will run the software The provided jar should itself deal with loading the appropriate native library Does such a thing exist? With what I've tried so far, you have different APIs and compiled libraries for win32, linux32, win64, linux64, etc (or you even have to compile stuff yourself on the target machine), but hey, we're doing Java here, we don't know (and don't care) where the program will run! And we can't expect the end-user to be a software engineer, tweak (and break!) its linux server, link libraries, mess with gcc, litter the filesystem, etc... In general, Java support (in a transparent cross-platform fashion) is quite bad with the dongle SDKs I've evaluated so far (e.g. KeyLok and SecuTech's UniKey). I even purchased (no free evaluation kit available) SecureMetric SDKs&dongles (they should've been "soooo" straighforward to integrate -- according to marketing material :\ ) and they were the worst ever: SecureDongle X has no 64bit support and SecureDongle SD is not cross-platform at all. So, has anyone out there been through this and found the ultimate Java security usb dongle for cross-platform deployments? Note: software is low-volume, high-value; application is off-line (intranet with no internet access), so no online-activation alternatives and the like. -- EDIT Tried out HASP dongles (used to be called "Aladdin"), and added them to the no-no list: here, too, there is no out-of-the-box (out-of-the-jar) support: e.g. end-linux-user has to manually put the .so library (the specific file for the appropriate bitness) in the right place on his filesystem, and export an env. variable accordingly. -- EDIT 2 I really don't understand all the negativity and all the downvoting: is this a taboo topic? Is it so hard to understand that a freelance developer has to put food on the table everyday to feed its family and pay the bills at the end of the month? Please don't talk about "adding value" as a supplier, because that'd be off-topic. Furthermore I'm not in direct contact with end-customers, but there's an intermediate reselling entity: it's this entity I want to prevent selling copies of the software without sharing the revenue. -- EDIT 3 I'd like to emphasize the fact that the question is looking for a technical answer, not one about opinions concerning business models, philosophical lucubrations on the concept of value, resellers' reliability, etc. I cannot change resellers, because this isn't a "general purpose" kind of sw, but a very vertical one and (for some reasons it's not worth explaining here) I must go through them. I just need to prevent the "we sold 2 copies, here's your share [bwahaha we sold 10]" scenario.

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  • Big Data – Buzz Words: What is MapReduce – Day 7 of 21

    - by Pinal Dave
    In yesterday’s blog post we learned what is Hadoop. In this article we will take a quick look at one of the four most important buzz words which goes around Big Data – MapReduce. What is MapReduce? MapReduce was designed by Google as a programming model for processing large data sets with a parallel, distributed algorithm on a cluster. Though, MapReduce was originally Google proprietary technology, it has been quite a generalized term in the recent time. MapReduce comprises a Map() and Reduce() procedures. Procedure Map() performance filtering and sorting operation on data where as procedure Reduce() performs a summary operation of the data. This model is based on modified concepts of the map and reduce functions commonly available in functional programing. The library where procedure Map() and Reduce() belongs is written in many different languages. The most popular free implementation of MapReduce is Apache Hadoop which we will explore tomorrow. Advantages of MapReduce Procedures The MapReduce Framework usually contains distributed servers and it runs various tasks in parallel to each other. There are various components which manages the communications between various nodes of the data and provides the high availability and fault tolerance. Programs written in MapReduce functional styles are automatically parallelized and executed on commodity machines. The MapReduce Framework takes care of the details of partitioning the data and executing the processes on distributed server on run time. During this process if there is any disaster the framework provides high availability and other available modes take care of the responsibility of the failed node. As you can clearly see more this entire MapReduce Frameworks provides much more than just Map() and Reduce() procedures; it provides scalability and fault tolerance as well. A typical implementation of the MapReduce Framework processes many petabytes of data and thousands of the processing machines. How do MapReduce Framework Works? A typical MapReduce Framework contains petabytes of the data and thousands of the nodes. Here is the basic explanation of the MapReduce Procedures which uses this massive commodity of the servers. Map() Procedure There is always a master node in this infrastructure which takes an input. Right after taking input master node divides it into smaller sub-inputs or sub-problems. These sub-problems are distributed to worker nodes. A worker node later processes them and does necessary analysis. Once the worker node completes the process with this sub-problem it returns it back to master node. Reduce() Procedure All the worker nodes return the answer to the sub-problem assigned to them to master node. The master node collects the answer and once again aggregate that in the form of the answer to the original big problem which was assigned master node. The MapReduce Framework does the above Map () and Reduce () procedure in the parallel and independent to each other. All the Map() procedures can run parallel to each other and once each worker node had completed their task they can send it back to master code to compile it with a single answer. This particular procedure can be very effective when it is implemented on a very large amount of data (Big Data). The MapReduce Framework has five different steps: Preparing Map() Input Executing User Provided Map() Code Shuffle Map Output to Reduce Processor Executing User Provided Reduce Code Producing the Final Output Here is the Dataflow of MapReduce Framework: Input Reader Map Function Partition Function Compare Function Reduce Function Output Writer In a future blog post of this 31 day series we will explore various components of MapReduce in Detail. MapReduce in a Single Statement MapReduce is equivalent to SELECT and GROUP BY of a relational database for a very large database. Tomorrow In tomorrow’s blog post we will discuss Buzz Word – HDFS. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Big Data, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL

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  • WWDC and Tech Ed: A Tale of Two DevCons

    - by andrewbrust
    Next week marks the first full week of June.  Summer will feel in full swing and it will be a pretty big season for technology.  In seeming acknowledgement of that very fact, both Apple and Microsoft will be holding large developers conferences starting Monday.  Apple will hold its annual Worldwide Developers Conference (WWDC) in lovely San Francisco and Microsoft will hold its Tech Ed conference in muggy, oil-laden yet soulful New Orleans.  A brief survey of each show reveals much about the differences in each company’s offerings, strategy, and approach to customers and partners. In the interest of full disclosure, I must explain that I will be speaking at Microsoft’s Tech Ed show, and have done so, on and off, since 2003.  I have never been to an Apple conference and, as readers of this blog may know, I acquired my first ever Apple product 2 months ago when I bought an iPad on the day of that product’s launch.  I think I have keen insights into Microsoft’s conference.  My ability to comment on Apple’s event ranges somewhere between backseat driver and naive observer.  Just so you know. Although both shows cater to their respective company’s developers, there are a number of differences in the events’ purposes and content approaches.  First off, let’s consider each show as a news and PR vehicle.  WWDC will feature Steve Jobs’ keynote address and most likely will be where Apple officially reveals details of its 4th-generation iPhone. Jobs will likely also provide deep background information on the corresponding iPhone OS release.  These presumed announcements will make the show a magnet for the tech press and tech blogger elite.  Apple’s customers will be interested too, especially since the iPhone OS release will likely be made available to owners of existing iPhone, iPod Touch and iPad devices. Tech Ed, on the other hand, may not be especially newsworthy at all.  The keynote address will be given by Bob Muglia, who is President of the company’s Server and Tools Division, and he’ll likely be reviewing things more than previewing them. That’s because the company has, in the last 6-8 months, already released new versions of a majority of its products, including Windows, Office, SharePoint, SQL Server, Exchange, its Azure cloud platform, its .NET software development layer, its Silverlight Rich Internet Application (RIA) technology and its Visual Studio developer suite.  Redmond’s product pipeline has functioned more like a firehose of late, and the company has a ton of work to do to get developers up to speed on everything that’s new. I know I keep saying “developers,” but in Tech Ed’s case, that’s not really accurate.  In North America, Tech Ed caters to both developers and IT pros (i.e. technologists who work with physical IT infrastructure, as well as security and administration of the server software that runs on it).  This pairing has, since its inception, struck some as anomalous and others, including many exhibitors, as very smart. Certainly, it means Tech Ed ends up being a confab for virtually all professionals in Microsoft’s ecosystem.  And this year, Microsoft’s Business Intelligence (BI) conference will be co-located with Tech Ed, further enhancing that fusion effect. Clearly then, Microsoft’s show will focus on education, as its name assures us.  Apple’s will serve as both a press event and an opportunity to get its own App Store developer channel synced up with its newest technology advances.  For example, we already know that iPhone OS 4.0 will provide for a limited multitasking capability; that will only work well if people know how to code to it in a capable way.  Apple also told us its iAd advertising platform will be part of the new OS, and Steve Jobs insists that’s to provide a revenue opportunity for developers.  This too, then, needs to be explicated and soaked up buy the faithful. A look at each show’s breakout session lineup provides some interesting takeaways.  WWDC will have very few Mac-specific sessions on offer, and virtually no sessions that at are IT- or “Enterprise-“ related.  It’s all about the phone, music players and tablets.  However, WWDC will have plenty of low-level, hardcore tech coverage of such things as Advanced Memory Analysis and Creating Secure Applications, as well as lots of rich media-related content like Core Animation and Game Design and Development.  Beyond Apple’s proprietary platform, WWDC will also feature an array of sessions on HTML 5 and other Web standards.  In all, WWDC offers over 100 technical sessions and hands-on labs. What about Tech Ed’s editorial content?  Like the target audience, it really runs the gamut.  The show has 21 tracks (versus WWDC’s 5) and more than 745 “learning opportunities” which include breakout sessions, demo stations, hands-on labs and BIrds of a Feather discussion sessions.  Topics range from Architecture talks like Patterns of Parallel Programming to cloud computing talks like Building High Capacity Compute Applications with Windows Azure to IT-focused topics like Virtualization of Microsoft SharePoint 2010 Farm Architecture.  I also count 19 sessions on Windows Phone 7.  Unfortunately, with regard to Web standards and HTML 5, only a few sessions are offered, all of them specific to Internet Explorer. All-in-all, Apple’s show looks more exciting and “sexier” than Tech Ed. Microsoft’s show seems a lot more enterprise-focused than WWDC. This is, of course, well in sync with each company’s approach and products.  Microsoft’s content is much wider ranging and bests WWDC in sheer volume of sessions and labs.  I suppose some might argue that less is more; others that Apple’s consumer-focused offerings simply don’t provide for the same depth of coverage to a business audience.  Microsoft has a serious focus on the cloud and  a paucity of coverage on client-side Web standards; Apple has virtually no cloud offering at all.  Again, this reflects each tech titan’s go-to-market strategy. My own take is that employees of each company should attend the other’s event.  The amount of mutual exclusivity in content may make sense in terms of corporate philosophy, but the reality is that each company could stand to diversify into the other’s territory, at least somewhat. My own talk at Tech Ed will focus on competitive analysis around Microsoft’s BI products.  Apple does not today figure into that analysis. Maybe one day it will.

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  • Converting Openfire IM datetime values in SQL Server to / from VARCHAR(15) and DATETIME data types

    - by Brian Biales
    A client is using Openfire IM for their users, and would like some custom queries to audit user conversations (which are stored by Openfire in tables in the SQL Server database). Because Openfire supports multiple database servers and multiple platforms, the designers chose to store all date/time stamps in the database as 15 character strings, which get converted to Java Date objects in their code (Openfire is written in Java).  I did some digging around, and, so I don't forget and in case someone else will find this useful, I will put the simple algorithms here for converting back and forth between SQL DATETIME and the Java string representation. The Java string representation is the number of milliseconds since 1/1/1970.  SQL Server's DATETIME is actually represented as a float, the value being the number of days since 1/1/1900, the portion after the decimal point representing the hours/minutes/seconds/milliseconds... as a fractional part of a day.  Try this and you will see this is true:     SELECT CAST(0 AS DATETIME) and you will see it returns the date 1/1/1900. The difference in days between SQL Server's 0 date of 1/1/1900 and the Java representation's 0 date of 1/1/1970 is found easily using the following SQL:   SELECT DATEDIFF(D, '1900-01-01', '1970-01-01') which returns 25567.  There are 25567 days between these dates. So to convert from the Java string to SQL Server's date time, we need to convert the number of milliseconds to a floating point representation of the number of days since 1/1/1970, then add the 25567 to change this to the number of days since 1/1/1900.  To convert to days, you need to divide the number by 1000 ms/s, then by  60 seconds/minute, then by 60 minutes/hour, then by 24 hours/day.  Or simply divide by 1000*60*60*24, or 86400000.   So, to summarize, we need to cast this string as a float, divide by 86400000 milliseconds/day, then add 25567 days, and cast the resulting value to a DateTime.  Here is an example:   DECLARE @tmp as VARCHAR(15)   SET @tmp = '1268231722123'   SELECT @tmp as JavaTime, CAST((CAST(@tmp AS FLOAT) / 86400000) + 25567 AS DATETIME) as SQLTime   To convert from SQL datetime back to the Java time format is not quite as simple, I found, because floats of that size do not convert nicely to strings, they end up in scientific notation using the CONVERT function or CAST function.  But I found a couple ways around that problem. You can convert a date to the number of  seconds since 1/1/1970 very easily using the DATEDIFF function, as this value fits in an Int.  If you don't need to worry about the milliseconds, simply cast this integer as a string, and then concatenate '000' at the end, essentially multiplying this number by 1000, and making it milliseconds since 1/1/1970.  If, however, you do care about the milliseconds, you will need to use DATEPART to get the milliseconds part of the date, cast this integer to a string, and then pad zeros on the left to make sure this is three digits, and concatenate these three digits to the number of seconds string above.  And finally, I discovered by casting to DECIMAL(15,0) then to VARCHAR(15), I avoid the scientific notation issue.  So here are all my examples, pick the one you like best... First, here is the simple approach if you don't care about the milliseconds:   DECLARE @tmp as VARCHAR(15)   DECLARE @dt as DATETIME   SET @dt = '2010-03-10 14:35:22.123'   SET @tmp = CAST(DATEDIFF(s, '1970-01-01 00:00:00' , @dt) AS VARCHAR(15)) + '000'   SELECT @tmp as JavaTime, @dt as SQLTime If you want to keep the milliseconds:   DECLARE @tmp as VARCHAR(15)   DECLARE @dt as DATETIME   DECLARE @ms as int   SET @dt = '2010-03-10 14:35:22.123'   SET @ms as DATEPART(ms, @dt)   SET @tmp = CAST(DATEDIFF(s, '1970-01-01 00:00:00' , @dt) AS VARCHAR(15))           + RIGHT('000' + CAST(@ms AS VARCHAR(3)), 3)   SELECT @tmp as JavaTime, @dt as SQLTime Or, in one fell swoop:   DECLARE @dt as DATETIME   SET @dt = '2010-03-10 14:35:22.123'   SELECT @dt as SQLTime     , CAST(DATEDIFF(s, '1970-01-01 00:00:00' , @dt) AS VARCHAR(15))           + RIGHT('000' + CAST( DATEPART(ms, @dt) AS VARCHAR(3)), 3) as JavaTime   And finally, a way to simply reverse the math used converting from Java date to SQL date. Note the parenthesis - watch out for operator precedence, you want to subtract, then multiply:   DECLARE @dt as DATETIME   SET @dt = '2010-03-10 14:35:22.123'   SELECT @dt as SQLTime     , CAST(CAST((CAST(@dt as Float) - 25567.0) * 86400000.0 as DECIMAL(15,0)) as VARCHAR(15)) as JavaTime Interestingly, I found that converting to SQL Date time can lose some accuracy, when I converted the time above to Java time then converted  that back to DateTime, the number of milliseconds is 120, not 123.  As I am not interested in the milliseconds, this is ok for me.  But you may want to look into using DateTime2 in SQL Server 2008 for more accuracy.

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