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  • Best practice- How to team-split a django project while still allowing code reusal

    - by Infinity
    I know this sounds kind of vague, but please let me explain- I'm starting work on a brand new project, it will have two main components: "ACME PRODUCT" (think Gmail, Meebo, etc), and "THE SITE" (help, information, marketing stuff, promotional landing pages, etc lots of marketing-induced cruft). So basically the url /acme/* will load stuff in the uber cool ajaxy application, and every other URI will load stuff in the other site. Problem: "THE SITE" component is out of my hands, and will be handled by a consultants team that will work closely with marketing, And I and my team will work solely on the ACME PRODUCT. Question: How to set up the django project in such a way that we can have: Seperate releases. (They can push new marketing pages and functionality without having to worry about the state of our code. Maybe even separate Subversion "projects") Minimize impact (on our product) of whatever flying-unicorns-hocus-pocus the other team codes into the site. Still allow some code reusal. My main concern is that the ACME product needs to be rock solid, and therefore needs to be somewhat isolated of whatever mistakes/code bloopers the consultants make in their marketing side of the site. How have you handled this? Any ideas? Thanks!

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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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  • Silverlight Cream for January 30, 2011 -- #1037

    - by Dave Campbell
    In this Issue: Ollie Riches, Colin Eberhardt, Andrej Tozon, Arik Poznanski, Deborah Kurata(-2-), Jay Kimble, Yochay Kiriaty, Peter Kuhn, Mike Ormond, WindowsPhoneGeek(-2-), and Matthias Shapiro. Above the Fold: Silverlight: "Missing Chart Legend" Deborah Kurata WP7: "XNA for Silverlight developers: Part 2 - Text rendering" Peter Kuhn Shoutouts: Timmy Kokke has a post up discussing What’s new in the Expression Design January 2011 preview? From SilverlightCream.com: WP7Contrib: Thread safe ObservableCollection<T> Ollie Riches, one of the two originators of WP7Contrib, has a post up on the WP7C ObservableCollection... what and why. Windows Phone 7 DeferredLoadContentControl Colin Eberhardt's latest is one we should all take notice of... a content control that defers rendering to provide a better user experience... source code is available as are some good external links Andrej Tozon on Hey weigh! WP7 application SilverlightShow interviews WP7 Dev Andrej Tozon and gets his take on his app, challenges, tips, and the future of WP7. A ProgressBar With Text For Windows Phone 7 Arik Poznanski demonstrates putting text up on the progress bar to let your users know what you're up to... and it looks great in the screenshots. Charting in a Silverlight Application using MVVM Deborah Kurata is checking out the Charting control this time around... using the charting control from the toolbox in the MVVM app she built in the last post... C# and VB code as always. Missing Chart Legend Deborah Kurata's latest in the world of Charting and MVVM involves using a custom theme and having your chart legend disappear... never fear, she's gonna tell you how to fix that! Silverlight/WP7 tip: Detecting when in VS Design Mode Jay Kimble has a post up that not only resolves a question you may need answered during development (are you in VS design Mode), but it also helps resolve a class of problem that Jay explains. Windows Phone GPS Emulator Yochay Kiriaty points out that while part of the issues of building a GPS-driven app for WP7 is getting your head around the tools, the next hurdle is testing... and that's what he's really discussing... "Windows Phone GPS Emulator" ... if you're playing with the GPS, you'll want this. XNA for Silverlight developers: Part 2 - Text rendering Peter Kuhn's latest tutorial in his XNA series for Silverlight developers is up at SilverlightShow... in this tutorial, Peter discusses text... it's a vastly different game displaying text in XNA as compared to Silverlight ... check it out and see. OData and Windows Phone 7 Mike Ormond starts you off using OData on your WP7 by showing where to download the libraries, and not stopping until he has an app running that reads an OData feed, plus he plans on continuing the quest in future posts. WP7 ProgressOverlay control in depth: features and customization WindowsPhoneGeek has a couple new posts up. The first one is an in-depth look at the ProgressOverlay control in the Codeing4fun Toolkit... pretty cool to be able to put your logo or app logo up. On Testing Windows Phone 7 Applications – Part II: Dealing with the WP7 Application Model WindowsPhoneGeek also has 5 more WP7 testing tips... and these are a little more technical than the first set, and includes some good external links. Topics include: Tombstoning, Usability, Navigation, Capabilities, and Memory consumption. Fun Theme-Friendly Windows Phone Icon Matthias Shapiro explains how to have your WP7 icon change based on the theme your user has chosen... great examples, and XAML included Stay in the 'Light! Twitter SilverlightNews | Twitter WynApse | WynApse.com | Tagged Posts | SilverlightCream Join me @ SilverlightCream | Phoenix Silverlight User Group Technorati Tags: Silverlight    Silverlight 3    Silverlight 4    Windows Phone MIX10

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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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  • 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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  • Reference Data Management

    - by rahulkamath
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} table.MsoTableColorfulListAccent2 {mso-style-name:"Colorful List - Accent 2"; mso-tstyle-rowband-size:1; mso-tstyle-colband-size:1; mso-style-priority:72; mso-style-unhide:no; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-tstyle-shading:#F8EDED; mso-tstyle-shading-themecolor:accent2; mso-tstyle-shading-themetint:25; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; color:black; mso-themecolor:text1;} table.MsoTableColorfulListAccent2FirstRow {mso-style-name:"Colorful List - Accent 2"; mso-table-condition:first-row; mso-style-priority:72; mso-style-unhide:no; mso-tstyle-shading:#9E3A38; mso-tstyle-shading-themecolor:accent2; mso-tstyle-shading-themeshade:204; mso-tstyle-border-bottom:1.5pt solid white; mso-tstyle-border-bottom-themecolor:background1; color:white; mso-themecolor:background1; mso-ansi-font-weight:bold; mso-bidi-font-weight:bold;} table.MsoTableColorfulListAccent2LastRow {mso-style-name:"Colorful List - Accent 2"; mso-table-condition:last-row; mso-style-priority:72; mso-style-unhide:no; mso-tstyle-shading:white; mso-tstyle-shading-themecolor:background1; mso-tstyle-border-top:1.5pt solid black; mso-tstyle-border-top-themecolor:text1; color:#9E3A38; mso-themecolor:accent2; mso-themeshade:204; mso-ansi-font-weight:bold; mso-bidi-font-weight:bold;} table.MsoTableColorfulListAccent2FirstCol {mso-style-name:"Colorful List - Accent 2"; mso-table-condition:first-column; mso-style-priority:72; mso-style-unhide:no; mso-ansi-font-weight:bold; mso-bidi-font-weight:bold;} table.MsoTableColorfulListAccent2LastCol {mso-style-name:"Colorful List - Accent 2"; mso-table-condition:last-column; mso-style-priority:72; mso-style-unhide:no; mso-ansi-font-weight:bold; mso-bidi-font-weight:bold;} table.MsoTableColorfulListAccent2OddColumn {mso-style-name:"Colorful List - Accent 2"; mso-table-condition:odd-column; mso-style-priority:72; mso-style-unhide:no; mso-tstyle-shading:#EFD3D2; mso-tstyle-shading-themecolor:accent2; mso-tstyle-shading-themetint:63; mso-tstyle-border-top:cell-none; mso-tstyle-border-left:cell-none; mso-tstyle-border-bottom:cell-none; mso-tstyle-border-right:cell-none; mso-tstyle-border-insideh:cell-none; mso-tstyle-border-insidev:cell-none;} table.MsoTableColorfulListAccent2OddRow {mso-style-name:"Colorful List - Accent 2"; mso-table-condition:odd-row; mso-style-priority:72; mso-style-unhide:no; mso-tstyle-shading:#F2DBDB; mso-tstyle-shading-themecolor:accent2; mso-tstyle-shading-themetint:51;} Reference Data Management Oracle Data Relationship Management (DRM) has always been extremely powerful as an Enterprise MDM solution that can help manage changes to master data in a way that influences enterprise structure, whether it be mastering chart of accounts to enable financial transformation, or revamping organization structures to drive business transformation and operational efficiencies, or mastering sales territories in light of rapid fire acquisitions that require frequent sales territory refinement, equitable distribution of leads and accounts to salespersons, and alignment of budget/forecast with results to optimize sales coverage. 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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  • 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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  • Creating an ASP.NET Database using MS SQL 2008 in Visual Web Developer 2008

    This article illustrates how to create a database in ASP.NET. We ll be using Microsoft SQL Server 2 8 and developing it in Visual Web Developer Express 2 8. Given the importance of databases to most websites nowadays you should find this information useful when building just about any website based on Microsoft technology.... Email Marketing Software No Mthly Fees - Powerful email marketing software that installs on your server.

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  • Oracle Unveils Oracle Social Relationship Management Suite at Oracle OpenWorld

    - by Richard Lefebvre
    New Service Enables Companies to Listen, Engage, Create, Market and Analyze Interactions across Multiple Social Platforms in Real-Time During his keynote presentation, Oracle CEO Larry Ellison announced the Oracle Social Relationship Management (SRM) Suite.   Oracle Social Relationship Management Suite is an integrated enterprise service that enables companies to listen, engage, create, market, and analyze interactions across multiple social platforms in real-time providing a holistic view of the consumer.   Oracle Social Relationship Management Suite is integrated with Oracle’s enterprise applications, including Oracle Fusion Marketing, Oracle Fusion Sales Catalog, Oracle ATG Web Commerce, and Oracle Enterprise Resource Planning (ERP), allowing organizations to use social to transform their corporate business processes and systems.   Additionally, Oracle Social Relationship Management Suite is integrated with Oracle Platform Services, including Oracle Java Cloud Service and Oracle Database Cloud Service, enabling marketing teams to integrate social with their custom Web pages, landing pages and marketing tools. Unleashing the Power of Social • Providing a holistic view of consumer interactions, Oracle Social Relationship Management Suite includes: Oracle Social Network (OSN): Provides a secure collaboration platform that supports real-time collaboration and networking for users inside and outside the organization. Oracle Social Marketing: Enables marketers to centrally create, publish, moderate, manage, measure and report across multiple social campaigns and platforms. It also helps marketers publish social content, engage fans and customize their brand's look and feel. Oracle Social Engagement & Monitoring Cloud Service: Enables organizations to analyze social media interactions while also empowering customer service and sales teams to effectively engage with customers and prospects. It gives organizations the tools they need to understand customers and take the appropriate actions by monitoring, listening, learning, and responding to signals and trends across the social web. Oracle Social Sites: provides brands and agencies a powerful and rich editing experience that end users can leverage to dynamically develop and launch social sites. Oracle Data and Insights. A service that caters to a growing enterprise need for externally information by providing information, directory and insights about common business entities. Supporting Quote “By fundamentally changing the way organizations connect with their different stakeholders, social is changing the rules of business,” said Thomas Kurian, executive vice president, Oracle Product Development. “With the Oracle Social Relationship Management Suite we are empowering our customers to embrace this change by integrating the tools required to listen, engage, create, market and analyze social interactions into existing applications and services.”

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  • Global Webcast: Increase Pharmaceutical Sales Effectiveness

    - by charles.knapp
    See a next-generation approach to Pharmaceutical sales challenges! • Increase the quality of sales interactions with enhanced call planning and eDetailing • Improve sample management with electronic signature storage and inventory tracking on the go • Increase marketing effectiveness with closed loop marketing and personalized content delivery Watch as senior vice president of CRM, Anthony Lye, and director of life sciences product strategy, Piers Evans, provide the first public look at Oracle's new Pharmaceutical Sales On The Go solution, powered by Oracle CRM On Demand Release 17 -- Life Sciences Edition. Register now for this informative GLOBAL webcast on March 31, 9 AM PDT/4 PM GMT.

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  • A Great Keyword Research Tip - How to Do the Right Keyword Research

    There are many different kinds of affiliate marketing advice being thrown out by different Internet marketing experts. They claim that it will lead to affiliate success. Most will say that an appropriate website for a certain target market would do the trick. The usual barometer, of course, is the Google ranking (these show the website traffic)-however, these hardly translate to a high amount of sales.

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  • SEO Articles - Save Money With the Right Company

    Article marketing is one of the key elements of any online marketing plan and you can optimize this feature with the right kind of SEO articles. However you have to be careful of choosing the articles, as important as it is to get a provider who can give you quality content you have to be sure that you also have search engine optimization related factors implemented in the articles.

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  • Search Engine Ranking Competition

    Search engine ranking competition just got tougher. With individuals and businesses pooling a team of SEO experts to update their website, SEO software, working on intensive keyword research, as well as tapping into social media marketing, continuous marketing is necessary to improve and maintain search engine ranking competitiveness.

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  • A Look At A New Duplicate Content Technique

    SEO or search engine optimization has always been considered as one of the most effective methods used in Internet marketing. This technique is much similar to SEM or search engine marketing, but off... [Author: Margarette Mcbride - Web Design and Development - May 06, 2010]

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  • Wo finde ich was im OPN?

    - by A&C Redaktion
    Oracle Partner haben Zugriff auf verschiedenste Tools, Ressourcen und Services, die die tägliche Arbeit erleichtern und einen signifikanten Wettbewerbsvorteil bieten. Für unsere neuen, und vielleicht auch manchen altgedienten Partner, hier ein kleiner Wegweiser zu den wichtigsten Angeboten. Welche Ressourcen kann ich mit welchem Level der Spezialisierung nutzen?Einen englischsprachigen Überblick über alle Angebote aus den Bereichen Enablement, Development, Marketing, Sales und Support finden Sie hier unter „OPN Benefits Table Details“. Wo kann ich mich über bestimmte Oracle Produkte informieren und weiterbilden?Die Knowledge Zones sind lösungsorientierte Webseiten für den Einstieg in die Spezialisierung. Sie finden dort detaillierte Informationen zu Entwicklung, Verkauf und Implementierung von Oracle Lösungen – aufgeschlüsselt nach den Themen Datenbank, Middleware, Anwendungen, Server- und Speichersysteme sowie nach Branchen. Je nach Interesse und Spezialisierung können Sie hier bestimmten Knowledge Zones beitreten. Wie können Kunden mich und meine Leistungen als Oracle Partner finden und Kontakt aufnehmen?Dafür gibt es den Solutions Catalog: Diese Plattform gehört zu den wichtigsten Tools, um Kunden an den für sie idealen Oracle Partner zu vermitteln. Jeder spezialisierte Partner weltweit hat im Solutions Catalog ein suchmaschinenoptimiertes Profil, das er über das OPN selbst pflegt und ausbaut. Kunden filtern das Angebot nach Region und gewünschter Lösung und nehmen direkt Kontakt auf. Besuche auf der Webseite werden evaluiert und können zur individuellen Lead-Generierung genutzt werden. Wie kann ich meine Oracle Spezialisierung nutzen, um neue Kunden zu gewinnen?Im Marketing-Bereich des OPN-Portals finden Sie diverse Möglichkeiten der Werbung und Demand Generation. Einige Beispiele: Die deutschsprachigen Marketing Kits bieten Werbematerial, Templates, Schulungsmaterial und Anleitungen für das Marketing der Partner. Sie helfen dabei, eigene Kampagnen, z.B. Mailings oder Telemarketing zu einzelnen Themen, wie etwa aktuell Exadata, durchzuführen und die Demand Generation voranzutreiben. Mit den Partner Logos können Sie auf Ihrer eigenen Webseite damit werben, dass und wie intensiv Sie mit Oracle zusammenarbeiten. Es gibt Logos für jedes Partner Level sowie für jede einzelne Zertifizierung aus dem Oracle Universum. Der Partner Event Publishing Service hilft dabei, Ihre Veranstaltungen global und öffentlichkeitswirksam auf der Oracle Webseite zu präsentieren. So funktioniert's: Einfach das Excel-Formular downloaden, in deutsch oder englisch ausfüllen und mit Ihrem Logo an das Event Publishing Team senden. Ihre Event-Seite wird erstellt und ist auf dem Eventportal von Oracle suchbar. Sie erhalten für Ihre Prmotion den Link und schon haben sich einen neuen Kreis potenzieller Teilnehmer erschlossen.

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  • Oracle and Deloitte Consulting - Governance, Risk and Compliance

    Lee Dittmar, principal with Deloitte Consulting's Enterprise Governance practice; Folia Grace, Oracle's Vice President of ERP and CPM Applications Marketing; and Lane Leskela, Oracle's Senior Product Marketing Director for Governance, Risk and Compliance Applications talk with Fred about the technology issues organizations are facing around governance, risk and compliance (GRC) and Deloitte's and Oracle's approach to helping organizations achieve and sustain GRC.

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  • Is Your Website Content Really KING?

    I believe that consistently posting quality original content on your website, on forums, on article submission sites, and so on is absolutely critical to your marketing and SEO strategies. As search engines revamp their algorithms to emphasize relevancy, and as prospects become more computer and Internet savvy, content lays the foundation for every other strategy - from SEO to PPC to social media marketing.

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  • CRM vs VRM

    - by David Dorf
    In a previous post, I discussed the potential power of combining social, interest, and location graphs in order to personalize marketing and shopping experiences for consumers.  Marketing companies have been trying to collect detailed information for that very purpose, a large majority of which comes from tracking people on the internet.  But their approaches stem from the one-way nature of traditional advertising.  With TV, radio, and magazines there is no opportunity to truly connect to customers, which has trained marketing companies to [covertly] collect data and segment customers into easily identifiable groups.  To a large extent, we think of this as CRM. But what if we turned this viewpoint upside-down to accommodate for the two-way nature of social media?  The notion of marketing as conversations was the basis for the Cluetrain, an early attempt at drawing attention to the fact that customers are actually unique humans.  A more practical implementation is Project VRM, which is a reverse CRM of sorts.  Instead of vendors managing their relationships with customers, customers manage their relationships with vendors. Your shopping experience is not really controlled by you; rather, its controlled by the retailer and advertisers.  And unfortunately, they typically don't give you a say in the matter.  Yes, they might tailor the content for "female age 25-35 interested in shoes" but that's not really the essence of you, is it?  A better approach is to the let consumers volunteer information about themselves.  And why wouldn't they if it means a better, more relevant shopping experience?  I'd gladly list out my likes and dislikes in exchange for getting rid of all those annoying cookies on my harddrive. I really like this diagram from Beyond SocialCRM as it captures the differences between CRM and VRM. The closest thing to VRM I can find is Buyosphere, a start-up that allows consumers to track their shopping history across many vendors, then share it appropriately.  Also, Amazon does a pretty good job allowing its customers to edit their profile, which includes everything you've ever purchased from Amazon.  You can mark items as gifts, or explicitly exclude them from their recommendation engine.  This is a win-win for both the consumer and retailer. So here is my plea to retailers: Instead of trying to infer my interests from snapshots of my day, please just ask me.  We'll both have a better experience in the long-run.

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