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  • Unlocking Productivity

    - by Michael Snow
    Unlocking Productivity in Life Sciences with Consolidated Content Management by Joe Golemba, Vice President, Product Management, Oracle WebCenter As life sciences organizations look to become more operationally efficient, the ability to effectively leverage information is a competitive advantage. Whether data mining at the drug discovery phase or prepping the sales team before a product launch, content management can play a key role in developing, organizing, and disseminating vital information. The goal of content management is relatively straightforward: put the information that people need where they can find it. A number of issues can complicate this; information sits in many different systems, each of those systems has its own security, and the information in those systems exists in many different formats. Identifying and extracting pertinent information from mountains of farflung data is no simple job, but the alternative—wasted effort or even regulatory compliance issues—is worse. An integrated information architecture can enable health sciences organizations to make better decisions, accelerate clinical operations, and be more competitive. Unstructured data matters Often when we think of drug development data, we think of structured data that fits neatly into one or more research databases. But structured data is often directly supported by unstructured data such as experimental protocols, reaction conditions, lot numbers, run times, analyses, and research notes. As life sciences companies seek integrated views of data, they are typically finding diverse islands of data that seemingly have no relationship to other data in the organization. Information like sales reports or call center reports can be locked into siloed systems, and unavailable to the discovery process. Additionally, in the increasingly networked clinical environment, Web pages, instant messages, videos, scientific imaging, sales and marketing data, collaborative workspaces, and predictive modeling data are likely to be present within an organization, and each source potentially possesses information that can help to better inform specific efforts. Historically, content management solutions that had 21CFR Part 11 capabilities—electronic records and signatures—were focused mainly on content-enabling manufacturing-related processes. Today, life sciences companies have many standalone repositories, requiring different skills, service level agreements, and vendor support costs to manage them. With the amount of content doubling every three to six months, companies have recognized the need to manage unstructured content from the beginning, in order to increase employee productivity and operational efficiency. Using scalable and secure enterprise content management (ECM) solutions, organizations can better manage their unstructured content. These solutions can also be integrated with enterprise resource planning (ERP) systems or research systems, making content available immediately, in the context of the application and within the flow of the employee’s typical business activity. Administrative safeguards—such as content de-duplication—can also be applied within ECM systems, so documents are never recreated, eliminating redundant efforts, ensuring one source of truth, and maintaining content standards in the organization. Putting it in context Consolidating structured and unstructured information in a single system can greatly simplify access to relevant information when it is needed through contextual search. Using contextual filters, results can include therapeutic area, position in the value chain, semantic commonalities, technology-specific factors, specific researchers involved, or potential business impact. The use of taxonomies is essential to organizing information and enabling contextual searches. Taxonomy solutions are composed of a hierarchical tree that defines the relationship between different life science terms. When overlaid with additional indexing related to research and/or business processes, it becomes possible to effectively narrow down the amount of data that is returned during searches, as well as prioritize results based on specific criteria and/or prior search history. Thus, search results are more accurate and relevant to an employee’s day-to-day work. For example, a search for the word "tissue" by a lab researcher would return significantly different results than a search for the same word performed by someone in procurement. Of course, diverse data repositories, combined with the immense amounts of data present in an organization, necessitate that the data elements be regularly indexed and cached beforehand to enable reasonable search response times. In its simplest form, indexing of a single, consolidated data warehouse can be expected to be a relatively straightforward effort. However, organizations require the ability to index multiple data repositories, enabling a single search to reference multiple data sources and provide an integrated results listing. Security and compliance Beyond yielding efficiencies and supporting new insight, an enterprise search environment can support important security considerations as well as compliance initiatives. For example, the systems enable organizations to retain the relevance and the security of the indexed systems, so users can only see the results to which they are granted access. This is especially important as life sciences companies are working in an increasingly networked environment and need to provide secure, role-based access to information across multiple partners. Although not officially required by the 21 CFR Part 11 regulation, the U.S. Food and Drug Administraiton has begun to extend the type of content considered when performing relevant audits and discoveries. Having an ECM infrastructure that provides centralized management of all content enterprise-wide—with the ability to consistently apply records and retention policies along with the appropriate controls, validations, audit trails, and electronic signatures—is becoming increasingly critical for life sciences companies. Making the move Creating an enterprise-wide ECM environment requires moving large amounts of content into a single enterprise repository, a daunting and risk-laden initiative. The first key is to focus on data taxonomy, allowing content to be mapped across systems. The second is to take advantage new tools which can dramatically speed and reduce the cost of the data migration process through automation. Additional content need not be frozen while it is migrated, enabling productivity throughout the process. The ability to effectively leverage information into success has been gaining importance in the life sciences industry for years. The rapid adoption of enterprise content management, both in operational processes as well as in scientific management, are clear indicators that the companies are looking to use all available data to be better informed, improve decision making, minimize risk, and increase time to market, to maintain profitability and be more competitive. As more and more varieties and sources of information are brought under the strategic management umbrella, the ability to divine knowledge from the vast pool of information is increasingly difficult. Simple search engines and basic content management are increasingly unable to effectively extract the right information from the mountains of data available. By bringing these tools into context and integrating them with business processes and applications, we can effectively focus on the right decisions that make our organizations more profitable. More Information Oracle will be exhibiting at DIA 2012 in Philadelphia on June 25-27. Stop by our booth 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;} (#2825) to learn more about the advantages of a centralized ECM strategy and see the Oracle WebCenter Content solution, our 21 CFR Part 11 compliant content management platform.

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  • TGIF: Engagement Wrap-up

    - by Michael Snow
    We've had a very busy week here at Oracle and as we build up to Oracle OpenWorld starting in less than 10 days - it doesn't look like things will be slowing down. Engagement is definitely in the air this week. Our friend, John Mancini published a great article entitled: "The World of Engagement" on his Digital Landfill blog yesterday and we hosted a great webcast with R "Ray" Wang from Constellation Research yesterday on the "9 C's of Engagement". 12.00 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-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} I wanted to wrap-up the week with some key takeaways from our webcast yesterday with Ray Wang. If you missed the webcast yesterday, fear not - it is now available  On-Demand. We'll leave you this week with lots of questions about how to navigate these churning waters of engagement. Stay tuned to the Oracle WebCenter Social Business Thought Leaders Webcast Series as we fuel this dialogue. 12.00 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:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} Company Culture Does company support a culture of putting customer satisfaction ahead of profits? Does culture promote creativity and cross functional employee collaboration? Does culture accept different views of multi-generational workforce? Does culture promote employee training and skills development Does culture support upward mobility and long term retention? Does culture support work-life balance? Does the culture provide rewards for employee for outstanding customer support? Channels What are the current primary channels for customer communications? What do you think will be the primary channels in two years? Is company developing support model for emerging channels? Do all channels consistently deliver the same level of customer support? Do you know the cost per transaction across all channels? Do you engage customers proactively across multiple channels? Do all channels have access to the same customer information? Community Does company extend customer support into virtual communities of interest? Does company facilitate educating users through its virtual communities? Does company mine its customer’s experience into useful data? Does company increase the value for customers through using data to deliver new products and services? Does company support two way interactions with its customers through communities of interest? Does company actively support social CRM, online communities and social media markets? Credibility Does company market its trustworthiness through external certificates such as business licenses, BBB certificates or other validations? Does company promote trust through customer testimonials and case studies on ethical business practices? Does company promote truthful market campaigns Does company make it easy for customers to complain? Does company build its reputation for standing behind its products with guarantees for satisfaction? Does company protect its customer data with high security measures> Content What sources do you use to create customer content? Does company mine social media and blogs for customer content? How does your company sort, store and retain its customer content? How frequently does content get updated? What external sources do you use for customer content? How many responses are typically received from a knowledge management system inquiry? Does your company use customer content to design and develop new product and services? Context Does your company market to customers in clusters or individually? Does your company customize its messages and personalize them to specific needs of each individual customer? Does your company store customer data based on their past behaviors, purchases, sentiment analysis and current activities? Does your company manage customer context according to channels used? For example identify personal use channels versus business channels? What is your frequency of collecting customer activities across various touch points? How is your customer data stored and analyzed? Is contextual data used for future customer outreach? Cadence Which channels does your company measure-web site visits, phone calls, IVR, store visits, face to face, social media? Does company make effective use of cross channel marketing to promote more frequent customer engagement? Does your company rate the patterns relevant for your product or service and monitor usage against this pattern? Does your company measure the frequency of both online and offline channels? Does your company apply metrics to the frequency of customer engagements with product or services revenues? Does your company consolidate data for customer engagement across various channels for a complete view of its customer? Catalyst Does company offer coupon discounts? Does company have a customer loyalty program or a VIP membership program? Does company mine customer data to target specific groups of buyers? Do internal employees serve as ambassadors for customer programs? Does company drive loyalty through social media loyalty programs? Does company build rewards based on using loyalty data? Does company offer an employee incentive program to drive customer loyalty?

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  • Following my passion

    - by Maria Sandu
    Normal 0 false false false EN-US X-NONE X-NONE /* 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:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-ansi-language:RO;} Normal 0 false false false EN-US X-NONE X-NONE /* 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:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-ansi-language:RO;} Normal 0 false false false EN-US X-NONE X-NONE /* 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:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-ansi-language:RO;} What makes you go the extra mile? What makes you move forward and be ambitious? My name is Alin Gheorghe and I am currently working as a Contracts Administrator in the Shared Service Centre in Bucharest, Romania. I have graduated from the Political Science Faculty of the National School of Political and Administrative Studies here in Bucharest and I am currently undergoing a Master Program on Security and Diplomacy at the same university. Although I have been working a full time job here at Oracle since January 2011 and also going to school after work, I am going to tell you how I spend my spare time and about my passion. I always thought that if one doesn’t have something that he would consider a passion it’s always just a matter of time until he would discover one. Looking back, I can tell you that I discovered mine when I was 14 years old and I remember watching a football game when suddenly I became fascinated by the “man in black” that all football players obeyed during the match. That year I attended and promoted a referee course within my local referee committee and about 6 months later I was delegated to my first official game at youth tournament. Almost 10 years have passed since then and I can tell you that I very much love and appreciate this activity that I have spent doing, each and every weekend, 9 months every year, acquiring more than 600 official games until now. And even if not having a real free weekend or holiday might be sound very consuming, I can say that having something I am passionate about helps me to keep myself balanced and happy while giving me an option to channel any stress or anxiety I may feel. I think it’s important to have something of your own besides work that you spend time and effort on. Whether it’s painting, writing or a sport, having a passion can only have a positive effect on your life. And as every extra thing, it’s not always easy to follow your passion, but is it worth it? Speaking from my own experience I am sure it is, and here are some tips and tricks I constantly use not to give up on my passion: Normal 0 false false false EN-US X-NONE X-NONE -"/ /* 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:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-ansi-language:RO;} No matter how much time you spend at work and how much credit you get for that, it will always be the passion related achievements that will comfort you more and boost your self esteem and nothing compares to that feeling you get. I always try to keep this in mind so that each time I think about giving up I get even more ambitious to move forward. Everybody can just do what they are paid to do or what they are requested to do at work but not everybody can go that extra mile when it comes to following their passion and putting in extra work for that. By exercising this constantly you get used to also applying this attitude on the work related tasks. It takes accurate planning, anticipation and forecasting in order to combine your work with your passion. Therefore having a full schedule and keeping up with it will only help develop and exercise such skills and also will prove to you that you are up to such a challenge. I always keep in mind as a final goal that if you get very good at your passion you can actually start earning from it. And I think that is the ultimate level when you can say that you make a living by doing exactly what you are passionate about. In conclusion, by taking the easy way not only do you miss out on something nice, but life’s priceless rewards are usually given by those things that you actually believe in and know how to stand up for over time.

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  • Need personal advice on how to get out of a company..

    - by SOfan
    Hi, I am an SO user since past 6 months and this is the first time I am turning to SO for personal help. I have asked technical questions before with my real ID. I am stuck inside a service based IT company for the past one year and haven't been able to decide if to leave it, when to leave it and how to leave it. I had taken 2 weeks LWP on medical reason roughly at end of 1 year and then soon after reporting, I applied for 2 months more LWP (on medical/personal ground) with the intention of working on my health,take up a hobby class to ward off depression,pessimism, to have some fun in life, and to look for a job which I really would be excited about - that interests me and which matches with my strength. My leave starts from this Monday. So in any case, I had hard set in mind that I will leave the company after I join them back hopefully with some job offer already in hand (after figuring out what I want do). Neither I can stand the past project,past colleagues,company, HR, pathetically low salary. But if I really listen to my heart, I don't want to have to go back to that office after my sabbatical and again have to see those people. I will have to resign it after my sabbatical ends. Then HR people perhaps wont like it, may even accuse me on face or behind back that primary purpose of my leave must have been to hunt for a better job and I lied about medical and person reasons. Also, if they get nasty and force me to serve 2 months notice period. There is no way I see myself after sabbatical resuming in old project or starting new work. It will be a pain. Since they have already approved 2 months leave and stuff, ideally if they want, they should be just able to relieve me right on the next day after I join back. But, I don't know if they want to get nasty, will they mention about my 2 months sabbatical leave in my experience letter or more scary, the term medical/personal reason. I have hard earned my experience here, have worked against my will, mostly it has been painful and slogged like anything, because I realize the importance of work experience in IT industry. I don't have greed to have those 2 months included extra in my experience letter, but I don't want to mess up with my experience letter in a way which makes my next employer ask question, get suspicious, or be wary if I have any medical reason going on. Being an emotional,moody person or somebody who can't be in an environment, once my mind and heart starts hating it. I think it perhaps is best, if I resign on Monday itself telling them (in polite manner) something that look I took sabbatical for some reason but I don't want to resume working in the company after my sabbatical ends. So please accept my resignation. Now tell me what you want to do about my leave request, my notice period and when you are willing to relieve me. What should I write and how? Some background: I am working in an IT company in India.I am overqualified in the company. It is grossly underpaying me. My education qualifications far exceed anyone's in the whole company being a CS undergrad as well as a CS grad. I joined this company after finishing the grad. I had self-doubts about my skills and interest as a programmer. I like doing research oriented work, though didn't have any particular success during grad. My life here has been very hectic. The project containing many many sub-projects has kept me on my toes and I have never really liked the work. I have been playing against my strength. Also the company strict internet usage policy (you can't read gmails, can't browse any non-work related sites not even news). When working for a client, from the machine we can't even check company related emails.For this one has to go to kiosk like 5 machines in a small room etc. Most of the times those machines are not available, so it was not unusual to keep making rounds to these kiosk machines to check company emails, browse company related emails etc.So it was not so easy to keep in touch with company related basic affairs for a not particular careful person. Things like this which are new to me, make me feel restricted. I am an undecisive person with a sense of failure, self-doubt, not meeting up unrealistic expectation. Somewhere at back of mind, I envy my classmates who make a smooth transition from company to company without causing any gap in their resume. I on other hand have gaps in resume. I get tired after working in a place for sometime. problem with colleagues in general. I am not particular great with people, have few friends, not known for a fun nature, rather serious, scholar. I am not a typical conventional female. I think females are usually more disciplined. But I am not so. I reach office late (though after informing manager). I don't want to blame them entirely, because from my past, it is not unusual for me to get undecisive on things. Also I had doubts about my ability as researched and to succeed there. of building a relationship in a group, to have something to talk about, newspaper. I get cut-off from people. peer pressure. I make blunders in coding, lose patience. Consciously or unconsciously I feel contempt for people here, work here, environment here. I have doubts that either I go to a place which does innovation, does research oriented work, product biggies, have great motivated people, have competent people passionate about products they are building. But then I also doubt my ability to survive there. I have identified that an idea job for me would be 4 days a week, a high salary job. When among people in company/team, I can't think much. I need some time at home to read good authentic books written in good style on what work I am doing.So that I am comfortable with my understanding of work. I get into pressure easily under deadline and need 5th day to cool myself off. I took for 2 weeks leave, because each day was hell for me. May be the depression phase of bipolar is on and also partially it could be that being a work centered person, who derives happiness,self-esteem from work, haven't been enjoying work and have been working for the sole person of proving stability, and ability to stick, against all odds, and facing what challenges I see, bonding with people, identifying opportunities to learn in given task etc.have been averaging one day LWP in 1 week or 10 days. or may be because of my nature,ADD,not being able to switch context,out of touch with news, don't have a circle of friends with who I enjoy. less knowledge in general to talk about, just some technical stuff.anyway, so due to emotional reason, some practical reason etc, I wanted to be very sure before leaving. So my leave starts from Monday and I should feel happy about it. I have taken the leave to for a few purposes - to take care of my health by regular yoga/exercise (with project on, I just can't do anything regular), reassess myself to see what I want to try next which work I might like, look for next job, take up a hobby which I like say singing. I am not clear on my career,job aspiration. I have tried my hands on research. During this year appraisal yesterday, I even had some conflict with my last manager. In meeting with me one on one, he would say all nice things about me, but in feedback to new manager, he hasn't given any excellent feedback. It is all only good. I am angry at this old Manager. Also new manager also scolded me as I didn't agree to his appraisal and waited to hear myself from old Manager. He kind of scolded me for wasting his time. Am I being unethical somewhere? I am always very conscious of if I am cheating anywhere. What advice I am seeking? How to resign and what to write in resignation letter

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  • I Know What I Did This Summer: Put Down Trex Decking

    - by thatjeffsmith
    If you’re wondering why I would bore everyone with my pictures and frequent status updates/tweets from the past week – it’s so I could document the process of refurbishing my deck, or what some would call a porch. When we go to take a vacation, buy a car, do anything – we also read personal blogs to get the real story. So, if you’re curious about what it takes to tackle this sort of project, read on. Skills/Equipment/Manpower We Possessed I took the old decking out by myself. I’m about 230 lbs, more than 6′ tall, and I’m pretty healthy. This took about 8 hours over two afternoons. Three of us put the deck back together. My wife has two engineering degrees. Her father also has two engineering degrees. Lots of brainpower available here. Also, her dad ran the public works department for a country for more than 20 years – so lots and lots of practical experience on hand. We had a compound mitre saw, a skilsaw, 2-3 crowbars, a framing hammer, 3 cordless drills, a corded drill, lots of sawhorses, a power sander, an angle grinder, a 10×10 Coleman canopy tent, a Ford F-150 pickup truck, outdoor speakers and lots of iTunes playlists, plenty of water and cold beer. Why We Did This Our deck was relatively young – it was built in 2005. However, the pressure treated boards must not have been adequately maintained before we bought the house. I had powerwashed the deck every other year and had it stained a few times. The boards just rotted. We’re going to be in the house for a long time, and we wanted something that would look nice and require little maintenance. More bad deck boards The deck boards were in bad shape Things We Learned The two most important things: The hidden fasteners have to be put in JUST right. Wedge them into the grooved board, then bend down the bit that is screwed down. We didn’t do this on the first board and couldn’t get the second board to fit nearly close enough. Watching the official TREX YouTube video helped immensely, and we should have watched that first. When pre-drilling holes for the boards that need screwed down – DO NOT pre-drill through the underlying framing wood. ONLY pre-drill through the TREX itself. The screw won’t seat in the board properly. Instead of sitting down flush with the board, it will stop at the top of the board and just spin. I had to call the the place that sold me the screws to find this out. So about a third of our screws look like crap. If it doesn’t look or feel right – stop everything and pick up your computer or your phone. It’s not right, and it will be much easier to stop and find out why. We didn’t do this, and now I’m going to see every screw that’s not flush with the boards and get upset. Oh well. The Process How much time did it take? Well I spent about 8 hours taking the deck apart. And then the 3 of use spent 8 hours the first day, 10 hours the second day, 8 hours the third, and another 6 hours on the fourth day. That’s like 104 man-hours. We supposedly saved four or five thousand dollars in labor, but don’t do the math here or you might get a bit upset. The main thing is that we got what we wanted, and there won’t be any surprises later. Now for some pictures… This 6”+ pry bar made the destruction of the old deck much easier Most of the joists, once exposed, were OK. This joist wasn’t sitting on ANYTHING before. We think a lazy gas person cut the board to sneak a gas line in. Awesome… These monster lag bolts had to be accounted for when putting in the additional framing The border pattern Sheri wanted to put in required a lot more framing. These were the first boards to go down – we screwed them in as there was no way to attach clips I sat, kicked in the boards, and then drilled these clips in – but my wife was able to go MUCH faster by using her hands to lock the boards in and drill on her knees. I liked locking the board in with my feet when they needed to be ‘encouraged’ to go straight. The first board took FOREVER to go in, but then when we got rolling, we were able to put in a 20′ board in less than 10 minutes. This was end of construction day #2 – we got much further than we thought we would. Ah, the dreaded last 10% – what to do here? Remember those ‘floating’ stringers? Yeah, we fixed that up a bit, too. My wife used a website (and her brain) to calculate exactly how to cut the stringers to give us the rise/run we needed with the proper clearance and all that jazz. The stairs with stringers and toe kicks – this was worth the effort It started raining on us as I screwed down the steps – this we managed to get our shade tent up on the deck to protect us from the rain too The stairs, finished Finished, mostly Good corner shot The top of the stairs Stairs, looking down Celebratory beer In Summary There are a few things we’re not happy with. I think we can fix them up – but later. I have a few things left to finish, rewire the lighting, get the gas grille put back in, and rehang some screen doors. I was expecting this to be a lot worse than it was. If I didn’t have the help, I would have never done it myself. But I’m glad that I did have that help and did do that project. It’s not often you get to spend that kind of qualify time with family and building cool stuff.

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  • Alcatel-Lucent: Enterprise 2.0: The Top 5 Things I would Do Over

    - by Kellsey Ruppel
    Happy Monday! Does anyone else feel as if the weekend went entirely too quickly? At least for those of us in the United States, we have the 4th of July Holiday next week to look forward to This week on the blog, we are going to focus on "WebCenter by Example" and highlight best practices from customers and partners. I recently came across this article and I think this is a great example of how we can learn from one another when it comes to social collaboration adoption. Do you agree with Jem? What things or best practices have you learned in your organizations?  By Jem Janik, Enterprise community manager, Alcatel-Lucent  Not so long ago, Engage, the Alcatel-Lucent employee social network and collaboration platform, celebrated its third birthday. With more than 25,000 members actively interacting each month, Engage has been a big enough success that it’s been the subject of external articles, and often those of us who helped launch it will go out and speak about what aspects contributed to that success. Hindsight is still 20/20 and what it takes to successfully launch an enterprise 2.0 community is fairly well-known now.  Today I want to tell you what I suspect you really want to know about.  As the enterprise community manager for Engage, after three years in, what are the top 5 things I wish we (and I mostly mean me) could do over? #5 Define your analytics solution from the start There is so much to do when you launch a community and initially growing it without complete chaos is quite a task.  It doesn’t take too long to get to a point where you want to focus your continued efforts in growing company collaboration.  Do people truly talk across regional boundaries or have we shifted siloed conversations to a new platform.  Is there one organization that doesn’t interact with another? If you are lucky you’ll have someone in your community team well versed in the world of databases and SQL queries, but it takes time to figure out what backend analytics data actually means. Professional support can be expensive and it may be hard to justify later as it typically has the community manager as the only main customer.  Figure out what you think you’ll want to know and how to get it early on. The sooner the better even if it doesn’t seem that critical at the time. #4 Lobbies guide you to the right places One piece of feedback that comes up more and more as we keep growing Engage is it’s hard to find stuff, or new people are not sure where to start. Something we’re doing now is defining some general topic areas of interest to be like “lobbies” into the platform and some common hashtags to go with them. I liken this to walking into a large medical or professional building for the first time.  There are hundreds of offices, and you look to a sign in the lobby to get guided to the right place for you.  We’re building that sign for members now, but again we missed the boat as the majority of the company has had their initial Engage experience. #3 Clean up, clean up, clean up Knowledge work and folksonomies are messy! The day we opened the doors to Engage I would have said we should keep everything ever created in Engage with an argument that it was a window into our collective knowledge so nothing should go.  Well, 6000+ groups and 200,000+ pieces of content later, I’ve changed my mind.  As previously mentioned, with too much “stuff” the system can be overwhelming to new members and it makes it harder to get what you’re looking for.   Do we need that help document about a tool we no longer have? NO!  Do we need that group that had 1 document and 2 discussions in the last two years? NO! Should we only have one group about a given topic instead of 4?  YES! Last fall, Engage defined a cleanup process for groups not used for a long time.  We also formed a volunteer cleaning army who are extra eyes on the hunt for “stuff” that should be updated, merged, or deleted.  It’s better late than never, but in line with what’s becoming a theme I wish these efforts had started earlier. #2 Communications & local community management One of the most important aspects of my job is to make sure people who should be talking to each other are actually doing it.  Connecting people to the other people they should know, the groups they should join, a piece of content that shouldn’t be missed.   I have worked both inside and outside of communications teams, and they are the best informed people in your company.  They know when something big is coming, how it impacts employees, how it fits with strategy, who else knows more, etc.  Having communications professionals who are power users can help scale up community management because they are already so well connected.  They also need to have the platform skills to pay attention without suffering email overload, how to grab someone’s attention, etc.  I wish I’d had figured this out much earlier.  If I had I would have groomed more communications colleagues into advocates and power members right at the start. #1 Grooming advocates vs. natural advocates I’ve just alluded to this above already. The very best advocates are those who naturally embrace your platform and automatically start to see new ways to work within it.  Those advocates seem to come out of the woodwork naturally since some of them are early adopters.  Not surprisingly, our best advocates today are those same people who were willing to come kick the tires when the community was completely empty.  Unfortunately, we didn’t get a global spread of those natural advocates.  I did ask around when we first launched for other people who might be good candidates, but didn’t push too hard as there were so many other things to get ready.  That was a mistake.  If I could get a redo I would have formally asked for people to be assigned where there were gaps and groomed them into an advocate.  Today as we find new advocates to fill the gaps, people are hesitant as the initial set has three years of practice are ahead of the curve power members; it definitely would have been easier earlier on. As fairly early adopters to corporate scale enterprise collaboration, there hasn’t been a roadmap to follow as we’ve grown Engage, which is part of the fun! It’s clear a lot of issues are more easily tackled the earlier you identify and begin to correct them, and I’ve identified the main five I wish I could redo.  In the spirit of collaboration, I hope someone else learns from my mistakes! View the original article by Jem here. 

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  • The True Cost of a Solution

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

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  • “It’s only test code…”

    - by Chris George
    “Let me hack this in, it’s only test code”, “Don’t worry about getting it reviewed, it’s only test code”, “It doesn’t have to be elegant or efficient, it’s only test code”… do these phrases sound familiar? Chances are if you’ve working with test automation, at one point or other you will have heard these phrases, you have probably even used them yourself! What is certain is that code written under this “it’s only test code” mantra will come back and bite you in the arse! I’ve recently encountered a case where a test was giving a false positive, therefore hiding a real product bug because that test code was very badly written. Firstly it was very difficult to understand what the test was actually trying to achieve let alone how it was doing it, and this complexity masked a simple logic error. These issues are real and they do happen. Let’s take a step back from this and look at what we are trying to do. We are writing test code that tests product code, and we do this to create a suite of tests that will help protect our software against regressions. This test code is making sure that the product behaves as it should by employing some sort of expected result verification. The simple cases of these are generally not a problem. However, automation allows us to explore more complex scenarios in many more permutations. As this complexity increases then so does the complexity of the test code. It is at this point that code which has not been architected properly will cause problems.   Keep your friends close… So, how do we make sure we are doing it right? The development teams I have worked on have always had Test Engineers working very closely with their Software Engineers. This is something that I have always tried to take full advantage of. They are coding experts! So run your ideas past them, ask for advice on how to structure your code, help you design your data structures. This may require a shift in your teams viewpoint, as contrary to this section title and folklore, Software Engineers are not actually the mortal enemy of Test Engineers. As time progresses, and test automation becomes more and more ingrained in what we do, the two roles are converging more than ever. Over the 16 years I have spent as a Test Engineer, I have seen the grey area between the two roles grow significantly larger. This serves to strengthen the relationship and common bond between the two roles which helps to make test code activities so much easier!   Pair for the win Possibly the best thing you could do to write good test code is to pair program on the task. This will serve a few purposes. you will get the benefit of the Software Engineers knowledge and experience the Software Engineer will gain knowledge on the testing process. Sharing the love is a wonderful thing! two pairs of eyes are always better than one… And so are two brains. Between the two of you, I will guarantee you will derive more useful test cases than if it was just one of you.   Code reviews Another policy which certainly pays dividends is the practice of code reviews. By having one of your peers review your code before you commit it serves two purposes. Firstly, it forces you to explain your code. Just the act of doing this will often pick up errors in your code. Secondly, it gets yet another pair of eyes on your code! I cannot stress enough how important code reviews are. The benefits they offer apply as much to product code as test code. In short, Software and Test Engineers should all be doing them! It can be extended even further by getting test code reviewed by a Software Engineer and a Test Engineer, and likewise product code. This serves to keep both functions in the loop with changes going on within your code base.   Learn from your devs I briefly touched on this earlier but I’d like to go into more detail here. Pairing with your Software Engineers when writing your test code is such an amazing opportunity to improve your coding skills. As I sit here writing this article waiting to be called into court for jury service, it reminds me that it takes a lot of patience to be a Test Engineer, almost as much as it takes to be a juror! However tempting it is to go rushing in and start writing your automated tests, resist that urge. Discuss what you want to achieve then talk through the approach you’re going to take. Then code it up together. I find it really enlightening to ask questions like ‘is there a better way to do this?’ Or ‘is this how you would code it?’ The latter question, especially, is where I learn the most. I’ve found that most Software Engineers will be reluctant to show you the ‘right way’ to code something when writing tests because they perceive the ‘right way’ to be too complicated for the Test Engineer (e.g. not mentioning LINQ and instead doing something verbose). So by asking how THEY would code it, it unleashes their true dev-ness and advanced code usually ensues! I would like to point out, however, that you don’t have to accept their method as the final answer. On numerous occasions I have opted for the more simple/verbose solution because I found the code written by the Software Engineer too advanced and therefore I would find it unreadable when I return to the code in a months’ time! Always keep the target audience in mind when writing clever code, and in my case that is mostly Test Engineers.  

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  • Getting Started With Tailoring Business Processes

    - by Richard Bingham
    In this article, and for the sake of simplicity, we will use the term “On-Premise” to mean a deployment where you have design-time development access to the instance, including administration of the technology components, the applications filesystem, and the database. In reality this might be a local development instance that is then supported by a team who can deploy your customizations to the restricted production instance equivalents. Tools Overview Firstly let’s look at the Design-Time tools within JDeveloper for customizing and extending the artifacts of a Business Process. In essence this falls into two buckets; SOA Composite Editor for working with BPEL processes, and the BPM Studio. The SOA Composite Editor As a standard extension to JDeveloper, this graphical design tool should be familiar to anyone previously worked with Oracle SOA Server. With easy-to-use modeling capability, backed-up by full XML source-view (for read-only), it provides everything that is needed to implement the technical design. In simple terms, once deployed to the remote SOA Server the composite components (like Mediator) leverage the Event Delivery Network (EDN) for interaction with the application logic. If you are customizing an existing Fusion Applications BPEL process then be aware that it does support MDS-based customization layers just like Page Composer where different customizations are used based on the run-time context, like for a specific Product or Business Unit. This also makes them safe from patching and upgrades, although only a single active version of the composite is available at run-time. This is defined by a field on the composite record, available in Enterprise Manager. Obviously if you wish to fire different activities and tasks based on the user context then you can should include switches to fork the flows in your custom BPEL process. Figure 1 – A BPEL process in Composite Editor The following describes the simplified steps for making customizations to BPEL processes. This is the most common method of changing the business processes of Fusion Applications, as over 400 BPEL-based composite applications are provided out-of-the-box. Setup your local Fusion Applications JDeveloper environment. The SOA Composite Editor should be installed as part of the Fusion Applications extension. If there are problems you can also find it under the ‘Check for Updates’ help menu option. Since SOA Server is not part of the JDeveloper integrated WebLogic Server, setup a standalone WebLogic environment for deploying and testing. Obviously you might use a Fusion Applications development instance also. Package the existing standard Fusion Applications SOA Composite using Enterprise Manager and export it as a complete SOA Archive (SAR) file, resulting in a local .jar file. You may need to ask your system administrator for this. Import the exported SAR .jar file into JDeveloper using the File menu, under the option ‘SOA Archive into SOA Project’. In JDeveloper set the appropriate customization layer values, and then change from the default role to the Fusion Applications Customization Developer role. Make the customizations and save the application project. Finally redeploy the composite application, either to a direct Application Server connection, or as a fresh SAR (jar) file that can then be re-imported and deployed via Enterprise Manager. The Business Process Management (BPM) Suite In addition to the relatively low-level development environment associated with BPEL process creation, Oracle provides a suite of products that allow business process adjustments to be made without the need for some of the programming skills.  The aim is to abstract much of the technical implementation and to provide a Business Analyst tools for immediately implementing organization changes. Obviously there are some limitations on what they can do, however the BPM Suite functionality increases with each release and for the majority of the cases the tools remains as applicable as its developer-orientated sister. At the current time business processes must be explicitly coded to support just one of these use-cases, either BPEL for developer use or BPM for business analyst use. That said, they both run on the same SOA Server in much the same way. The components bundled in each SOA Composite Application can be verified by inspection through Enterprise Manager. Figure 2 – A BPM Process in JDeveloper BPM Suite. BPM processes are written in a standard notation (BPMN) and the modeling tools are very similar to that of BPEL. The steps to deploy a custom BPM process are also essentially much the same, since the BPM process is bundled into a SOA Composite just like a BPEL process. As such the SOA Composite Editor  actually has support for both artifacts and even allows use of them together, such as a calling a BPM process as a partnerlink from a BPEL process. For more details see the references below. Business Analyst Tooling In addition to using JDeveloper extensions for BPM development, there are run-time tools that Business Analysts can use to make adjustments, so that without high costs of an IT project the system can be tuned to match changes to the business operation. The first tool to consider is the BPM Composer, deployed with the middleware SOA Server and accessible online, and for Fusion Applications it is under the Business Process icon on the homepage of the Application Composer. Figure 3 – Business Process Composer showing a CRM process flow. The key difference between this and using JDeveloper is that the BPM Composer has a Business Catalog prepopulated with features and functions that can be used, mostly through registered WebServices. This means no coding or complex interface development is required, simply drag-drop-configure. The items in the business catalog are seeded by either Oracle (as a BPM Template) or added to by your own custom development. You cannot create or generate catalog content from BPM Composer directly. As per the screenshot you can see the Business Catalog content in the BPM Project browser region. In addition, other online tools for use by Business Analysts include the BPM Worklist application for editing business rules and approval management configuration, plus the SOA Composer which focuses on non-approval business rules and domain value maps. At the current time there are only a handful of BPM processes shipped with Fusion Applications HCM and CRM, including on-boarding workers and processing customer registrations.  This also means a limited number of associated BPM Templates provided out-of-the-box, therefore a limited Business Catalog. That said, BPM-based extension is a powerful capability to leverage and will most likely develop going forwards, especially for use in SaaS deployments where full design-time JDeveloper access is not available. Further Reading For BPEL – Fusion Applications Extensibility Guide – Section 12 For BPM – Fusion Applications Extensibility Guide – Section 7 The product-specific documentation and implementation guides for Fusion Applications Fusion Middleware Developers Guide for SOA Suite Modeling and Implementation Guide for Oracle Business Process Management User’s Guide for Oracle Business Process Composer Oracle University courses on BPM Suite and SOA Development

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  • PASS Summit 2010 BI Workshop Feedbacks

    - by Davide Mauri
    As many other speakers already did, I’d like to share with the SQL Community the feedback of my PASS Summit 2010 Workshop. For those who were not there, my workshop was the “BI From A-Z” and the main objective of that workshop was to introduce people in the BI world not only from a technical point of view but insist a lot on the methodological and “engineered” approach. The will to put more engineering in the IT (and specially in the BI field) is something that has been growing stronger and stronger in me every day for of this last 5 years since is simply envy the fact that Airbus, Fincatieri, BMW (just to name a few) can create very complex machine “just” using putting people together and giving them some rules to follow (Of course this is an oversimplification but I think you get what I mean). The key point of engineering is that, after having defined the project blueprint, you have the possibility to give to a huge number of people, the rules to follow, the correct tools in order to implement the rules easily and semi-automatically and a way to measure the quality of the results. Could this be done in IT? Very big question, so my scope is now limited to BI. So that’s the main point of my workshop: and entry-level approach to BI (level was 200) in order to allow attendees to know the basics, to understand what tools they should use for which purpose and, above all, a set of rules and tools in order to make a BI solution scalable in terms of people working on it, while still maintaining a very good quality. All done not focusing only on the practice but explaining the theory behind to see how it can help *a lot* to build a correct solution despite the technology used to implement it. The idea is to reach a point where more then 70% of the work done to create a BI solution can be reused even if technologies changes. This is a very demanding challenge nowadays with the coming of Denali and its column-aligned storage and the shiny-new DAX language. As you may understand I was looking forward to get the feedback since you may have noticed that there’s a lot of “architectural” stuff in IT but really nothing on “engineering”. So how the session could be perceived by the attendees was really unknown to me. The feedback could also give a good indication if the need of more “engineering” is something I feel only by myself or if is something more broad. I’m very happy to be able to say that the overall score of 4.75 put my workshop in the TOP 20 session (on near 200 sessions)! Here’s the detailed evaluations: How would you rate the usefulness of the information presented in your day-to-day environment? 4.75 Answer:    # of Responses 3    1         4    12        5    42               How would you rate the Speaker's presentation skills? 4.80 Answer:    # of Responses 3 : 1         4 : 9         5 : 45               How would you rate the Speaker's knowledge of the subject? 4.95 Answer:    # of Responses 4 :  3         5 : 52               How would you rate the accuracy of the session title, description and experience level to the actual session? 4.75 Answer:    # of Responses 3 : 2         4 : 10         5 : 43               How would you rate the amount of time allocated to cover the topic/session? 4.44 Answer:    # of Responses 3 : 7         4 : 17        5 : 31               How would you rate the quality of the presentation materials? 4.62 Answer:    # of Responses 4 : 21        5 : 34 The comments where all very positive. Many of them asked for more time on the subject (or to shorten the very last topics). I’ll make treasure of these comments and will review the content accordingly. We’ll organize a two-day classes on this topic, where also more examples will be shown and some arguments will be explained more deeply. I’d just like to answer a comment that asks how much of what I shown is “universally applicable”. I can tell you that all of our BI project follow these rules and they’ve been applied to different markets (Insurance, Fashion, GDO) with different people and different teams and they allowed us to be “Adaptive” against the customer. The more the rules are well defined and the more there are tools that supports their implementations, the easier is to add new people to the project and to add or change solution features. Think of a car. How come that almost any mechanic can help you to fix a problem? Because they know what to expect. Because there a rules that allow them to identify the problem without having to discover each time how the car has been implemented build. And this is of course also true for car upgrades/improvements. Last but not least: thanks a lot to everyone for coming!

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  • Beyond Cloud Technology, Enabling A More Agile and Responsive Organization

    - by sxkumar
    This is the second part of the blog “Clouds, Clouds Everywhere But not a Drop of Rain”. In the first part,  I was sharing with you how a broad-based transformation makes cloud more than a technology initiative, I will describe in this section how it requires people (organizational) and process changes as well, and these changes are as critical as is the choice of right tools and technology. People: Most IT organizations have a fairly complex organizational structure. There are different groups, managing different pieces of the puzzle, and yet, they don't always work together. Provisioning a new application therefore may require a request to float endlessly through system administrators, DBAs and middleware admin worlds – resulting in long delays and constant finger pointing.  Cloud users expect end-to-end automation - which requires these silos to be greatly simplified, if not completely eliminated.  Most customers I talk to acknowledge this problem but are quick to admit that such a transformation is hard. As hard as it may be, I am afraid that the status quo is no longer an option. Sticking to an organizational structure that was created ages back will not only impede cloud adoption,  it also risks making the IT skills increasingly irrelevant in a world that is rapidly moving towards converged applications and infrastructure.   Process: Most IT organizations today operate with a mindset that they must fully "control" access to any and all types of IT services. This in turn leads to people clinging on to outdated manual approval processes .  While requiring approvals for scarce resources makes sense, insisting that every single request must be manually approved defeats the very purpose of cloud. Not only this causes delays, thereby at least partially negating the agility benefits, it also results in gross inefficiency. In a cloud environment, self-service access should be governed by policies, quotas that the administrators can define upfront . For a cloud initiative to be successful, IT organizations MUST be ready to empower users by giving them real control rather than insisting on brokering every single interaction between users and the cloud resources. Technology: From a technology perspective, cloud is about consolidation, standardization and automation. A consolidated and standardized infrastructure helps increase utilization and reduces cost. Additionally, it  enables a much higher degree of automation - thereby providing users the required agility while minimizing operational costs.  Obviously, automation is the key to cloud. Unfortunately it hasn’t received as much attention within enterprises as it should have.  Many organizations are just now waking up to the criticality of automation and it still often gets relegated to back burner in favor of other "high priority" projects. However, it is important to understand that without the right type and level of automation, cloud will remain a distant dream for most enterprises. This in turn makes the choice of the cloud management software extremely critical.  For a cloud management software to be effective in an enterprise environment, it must meet the following qualifications: Broad and Deep Solution It should offer a broad and deep solution to enable the kind of broad-based transformation we are talking about.  Its footprint must cover physical and virtual systems, as well as infrastructure, database and application tiers. Too many enterprises choose to equate cloud with virtualization. While virtualization is a critical component of a cloud solution, it is just a component and not the whole solution. Similarly, too many people tend to equate cloud with Infrastructure-as-a-Service (IaaS). While it is perfectly reasonable to treat IaaS as a starting point, it is important to realize that it is just the first stepping stone - and on its own it can only provide limited business benefits. It is actually the higher level services, such as (application) platform and business applications, that will bring about a more meaningful transformation to your enterprise. Run and Manage Efficiently Your Mission Critical Applications It should not only be able to run your mission critical applications, it should do so better than before.  For enterprises, applications and data are the critical business assets  As such, if you are building a cloud platform that cannot run your ERP application, it isn't truly a "enterprise cloud".  Also, be wary of  vendors who try to sell you the idea that your applications must be written in a certain way to be able to run on the cloud. That is nothing but a bogus, self-serving argument. For the cloud to be meaningful to enterprises, it should adopt to your applications - and not the other way around.  Automated, Integrated Set of Cloud Management Capabilities At the root of many of the problems plaguing enterprise IT today is complexity. A complex maze of tools and technology, coupled with archaic  processes, results in an environment which is inflexible, inefficient and simply too hard to manage. Management tool consolidation, therefore, is key to the success of your cloud as tool proliferation adds to complexity, encourages compartmentalization and defeats the very purpose that you are building the cloud for. Decision makers ought to be extra cautious about vendors trying to sell them a "suite" of disparate and loosely integrated products as a cloud solution.  An effective enterprise cloud management solution needs to provide a tightly integrated set of capabilities for all aspects of cloud lifecycle management. A simple question to ask: will your environment be more or less complex after you implement your cloud? More often than not, the answer will surprise you.  At Oracle, we have understood these challenges and have been working hard to create cloud solutions that are relevant and meaningful for enterprises.  And we have been doing it for much longer than you may think. Oracle was one of the very first enterprise software companies to make our products available on the Amazon Cloud. As far back as in 2007, we created new cloud solutions such as Cloud Database Backup that are helping customers like Amazon save millions every year.  Our cloud solution portfolio is also the broadest and most deep in the industry  - covering public, private, hybrid, Infrastructure, platform and applications clouds. It is no coincidence therefore that the Oracle Cloud today offers the most comprehensive set of public cloud services in the industry.  And to a large part, this has been made possible thanks to our years on investment in creating cloud enabling technologies. I will dedicated the third and final part of the blog “Clouds, Clouds Everywhere But not a Drop of Rain” to Oracle Cloud Technologies Building Blocks and how they mapped into our vision of Enterprise Cloud. Stay Tuned.

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  • Create an Alias Directory inside a Virtual Host

    - by Praveen Kumar
    First, let me say, I asked this question in StackOverflow, and thought I could get more replies here. I checked here, here, here, here, here, and here before asking this question. I guess my search skills are weak. I am using the WampServer version 2.2e. I have a need like, I need a virtual path inside a virtual host. Let me say the two hosts that I have. Primary Virtual Host (Localhost) NameVirtualHost *:80 <VirtualHost *:80> ServerName localhost DocumentRoot "C:/Wamp/www" </VirtualHost> My Apps Virtual Hosts <VirtualHost *:80> ServerName apps.ptrl DocumentRoot "C:/Wamp/vhosts/ptrl/apps" ErrorLog "logs/apps-ptrl-error.log" CustomLog "logs/apps-ptrl-access.log" common <Directory "C:/Wamp/vhosts/ptrl/apps"> allow from all order allow,deny AllowOverride All </Directory> DirectoryIndex index.html index.htm index.php </VirtualHost> My Blog Virtual Host <VirtualHost *:80> ServerName blog.praveen-kumar.ptrl DocumentRoot "C:/Wamp/vhosts/ptrl/praveen-kumar/blog" ErrorLog "logs/praveen-kumar-ptrl-error.log" CustomLog "logs/praveen-kumar-ptrl-access.log" common <Directory "C:/Wamp/vhosts/ptrl/praveen-kumar/blog"> allow from all order allow,deny AllowOverride All </Directory> DirectoryIndex index.html index.htm index.php </VirtualHost> My requirement now is to have http://apps.ptrl/blog/ and http://blog.praveen-kumar.ptrl/ should be the same directory. One thing I thought of is, moving the blog folder inside the apps folder, but it is connected with Git and other stuffs are there, so it is not possible to move the folder. So, I thought of creating an alias to the VirtualHost in this way: <VirtualHost *:80> ServerName apps.ptrl DocumentRoot "C:/Wamp/vhosts/ptrl/apps" ErrorLog "logs/apps-ptrl-error.log" CustomLog "logs/apps-ptrl-access.log" common <Directory "C:/Wamp/vhosts/ptrl/apps"> allow from all order allow,deny AllowOverride All </Directory> DirectoryIndex index.html index.htm index.php # The alias to the blog! Alias /blog "C:/Wamp/vhosts/ptrl/praveen-kumar/blog" <Directory "C:/Wamp/vhosts/ptrl/praveen-kumar/blog"> allow from all order allow,deny AllowOverride All </Directory> </VirtualHost> But when I tried to access http://apps.ptrl/blog, I am getting an Error 403 Forbidden page. Am I doing the right thing? If you need to look at the access log, and error log, they are here: # Access Log 127.0.0.1 - - [14/Oct/2012:09:53:11 +0530] "GET /blog HTTP/1.1" 403 206 127.0.0.1 - - [14/Oct/2012:09:53:11 +0530] "GET /favicon.ico HTTP/1.1" 404 209 127.0.0.1 - - [14/Oct/2012:09:53:53 +0530] "GET / HTTP/1.1" 200 6935 127.0.0.1 - - [14/Oct/2012:09:53:53 +0530] "GET /app/blog/thumb.png HTTP/1.1" 404 216 # Error Log [Sun Oct 14 09:53:11 2012] [error] [client 127.0.0.1] client denied by server configuration: C:/Wamp/vhosts/ptrl/praveen-kumar/blog [Sun Oct 14 09:53:11 2012] [error] [client 127.0.0.1] File does not exist: C:/Wamp/vhosts/ptrl/apps/favicon.ico [Sun Oct 14 09:53:53 2012] [error] [client 127.0.0.1] File does not exist: C:/Wamp/vhosts/ptrl/apps/app/blog, referer: http://apps.ptrl/ Waiting eagerly for some help. I am ready to provide more info, if needed. Update #1: Changed VirtualHosts: <VirtualHost *:80> ServerName apps.ptrl DocumentRoot "C:/Wamp/vhosts/ptrl/apps" ErrorLog "logs/apps-ptrl-error.log" CustomLog "logs/apps-ptrl-access.log" common # The alias to the blog! Alias /blog "C:/Wamp/vhosts/ptrl/praveen-kumar/blog" <Directory "C:/Wamp/vhosts/ptrl/praveen-kumar/blog"> allow from all order allow,deny AllowOverride All </Directory> <Directory "C:/Wamp/vhosts/ptrl/apps"> allow from all order allow,deny AllowOverride All </Directory> DirectoryIndex index.html index.htm index.php </VirtualHost> The issue now: I am able to access the site. The physical links are working now. i.e., I am able to open http://apps.ptrl/blog/index.php but not http://apps.ptrl/blog/view-1.ptf, which gets translated to http://apps.ptrl/blog/index.php?page=view&id=1. Any solutions?

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  • Paying great programmers more than average programmers

    - by Kelly French
    It's fairly well recognized that some programmers are up to 10 times more productive than others. Joel mentions this topic on his blog. There is a whole blog devoted to the idea of the "10x productive programmer". In years since the original study, the general finding that "There are order-of-magnitude differences among programmers" has been confirmed by many other studies of professional programmers (Curtis 1981, Mills 1983, DeMarco and Lister 1985, Curtis et al. 1986, Card 1987, Boehm and Papaccio 1988, Valett and McGarry 1989, Boehm et al 2000). Fred Brooks mentions the wide range in the quality of designers in his "No Silver Bullet" article, The differences are not minor--they are rather like the differences between Salieri and Mozart. Study after study shows that the very best designers produce structures that are faster, smaller, simpler, cleaner, and produced with less effort. The differences between the great and the average approach an order of magnitude. The study that Brooks cites is: H. Sackman, W.J. Erikson, and E.E. Grant, "Exploratory Experimental Studies Comparing Online and Offline Programming Performance," Communications of the ACM, Vol. 11, No. 1 (January 1968), pp. 3-11. The way programmers are paid by employers these days makes it almost impossible to pay the great programmers a large multiple of what the entry-level salary is. When the starting salary for a just-graduated entry-level programmer, we'll call him Asok (From Dilbert), is $40K, even if the top programmer, we'll call him Linus, makes $120K that is only a multiple of 3. I'd be willing to be that Linus does much more than 3 times what Asok does, so why wouldn't we expect him to get paid more as well? Here is a quote from Stroustrup: "The companies are complaining because they are hurting. They can't produce quality products as cheaply, as reliably, and as quickly as they would like. They correctly see a shortage of good developers as a part of the problem. What they generally don't see is that inserting a good developer into a culture designed to constrain semi-skilled programmers from doing harm is pointless because the rules/culture will constrain the new developer from doing anything significantly new and better." This leads to two questions. I'm excluding self-employed programmers and contractors. If you disagree that's fine but please include your rationale. It might be that the self-employed or contract programmers are where you find the top-10 earners, but please provide a explanation/story/rationale along with any anecdotes. [EDIT] I thought up some other areas in which talent/ability affects pay. Financial traders (commodities, stock, derivatives, etc.) designers (fashion, interior decorators, architects, etc.) professionals (doctor, lawyer, accountant, etc.) sales Questions: Why aren't the top 1% of programmers paid like A-list movie stars? What would the industry be like if we did pay the "Smart and gets things done" programmers 6, 8, or 10 times what an intern makes? [Footnote: I posted this question after submitting it to the Stackoverflow podcast. It was included in episode 77 and I've written more about it as a Codewright's Tale post 'Of Rockstars and Bricklayers'] Epilogue: It's probably unfair to exclude contractors and the self-employed. One aspect of the highest earners in other fields is that they are free-agents. The competition for their skills is what drives up their earning power. This means they can not be interchangeable or otherwise treated as a plug-and-play resource. I liked the example in one answer of a major league baseball team trying to field two first-basemen. Also, something that Joel mentioned in the Stackoverflow podcast (#77). There are natural dynamics to shrink any extreme performance/pay ranges between the highs and lows. One is the peer pressure of organizations to pay within a given range, another is the likelyhood that the high performer will realize their undercompensation and seek greener pastures.

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  • Stored proc running 30% slower through Java versus running directly on database

    - by James B
    Hi All, I'm using Java 1.6, JTDS 1.2.2 (also just tried 1.2.4 to no avail) and SQL Server 2005 to create a CallableStatement to run a stored procedure (with no parameters). I am seeing the Java wrapper running the same stored procedure 30% slower than using SQL Server Management Studio. I've run the MS SQL profiler and there is little difference in I/O between the two processes, so I don't think it's related to query plan caching. The stored proc takes no arguments and returns no data. It uses a server-side cursor to calculate the values that are needed to populate a table. I can't see how the calling a stored proc from Java should add a 30% overhead, surely it's just a pipe to the database that SQL is sent down and then the database executes it....Could the database be giving the Java app a different query plan?? I've posted to both the MSDN forums, and the sourceforge JTDS forums (topic: "stored proc slower in JTDS than direct in DB") I was wondering if anyone has any suggestions as to why this might be happening? Thanks in advance, -James (N.B. Fear not, I will collate any answers I get in other forums together here once I find the solution) Java code snippet: sLogger.info("Preparing call..."); stmt = mCon.prepareCall("SP_WB200_POPULATE_TABLE_limited_rows"); sLogger.info("Call prepared. Executing procedure..."); stmt.executeQuery(); sLogger.info("Procedure complete."); I have run sql profiler, and found the following: Java app : CPU: 466,514 Reads: 142,478,387 Writes: 284,078 Duration: 983,796 SSMS : CPU: 466,973 Reads: 142,440,401 Writes: 280,244 Duration: 769,851 (Both with DBCC DROPCLEANBUFFERS run prior to profiling, and both produce the correct number of rows) So my conclusion is that they both execute the same reads and writes, it's just that the way they are doing it is different, what do you guys think? It turns out that the query plans are significantly different for the different clients (the Java client is updating an index during an insert that isn't in the faster SQL client, also, the way it is executing joins is different (nested loops Vs. gather streams, nested loops Vs index scans, argh!)). Quite why this is, I don't know yet (I'll re-post when I do get to the bottom of it) Epilogue I couldn't get this to work properly. I tried homogenising the connection properties (arithabort, ansi_nulls etc) between the Java and Mgmt studio clients. It ended up the two different clients had very similar query/execution plans (but still with different actual plan_ids). I posted a summary of what I found to the MSDN SQL Server forums as I found differing performance not just between a JDBC client and management studio, but also between Microsoft's own command line client, SQLCMD, I also checked some more radical things like network traffic too, or wrapping the stored proc inside another stored proc, just for grins. I have a feeling the problem lies somewhere in the way the cursor was being executed, and it was somehow giving rise to the Java process being suspended, but why a different client should give rise to this different locking/waiting behaviour when nothing else is running and the same execution plan is in operation is a little beyond my skills (I'm no DBA!). As a result, I have decided that 4 days is enough of anyone's time to waste on something like this, so I will grudgingly code around it (if I'm honest, the stored procedure needed re-coding to be more incremental instead of re-calculating all data each week anyway), and chalk this one down to experience. I'll leave the question open, big thanks to everyone who put their hat in the ring, it was all useful, and if anyone comes up with anything further, I'd love to hear some more options...and if anyone finds this post as a result of seeing this behaviour in their own environments, then hopefully there's some pointers here that you can try yourself, and hope fully see further than we did. I'm ready for my weekend now! -James

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  • Problems with multiple setIntervals running simultaneously

    - by Roel V.
    Hello, My first post here. I want to make a horizontal menu with submenu's sliding down on mouseover. I know I could use jQuery but this is to practice my javascript skills. I use the following code: var up = new Array() var down = new Array() var submenustart function titleover(headmenu, inter) { submenu = headmenu.lastChild up[inter] = window.clearInterval(up[inter]) down[inter] = window.setInterval("slidedown(submenu)",1) } function slidedown(submenu) { if(submenu.offsetTop < submenustart) { submenu.style.top = submenu.offsetTop + 1 + "px" } } function titleout(headmenu, inter) { submenu = headmenu.lastChild down[inter] = window.clearInterval(down[inter]) up[inter] = window.setInterval("slideup(submenu)", 1) } function slideup(submenu) { if(submenu.offsetTop > submenustart - submenu.clientHeight + 1) { submenu.style.top = submenu.offsetTop - 1 + "px" } } The variable submenustart gets appointed a value in another function which is not relevant for my question. HTML looks like this: <table class="hoofding" id="hoofding"> <tr> <td onmouseover="titleover(this, 0)" onmouseout="titleout(this, 0)"><a href="#" class="hoofdinglink" id="hoofd1">AAAA</a> <table class="menu"> <tr><td><a href="...">1111</a></td></tr> <tr><td><a href="...">2222</a></td></tr> <tr><td><a href="...">3333</a></td></tr> </table></td> <td onmouseover="titleover(this, 1)" onmouseout="titleout(this, 1)"><a href="#" class="hoofdinglink">BBBB</a> <table class="menu"> <tr><td><a href="...">1111</a></td></tr> <tr><td><a href="...">2222</a></td></tr> <tr><td><a href="...">3333</a></td></tr> <tr><td><a href="...">4444</a></td></tr> <tr><td><a href="...">5555</a></td></tr> </table></td> ... </tr> </table> What happens is the following: If I go over and out (for ex) menu A it works fine. If i go now over menu B the interval applied to A is now applied to B. There are now 2 interval functions applied to B. The one originally for A and a new one triggered by the mouseover on B. If I would go to A all the intervals are now applied to A. I have been searching for hours but and I am completely stuck. Thanks in advance.

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  • HttpWebRequest: How to find a postal code at Canada Post through a WebRequest with x-www-form-enclos

    - by Will Marcouiller
    I'm currently writing some tests so that I may improve my skills with the Internet interaction through Windows Forms. One of those tests is to find a postal code which should be returned by Canada Post website. My default URL setting is set to: http://www.canadapost.ca/cpotools/apps/fpc/personal/findByCity?execution=e4s1 The required form fields are: streetNumber, streetName, city, province The contentType is "application/x-www-form-enclosed" EDIT: Please consider the value "application/x-www-form-encoded" instead of point 3 value as the contentType. (Thanks EricLaw-MSFT!) The result I get is not the result expected. I get the HTML source code of the page where I could manually enter the information to find the postal code, but not the HTML source code with the found postal code. Any idea of what I'm doing wrong? Shall I consider going the XML way? Is it first of all possible to search on Canada Post anonymously? Here's a code sample for better description: public static string FindPostalCode(ICanadadianAddress address) { var postData = string.Concat(string.Format("&streetNumber={0}", address.StreetNumber) , string.Format("&streetName={0}", address.StreetName) , string.Format("&city={0}", address.City) , string.Format("&province={0}", address.Province)); var encoding = new ASCIIEncoding(); byte[] postDataBytes = encoding.GetBytes(postData); request = (HttpWebRequest)WebRequest.Create(DefaultUrlSettings); request.ImpersonationLevel = System.Security.Principal.TokenImpersonationLevel.Anonymous; request.Container = new CookieContainer(); request.Timeout = 10000; request.ContentType = contentType; request.ContentLength = postDataBytes.LongLength; request.Method = @"post"; var senderStream = new StreamWriter(request.GetRequestStream()); senderStream.Write(postDataBytes, 0, postDataBytes.Length); senderStream.Close(); string htmlResponse = new StreamReader(request.GetResponse().GetResponseStream()).ReadToEnd(); return processedResult(htmlResponse); // Processing the HTML source code parsing, etc. } I seem stuck in a bottle neck in my point of view. I find no way out to the desired result. EDIT: There seems to have to parameters as for the ContentType of this site. Let me explain. There's one with the "meta"-variables which stipulates the following: meta http-equiv="Content-Type" content="application/xhtml+xml, text/xml, text/html; charset=utf-8" And another one later down the code that is read as: form id="fpcByAdvancedSearch:fpcSearch" name="fpcByAdvancedSearch:fpcSearch" method="post" action="/cpotools/apps/fpc/personal/findByCity?execution=e1s1" enctype="application/x-www-form-urlencoded" My question is the following: With which one do I have to stick? Let me guess, the first ContentType is to be considered as the second is only for another request to a function or so when the data is posted? EDIT: As per request, the closer to the solution I am is listed under this question: WebRequest: How to find a postal code using a WebRequest against this ContentType=”application/xhtml+xml, text/xml, text/html; charset=utf-8”? Thanks for any help! :-)

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  • WPF: Updating visibility of controls not updating the screen

    - by Brad McBride
    I will preface this by stating that I am new to WPF programming and may be making multiple errors. Any insight that can be provided to help me improve in my skills are greatly appreciated. I am working with a WPF application and am looping through a list of objects that contain properties that describe a document that should be built on the fly and automatically printed. I am attempting to display a small grid in the interface that shows the document being built before it is printed. This serves two purposes: one, it allows the user to see work being done by the application. Two, it renders the items on the screen so that I can then have something to actually print since WPF appears to not be able to load an image for printing dynamicaly without displaying it on the screen. In my code, I am setting the various elements in the grid and setting the visibility to visible. However, the UI is not updating and the printed document doesn't look as intended since the image never shows up on the screen. Here is the XAML that I have set up <Grid x:Name="LayoutRoot" Background="Black"> <Grid Name="previewGrid" Grid.Row="1" Grid.Column="1" Background="White" Visibility="Hidden"> <Canvas Name="pageCanvas" HorizontalAlignment="Center" VerticalAlignment="Center"> <Grid Name="pageGrid" Width="163" Height="211"> <Grid.ColumnDefinitions> <ColumnDefinition Width="81.5"></ColumnDefinition> <ColumnDefinition Width="81.5"></ColumnDefinition> </Grid.ColumnDefinitions> <TextBlock Grid.Column="0" Name="copyright" TextAlignment="Center" HorizontalAlignment="Center" VerticalAlignment="Bottom"></TextBlock> <Image Name="pageImage" Grid.Column="1" HorizontalAlignment="Center" VerticalAlignment="Center"></Image> </Grid> </Canvas> .....canvas for pages 2-4 not shown but structure is the same as for pageGrid..... </Grid> </Grid> </Window> Here is the code behind that is supposed to set the elements. previewGrid.Visibility = Windows.Visibility.Visible pageURI = New Uri(pageCollection(i).iamgeURL, UriKind.Absolute) pageGrid.Visibility = Windows.Visibility.Visible bmp.BeginInit() bmp.StreamSource = getCachedURLStream(cardURI) bmp.EndInit() pageImage.Source = bmp copyright.Text = copyrightText cardPreviewGrid.UpdateLayout() ' More code that prints the visual element pageGrid previewGrid.Visibility = Windows.Visibility.Hidden The code in codebehind loops through a number of times depending on how many different documents the user prints. Basically it builds a visual element for a page, prints an XPS version of it and then builds the next page and prints it, etc. Once all pages have been processed, the job is actually sent to the printer. The only purpose of this application is to let the user print these documents so there is not other task that they can do in the application while the documents print. I thought that putting this task in a background thread would help to update the UI but since I am trying to manipulate items directly on the UI thread it would appear that this option won't work for me. What am I doing wrong here and how can I improve the code so that I can get the behavior that I am trying to achieve?

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  • How to use JQuery to set the value of 2 html form select elements depending on the value of another

    - by Chris Stevenson
    My Javascript and JQuery skills are poor at best and this is ** I have the following three elements in a form : <select name="event_time_start_hours"> <option value="blank" disabled="disabled">Hours</option> <option value="blank" disabled="disabled">&nbsp;</option> <option value="01">1</option> <option value="02">2</option> <option value="03">3</option> <option value="04">4</option> <option value="05">5</option> <option value="06">6</option> <option value="07">7</option> <option value="08">8</option> <option value="09">9</option> <option value="10">10</option> <option value="11">11</option> <option value="12">12</option> <option value="midnight">Midnight</option> <option value="midday">Midday</option> </select> <select name="event_time_start_minutes"> <option value="blank" disabled="disabled">Minutes</option> <option value="blank" disabled="disabled">&nbsp;</option> <option value="00">00</option> <option value="15">15</option> <option value="30">30</option> <option value="45">45</option> </select> <select name="event_time_start_ampm"> <option value="blank" disabled="disabled">AM / PM</option> <option value="blank" disabled="disabled">&nbsp;</option> <option value="am">AM</option> <option value="pm">PM</option> </select> Quite simply, when either 'midnight' or 'midday' is selected in "event_time_start_hours", I want the values of "event_time_start_minutes" and "event_time_start_ampm" to change to "00" and "am" respectively. My VERY poor piece of Javascript says this so far : $(document).ready(function() { $('#event_time_start_hours').change(function() { if($('#event_time_start_hours').val('midnight')) { $('#event_time_start_minutes').val('00'); } }); }); ... and whilst I'm not terribly surprised it doesn't work, I'm at a loss as to what to do next. I want to do this purely for visual reasons for the user as when the form submits I ignore the "minutes" and "am/pm". I'm trying to decide whether it would be best to change the selected values, change the selected values and then disable the element or hide them altogether. However, without any success in getting anything to happen at all I haven't been able to try the different approaches to see what feels right. I've ruled out the obvious things like a duplicate element ID or simply not linking to JQuery. Thank you.

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  • Problems with multiple setIntervals running simultaniously

    - by Roel V.
    Hello, My first post here. I want to make a horizontal menu with submenu's sliding down on mouseover. I know I could use jQuery but this is to practice my javascript skills. I use the following code: var up = new Array() var down = new Array() var submenustart function titleover(headmenu, inter) { submenu = headmenu.lastChild up[inter] = window.clearInterval(up[inter]) down[inter] = window.setInterval("slidedown(submenu)",1) } function slidedown(submenu) { if(submenu.offsetTop < submenustart) { submenu.style.top = submenu.offsetTop + 1 + "px" } } function titleout(headmenu, inter) { submenu = headmenu.lastChild down[inter] = window.clearInterval(down[inter]) up[inter] = window.setInterval("slideup(submenu)", 1) } function slideup(submenu) { if(submenu.offsetTop > submenustart - submenu.clientHeight + 1) { submenu.style.top = submenu.offsetTop - 1 + "px" } } The variable submenustart gets appointed a value in another function which is not relevant for my question. HTML looks like this: <table class="hoofding" id="hoofding"> <tr> <td onmouseover="titleover(this, 0)" onmouseout="titleout(this, 0)"><a href="#" class="hoofdinglink" id="hoofd1">AAAA</a> <table class="menu"> <tr><td><a href="...">1111</a></td></tr> <tr><td><a href="...">2222</a></td></tr> <tr><td><a href="...">3333</a></td></tr> </table></td> <td onmouseover="titleover(this, 1)" onmouseout="titleout(this, 1)"><a href="#" class="hoofdinglink">BBBB</a> <table class="menu"> <tr><td><a href="...">1111</a></td></tr> <tr><td><a href="...">2222</a></td></tr> <tr><td><a href="...">3333</a></td></tr> <tr><td><a href="...">4444</a></td></tr> <tr><td><a href="...">5555</a></td></tr> </table></td> ... </tr> </table> What happens is the following: If I go over and out (for ex) menu A it works fine. If i go now over menu B the interval applied to A is now applied to B. There are now 2 interval functions applied to B. The one originally for A and a new one triggered by the mouseover on B. If I would go to A all the intervals are now applied to A. I have been searching for hours but and I am completely stuck. Thanks in advance.

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  • How do you read from a file into an array of struct?

    - by Thomas.Winsnes
    I'm currently working on an assignment and this have had me stuck for hours. Can someone please help me point out why this isn't working for me? struct book { char title[25]; char author[50]; char subject[20]; int callNumber; char publisher[250]; char publishDate[11]; char location[20]; char status[11]; char type[12]; int circulationPeriod; int costOfBook; }; void PrintBookList(struct book **bookList) { int i; for(i = 0; i < sizeof(bookList); i++) { struct book newBook = *bookList[i]; printf("%s;%s;%s;%d;%s;%s;%s;%s;%s;%d;%d\n",newBook.title, newBook.author, newBook.subject, newBook.callNumber,newBook.publisher, newBook.publishDate, newBook.location, newBook.status, newBook.type,newBook.circulationPeriod, newBook.costOfBook); } } void GetBookList(struct book** bookList) { FILE* file = fopen("book.txt", "r"); struct book newBook[1024]; int i = 0; while(fscanf(file, "%s;%s;%s;%d;%s;%s;%s;%s;%s;%d;%d", &newBook[i].title, &newBook[i].author, &newBook[i].subject, &newBook[i].callNumber,&newBook[i].publisher, &newBook[i].publishDate, &newBook[i].location, &newBook[i].status, &newBook[i].type,&newBook[i].circulationPeriod, &newBook[i].costOfBook) != EOF) { bookList[i] = &newBook[i]; i++; } /*while(fscanf(file, "%s;%s;%s;%d;%s;%s;%s;%s;%s;%d;%d", &bookList[i].title, &bookList[i].author, &bookList[i].subject, &bookList[i].callNumber, &bookList[i].publisher, &bookList[i].publishDate, &bookList[i].location, &bookList[i].status, &bookList[i].type, &bookList[i].circulationPeriod, &bookList[i].costOfBook) != EOF) { i++; }*/ PrintBookList(bookList); fclose(file); } int main() { struct book *bookList[1024]; GetBookList(bookList); } I get no errors or warnings on compile it should print the content of the file, just like it is in the file. Like this: OperatingSystems Internals and Design principles;William.S;IT;741012759;Upper Saddle River;2009;QA7676063;Available;circulation;3;11200 Communication skills handbook;Summers.J;Accounting;771239216;Milton;2010;BF637C451;Available;circulation;3;7900 Business marketing management:B2B;Hutt.D;Management;741912319;Mason;2010;HF5415131;Available;circulation;3;1053 Patient education rehabilitation;Dreeben.O;Education;745121511;Sudbury;2010;CF5671A98;Available;reference;0;6895 Tomorrow's technology and you;Beekman.G;Science;764102174;Upper Saddle River;2009;QA76B41;Out;reserved;1;7825 Property & security: selected essay;Cathy.S;Law;750131231;Rozelle;2010;D4A3C56;Available;reference;0;20075 Introducing communication theory;Richard.W;IT;714789013;McGraw-Hill;2010;Q360W47;Available;circulation;3;12150 Maths for computing and information technology;Giannasi.F;Mathematics;729890537;Longman;Scientific;1995;QA769M35G;Available;reference;0;13500 Labor economics;George.J;Economics;715784761;McGraw-Hill;2010;HD4901B67;Available;circulation;3;7585 Human physiology:from cells to systems;Sherwood.L;Physiology;707558936;Cengage Learning;2010;QP345S32;Out;circulation;3;11135 bobs;thomas;IT;701000000;UC;1006;QA7548;Available;Circulation;7;5050 but when I run it, it outputs this: OperatingSystems;;;0;;;;;;0;0 Internals;;;0;;;;;;0;0 and;;;0;;;;;;0;0 Design;;;0;;;;;;0;0 principles;William.S;IT;741012759;Upper;41012759;Upper;;0;;;;;;0;0 Saddle;;;0;;;;;;0;0 River;2009;QA7676063;Available;circulation;3;11200;lable;circulation;3;11200;;0;;;;;;0;0 Communication;;;0;;;;;;0;0 Thanks in advance, you're a life saver

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  • Anyone willing to help out a javascript n00b? :-)

    - by Splynx
    Since I am asking for a lot, and know it, the following is a wall of text for those who might show some interest and want to know a little before offering their help to me. First a little about my level of programming skills, and a little about what I ask for. Where I'm at: I am not totally new to Javascript, and have dabbled a little with PHP earlier - well have dabbled a lot with PHP in fact, but never got good at it because I program alone. And I have until now never used forums to get help etc. other that searching to see if anyone else had my problem before and what the solution was. So I am not a intuitive or talented programmer, I'm more of a very maticulate programmer and you would be surprised how far you can get with if else... (ok that's a joke hehe). My solutions are usually (I am guessing here) not the best ones - and slow I take it, and the code is usually too long and I have to look up most of the stuff I use (really a lot of it is not done in "freehand"). I have a LOT of experience with HTML and CSS, and have always done well formed markup, as well as I am really into x-browsing and always require that my work validates when it's done. I also worry about optimizing a lot, and work with sprites for images, minimize the number of http requests etc, using H1,H2 etc. where it is logically correct, as well as use the correct elements and not just div span or p it... So because I am a workhorse and very maticulate I can actually pull off some quite "advanced" features, but it's always the basics that bite me in the end. Not fully understanding the syntax and so on usually gives me problems. Have recently discovered jQuery - wich is a lot of fun.... But I want to use it for the DOM node manipulation/handling only. As I mentioned I worry about optimizing, and jQuery used for everything seems... well not optimal, it strikes me as doing it yourself when possible is faster than accesing another script that may take a whole lot of other considerations into perspective when handling your variables and objects (and I am just guessing here since I as explained know nothing). So thats where I'm at... As mentioned I just started with javascript for "real" so I do not have much to show, but at the end of my WOT you can see two unfinisheded scripts I have made so you can see where I'm at roughly - just check out the URL without the /feedback.html for the second example (I am only allowed to post 1 link since I am also a SO n00b) (and for those rushing over to a validation service, remember I wrote "when it's done"...) What I ask for: I am figuring this... I have a piece of code I am working on at the moment, and this little project has taught me a whole lot already, and I have "grown" a lot as a javascript programmer. If I add a whole lot of comments to the script, and explain what it is intended to do, will you then show me where: I am writing incorrect code - making mistakes Where/how my code could be more optimal Where I am just simply being a muppet The code I want to use as the background for the tuition is the one here http://projects.1000monkeys.dk/feedback.html Use firebug and have a quick look see...

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  • C++ std::vector problems

    - by Faur Ioan-Aurel
    For 2 days i tried to explain myself some of the things that are happening in my c++ code,and i can't get a good explanation.I must say that i'm more a java programmer.Long time i used quite a bit the C language but i guess Java erased those skills and now i'm hitting a wall trying to port a few classes from java to c++. So let's say that we have this 2 classes: class ForwardNetwork { protected: ForwardLayer* inputLayer; ForwardLayer* outputLayer; vector<ForwardLayer* > layers; public: void ForwardNetwork::getLayers(std::vector< ForwardLayer* >& result ) { for(int i= 0 ;i< layers.size(); i++){ ForwardLayer* lay = dynamic_cast<ForwardLayer*>(this->layers.at(i)); if(lay != NULL) result.push_back(lay); else cout << "Layer at#" << i << " is null" << endl; } } void ForwardNetwork::addLayer ( ForwardLayer* layer ) { if(layer != NULL) cout << "Before push layer is not null" << endl; //setup the forward and back pointer if ( this->outputLayer != NULL ) { layer->setPrevious ( this->outputLayer ); this->outputLayer->setNext ( layer ); } //update the input layer and outputLayer variables if ( this->layers.size() == 0 ) this->inputLayer = this->outputLayer = layer; else this->outputLayer = layer; //push layer in vector this->layers.push_back ( layer ); for(int i = 0; i< layers.size();i++) if(layers[i] != NULL) cout << "Check::Layer[" << i << "] is not null!" << endl; } }; Second class: class Backpropagation : public Train { public: Backpropagation::Backpropagation ( FeedForwardNetwork* network ){ this->network = network; vector<FeedforwardLayer*> vec; network->getLayers(vec); } }; Now if i add from main() some layers into network via addLayer(..) method it's all good.My vector is just as it should.But after i call Backpropagation() constructor with a network object ,when i enter getLayers(), some of my objects from vector have their address set to NULL(they are randomly chosen:for example if i run my app once with 3 layer's into vector ,the first object from vector is null.If i run it second time first 2 objects are null,third time just first object null and so on). Now i can't explain why this is happening.I must say that all the objects that should be in vector they also live inside the network and they are not NULL; This happens everywhere after i done with addLayer() so not just in the getLayers(). I cant get a good grasp to this problem.I thought first that i might modify my vector.But i can't find such thing. Also why if the reference from vector is NULL ,the reference that lives inside ForwardNetwork as a linked list (inputLayer and outputLayer) is not NULL? I must ask for your help.Please ,if you have some advices don't hesitate! PS: as compiler i use g++ part of gcc 4.6.1 under ubuntu 11.10

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  • How do I maximize code coverage?

    - by naivedeveloper
    Hey all, the following is a snippet of code taken from the unix ptx utility. I'm attempting to maximize code coverage on this utility, but I am unable to reach the indicated portion of code. Admittedly, I'm not as strong in my C skills as I used to be. The portion of code is indicated with comments, but it is towards the bottom of the block. if (used_length == allocated_length) { allocated_length += (1 << SWALLOW_REALLOC_LOG); block->start = (char *) xrealloc (block->start, allocated_length); } Any help interpreting the indicated portion in order to cover that block would be greatly appreciated. /* Reallocation step when swallowing non regular files. The value is not the actual reallocation step, but its base two logarithm. */ #define SWALLOW_REALLOC_LOG 12 static void swallow_file_in_memory (const char *file_name, BLOCK *block) { int file_handle; /* file descriptor number */ struct stat stat_block; /* stat block for file */ size_t allocated_length; /* allocated length of memory buffer */ size_t used_length; /* used length in memory buffer */ int read_length; /* number of character gotten on last read */ /* As special cases, a file name which is NULL or "-" indicates standard input, which is already opened. In all other cases, open the file from its name. */ bool using_stdin = !file_name || !*file_name || strcmp (file_name, "-") == 0; if (using_stdin) file_handle = STDIN_FILENO; else if ((file_handle = open (file_name, O_RDONLY)) < 0) error (EXIT_FAILURE, errno, "%s", file_name); /* If the file is a plain, regular file, allocate the memory buffer all at once and swallow the file in one blow. In other cases, read the file repeatedly in smaller chunks until we have it all, reallocating memory once in a while, as we go. */ if (fstat (file_handle, &stat_block) < 0) error (EXIT_FAILURE, errno, "%s", file_name); if (S_ISREG (stat_block.st_mode)) { size_t in_memory_size; block->start = (char *) xmalloc ((size_t) stat_block.st_size); if ((in_memory_size = read (file_handle, block->start, (size_t) stat_block.st_size)) != stat_block.st_size) { error (EXIT_FAILURE, errno, "%s", file_name); } block->end = block->start + in_memory_size; } else { block->start = (char *) xmalloc ((size_t) 1 << SWALLOW_REALLOC_LOG); used_length = 0; allocated_length = (1 << SWALLOW_REALLOC_LOG); while (read_length = read (file_handle, block->start + used_length, allocated_length - used_length), read_length > 0) { used_length += read_length; /* Cannot cover from this point...*/ if (used_length == allocated_length) { allocated_length += (1 << SWALLOW_REALLOC_LOG); block->start = (char *) xrealloc (block->start, allocated_length); } /* ...to this point. */ } if (read_length < 0) error (EXIT_FAILURE, errno, "%s", file_name); block->end = block->start + used_length; } /* Close the file, but only if it was not the standard input. */ if (! using_stdin && close (file_handle) != 0) error (EXIT_FAILURE, errno, "%s", file_name); }

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  • infoWindow position and click/unclick controls - controlling KML groundoverlays

    - by wendysmith
    I've made a lot of progress on this project (with earlier help with forum member Eric Badger, thanks!!) but I now need help with fine-tuning the infoWindow. Presently, you checkbox one of the historic maps choices -- the map appears as a ground overlay, and if you click it, you get info about the map which appears in a div (yellow area at the bottom). I want the info to appear in a more traditional window on the map, just to the center-right of the overlay map. It should have a close-option (X at the top corner?) Also, if you uncheck one of the boxes -- the overlay map disappears but the info window should close as well.  As you see my javascript skills are very limited. I would very much appreciate your help with this. Here's the test webpage: Here's the script: function showphilpottsmap(philpottsmapcheck) { if (philpottsmapcheck.checked == true) { philpottsmap.setMap(map); } else { philpottsmap.setMap(null); } } function showbrownemap(brownemapcheck) { if (brownemapcheck.checked == true) { brownemap.setMap(map); } else { brownemap.setMap(null); } } function showchewettmap(chewettmapcheck) { if (chewettmapcheck.checked == true) { chewettmap.setMap(map); } else { chewettmap.setMap(null); } } function showjamescanemap(jamescanemapcheck) { if (jamescanemapcheck.checked == true) { jamescanemap.setMap(map); } else { jamescanemap.setMap(null); } } var infoWindow = new google.maps.InfoWindow(); function openIW(FTevent) { infoWindow.setContent(FTevent.infoWindowHtml); infoWindow.setPosition(FTevent.latLng); infoWindow.setOptions({ content: FTevent.infoWindowHtml, position: FTevent.latLng, pixelOffset: FTevent.pixelOffset }); infoWindow.open(map); } var philpottsmap; var brownemap; var chewettmap; var jamescanemap; function initialize() { var mylatlng = new google.maps.LatLng(43.65241745, -79.393923); var myOptions = { zoom: 11, center: mylatlng, streetViewControl: false, mapTypeId: google.maps.MapTypeId.ROADMAP, }; map = new google.maps.Map(document.getElementById("map_canvas"), myOptions); //End map parameters brownemap = new google.maps.KmlLayer('http://wendysmithtoronto.com/mapping/1851map_jdbrowne.kml', {preserveViewport:true, suppressInfoWindows:true}); google.maps.event.addListener(brownemap, 'click', function(kmlEvent) { document.getElementById('sidebarinfo').innerHTML = kmlEvent.featureData.description; }); chewettmap = new google.maps.KmlLayer('http://wendysmithtoronto.com/mapping/1802mapwilliamchewett.kml', {preserveViewport:true, suppressInfoWindows:true}); google.maps.event.addListener(chewettmap, 'click', function(kmlEvent) { document.getElementById('sidebarinfo').innerHTML = kmlEvent.featureData.description; }); philpottsmap = new google.maps.KmlLayer('http://wendysmithtoronto.com/mapping/1818map_phillpotts.kml', {preserveViewport:true, suppressInfoWindows:true}); google.maps.event.addListener(philpottsmap, 'click', function(kmlEvent) { document.getElementById('sidebarinfo').innerHTML = kmlEvent.featureData.description; }); jamescanemap = new google.maps.KmlLayer('http://wendysmithtoronto.com/mapping/1842jamescanemapd.kml', {preserveViewport:true, suppressInfoWindows:true}); google.maps.event.addListener(jamescanemap, 'click', function(kmlEvent) { document.getElementById('sidebarinfo').innerHTML = kmlEvent.featureData.description; }); } Thanks very much! Wendy

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  • Help with abstract class in Java with private variable of type List<E>

    - by Nazgulled
    Hi, It's been two years since I last coded something in Java so my coding skills are bit rusty. I need to save data (an user profile) in different data structures, ArrayList and LinkedList, and they both come from List. I want to avoid code duplication where I can and I also want to follow good Java practices. For that, I'm trying to create an abstract class where the private variables will be of type List<E> and then create 2 sub-classes depending on the type of variable. Thing is, I don't know if I'm doing this correctly, you can take a look at my code: Class: DBList import java.util.List; public abstract class DBList { private List<UserProfile> listName; private List<UserProfile> listSSN; public List<UserProfile> getListName() { return this.listName; } public List<UserProfile> getListSSN() { return this.listSSN; } public void setListName(List<UserProfile> listName) { this.listName = listName; } public void setListSSN(List<UserProfile> listSSN) { this.listSSN = listSSN; } } Class: DBListArray import java.util.ArrayList; public class DBListArray extends DBList { public DBListArray() { super.setListName(new ArrayList<UserProfile>()); super.setListSSN(new ArrayList<UserProfile>()); } public DBListArray(ArrayList<UserProfile> listName, ArrayList<UserProfile> listSSN) { super.setListName(listName); super.setListSSN(listSSN); } public DBListArray(DBListArray dbListArray) { super.setListName(dbListArray.getListName()); super.setListSSN(dbListArray.getListSSN()); } } Class: DBListLinked import java.util.LinkedList; public class DBListLinked extends DBList { public DBListLinked() { super.setListName(new LinkedList<UserProfile>()); super.setListSSN(new LinkedList<UserProfile>()); } public DBListLinked(LinkedList<UserProfile> listName, LinkedList<UserProfile> listSSN) { super.setListName(listName); super.setListSSN(listSSN); } public DBListLinked(DBListLinked dbListLinked) { super.setListName(dbListLinked.getListName()); super.setListSSN(dbListLinked.getListSSN()); } } 1) Does any of this make any sense? What am I doing wrong? Do you have any recommendations? 2) It would make more sense for me to have the constructors in DBList and calling them (with super()) in the subclasses but I can't do that because I can't initialize a variable with new List<E>(). 3) I was thought to do deep copies whenever possible and for that I always override the clone() method of my classes and code it accordingly. But those classes never had any lists, sets or maps on them, they only had strings, ints, floats. How do I do deep copies in this situation?

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