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  • ASP.NET MVC 3 Hosting :: Rolling with Razor in MVC v3 Preview

    - by mbridge
    Razor is an alternate view engine for asp.net MVC.  It was introduced in the “WebMatrix” tool and has now been released as part of the asp.net MVC 3 preview 1.  Basically, Razor allows us to replace the clunky <% %> syntax with a much cleaner coding model, which integrates very nicely with HTML.  Additionally, it provides some really nice features for master page type scenarios and you don’t lose access to any of the features you are currently familiar with, such as HTML helper methods. First, download and install the ASP.NET MVC Preview 1.  You can find this at http://www.microsoft.com/downloads/details.aspx?FamilyID=cb42f741-8fb1-4f43-a5fa-812096f8d1e8&displaylang=en. Now, follow these steps to create your first asp.net mvc project using Razor: 1. Open Visual Studio 2010 2. Create a new project.  Select File->New->Project (Shift Control N) 3. You will see the list of project types which should look similar to what’s shown:   4. Select “ASP.NET MVC 3 Web Application (Razor).”  Set the application name to RazorTest and the path to c:projectsRazorTest for this tutorial. If you select accidently select ASPX, you will end up with the standard asp.net view engine and template, which isn’t what you want. 5. For this tutorial, and ONLY for this tutorial, select “No, do not create a unit test project.”  In general, you should create and use a unit test project.  Code without unit tests is kind of like diet ice cream.  It just isn’t very good. Now, once we have this done, our brand new project will be created.    In all likelihood, Visual Studio will leave you looking at the “HomeController.cs” class, as shown below: Immediately, you should notice one difference.  The Index action used to look like: public ActionResult Index () { ViewData[“Message”] = “Welcome to ASP.Net MVC!”; Return View(); } While this will still compile and run just fine, ASP.Net MVC 3 has a much nicer way of doing this: public ActionResult Index() { ViewModel.Message = “Welcome to ASP.Net MVC!”; Return View(); } Instead of using ViewData we are using the new ViewModel object, which uses the new dynamic data typing of .Net 4.0 to allow us to express ourselves much more cleanly.  This isn’t a tutorial on ALL of MVC 3, but the ViewModel concept is one we will need as we dig into Razor. What comes in the box? When we create a project using the ASP.Net MVC 3 Template with Razor, we get a standard project setup, just like we did in ASP.NET MVC 2.0 but with some differences.  Instead of seeing “.aspx” view files and “.ascx” files, we see files with the “.cshtml” which is the default razor extension.  Before we discuss the details of a razor file, one thing to keep in mind is that since this is an extremely early preview, intellisense is not currently enabled with the razor view engine.  This is promised as an updated before the final release.  Just like with the aspx view engine, the convention of the folder name for a set of views matching the controller name without the word “Controller” still stands.  Similarly, each action in the controller will usually have a corresponding view file in the appropriate view directory.  Remember, in asp.net MVC, convention over configuration is key to successful development! The initial template organizes views in the following folders, located in the project under Views: - Account – The default account management views used by the Account controller.  Each file represents a distinct view. - Home – Views corresponding to the appropriate actions within the home controller. - Shared – This contains common view objects used by multiple views.  Within here, master pages are stored, as well as partial page views (user controls).  By convention, these partial views are named “_XXXPartial.cshtml” where XXX is the appropriate name, such as _LogonPartial.cshtml.  Additionally, display templates are stored under here. With this in mind, let us take a look at the index.cshtml file under the home view directory.  When you open up index.cshtml you should see 1:   @inherits System.Web.Mvc.WebViewPage 2:  @{ 3:          View.Title = "Home Page"; 4:       LayoutPage = "~/Views/Shared/_Layout.cshtml"; 5:   } 6:  <h2>@View.Message</h2> 7:  <p> 8:     To learn more about ASP.NET MVC visit <a href="http://asp.net/mvc" title="ASP.NET MVC     9:    Website">http://asp.net/mvc</a>. 10:  </p> So looking through this, we observe the following facts: Line 1 imports the base page that all views (using Razor) are based on, which is System.Web.Mvc.WebViewPage.  Note that this is different than System.Web.MVC.ViewPage which is used by asp.net MVC 2.0 Also note that instead of the <% %> syntax, we use the very simple ‘@’ sign.  The View Engine contains enough context sensitive logic that it can even distinguish between @ in code and @ in an email.  It’s a very clean markup.  Line 2 introduces the idea of a code block in razor.  A code block is a scoping mechanism just like it is in a normal C# class.  It is designated by @{… }  and any C# code can be placed in between.  Note that this is all server side code just like it is when using the aspx engine and <% %>.  Line 3 allows us to set the page title in the client page’s file.  This is a new feature which I’ll talk more about when we get to master pages, but it is another of the nice things razor brings to asp.net mvc development. Line 4 is where we specify our “master” page, but as you can see, you can place it almost anywhere you want, because you tell it where it is located.  A Layout Page is similar to a master page, but it gains a bit when it comes to flexibility.  Again, we’ll come back to this in a later installment.  Line 6 and beyond is where we display the contents of our view.  No more using <%: %> intermixed with code.  Instead, we get to use very clean syntax such as @View.Message.  This is a lot easier to read than <%:@View.Message%> especially when intermixed with html.  For example: <p> My name is @View.Name and I live at @View.Address </p> Compare this to the equivalent using the aspx view engine <p> My name is <%:View.Name %> and I live at <%: View.Address %> </p> While not an earth shaking simplification, it is easier on the eyes.  As  we explore other features, this clean markup will become more and more valuable.

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  • Using Lightbox with _Screen

    Although, I have to admit that I discovered Bernard Bout's ideas and concepts about implementing a lightbox in Visual FoxPro quite a while ago, there was no "spare" time in active projects that allowed me to have a closer look into his solution(s). Luckily, these days I received a demand to focus a little bit more on this. This article describes the steps about how to integrate and make use of Bernard's lightbox class in combination with _Screen in Visual FoxPro. The requirement in this project was to be able to visually lock the whole application (_Screen area) and guide the user to an information that should not be ignored easily. Depending on the importance any current user activity should be interrupted and focus put onto the notification. Getting the "meat", eh, source code Please check out Bernard's blog on Foxite directly in order to get the latest and greatest version. As time of writing this article I use version 6.0 as described in this blog entry: The Fastest Lightbox Ever The Lightbox class is sub-classed from the imgCanvas class from the GdiPlusX project on VFPx and therefore you need to have the source code of GdiPlusX as well, and integrate it into your development environment. The version I use is available here: Release GDIPlusX 1.20 As soon as you open the bbGdiLightbox class the first it, VFP might ask you to update the reference to the gdiplusx.vcx. As we have the sources, no problem and you have access to Bernard's code. The class itself is pretty easy to understand, some properties that you do not need to change and three methods: Setup(), ShowLightbox() and BeforeDraw() The challenge - _Screen or not? Reading Bernard's article about the fastest lightbox ever, he states the following: "The class will only work on a form. It will not support any other containers" Really? And what about _Screen? Isn't that a form class, too? Yes, of course it is but nonetheless trying to use _Screen directly will fail. Well, let's have look at the code to see why: WITH This .Left = 0 .Top = 0 .Height = ThisForm.Height .Width = ThisForm.Width .ZOrder(0) .Visible = .F.ENDWITH During the setup of the lightbox as well as while capturing the image as replacement for your forms and controls, the object reference Thisform is used. Which is a little bit restrictive to my opinion but let's continue. The second issue lies in the method ShowLightbox() and introduced by the call of .Bitmap.FromScreen(): Lparameters tlVisiblilty* tlVisiblilty - show or hide (T/F)* grab a screen dump with controlsIF tlVisiblilty Local loCaptureBmp As xfcBitmap Local lnTitleHeight, lnLeftBorder, lnTopBorder, lcImage, loImage lnTitleHeight = IIF(ThisForm.TitleBar = 1,Sysmetric(9),0) lnLeftBorder = IIF(ThisForm.BorderStyle < 2,0,Sysmetric(3)) lnTopBorder = IIF(ThisForm.BorderStyle < 2,0,Sysmetric(4)) With _Screen.System.Drawing loCaptureBmp = .Bitmap.FromScreen(ThisForm.HWnd,; lnLeftBorder,; lnTopBorder+lnTitleHeight,; ThisForm.Width ,; ThisForm.Height) ENDWITH * save it to a property This.capturebmp = loCaptureBmp ThisForm.SetAll("Visible",.F.) This.DraW() This.Visible = .T.ELSE ThisForm.SetAll("Visible",.T.) This.Visible = .F.ENDIF My first trials in using the class ended in an exception - GdiPlusError:OutOfMemory - thrown by the Bitmap object. Frankly speaking, this happened mainly because of my lack of knowledge about GdiPlusX. After reading some documentation, especially about the FromScreen() method I experimented a little bit. Capturing the visible area of _Screen actually was not the real problem but the dimensions I specified for the bitmap. The modifications - step by step First of all, it is to get rid of restrictive object references on Thisform and to change them into either This.Parent or more generic into This.oForm (even better: This.oControl). The Lightbox.Setup() method now sets the necessary object reference like so: *====================================================================* Initial setup* Default value: This.oControl = "This.Parent"* Alternative: This.oControl = "_Screen"*====================================================================With This .oControl = Evaluate(.oControl) If Vartype(.oControl) == T_OBJECT .Anchor = 0 .Left = 0 .Top = 0 .Width = .oControl.Width .Height = .oControl.Height .Anchor = 15 .ZOrder(0) .Visible = .F. EndIfEndwith Also, based on other developers' comments in Bernard articles on his lightbox concept and evolution I found the source code to handle the differences between a form and _Screen and goes into Lightbox.ShowLightbox() like this: *====================================================================* tlVisibility - show or hide (T/F)* grab a screen dump with controls*====================================================================Lparameters tlVisibility Local loControl m.loControl = This.oControl If m.tlVisibility Local loCaptureBmp As xfcBitmap Local lnTitleHeight, lnLeftBorder, lnTopBorder, lcImage, loImage lnTitleHeight = Iif(m.loControl.TitleBar = 1,Sysmetric(9),0) lnLeftBorder = Iif(m.loControl.BorderStyle < 2,0,Sysmetric(3)) lnTopBorder = Iif(m.loControl.BorderStyle < 2,0,Sysmetric(4)) With _Screen.System.Drawing If Upper(m.loControl.Name) == Upper("Screen") loCaptureBmp = .Bitmap.FromScreen(m.loControl.HWnd) Else loCaptureBmp = .Bitmap.FromScreen(m.loControl.HWnd,; lnLeftBorder,; lnTopBorder+lnTitleHeight,; m.loControl.Width ,; m.loControl.Height) EndIf Endwith * save it to a property This.CaptureBmp = loCaptureBmp m.loControl.SetAll("Visible",.F.) This.Draw() This.Visible = .T. Else This.CaptureBmp = .Null. m.loControl.SetAll("Visible",.T.) This.Visible = .F. Endif {loadposition content_adsense} Are we done? Almost... Although, Bernard says it clearly in his article: "Just drop the class on a form and call it as shown." It did not come clear to my mind in the first place with _Screen, but, yeah, he is right. Dropping the class on a form provides a permanent link between those two classes, it creates a valid This.Parent object reference. Bearing in mind that the lightbox class can not be "dropped" on the _Screen, we have to create the same type of binding during runtime execution like so: *====================================================================* Create global lightbox component*==================================================================== Local llOk, loException As Exception m.llOk = .F. m.loException = .Null. If Not Vartype(_Screen.Lightbox) == "O" Try _Screen.AddObject("Lightbox", "bbGdiLightbox") Catch To m.loException Assert .F. Message m.loException.Message EndTry EndIf m.llOk = (Vartype(_Screen.Lightbox) == "O")Return m.llOk Through runtime instantiation we create a valid binding to This.Parent in the lightbox object and the code works as expected with _Screen. Ease your life: Use properties instead of constants Having a closer look at the BeforeDraw() method might wet your appetite to simplify the code a little bit. Looking at the sample screenshots in Bernard's article you see several forms in different colors. This got me to modify the code like so: *====================================================================* Apply the actual lightbox effect on the captured bitmap.*====================================================================If Vartype(This.CaptureBmp) == T_OBJECT Local loGfx As xfcGraphics loGfx = This.oGfx With _Screen.System.Drawing loGfx.DrawImage(This.CaptureBmp,This.Rectangle,This.Rectangle,.GraphicsUnit.Pixel) * change the colours as needed here * possible colours are (220,128,0,0),(220,0,0,128) etc. loBrush = .SolidBrush.New(.Color.FromArgb( ; This.Opacity, .Color.FromRGB(This.BorderColor))) loGfx.FillRectangle(loBrush,This.Rectangle) EndwithEndif Create an additional property Opacity to specify the grade of translucency you would like to have without the need to change the code in each instance of the class. This way you only need to change the values of Opacity and BorderColor to tweak the appearance of your lightbox. This could be quite helpful to signalize different levels of importance (ie. green, yellow, orange, red, etc...) of notifications to the users of the application. Final thoughts Using the lightbox concept in combination with _Screen instead of forms is possible. Already Jim Wiggins comments in Bernard's article to loop through the _Screen.Forms collection in order to cascade the lightbox visibility to all active forms. Good idea. But honestly, I believe that instead of looping all forms one could use _Screen.SetAll("ShowLightbox", .T./.F., "Form") with Form.ShowLightbox_Access method to gain more speed. The modifications described above might provide even more features to your applications while consuming less resources and performance. Additionally, the restrictions to capture only forms does not exist anymore. Using _Screen you are able to capture and cover anything. The captured area of _Screen does not include any toolbars, docked windows, or menus. Therefore, it is advised to take this concept on a higher level and to combine it with additional classes that handle the state of toolbars, docked windows and menus. Which I did for the customer's project.

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  • How To Remove People and Objects From Photographs In Photoshop

    - by Eric Z Goodnight
    You might think that it’s a complicated process to remove objects from photographs. But really Photoshop makes it quite simple, even when removing all traces of a person from digital photographs. Read on to see just how easy it is. Photoshop was originally created to be an image editing program, and it excels at it. With hardly any Photoshop experience, any beginner can begin removing objects or people from their photos. Have some friends that photobombed an otherwise great pic? Tell them to say their farewells, because here’s how to get rid of them with Photoshop! Tools for Removing Objects Removing an object is not really “magical” work. Your goal is basically to cover up the information you don’t want in an image with information you do want. In this sample image, we want to remove the cigar smoking man, and leave the geisha. Here’s a couple of the tools that can be useful to work with when attempting this kind of task. Clone Stamp and Pattern Stamp Tool: Samples parts of your image from your background, and allows you to paint into your image with your mouse or stylus. Eraser and Brush Tools: Paint flat colors and shapes, and erase cloned layers of image information. Basic, down and dirty photo editing tools. Pen, Quick Selection, Lasso, and Crop tools: Select, isolate, and remove parts of your image with these selection tools. All useful in their own way. Some, like the pen tool, are nightmarishly tough on beginners. Remove a Person with the Clone Stamp Tool (Video) The video above uses the Clone Stamp tool to sample and paint with the background texture. It’s a simple tool to use, although it can be confusing, possibly counter-intuitive. Here’s some pointers, in addition to the video above. Select shortcut key to choose the Clone tool stamp from the Tools Panel. Always create a copy of your background layer before doing heavy edits by right clicking on the background in your Layers Panel and selecting “Duplicate.” Hold with the Clone Tool selected, and click anywhere in your image to sample that area. When you’re sampling an area, your cursor is “Aligned” with your sample area. When you paint, your sample area moves. You can turn the “Aligned” setting off by clicking the in the Options Panel at the top of your screen if you want. Change your brush size and hardness as shown in the video by right-clicking in your image. Use your lasso to copy and paste pieces of your image in order to cover up any parts that seem appropriate. Photoshop Magic with the “Content-Aware Fill” One of the hallmark features of CS5 is the “Content-Aware Fill.” Content aware fill can be an excellent shortcut to removing objects and even people in Photoshop, but it is somewhat limited, and can get confused. Here’s a basic rundown on how it works. Select an object using your Lasso tool, shortcut key . The Lasso works fine as this selection can be rough. Navigate to Edit > Fill, and select “Content-Aware,” as illustrated above, from the pull-down menu. It’s surprisingly simple. After some processing, Photoshop has done the work of removing the object for you. It takes a few moments, and it is not perfect, so be prepared to touch it up with some Copy-Paste, or some Clone stamp action. Content Aware Fill Has Its Limits Keep in mind that the Content Aware Fill is meant to be used with other techniques in mind. It doesn’t always perform perfectly, but can give you a great starting point. Take this image for instance. It is actually plausible to hide this figure and make this image look like he was never there at all. With a selection made with the Lasso tool, navigate to Edit > Fill and select “Content Aware” again. The result is surprisingly good, but as you can see, worthy of some touch up. With a result like this one, you’ll have to get your hands dirty with copy-paste to create believable lines in the background. With many photographs, Content Aware Fill will simply get confused and give you results you won’t be happy with. Additional Touch Up for Bad Background Textures with the Pattern Stamp Tool For the perfectionist, cleaning up the lumpy looking textures that the Clone Stamp can leave is fairly simple using the Pattern Stamp Tool. Sample an piece of your image with your Marquee Tool, shortcut key . Navigate to Edit > Define Pattern to create a new Pattern from your selection. Click OK to continue. Click and hold down on the Clone Stamp tool in your Tools Panel until you can select the Pattern Stamp Tool. Pick your new pattern from the Options at the top of your screen, in the Options Panel. Then simply right click in your image in order to pick as soft a brush as possible to paint with. Paint into your image until your background is as smooth as you want it to be, making your painted out object more and more invisible. If you get lines from your repeated texture, experiment turning the on and off and paint over them. In addition to this, simple use of the Crop Tool, shortcut , can recompose an image, making it look as if it never had another object in it at all. Combine these techniques to find a method that works best for your images. Have questions or comments concerning Graphics, Photos, Filetypes, or Photoshop? Send your questions to [email protected], and they may be featured in a future How-To Geek Graphics article. Image Credits: Geisha Kyoto Gion by Todd Laracuenta via Wikipedia, used under Creative Commons. Moai Rano raraku by Aurbina, in Public Domain. Chris Young visits Wrigley by TonyTheTiger, via Wikipedia, used under Creative Commons. Latest Features How-To Geek ETC Ask How-To Geek: How Can I Monitor My Bandwidth Usage? Internet Explorer 9 RC Now Available: Here’s the Most Interesting New Stuff Here’s a Super Simple Trick to Defeating Fake Anti-Virus Malware How to Change the Default Application for Android Tasks Stop Believing TV’s Lies: The Real Truth About "Enhancing" Images The How-To Geek Valentine’s Day Gift Guide CyanogenMod Updates; Rolls out Android 2.3 to the Less Fortunate MyPaint is an Open-Source Graphics App for Digital Painters Can the Birds and Pigs Really Be Friends in the End? [Angry Birds Video] Add the 2D Version of the New Unity Interface to Ubuntu 10.10 and 11.04 MightyMintyBoost Is a 3-in-1 Gadget Charger Watson Ties Against Human Jeopardy Opponents

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  • You do not need a separate SQL Server license for a Standby or Passive server - this Microsoft White Paper explains all

    - by tonyrogerson
    If you were in any doubt at all that you need to license Standby / Passive Failover servers then the White Paper “Do Not Pay Too Much for Your Database Licensing” will settle those doubts. I’ve had debate before people thinking you can only have a single instance as a standby machine, that’s just wrong; it would mean you could have a scenario where you had a 2 node active/passive cluster with database mirroring and log shipping (a total of 4 SQL Server instances) – in that set up you only need to buy one physical license so long as the standby nodes have the same or less physical processors (cores are irrelevant). So next time your supplier suggests you need a license for your standby box tell them you don’t and educate them by pointing them to the white paper. For clarity I’ve copied the extract below from the White Paper. Extract from “Do Not Pay Too Much for Your Database Licensing” Standby Server Customers often implement standby server to make sure the application continues to function in case primary server fails. Standby server continuously receives updates from the primary server and will take over the role of primary server in case of failure in the primary server. Following are comparisons of how each vendor supports standby server licensing. SQL Server Customers does not need to license standby (or passive) server provided that the number of processors in the standby server is equal or less than those in the active server. Oracle DB Oracle requires customer to fully license both active and standby servers even though the standby server is essentially idle most of the time. IBM DB2 IBM licensing on standby server is quite complicated and is different for every editions of DB2. For Enterprise Edition, a minimum of 100 PVUs or 25 Authorized User is needed to license standby server.   The following graph compares prices based on a database application with two processors (dual-core) and 25 users with one standby server. [chart snipped]  Note   All prices are based on newest Intel Xeon Nehalem processor database pricing for purchases within the United States and are in United States dollars. Pricing is based on information available on vendor Web sites for Enterprise Edition. Microsoft SQL Server Enterprise Edition 25 users (CALs) x $164 / CAL + $8,592 / Server = $12,692 (no need to license standby server) Oracle Enterprise Edition (base license without options) Named User Plus minimum (25 Named Users Plus per Core) = 25 x 2 = 50 Named Users Plus x $950 / Named Users Plus x 2 servers = $95,000 IBM DB2 Enterprise Edition (base license without feature pack) Need to purchase 125 Authorized User (400 PVUs/100 PVUs = 4 X 25 = 100 Authorized User + 25 Authorized Users for standby server) = 125 Authorized Users x $1,040 / Authorized Users = $130,000  

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  • Lessons from rewriting POP Forums for MVC, open source-like

    - by Jeff
    It has been a ton of work, interrupted over the last two years by unemployment, moving, a baby, failing to sell houses and other life events, but it's really exciting to see POP Forums v9 coming together. I'm not even sure when I decided to really commit to it as an open source project, but working on the same team as the CodePlex folks probably had something to do with it. Moving along the roadmap I set for myself, the app is now running on a quasi-production site... we launched MouseZoom last weekend. (That's a post-beta 1 build of the forum. There's also some nifty Silverlight DeepZoom goodness on that site.)I have to make a point to illustrate just how important starting over was for me. I started this forum thing for my sites in old ASP more than ten years ago. What a mess that stuff was, including SQL injection vulnerabilities and all kinds of crap. It went to ASP.NET in 2002, but even then, it felt a little too much like script. More than a year later, in 2003, I did an honest to goodness rewrite. If you've been in this business of writing code for any amount of time, you know how much you hate what you wrote a month ago, so just imagine that with seven years in between. The subsequent versions still carried a fair amount of crap, and that's why I had to start over, to make a clean break. Mind you, much of that crap is still running on some of my production sites in a stable manner, but it's a pain in the ass to maintain.So with that clean break, there is much that I have learned. These are a few of those lessons, in no particular order...Avoid shiny object syndromeOver the years, I've embraced new things without bothering to ask myself why. I remember spending the better part of a year trying to adapt this app to use the membership and profile API's in ASP.NET, just because they were there. They didn't solve any known problem. Early on in this version, I dabbled in exotic ORM's, even though I already had the fundamental SQL that I knew worked. I bloated up the client side code with all kinds of jQuery UI and plugins just because, and it got in the way. All the new shiny can be distracting, and I've come to realize that I've allowed it to be a distraction most of my professional life.Just query what you needI've spent a lot of time over-thinking how to query data. In the SQL world, this means exotic joins, special caches, the read-update-commit loop of ORM's, etc. There are times when you have to remind yourself that you aren't Facebook, you'll never be Facebook, and that databases are in fact intended to serve data. In a lot of projects, back in the day, I used to have these big, rich data objects and pass them all over the place, through various application tiers, when in reality, all I needed was some ID from the entity. I try to be mindful of how many queries hit the database on a given request, but I don't obsess over it. I just get what I need.Don't spend too much time worrying about your unit testsIf you've looked at any of the tests for POP Forums, you might offer an audible WTF. That's OK. There's a whole lot of mocking going on. In some cases, it points out where you're doing too much, and that's good for improving your design. In other cases it shows where your design sucks. But the biggest trap of unit testing is that you worry it should be prettier. That's a waste of time. When you write a test, in many cases before the production code, the important part is that you're testing the right thing. If you have to mock up a bunch of stuff to test the outcome, so be it, but it's not wasted time. You're still doing up the typical arrange-action-assert deal, and you'll be able to read that later if you need to.Get back to your HTTP rootsASP.NET Webforms did a reasonably decent job at abstracting us away from the stateless nature of the Web. A lot of people criticize it, but I think it all worked pretty well. These days, with MVC, jQuery, REST services, and what not, we've gone back to thinking about the wire. The nuts and bolts passing between our Web browser and server matters. This doesn't make things harder, in my opinion, it makes them easier. There is something incredibly freeing about how we approach development of Web apps now. HTTP is a really simple protocol, and the stuff we push through it, in particular HTML and JSON, are pretty simple too. The debugging points are really easy to trap and trace.Premature optimization is prematureI'll go back to the data thing for a moment. I've been known to look at a particular action or use case and stress about the number of calls that are made to the database. I'm not suggesting that it's a bad thing to keep these in mind, but if you worry about it outside of the context of the actual impact, you're wasting time. For example, I query the database for last read times in a forum separately of the user and the list of forums. The impact on performance barely exists. If I put it under load, exceeding the kind of load I expect, it still barely has an impact. Then consider it only counts for logged in users. The context of this "inefficient" action is that it doesn't matter. Did I mention I won't be Facebook?Solve your own problems firstThis is another trap I've fallen into. I've often thought about what other people might need for some feature or aspect of the app. In other words, I was willing to make design decisions based on non-existent data. How stupid is that? When I decided to truly open source this thing, building for myself first was a stated design goal. This app has to server the audiences of CoasterBuzz, MouseZoom and other sites first. In this development scenario, you don't have access to mountains of usability studies or user focus groups. You have to start with what you know.I'm sure there are other points I could make too. It has been a lot of fun to work on, and I look forward to evolving the UI as time goes on. That's where I hope to see more magic in the future.

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  • Ubuntu turns off instead of suspend / sleeping

    - by Marcos
    I'm using Ubuntu 11.10 on my notebook as the main OS. How ever, I've been facing a serious problem: Every time I try to suspend it, or it just stays idle for a while, the computer shuts down, instead of suspending. It actually seems to be suspended, but when I press the button the awake it, it turns on, the open works are all lost. How can i fix this? P.s: On windows 7 the suspend / sleep resumes just fine. Here is a complete list of hardware: 00:00.0 Host bridge [0600]: Intel Corporation 2nd Generation Core Processor Family DRAM Controller [8086:0104] (rev 09) 00:02.0 VGA compatible controller [0300]: Intel Corporation 2nd Generation Core Processor Family Integrated Graphics Controller [8086:0116] (rev 09) 00:16.0 Communication controller [0780]: Intel Corporation 6 Series/C200 Series Chipset Family MEI Controller #1 [8086:1c3a] (rev 04) 00:1a.0 USB Controller [0c03]: Intel Corporation 6 Series/C200 Series Chipset Family USB Enhanced Host Controller #2 [8086:1c2d] (rev 04) 00:1b.0 Audio device [0403]: Intel Corporation 6 Series/C200 Series Chipset Family High Definition Audio Controller [8086:1c20] (rev 04) 00:1c.0 PCI bridge [0604]: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 1 [8086:1c10] (rev b4) 00:1c.1 PCI bridge [0604]: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 2 [8086:1c12] (rev b4) 00:1c.2 PCI bridge [0604]: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 3 [8086:1c14] (rev b4) 00:1d.0 USB Controller [0c03]: Intel Corporation 6 Series/C200 Series Chipset Family USB Enhanced Host Controller #1 [8086:1c26] (rev 04) 00:1f.0 ISA bridge [0601]: Intel Corporation HM65 Express Chipset Family LPC Controller [8086:1c49] (rev 04) 00:1f.2 SATA controller [0106]: Intel Corporation 6 Series/C200 Series Chipset Family 6 port SATA AHCI Controller [8086:1c03] (rev 04) 00:1f.3 SMBus [0c05]: Intel Corporation 6 Series/C200 Series Chipset Family SMBus Controller [8086:1c22] (rev 04) 01:00.0 Network controller [0280]: Realtek Semiconductor Co., Ltd. RTL8188CE 802.11b/g/n WiFi Adapter [10ec:8176] (rev 01) 02:00.0 System peripheral [0880]: JMicron Technology Corp. SD/MMC Host Controller [197b:2382] (rev 80) 02:00.2 SD Host controller [0805]: JMicron Technology Corp. Standard SD Host Controller [197b:2381] (rev 80) 02:00.3 System peripheral [0880]: JMicron Technology Corp. MS Host Controller [197b:2383] (rev 80) 02:00.5 Ethernet controller [0200]: JMicron Technology Corp. JMC250 PCI Express Gigabit Ethernet Controller [197b:0250] (rev 03) I've updated the kernel to 3.2 still and hibernate or suspend is still not working. SWAP is 1/4 of my RAM.

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  • Optimizing AES modes on Solaris for Intel Westmere

    - by danx
    Optimizing AES modes on Solaris for Intel Westmere Review AES is a strong method of symmetric (secret-key) encryption. It is a U.S. FIPS-approved cryptographic algorithm (FIPS 197) that operates on 16-byte blocks. AES has been available since 2001 and is widely used. However, AES by itself has a weakness. AES encryption isn't usually used by itself because identical blocks of plaintext are always encrypted into identical blocks of ciphertext. This encryption can be easily attacked with "dictionaries" of common blocks of text and allows one to more-easily discern the content of the unknown cryptotext. This mode of encryption is called "Electronic Code Book" (ECB), because one in theory can keep a "code book" of all known cryptotext and plaintext results to cipher and decipher AES. In practice, a complete "code book" is not practical, even in electronic form, but large dictionaries of common plaintext blocks is still possible. Here's a diagram of encrypting input data using AES ECB mode: Block 1 Block 2 PlainTextInput PlainTextInput | | | | \/ \/ AESKey-->(AES Encryption) AESKey-->(AES Encryption) | | | | \/ \/ CipherTextOutput CipherTextOutput Block 1 Block 2 What's the solution to the same cleartext input producing the same ciphertext output? The solution is to further process the encrypted or decrypted text in such a way that the same text produces different output. This usually involves an Initialization Vector (IV) and XORing the decrypted or encrypted text. As an example, I'll illustrate CBC mode encryption: Block 1 Block 2 PlainTextInput PlainTextInput | | | | \/ \/ IV >----->(XOR) +------------->(XOR) +---> . . . . | | | | | | | | \/ | \/ | AESKey-->(AES Encryption) | AESKey-->(AES Encryption) | | | | | | | | | \/ | \/ | CipherTextOutput ------+ CipherTextOutput -------+ Block 1 Block 2 The steps for CBC encryption are: Start with a 16-byte Initialization Vector (IV), choosen randomly. XOR the IV with the first block of input plaintext Encrypt the result with AES using a user-provided key. The result is the first 16-bytes of output cryptotext. Use the cryptotext (instead of the IV) of the previous block to XOR with the next input block of plaintext Another mode besides CBC is Counter Mode (CTR). As with CBC mode, it also starts with a 16-byte IV. However, for subsequent blocks, the IV is just incremented by one. Also, the IV ix XORed with the AES encryption result (not the plain text input). Here's an illustration: Block 1 Block 2 PlainTextInput PlainTextInput | | | | \/ \/ AESKey-->(AES Encryption) AESKey-->(AES Encryption) | | | | \/ \/ IV >----->(XOR) IV + 1 >---->(XOR) IV + 2 ---> . . . . | | | | \/ \/ CipherTextOutput CipherTextOutput Block 1 Block 2 Optimization Which of these modes can be parallelized? ECB encryption/decryption can be parallelized because it does more than plain AES encryption and decryption, as mentioned above. CBC encryption can't be parallelized because it depends on the output of the previous block. However, CBC decryption can be parallelized because all the encrypted blocks are known at the beginning. CTR encryption and decryption can be parallelized because the input to each block is known--it's just the IV incremented by one for each subsequent block. So, in summary, for ECB, CBC, and CTR modes, encryption and decryption can be parallelized with the exception of CBC encryption. How do we parallelize encryption? By interleaving. Usually when reading and writing data there are pipeline "stalls" (idle processor cycles) that result from waiting for memory to be loaded or stored to or from CPU registers. Since the software is written to encrypt/decrypt the next data block where pipeline stalls usually occurs, we can avoid stalls and crypt with fewer cycles. This software processes 4 blocks at a time, which ensures virtually no waiting ("stalling") for reading or writing data in memory. Other Optimizations Besides interleaving, other optimizations performed are Loading the entire key schedule into the 128-bit %xmm registers. This is done once for per 4-block of data (since 4 blocks of data is processed, when present). The following is loaded: the entire "key schedule" (user input key preprocessed for encryption and decryption). This takes 11, 13, or 15 registers, for AES-128, AES-192, and AES-256, respectively The input data is loaded into another %xmm register The same register contains the output result after encrypting/decrypting Using SSSE 4 instructions (AESNI). Besides the aesenc, aesenclast, aesdec, aesdeclast, aeskeygenassist, and aesimc AESNI instructions, Intel has several other instructions that operate on the 128-bit %xmm registers. Some common instructions for encryption are: pxor exclusive or (very useful), movdqu load/store a %xmm register from/to memory, pshufb shuffle bytes for byte swapping, pclmulqdq carry-less multiply for GCM mode Combining AES encryption/decryption with CBC or CTR modes processing. Instead of loading input data twice (once for AES encryption/decryption, and again for modes (CTR or CBC, for example) processing, the input data is loaded once as both AES and modes operations occur at in the same function Performance Everyone likes pretty color charts, so here they are. I ran these on Solaris 11 running on a Piketon Platform system with a 4-core Intel Clarkdale processor @3.20GHz. Clarkdale which is part of the Westmere processor architecture family. The "before" case is Solaris 11, unmodified. Keep in mind that the "before" case already has been optimized with hand-coded Intel AESNI assembly. The "after" case has combined AES-NI and mode instructions, interleaved 4 blocks at-a-time. « For the first table, lower is better (milliseconds). The first table shows the performance improvement using the Solaris encrypt(1) and decrypt(1) CLI commands. I encrypted and decrypted a 1/2 GByte file on /tmp (swap tmpfs). Encryption improved by about 40% and decryption improved by about 80%. AES-128 is slighty faster than AES-256, as expected. The second table shows more detail timings for CBC, CTR, and ECB modes for the 3 AES key sizes and different data lengths. » The results shown are the percentage improvement as shown by an internal PKCS#11 microbenchmark. And keep in mind the previous baseline code already had optimized AESNI assembly! The keysize (AES-128, 192, or 256) makes little difference in relative percentage improvement (although, of course, AES-128 is faster than AES-256). Larger data sizes show better improvement than 128-byte data. Availability This software is in Solaris 11 FCS. It is available in the 64-bit libcrypto library and the "aes" Solaris kernel module. You must be running hardware that supports AESNI (for example, Intel Westmere and Sandy Bridge, microprocessor architectures). The easiest way to determine if AES-NI is available is with the isainfo(1) command. For example, $ isainfo -v 64-bit amd64 applications pclmulqdq aes sse4.2 sse4.1 ssse3 popcnt tscp ahf cx16 sse3 sse2 sse fxsr mmx cmov amd_sysc cx8 tsc fpu 32-bit i386 applications pclmulqdq aes sse4.2 sse4.1 ssse3 popcnt tscp ahf cx16 sse3 sse2 sse fxsr mmx cmov sep cx8 tsc fpu No special configuration or setup is needed to take advantage of this software. Solaris libraries and kernel automatically determine if it's running on AESNI-capable machines and execute the correctly-tuned software for the current microprocessor. Summary Maximum throughput of AES cipher modes can be achieved by combining AES encryption with modes processing, interleaving encryption of 4 blocks at a time, and using Intel's wide 128-bit %xmm registers and instructions. References "Block cipher modes of operation", Wikipedia Good overview of AES modes (ECB, CBC, CTR, etc.) "Advanced Encryption Standard", Wikipedia "Current Modes" describes NIST-approved block cipher modes (ECB,CBC, CFB, OFB, CCM, GCM)

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  • Can Microsoft Build Appliances?

    - by andrewbrust
    Billy Hollis, my Visual Studio Live! colleague and fellow Microsoft Regional Director said recently, and I am paraphrasing, that the computing world, especially on the consumer side, has shifted from one of building hardware and software that makes things possible to do, to building products and technologies that make things easy to do.  Billy crystalized things perfectly, as he often does. In this new world of “easy to do,” Apple has done very well and Microsoft has struggled.  In the old world, customers wanted a Swiss Army Knife, with the most gimmicks and gadgets possible.  In the new world, people want elegantly cutlery.  They may want cake cutters and utility knives too, but they don’t want one device that works for all three tasks.  People don’t want tools, they want utensils.  People don’t want machines.  They want appliances. Microsoft Appliances: They Do Exist Microsoft has built a few appliance-like devices.  I would say XBox 360 is an appliance,  It’s versatile, mind you, but it’s the kind of thing you plug in, turn on and use, as opposed to set-up, tune, and open up to upgrade the internals.  Windows Phone 7 is an appliance too.  It’s a true smartphone, unlike Windows Mobile which was a handheld computer with a radio stack.  Zune is an appliance too, and a nice one.  It hasn’t attained much traction in the market, but that’s probably because the seminal consumer computing appliance -- the iPod – got there so much more quickly. In the embedded world, Mediaroom, Microsoft’s set-top product for the cable industry (used by AT&T U-Verse and others) is an appliance.  So is Microsoft’s Sync technology, used in Ford automobiles.  Even on the enterprise side, Microsoft has an appliance: SQL Server Parallel Data Warehouse Edition (PDW) combines Microsoft software with select OEMs’ server, networking and storage hardware.  You buy the appliance units from the OEMs, plug them in, connect them and go. I would even say that Bing is an appliance.  Not in the hardware sense, mind you.  But from the software perspective, it’s a single-purpose product that you visit or run, use and then move on.  You don’t have to install it (except the iOS and Android native apps where it’s pretty straightforward), you don’t have to customize it, you don’t have to program it.  Basically, you just use it. Microsoft Appliances that Should Exist But Microsoft builds a bunch of things that are not appliances.  Media Center is not an appliance, and it most certainly should be.  Instead, it’s an app that runs on Windows 7.  It runs full-screen and you can use this configuration to conceal the fact that Windows is under it, but eventually something will cause you to abandon that masquerade (like Patch Tuesday). The next version of Windows Home Server won’t, in my opinion, be an appliance either.  Now that the Drive Extender technology is gone, and users can’t just add and remove drives into and from a single storage pool, the product is much more like a IT server and less like an appliance-premised one.  Much has been written about this decision by Microsoft.  I’ll just sum it up in one word: pity. Microsoft doesn’t have anything remotely appliance-like in the tablet category, either.  Until it does, it likely won’t have much market share in that space either.  And of course, the bulk of Microsoft’s product catalog on the business side is geared to enterprise machines and not personal appliances. Appliance DNA: They Gotta Have It. The consumerization of IT is real, because businesspeople are consumers too.  They appreciate the fit and finish of appliances at home, and they increasingly feel entitled to have it at work too.  Secure and reliable push email in a smartphone is necessary, but it isn’t enough.  People want great apps and a pleasurable user experience too.  The full Microsoft Office product is needed at work, but a PC with a keyboard and mouse, or maybe a touch screen that uses a stylus (or requires really small fingers), to run Office isn’t enough either.  People want a flawless touch experience available for the times they want to read and take quick notes.  Until Microsoft realizes this fully and internalizes it, it will suffer defeats in the consumer market and even setbacks in the business market.  Think about how slow the Office upgrade cycle is…now imagine if the next version of Office had a first-class alternate touch UI and consider the possible acceleration in adoption rates. Can Microsoft make the appliance switch?  Can the appliance mentality become pervasive at the company?  Can Microsoft hasten its release cycles dramatically and shed the “some assembly required” paradigm upon which many of its products are based?  Let’s face it, the chances that Microsoft won’t make this transition are significant. But there are also encouraging signs, and they should not be ignored.  The appliances we have already discussed, especially Xbox, Zune and Windows Phone 7, are the most obvious in this regard.  The fact that SQL Server has an appliance SKU now is a more subtle but perhaps also more significant outcome, because that product sits so smack in the middle of Microsoft’s enterprise stack.  Bing is encouraging too, especially given its integrated travel, maps and augmented reality capabilities.  As Bing gains market share, Microsoft has tangible proof that it can transform and win, even when everyone outside the company, and many within it, would bet otherwise. That Great Big Appliance in the Sky Perhaps the most promising (and evolving) proof points toward the appliance mentality, though, are Microsoft’s cloud offerings -- Azure and BPOS/Office 365.  While the cloud does not represent a physical appliance (quite the opposite in fact) its ability to make acquisition, deployment and use of technology simple for the user is absolutely an embodiment of the appliance mentality and spirit.  Azure is primarily a platform as a service offering; it doesn’t just provide infrastructure.  SQL Azure does likewise for databases.  And Office 365 does likewise for SharePoint, Exchange and Lync. You don’t administer, tune and manage servers; instead, you create databases or site collections or mailboxes and start using them. Upgrades come automatically, and it seems like releases will come more frequently.  Fault tolerance and content distribution is just there.  No muss.  No fuss.  You use these services; you don’t have to set them up and think about them.  That’s how appliances work.  To me, these signs point out that Microsoft has the full capability of transforming itself.  But there’s a lot of work ahead.  Microsoft may say they’re “all in” on the cloud, but the majority of the company is still oriented around its old products and models.  There needs to be a wholesale cultural transformation in Redmond.  It can happen, but product management, program management, the field and executive ranks must unify in the effort. So must partners, and even customers.  New leaders must rise up and Microsoft must be able to see itself as a winner.  If Microsoft does this, it could lock-in decades of new success, and be a standard business school case study for doing so.  If not, the company will have missed an opportunity, and may see its undoing.

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  • Cannot dual Windows XP and Ubuntu

    - by Fabio Machado
    I am new to Ubuntu and at the moment I am trying to get Ubuntu 12.10 to one of my machines. The machine is a Pentium 4 @ 3.06, 2Gb RAM, 200GB Hard Drive and a NVidia GeForce 8800 GT. A few days ago, I tried Ubuntu without installing and it worked perfectly. Yesterday, I decided to formatted the hard drive and divide my hard drive into four partitions: 1 for the XP, 1 for Ubuntu, 1 for swamp and 1 where I will have my documents. Everything went great, I installed XP and then Ubuntu but I did something wrong on the partition window (Ubunto partion window) that I ended up without boot loader. This morning, I formatted everything again, installed XP and when I went to install Ubuntu (with the same DVD as before) the problems started. First, I had a black screen with a msg written with white text saying something like: unable to find a medium containing a live file system. After I burned another CD and tried again, I got stuck at the red dots (loading screen). I then went online and I read somewhere that it could be the CD, so I checked the integrity of the CD and everything was fine. I also unplugged all USBs connected to the computer and nothing changed. I goggled further options to try to solve my problem and some users suggested that people having these types of problems should try the alternate installation, which if I am not wrong is for networks. I then tried to install and yes the installation process was different from the normal CD, but it did get stuck on a page where it was doing something, like: ...finding ethd0 and it was stuck on the 100%. I tried USB installation as well and it also got stuck at the red dots (I do not have USB 3.0 on the computer in question). I have burned 5 different CD's and all at low speed. I checked the integrity and all are fine. I downloaded other distribution as well as other versions of Ubuntu and I still cannot install or even run the Live CD of Ubuntu or any other distribution. What is really annoying me is that everything was working perfectly before, when I first tried to install Ubuntu. Anyway, any help is welcome. Edit: My boot load is normal, no errors and all the hardware is working fine. I forgot to mention that after the loading screen (red dots) gets stuck, the DVD drive and the hard drive goes into idle state. I also restored the default values of the BIOS and no luck.

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  • Getting your bearings and defining the project objective

    - by johndoucette
    I wrote this two years ago and thought it was worth posting… Some may think this is a daunting task and some may even say “what a waste of time” and want to open MS Project and start typing out tasks because someone asked for an estimate and a task list. Hell, maybe you even use Excel and pump out a spreadsheet with some real scientific formula for guessing how long it will take to code a bunch of classes. However, this short exercise will provide the basis for the entire project, whether small or large and be a great friend when communicating to anyone on your team or even your client. I call this the Project Brief. If you find yourself going beyond a single page, then you must decompose the sections and summarize your findings so there is a complete and clear picture of the project you are working on in a relatively short statement. Here is a great quote from the PMBOK (Project Management Body of Knowledge) relative to what a project is;   A project is a temporary endeavor undertaken to create a unique product, service or result. With this in mind, the project brief should encompass the entirety (objective) of the endeavor in its explanation and what it will take (goals) to create the product, service or result (deliverables). Normally the process of identifying the project objective is done during the first stage of a project called the Project Kickoff, but you can perform this very important step anytime to help you get a bearing. There are many more parts to helping a project stay on course, but this is usually the foundation where it can be grounded on. Through a series of 3 exercises, you should be able to come up with the objective, goals and deliverables on your project. Follow these steps, and in no time (about &frac12; hour), you will have the foundation of your project plan. (See examples below) Exercise 1 – Objectives Begin with the end in mind. Think about your project in business terms with a couple things to help you understand the objective; Reference the business benefit in terms of cost, speed and / or quality, Provide a higher level of what the outcome will look like (future sense) It should be non-measurable, that’s what the goals are all about The output should be a single paragraph with three sentences and take 10 minutes to write. *Typically, agreement must be reached on the objectives of the project before you would proceed to the next steps of the project. Exercise 2 – Goals A project goal is a statement that answers questions about who, what, why, where and when. A good project goal statement; Answers the five “W” questions for the project Is measurable in each of its parts Is published and agreed on by all the owners This helps the Project Manager receive confirmation on defining the project target. Using the established project objective done in the first exercise, think about the things it will take to get the job done. Think about tangible activities which are the top level tasks in a typical Work Breakdown Structure (WBS). The overall goal statement plus all the deliverables (next exercise) can be seen as the project team’s contract with the project owners. Write 3 - 5 goals in about 10 minutes. You should not write the words “Who, what, why, where and when, but merely be able to answer the questions when you read a goal. Exercise 3 – Deliverables Every project creates some type of output and these outputs are called deliverables. There are two classes of deliverables; Internal – produced for project team members to meet their goals External – produced for project owners to meet their expectations The list you enter here provides a checklist for the team’s delivery and/or is a statement of all the expectations of the project owners. Here are some typical project deliverables; Product and product documentation End product/system Requirements/feature documents Installation guides Demo/prototype System design documents User guides/help files Plans Project plan Training plan Conversion/installation/delivery plan Test plans Documentation plan Communication plan Reports and general documentation Progress reports System acceptance tests Outstanding bug list Procedures Risk and issue logs Project history Deliverables should go with each of the goals. Have 3-5 deliverables for each goal. When you are done, you will have established a great foundation for the clarity of your project. This exercise can take some time, but with practice, you should be able to whip this one out in 10 minutes as well, especially if you are intimate with an ongoing project. Samples  Objective [Client] is implementing a series of MOSS sites to support external public (Internet), internal employee (Intranet) and an external secure (password protected Internet) applications. This project will focus on the public-facing web site and will provide [Client] with architectural recommendations based on the current design being done by their design partner [Partner] and the internal Content Team. In addition, it will provide [Client] with a development plan and confidence they need to deploy a world class public Internet website. Goals 1.  [Consultant] will provide technical guidance and set project team expectations for the implementation of the MOSS Internet site based on provided features/functions within three weeks. 2.  [Consultant] will understand phase 2 secure password-protected Internet site design and provide recommendations.   Deliverables 1.1  Public Internet (unsecure) Architectural Recommendation Plan 1.2  Physical Site construction Work Breakdown Structure and plan (Time, cost and resources needed) 2.1  Two Factor authentication recommendation document   Objective [Client] is currently using an application developed by [Consultant] many years ago called "XXX". This application, although functional, does not meet their new updated business requirements and contains a few defects which [Client] has developed work-around processes. [Client] would like to have a "new and improved" system to support their membership management needs by expanding membership and subscription capabilities, provide accounting integration with internal (GL) and external (VeriSign) systems, and implement hooks to the current CRM solution. This effort will take place through a series of phases, beginning with envisioning. Goals 1. Through discussions with users, [Consultant] will discover current issues/bugs which need to be resolved which must meet the current functionality requirements within three weeks. 2. [Consultant] will gather requirements from the users about what is "needed" vs. "what they have" for enhancements and provide a high level document supporting their needs. 3. [Consultant] will meet with the team members through a series of meetings and help define the overall project plan to deliver a new and improved solution. Deliverables 1.1 Prioritized list of Current application issues/bugs that need to be resolved 1.2 Provide a resolution plan on the issues/bugs identified in the current application 1.3 Risk Assessment Document 2.1 Deliver a Requirements Document showing high-level [Client] needs for the new XXX application. · New feature functionality not in the application today · Existing functionality that will remain in the new functionality 2.2 Reporting Requirements Document 3.1 A Project Plan showing the deliverables and cost for the next (second) phase of this project. 3.2 A Statement of Work for the next (second) phase of this project. 3.3 An Estimate of any work that would need to follow the second phase.

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  • 5 Best Practices - Laying the Foundation for WebCenter Projects

    - by Kellsey Ruppel
    Today’s guest post comes from Oracle WebCenter expert John Brunswick. John specializes in enterprise portal and content management solutions and actively contributes to the enterprise software business community and has authored a series of articles about optimal business involvement in portal, business process management and SOA development, examining ways of helping organizations move away from monolithic application development. We’re happy to have John join us today! Maximizing success with Oracle WebCenter portal requires a strategic understanding of Oracle WebCenter capabilities.  The following best practices enable the creation of portal solutions with minimal resource overhead, while offering the greatest flexibility for progressive elaboration. They are inherently project agnostic, enabling a strong foundation for future growth and an expedient return on your investment in the platform.  If you are able to embrace even only a few of these practices, you will materially improve your deployment capability with WebCenter. 1. Segment Duties Around 3Cs - Content, Collaboration and Contextual Data "Agility" is one of the most common business benefits touted by modern web platforms.  It sounds good - who doesn't want to be Agile, right?  How exactly IT organizations go about supplying agility to their business counterparts often lacks definition - hamstrung by ambiguity. Ultimately, businesses want to benefit from reduced development time to deliver a solution to a particular constituent, which is augmented by as much self-service as possible to develop and manage the solution directly. All done in the absence of direct IT involvement. With Oracle WebCenter's depth in the areas of content management, pallet of native collaborative services, enterprise mashup capability and delegated administration, it is very possible to execute on this business vision at a technical level. To realize the benefits of the platform depth we can think of Oracle WebCenter's segmentation of duties along the lines of the 3 Cs - Content, Collaboration and Contextual Data.  All three of which can have their foundations developed by IT, then provisioned to the business on a per role basis. Content – Oracle WebCenter benefits from an extremely mature content repository.  Work flow, audit, notification, office integration and conversion capabilities for documents (HTML & PDF) make this a haven for business users to take control of content within external and internal portals, custom applications and web sites.  When deploying WebCenter portal take time to think of areas in which IT can provide the "harness" for content to reside, then allow the business to manage any content items within the site, using the content foundation to ensure compliance with business rules and process.  This frees IT to work on more mission critical challenges and allows the business to respond in short order to emerging market needs. Collaboration – Native collaborative services and WebCenter spaces are a perfect match for business users who are looking to enable document sharing, discussions and social networking.  The ability to deploy the services is granular and on the basis of roles scoped to given areas of the system - much like the first C “content”.  This enables business analysts to design the roles required and IT to provision with peace of mind that users leveraging the collaborative services are only able to do so in explicitly designated areas of a site. Bottom line - business will not need to wait for IT, but cannot go outside of the scope that has been defined based on their roles. Contextual Data – Collaborative capabilities are most powerful when included within the context of business data.  The ability to supply business users with decision shaping data that they can include in various parts of a portal or portals, just as they would with content items, is one of the most powerful aspects of Oracle WebCenter.  Imagine a discussion about new store selection for a retail chain that re-purposes existing information from business intelligence services about various potential locations and or custom backend systems - presenting it directly in the context of the discussion.  If there are some data sources that are preexisting in your enterprise take a look at how they can be made into discrete offerings within the portal, then scoped to given business user roles for inclusion within collaborative activities. 2. Think Generically, Execute Specifically Constructs.  Anyone who has spent much time around me knows that I am obsessed with this word.  Why? Because Constructs offer immense power - more than APIs, Web Services or other technical capability. Constructs offer organizations the ability to leverage a platform's native characteristics to offer substantial business functionality - without writing code.  This concept becomes more powerful with the additional understanding of the concepts from the platform that an organization learns over time.  Let's take a look at an example of where an Oracle WebCenter construct can substantially reduce the time to get a subscription-based site out the door and into the hands of the end consumer. Imagine a site that allows members to subscribe to specific disciplines to access information and application data around that various discipline.  A space is a collection of secured pages within Oracle WebCenter.  Spaces are not only secured, but also default content stored within it to be scoped automatically to that space. Taking this a step further, Oracle WebCenter’s Activity Stream surfaces events, discussions and other activities that are scoped to the given user on the basis of their space affiliations.  In order to have a portal that would allow users to "subscribe" to information around various disciplines - spaces could be used out of the box to achieve this capability and without using any APIs or low level technical work to achieve this. 3. Make Governance Work for You Imagine driving down the street without the painted lines on the road.  The rules of the road are so ingrained in our minds, we often do not think about the process, but seemingly mundane lane markers are critical enablers. Lane markers allow us to travel at speeds that would be impossible if not for the agreed upon direction of flow. Additionally and more importantly, it allows people to act autonomously - going where they please at any given time. The return on the investment for mobility is high enough for people to buy into globally agreed up governance processes. In Oracle WebCenter we can use similar enablers to lane markers.  Our goal should be to enable the flow of information and provide end users with the ability to arrive at business solutions as needed, not on the basis of cumbersome processes that cannot meet the business needs in a timely fashion. How do we do this? Just as with "Segmentation of Duties" Oracle WebCenter technologies offer the opportunity to compartmentalize various business initiatives from each other within the system due to constructs and security that are available to use within the platform. For instance, when a WebCenter space is created, any content added within that space by default will be secured to that particular space and inherits meta data that is associated with a folder created for the space. Oracle WebCenter content uses meta data to support a broad range of rich ECM functionality and can automatically impart retention, workflow and other policies automatically on the basis of what has been defaulted for that space. Depending on your business needs, this paradigm will also extend to sub sections of a space, offering some interesting possibilities to enable automated management around content. An example may be press releases within a particular area of an extranet that require a five year retention period and need to the reviewed by marketing and legal before release.  The underlying content system will transparently take care of this process on the basis of the above rules, enabling peace of mind over unstructured data - which could otherwise become overwhelming. 4. Make Your First Project Your Second Imagine if Michael Phelps was competing in a swimming championship, but told right before his race that he had to use a brand new stroke.  There is no doubt that Michael is an outstanding swimmer, but chances are that he would like to have some time to get acquainted with the new stroke. New technologies should not be treated any differently.  Before jumping into the deep end it helps to take time to get to know the new approach - even though you may have been swimming thousands of times before. To quickly get a handle on Oracle WebCenter capabilities it can be helpful to deploy a sandbox for the team to use to share project documents, discussions and announcements in an effort to help the actual deployment get under way, while increasing everyone’s knowledge of the platform and its functionality that may be helpful down the road. Oracle Technology Network has made a pre-configured virtual machine available for download that can be a great starting point for this exercise. 5. Get to Know the Community If you are reading this blog post you have most certainly faced a software decision or challenge that was solved on the basis of a small piece of missing critical information - which took substantial research to discover.  Chances were also good that somewhere, someone had already come across this information and would have been excited to share it. There is no denying the power of passionate, connected users, sharing key tips around technology.  The Oracle WebCenter brand has a rich heritage that includes industry-leading technology and practitioners.  With the new Oracle WebCenter brand, opportunities to connect with these experts has become easier. Oracle WebCenter Blog Oracle Social Enterprise LinkedIn WebCenter Group Oracle WebCenter Twitter Oracle WebCenter Facebook Oracle User Groups Additionally, there are various Oracle WebCenter related blogs by an excellent grouping of services partners.

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  • The Presentation Isn't Over Until It's Over

    - by Phil Factor
    The senior corporate dignitaries settled into their seats looking important in a blue-suited sort of way. The lights dimmed as I strode out in front to give my presentation.  I had ten vital minutes to make my pitch.  I was about to dazzle the top management of a large software company who were considering the purchase of my software product. I would present them with a dazzling synthesis of diagrams, graphs, followed by  a live demonstration of my software projected from my laptop.  My preparation had been meticulous: It had to be: A year’s hard work was at stake, so I’d prepared it to perfection.  I stood up and took them all in, with a gaze of sublime confidence. Then the laptop expired. There are several possible alternative plans of action when this happens     A. Stare at the smoking laptop vacuously, flapping ones mouth slowly up and down     B. Stand frozen like a statue, locked in indecision between fright and flight.     C. Run out of the room, weeping     D. Pretend that this was all planned     E. Abandon the presentation in favour of a stilted and tedious dissertation about the software     F. Shake your fist at the sky, and curse the sense of humour of your preferred deity I started for a few seconds on plan B, normally referred to as the ‘Rabbit in the headlamps of the car’ technique. Suddenly, a little voice inside my head spoke. It spoke the famous inane words of Yogi Berra; ‘The game isn't over until it's over.’ ‘Too right’, I thought. What to do? I ran through the alternatives A-F inclusive in my mind but none appealed to me. I was completely unprepared for this. Nowadays, longevity has since taught me more than I wanted to know about the wacky sense of humour of fate, and I would have taken two laptops. I hadn’t, but decided to do the presentation anyway as planned. I started out ignoring the dead laptop, but pretending, instead that it was still working. The audience looked startled. They were expecting plan B to be succeeded by plan C, I suspect. They weren’t used to denial on this scale. After my introductory talk, which didn’t require any visuals, I came to the diagram that described the application I’d written.  I’d taken ages over it and it was hot stuff. Well, it would have been had it been projected onto the screen. It wasn’t. Before I describe what happened then, I must explain that I have thespian tendencies.  My  triumph as Professor Higgins in My Fair Lady at the local operatic society is now long forgotten, but I remember at the time of my finest performance, the moment that, glancing up over the vast audience of  moist-eyed faces at the during the poignant  scene between Eliza and Higgins at the end, I  realised that I had a talent that one day could possibly  be harnessed for commercial use I just talked about the diagram as if it was there, but throwing in some extra description. The audience nodded helpfully when I’d done enough. Emboldened, I began a sort of mime, well, more of a ballet, to represent each slide as I came to it. Heaven knows I’d done my preparation and, in my mind’s eye, I could see every detail, but I had to somehow project the reality of that vision to the audience, much the same way any actor playing Macbeth should do the ghost of Banquo.  My desperation gave me a manic energy. If you’ve ever demonstrated a windows application entirely by mime, gesture and florid description, you’ll understand the scale of the challenge, but then I had nothing to lose. With a brief sentence of description here and there, and arms flailing whilst outlining the size and shape of  graphs and diagrams, I used the many tricks of mime, gesture and body-language  learned from playing Captain Hook, or the Sheriff of Nottingham in pantomime. I set out determinedly on my desperate venture. There wasn’t time to do anything but focus on the challenge of the task: the world around me narrowed down to ten faces and my presentation: ten souls who had to be hypnotized into seeing a Windows application:  one that was slick, well organized and functional I don’t remember the details. Eight minutes of my life are gone completely. I was a thespian berserker.  I know however that I followed the basic plan of building the presentation in a carefully controlled crescendo until the dazzling finale where the results were displayed on-screen.  ‘And here you see the results, neatly formatted and grouped carefully to enhance the significance of the figures, together with running trend-graphs!’ I waved a mime to signify an animated  window-opening, and looked up, in my first pause, to gaze defiantly  at the audience.  It was a sight I’ll never forget. Ten pairs of eyes were gazing in rapt attention at the imaginary window, and several pairs of eyes were glancing at the imaginary graphs and figures.  I hadn’t had an audience like that since my starring role in  Beauty and the Beast.  At that moment, I realized that my desperate ploy might work. I sat down, slightly winded, when my ten minutes were up.  For the first and last time in my life, the audience of a  ‘PowerPoint’ presentation burst into spontaneous applause. ‘Any questions?’ ‘Yes,  Have you got an agent?’ Yes, in case you’re wondering, I got the deal. They bought the software product from me there and then. However, it was a life-changing experience for me and I have never ever again trusted technology as part of a presentation.  Even if things can’t go wrong, they’ll go wrong and they’ll kill the flow of what you’re presenting.  if you can’t do something without the techno-props, then you shouldn’t do it.  The greatest lesson of all is that great presentations require preparation and  ‘stage-presence’ rather than fancy graphics. They’re a great supporting aid, but they should never dominate to the point that you’re lost without them.

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  • Experiences with learning Chinese

    - by Greg Low
    I've had a few friends asking me about learning Chinese and what I've found works and doesn't work. I was answering a question on a mailing list today and I thought I should post this info where it might be useful to many. The question that was initially asked was whether Rosetta Stone was useful but I've provided much more info on learning the language here. I’ve used Rosetta Stone with Chinese but it’s really hard to know whether to recommend it or not. Rosetta Stone works the same way in all languages. They show you photos and then let you both see and hear the target language and get you to work out what they’re talking about. The thinking is that that’s how children learn. However, at first, I found it very frustrating. I’d be staring at photos trying to work out what they were really trying to get at. Sometimes it’s far from obvious. I could not have survived without Google Translate open at the same time. The other weird thing is that the photos are from a mixture of countries. While that’s good in a way, it also means that they are endlessly showing pictures of something that would never happen in the target language and culture. For any language, constant interaction with a speaker of the target language is needed. Rosetta Stone has a “Studio” option. That’s the best part of the program. In my case, it lets me connect around twice a week to a live online class from Beijing. Classes usually have the teacher plus two to four students. You get some Studio access with the initial packages but need to purchase it for ongoing use. I find it very inexpensive. It seems to work out to about $70 (AUD/USD) for six months. That’s a real bargain. The other downside to Rosetta Stone is that they tend to teach very formal language, but as with other languages, that’s not how the locals speak. It might have been correct at one point but no-one actually says that. As an example, Rosetta Stone teach Gonggòng qìche (pronounced roughly like “gong gong chee chure” for bus. Most of my friends from areas like Taiwan would just say Gongche. Google Translate says Zongxiàn (pronounced somewhat like “dzong sheean”) instead. Mind you, the Rosetta Stone option isn't really as bad as "omnibus"; it's more like saying "public bus". If you say the option they provide, people would understand you. I also listen to ChinesePod in the car. They also have SpanishPod. Each podcast is about five minutes of spoken conversation. It is very good for providing current language. Another resource I use is local Meetup groups. Most cities have these and for a variety of languages. It’s way less structured (just standard conversation) but good for getting interaction. The obvious challenge for Asian languages is reading/writing. The input editors for Chinese that are part of Windows are excellent. Many of my Chinese friends speak fluently but cannot read or write. I was determined to learn to do both. For writing, I’m talking about on a computer, not with a pen. (Mind you, I can barely write English with a pen nowadays). When using Rosetta Stone, you can choose to have the Chinese words displayed in pinyin (Wo xihuan xuéxí zhongguó) or in Chinese characters (???????) or both. This year, I’ve been forcing myself to just use the Chinese characters. I use a pinyin input editor in Windows though, as it’s very fast.  (The character recognition input in the iPad is also amazing). Notice from the example that I provided above that the pronunciation of the pinyin isn’t that obvious to us at first either.  Since changing to only using characters, I find I can now read many more Chinese characters fluently. It’s a major challenge though. I can read about 300 now and yet you need around 2,500 to be able to read a newspaper fairly well. Tones are a major issue for some Asian languages. Mandarin has four tones (plus a neutral tone) and there is a major difference in meaning between two words that are spelled the same in pinyin but with different tones. For example, Ma (3rd tone?) is a horse, Ma (1st tone?) is like “mom”, and ma (neutral tone?) is a question mark and so on. Clearly you don’t want to mix these up. As in English, they also have words that do sound the same but mean different things in different contexts. What’s interesting is that even though we see two words that differ only by tone as very similar, to a native speaker, if you say the right words with the wrong tone, you might as well have said a completely different word. My wife’s dialect of Chinese has eight tones. It’s much worse. The reason I’m so keen to learn to read/write Chinese is that even though the different dialects are pronounced so differently that speakers of one dialect often cannot understand another dialect, the writing is generally the same. The only difference is that many years ago, the Chinese government created a simplified set of characters for some of the most commonly used ones. Older Chinese and most Cantonese speakers often struggle with the simplified characters. This is the simplified form of “three apples”: ????   This is the traditional form of the same words: ????  Note that two of the characters are the same but the middle two are quite different. For most languages, the best thing is to watch current movies in the target language but to watch them with the target language as subtitles, not your native language. You want to know what they actually said, not what it roughly means (which is what the English subtitle would give you). The difficulty with Asian languages like Chinese is that you have the added challenge of understanding the subtitles when they are written in the target language. I wish there were Mandarin Chinese movies with pinyin subtitles. For learning to read characters, I also recommend HanCard on the iPad. It is targeted at the HSK language proficiency levels. (I’m intending to take the first HSK exam as soon as I’m ready). Hope that info helps someone get started.  

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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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  • PASS: The Budget Process

    - by Bill Graziano
    Every fiscal year PASS creates a detailed budget.  This helps us set priorities and communicate to our members what we’re going to do in the upcoming year.  You can review the current budget on the PASS Governance page.  That page currently requires you to login but I’m talking with HQ to see if there are any legal issues with opening that up. The Accounting Team The PASS accounting team is two people.  The Executive Vice-President of Finance (“EVP”) and the PASS Accounting Manager.  Sandy Cherry is the accounting manager and works at PASS HQ.  Sandy has been with PASS since we switched management companies in 2007.  Throughout this document when I talk about any actual work related to the budget that’s all Sandy :)  She’s the glue that gets us through this process.  Last year we went through 32 iterations of the budget before the Board approved so it’s a pretty busy time for her us – well, mostly her. Fiscal Year The PASS fiscal year runs from July 1st through June 30th the following year.  Right now we’re in fiscal year 2011.  Our 2010 Summit actually occurred in FY2011.  We switched to this schedule from a calendar year in 2006.  Our goal was to have the Summit occur early in our fiscal year.  That gives us the rest of the year to handle any significant financial impact from the Summit.  If registrations are down we can reduce spending.  If registrations are up we can decide how much to increase our reserves and how much to spend.  Keep in mind that the Summit is budgeted to generate 82% of our revenue this year.  How it performs has a significant impact on our financials.  The other benefit of this fiscal year is that it matches the Microsoft fiscal year.  We sign an annual sponsorship agreement with Microsoft and it’s very helpful that our fiscal years match. This year our budget process will probably start in earnest in March or April.  I’d like to be done in early June so we can publish before July 1st.  I was late publishing it this year and I’m trying not to repeat that. Our Budget Our actual budget is an Excel spreadsheet with 36 sheets.  We remove some of those when we publish it since they include salary information.  The budget is broken up into various portfolios or departments.  We have 20 portfolios.  They include chapters, marketing, virtual chapters, marketing, etc.  Ideally each portfolio is assigned to a Board member.  Each portfolio also typically has a staff person assigned to it.  Portfolios that aren’t assigned to a Board member are monitored by HQ and the ExecVP-Finance (me).  These are typically smaller portfolios such as deferred membership or Summit futures.  (More on those in a later post.)  All portfolios are reviewed by all Board members during the budget approval process, when interim financials are released internally and at year-end. The Process Our first step is to budget revenues.  The Board determines a target attendee number.  We have formulas based on historical performance that convert that to an overall attendee revenue number.  Other revenue projections (such as vendor sponsorships) come from different parts of the organization.  I hope to have another post with more details on how we project revenues. The next step is to budget expenses.  Board members fill out a sample spreadsheet with their budget for the year.  They can add line items and notes describing what the amounts are for.  Each Board portfolio typically has from 10 to 30 line items.  Any new initiatives they want to pursue needs to be budgeted.  The Summit operations budget is managed by HQ.  It includes the cost for food, electrical, internet, etc.  Most of these come from our estimate of attendees and our contract with the convention center.  During this process the Board can ask for more or less to be spent on various line items.  For example, if we weren’t happy with the Internet at the last Summit we can ask them to look into different options and/or increasing the budget.  HQ will also make adjustments to these numbers based on what they see at the events and the feedback we receive on the surveys. After we have all the initial estimates we start reviewing the entire budget.  It is sent out to the Board and we can see what each portfolio requested and what the overall profit and loss number is.  We usually start with too much in expenses and need to cut.  In years past the Board started haggling over these numbers as a group.  This past year they decided I should take a first cut and present them with a reasonable budget and a list of what I changed.  That worked well and I think we’ll continue to do that in the future. We go through a number of iterations on the budget.  If I remember correctly, we went through 32 iterations before we passed the budget.  At each iteration various revenue and expense numbers can change.  Keep in mind that the PASS budget has 200+ line items spread over 20 portfolios.  Many of these depend on other numbers.  For example, if we decide increase the projected attendees that cascades through our budget.  At each iteration we list what changed and the impact.  Ideally these discussions will take place at a face-to-face Board meeting.  Many of them also take place over the phone.  Board members explain any increase they are asking for while performing due diligence on other budget requests.  Eventually a budget emerges and is passed. Publishing After the budget is passed we create a version without the formulas and salaries for posting on the web site.  Sandy also creates some charts to help our members understand the budget.  The EVP writes a nice little letter describing some of the changes from last year’s budget.  You can see my letter and our budget on the PASS Governance page. And then, eight months later, we start all over again.

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  • How I Work: Staying Productive Whilst Traveling

    - by BuckWoody
    I travel a lot. Not like some folks that are gone every week, mind you, although in the last month I’ve been to: Cambridge, UK; Anchorage, AK; San Jose, CA; Copenhagen, DK, Boston, MA; and I’m currently en-route to Anaheim, CA.  While this many places in a month is a bit unusual for me, I would say I travel frequently. I’ve travelled most of my 28+ years in IT, and at one time was a consultant traveling weekly.   With that much time away from my primary work location, I have to find ways to stay productive. Some might say “just rest – take a nap!” – but I’m not able to do that. For one thing, I’m a very light sleeper and I’ve never slept on a plane - even a 30+ hour trip to New Zealand in Business Class - so that just isn’t option. I also am not always in the plane, of course. There’s the hotel, the taxi/bus/train, the airport and then all that over again when I arrive. Since my regular jobs have many demands, I have to get work done.   Note: No, I’m not always focused on work. I need downtime just like everyone else. Sometimes I just think, watch a movie or listen to tunes – and I give myself permission to do that anytime – sometimes the whole trip. I have too fewheartbeats left in life to only focus on work – it’s just not that important, and neither am I. Some of these tasks are letters to friends and family, or other personal things. What I’m talking about here is a plan, not some task list I have to follow. When I get to the location I’m traveling to, I always build in as much time as I can to ensure I enjoy those sights and the people I’m with. I would find traveling to be a waste if not for that.   The Unrealistic Expectation As I would evaluate the trip I was taking – say a 6-8 hour flight – I would expect to get 10-12 hours of work done. After all, there’s the time at the airport, the taxi and so on, and then of course the time in the air with all of the room, power, internet and everything else I needed to get my work done. I would pile up tasks at home, pack my bags, and head happily to the magical land of the TSA.   Right. On return from the trip, I had accomplished little, had more e-mails and other work that had piled up, and I was tired, hungry, and unorganized. This had to change. So, I decided to do three things: Segment my work Set realistic expectations Plan accordingly  Segmenting By Available Resources The first task was to decide what kind of work I could do in each location – if any. I found that I was dependent on a few things to get work done, such as power, the Internet, and a place to sit down. Before I fly, I take some time at home to get all of the work I’d like to accomplish while away segmented into these areas, and print that out on paper, which goes in my suit-coat pocket along with a mechanical pencil. I print my tickets, and I’m all set for the adventure ahead. Then I simply do each kind of work whenever I’m in that situation. No power There are certain times when I don’t have power available. But not only that, I might not even be able to use most of my electronics. So I now schedule as many phone calls as I can for the taxi/bus/train ride and the airports as I can. I have a paper notebook (Moleskine, of course) and a pencil and I print out any notes or numbers I need prior to the trip. Once I’m airborne or at the airport, I work on my laptop. I check and respond to e-mails, create slides, write code, do architecture, whatever I can.  If I can’t use any electronics, or once the power runs out, I schedule time for reading. I can read at the airport or anywhere, actually, even in-flight or any other transport. I “read with a pencil”, meaning I take a lot of notes, which I liketo put in OneNote, but since in most cases I don’t have power, I use the Moleskine to do that. Speaking of which, sometimes as I’m thinking I come up with new topics, ideas, blog posts, or things to teach in my classes. Once again I take out the notebook and write it down. All of these notes get a check-mark when I get back to the office and transfer the writing to OneNote. I’ve tried those “smart pens” and so on to automate this, but it just never works out. Pencil and paper are just fine. As I mentioned, sometime I just need to think. I’ll do nothing, and let my mind wander, thinking of nothing in particular, or some math problem or science question I’m interested in. My only issue with this is that I communicate tothink, and I don’t want to drive people crazy by being that guy that won’t shut up, so I think in a different way. Power, but no Internet or Phone If I have power but no Internet or phone, I focus on the laptop and the tablet as before, and I also recharge my other gadgets. Power, Internet, Phone and a Place to Work At first I thought that when I arrived at the hotel or event I could get the same amount of work done that I do at the office. Not so. There’s simply too many distractions, things you need, or other issues that allow this. Of course, Ican work on any device, read, think, write or whatever, but I am simply not as productive as I am in my home office. So I plan for about 25-50% as much work getting done in this environment as I think I could really do. I’ve done some measurements, and this holds out to be true almost every time. The key is that I re-set my expectations (and my co-worker’s expectations as well) that this is the case. I use the Out-Of-Office notices to let people know that I’m just not going to be 100% at this time – it’s hard for everyone, but it’s more honest and realistic, and I’d rather they know that – and that I realize that – than to let them think I’m totally available. Because I’m not – I’m traveling. I don’t tend to put too much detail, because after all I don’t necessarily want to let people know when I’m not home :) but I do think it’s important to let people that depend on my know that I’ll get back with them later. I hope this helps you think through your own methodology of staying productive when you travel. Or perhaps you just go offline, and don’t worry about any of this – good for you! That’s completely valid as well.   (Oh, and yes, I wrote this at 35K feet, on Alaska Airlines on a trip. :)  Practice what you preach, Buck.)

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  • Redgate ANTS Performance Profiler

    - by Jon Canning
    Seemingly forever I've been working on a business idea, it's a REST API delivering content to mobiles, and I've never really had much idea about its performance. Yes, I have a suite of unit tests and integration tests, but these only tell me that it works, not how well it works. I was also about to embark on a major refactor, swapping the database from MongoDB to RavenDB, and was curious to see if that impacted performance at all, so I needed a profiler that supported IIS Express that I can run my integration tests against, and Google gave me:   http://www.red-gate.com/supportcenter/content/ANTS_Performance_Profiler/help/7.4/app_iise   Excellent. Following the above guide an instance of IIS Express and is launched, as is Internet Explorer. The latter eventually becomes annoying, I would like to decide whether I want a browser opened, but thankfully the guide is wrong in that it can be closed and profiling will continue. So I ran my tests, stopped profiling, and was presented with a call tree listing the endpoints called and allowing me to drill down to the source code beneath.     Although useful and fascinating this wasn't what I was expecting to see, I was after the method timings from the entire test suite. Switching Show to Methods Grid presented me with a list of my methods, with the slowest lit up in red at the top. Marvellous.     I did find that if you switch to Methods Grid before Call tree has loaded, you do not get the red warnings.   StructureMap was very busy, and next on the list was a request filter that I didn't expect to be so overworked. Highlighting it, the source code was presented to me in the bottom window with timings and a nice red indicator to show me where to look. Oh horror, that reflection hack I put in months ago, I'd forgotten all about it. It was calling Validate<T>() which in turn was resolving a validator from StructureMap. Note to self, use //TODO: when leaving smelly code lying around.     Before refactoring, remember to Save Profile Results from the File menu. Annoyingly you are not prompted to save your results when exiting, and using Save Project will only leave you thankful that you have version control and can go back in time to run your tests again.   Having implemented StructureMap’s ForGenericType, I ran my tests again and:     Win, thankyou ANTS (What does ANTS stand for BTW?)   There's definitely room in my toolbox for a profiler; what started out as idle curiosity actually solved a potential problem. When presented with a new codebase I can see enormous benefit from getting an overview of the pipeline from the call tree before drilling into the code, and as a sanity check before release it gives a little more reassurance that you've done your best, and shows you exactly where to look if you haven’t.   Next I’m going to profile a load test.

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  • DBA Best Practices - A Blog Series: Episode 1 - Backups

    - by Argenis
      This blog post is part of the DBA Best Practices series, on which various topics of concern for daily database operations are discussed. Your feedback and comments are very much welcome, so please drop by the comments section and be sure to leave your thoughts on the subject. Morning Coffee When I was a DBA, the first thing I did when I sat down at my desk at work was checking that all backups had completed successfully. It really was more of a ritual, since I had a dual system in place to check for backup completion: 1) the scheduled agent jobs to back up the databases were set to alert the NOC in failure, and 2) I had a script run from a central server every so often to check for any backup failures. Why the redundancy, you might ask. Well, for one I was once bitten by the fact that database mail doesn't work 100% of the time. Potential causes for failure include issues on the SMTP box that relays your server email, firewall problems, DNS issues, etc. And so to be sure that my backups completed fine, I needed to rely on a mechanism other than having the servers do the taking - I needed to interrogate the servers and ask each one if an issue had occurred. This is why I had a script run every so often. Some of you might have monitoring tools in place like Microsoft System Center Operations Manager (SCOM) or similar 3rd party products that would track all these things for you. But at that moment, we had no resort but to write our own Powershell scripts to do it. Now it goes without saying that if you don't have backups in place, you might as well find another career. Your most sacred job as a DBA is to protect the data from a disaster, and only properly safeguarded backups can offer you peace of mind here. "But, we have a cluster...we don't need backups" Sadly I've heard this line more than I would have liked to. You need to understand that a cluster is comprised of shared storage, and that is precisely your single point of failure. A cluster will protect you from an issue at the Operating System level, and also under an outage of any SQL-related service or dependent devices. But it will most definitely NOT protect you against corruption, nor will it protect you against somebody deleting data from a table - accidentally or otherwise. Backup, fine. How often do I take a backup? The answer to this is something you will hear frequently when working with databases: it depends. What does it depend on? For one, you need to understand how much data your business is willing to lose. This is what's called Recovery Point Objective, or RPO. If you don't know how much data your business is willing to lose, you need to have an honest and realistic conversation about data loss expectations with your customers, internal or external. From my experience, their first answer to the question "how much data loss can you withstand?" will be "zero". In that case, you will need to explain how zero data loss is very difficult and very costly to achieve, even in today's computing environments. Do you want to go ahead and take full backups of all your databases every hour, or even every day? Probably not, because of the impact that taking a full backup can have on a system. That's what differential and transaction log backups are for. Have I answered the question of how often to take a backup? No, and I did that on purpose. You need to think about how much time you have to recover from any event that requires you to restore your databases. This is what's called Recovery Time Objective. Again, if you go ask your customer how long of an outage they can withstand, at first you will get a completely unrealistic number - and that will be your starting point for discussing a solution that is cost effective. The point that I'm trying to get across is that you need to have a plan. This plan needs to be practiced, and tested. Like a football playbook, you need to rehearse the moves you'll perform when the time comes. How often is up to you, and the objective is that you feel better about yourself and the steps you need to follow when emergency strikes. A backup is nothing more than an untested restore Backups are files. Files are prone to corruption. Put those two together and realize how you feel about those backups sitting on that network drive. When was the last time you restored any of those? Restoring your backups on another box - that, by the way, doesn't have to match the specs of your production server - will give you two things: 1) peace of mind, because now you know that your backups are good and 2) a place to offload your consistency checks with DBCC CHECKDB or any of the other DBCC commands like CHECKTABLE or CHECKCATALOG. This is a great strategy for VLDBs that cannot withstand the additional load created by the consistency checks. If you choose to offload your consistency checks to another server though, be sure to run DBCC CHECKDB WITH PHYSICALONLY on the production server, and if you're using SQL Server 2008 R2 SP1 CU4 and above, be sure to enable traceflags 2562 and/or 2549, which will speed up the PHYSICALONLY checks further - you can read more about this enhancement here. Back to the "How Often" question for a second. If you have the disk, and the network latency, and the system resources to do so, why not backup the transaction log often? As in, every 5 minutes, or even less than that? There's not much downside to doing it, as you will have to clear the log with a backup sooner than later, lest you risk running out space on your tlog, or even your drive. The one drawback to this approach is that you will have more files to deal with at restore time, and processing each file will add a bit of extra time to the entire process. But it might be worth that time knowing that you minimized the amount of data lost. Again, test your plan to make sure that it matches your particular needs. Where to back up to? Network share? Locally? SAN volume? This is another topic where everybody has a favorite choice. So, I'll stick to mentioning what I like to do and what I consider to be the best practice in this regard. I like to backup to a SAN volume, i.e., a drive that actually lives in the SAN, and can be easily attached to another server in a pinch, saving you valuable time - you wouldn't need to restore files on the network (slow) or pull out drives out a dead server (been there, done that, it’s also slow!). The key is to have a copy of those backup files made quickly, and, if at all possible, to a remote target on a different datacenter - or even the cloud. There are plenty of solutions out there that can help you put such a solution together. That right there is the first step towards a practical Disaster Recovery plan. But there's much more to DR, and that's material for a different blog post in this series.

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  • Atheros AR928X wireless connection makes neighbourhood machine drop off line

    - by funicorn
    I have an Acer laptop with Atheros AR928X wireless card installed, supported by ath9k driver in the linux kernel. There are other 5 computers sharing wireless connection via a TPLink 150Mbit/s wireless router. At first I found the network is a little bit slower than it's in Windows7, which I accepted as it should be. However a very strange thing is, each time I connected to the router and downloaded stuff for a while, one of the computers running Windows7 in my local network dropped off from the router. And if I run my laptop under Windows7, everything is fine. What's even stranger is although the network becomes slower, only the certain computer drops and totally freezes in connection with the router. I'm not willing to conclude it's due to the unhealthy connection from my laptop to the router, however we have confirmed this for more than one times and there is no problem with the network when I'm running WIndows7. I'm extremely confused about what's going on. As a Linux user running Ubuntu over 5 years, I am awared that wireless driver in Linux is badly notorious of lack of stability and slow speed. But is it so bad that the unhealthy wireless connection can do damage to another computer in the same local network? I do see a lot of "Tx excessive retries" in iwconfig output. But how exactly does this happen ? Thanks for your help. I guess I have to use this answer box to show the outputs $ sudo iwconfig wlan0 IEEE 802.11bgn ESSID:"TP-LINK111" Mode:Managed Frequency:2.427 GHz Access Point: E0:05:C5:E8:A9:92 Bit Rate=121.5 Mb/s Tx-Power=16 dBm Retry long limit:7 RTS thr:off Fragment thr:off Encryption key:off Power Management:off Link Quality=47/70 Signal level=-63 dBm Rx invalid nwid:0 Rx invalid crypt:0 Rx invalid frag:0 Tx excessive retries:2 Invalid misc:23 Missed beacon:0 To show what's wrong with the wireless connection, I ran iwconfig again within 3 minutes, during which time I hardly did anything and the network was not much busy than being nearly idle $ sudo iwconfig wlan0 IEEE 802.11bgn ESSID:"TP-LINK111" Mode:Managed Frequency:2.427 GHz Access Point: E0:05:C5:E8:A9:92 Bit Rate=121.5 Mb/s Tx-Power=16 dBm Retry long limit:7 RTS thr:off Fragment thr:off Encryption key:off Power Management:off Link Quality=48/70 Signal level=-62 dBm Rx invalid nwid:0 Rx invalid crypt:0 Rx invalid frag:0 Tx excessive retries:9 Invalid misc:28 Missed beacon:0 You can see Tx excessive retires and Invalid misc increase very quickly. $ sudo iwlist wlan0 modu wlan0 unknown modulation information. $ sudo iwlist wlan0 channel wlan0 13 channels in total; available frequencies : Channel 01 : 2.412 GHz Channel 02 : 2.417 GHz Channel 03 : 2.422 GHz Channel 04 : 2.427 GHz Channel 05 : 2.432 GHz Channel 06 : 2.437 GHz Channel 07 : 2.442 GHz Channel 08 : 2.447 GHz Channel 09 : 2.452 GHz Channel 10 : 2.457 GHz Channel 11 : 2.462 GHz Channel 12 : 2.467 GHz Channel 13 : 2.472 GHz Current Frequency:2.427 GHz (Channel 4)

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  • NVIDIA 550M Drivers

    - by DOOM
    First to say, I am newbie, to the linux world and in situation where i have to get used to using ubuntu. My system is: i7-2630QM 8GB Ram with 750GB HD + NVIDIa 550M (1GB) Since i was facing problems with wubi - "slow Ubuntu", i installed it on a separate partition, of 80GB (10GB Swap, 40GB HOME, 30GB ROOT). The system was running fine, before I started using some "CFD" (Graphics Dependent) application. I needed to use "paraview" a graphics software, to design some engineering stuff. Following the installation problems, i installed something called "messa" on my system. The software works but, now my system is "dead-slow". Even with the computer at an idle state, the laptop, is pretty slow, and with huge annoying fan noise. I was tried running some similar applications with windows, and it turns out that its not a hardware, but has to do with the GPU drivers. Following some forums, I installed the "nvidia-current" and now everything is the same. I know, there are many solutions on this forum for nvidia-driver updates, but as you see, nothings working my way. Please someone, tell me what is that I am doing wrong :( This is the output from my terminal for the command lspci | grep 'intel' 00:00.0 Host bridge: Intel Corporation 2nd Generation Core Processor Family DRAM Controller (rev 09) 00:01.0 PCI bridge: Intel Corporation Xeon E3-1200/2nd Generation Core Processor Family PCI Express Root Port (rev 09) 00:02.0 VGA compatible controller: Intel Corporation 2nd Generation Core Processor Family Integrated Graphics Controller (rev 09) 00:16.0 Communication controller: Intel Corporation 6 Series/C200 Series Chipset Family MEI Controller #1 (rev 04) 00:1a.0 USB Controller: Intel Corporation 6 Series/C200 Series Chipset Family USB Enhanced Host Controller #2 (rev 05) 00:1b.0 Audio device: Intel Corporation 6 Series/C200 Series Chipset Family High Definition Audio Controller (rev 05) 00:1c.0 PCI bridge: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 1 (rev b5) 00:1c.1 PCI bridge: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 2 (rev b5) 00:1c.3 PCI bridge: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 4 (rev b5) 00:1c.4 PCI bridge: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 5 (rev b5) 00:1c.5 PCI bridge: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 6 (rev b5) 00:1d.0 USB Controller: Intel Corporation 6 Series/C200 Series Chipset Family USB Enhanced Host Controller #1 (rev 05) 00:1f.0 ISA bridge: Intel Corporation HM67 Express Chipset Family LPC Controller (rev 05) 00:1f.2 SATA controller: Intel Corporation 6 Series/C200 Series Chipset Family 6 port SATA AHCI Controller (rev 05) 00:1f.3 SMBus: Intel Corporation 6 Series/C200 Series Chipset Family SMBus Controller (rev 05) 03:00.0 Network controller: Intel Corporation Centrino Wireless-N 1030 (rev 34)

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  • DBA Best Practices - A Blog Series: Episode 1 - Backups

    - by Argenis
      This blog post is part of the DBA Best Practices series, on which various topics of concern for daily database operations are discussed. Your feedback and comments are very much welcome, so please drop by the comments section and be sure to leave your thoughts on the subject. Morning Coffee When I was a DBA, the first thing I did when I sat down at my desk at work was checking that all backups have completed successfully. It really was more of a ritual, since I had a dual system in place to check for backup completion: 1) the scheduled agent jobs to back up the databases were set to alert the NOC in failure, and 2) I had a script run from a central server every so often to check for any backup failures. Why the redundancy, you might ask. Well, for one I was once bitten by the fact that database mail doesn't work 100% of the time. Potential causes for failure include issues on the SMTP box that relays your server email, firewall problems, DNS issues, etc. And so to be sure that my backups completed fine, I needed to rely on a mechanism other than having the servers do the taking - I needed to interrogate the servers and ask each one if an issue had occurred. This is why I had a script run every so often. Some of you might have monitoring tools in place like Microsoft System Center Operations Manager (SCOM) or similar 3rd party products that would track all these things for you. But at that moment, we had no resort but to write our own Powershell scripts to do it. Now it goes without saying that if you don't have backups in place, you might as well find another career. Your most sacred job as a DBA is to protect the data from a disaster, and only properly safeguarded backups can offer you peace of mind here. "But, we have a cluster...we don't need backups" Sadly I've heard this line more than I would have liked to. You need to understand that a cluster is comprised of shared storage, and that is precisely your single point of failure. A cluster will protect you from an issue at the Operating System level, and also under an outage of any SQL-related service or dependent devices. But it will most definitely NOT protect you against corruption, nor will it protect you against somebody deleting data from a table - accidentally or otherwise. Backup, fine. How often do I take a backup? The answer to this is something you will hear frequently when working with databases: it depends. What does it depend on? For one, you need to understand how much data your business is willing to lose. This is what's called Recovery Point Objective, or RPO. If you don't know how much data your business is willing to lose, you need to have an honest and realistic conversation about data loss expectations with your customers, internal or external. From my experience, their first answer to the question "how much data loss can you withstand?" will be "zero". In that case, you will need to explain how zero data loss is very difficult and very costly to achieve, even in today's computing environments. Do you want to go ahead and take full backups of all your databases every hour, or even every day? Probably not, because of the impact that taking a full backup can have on a system. That's what differential and transaction log backups are for. Have I answered the question of how often to take a backup? No, and I did that on purpose. You need to think about how much time you have to recover from any event that requires you to restore your databases. This is what's called Recovery Time Objective. Again, if you go ask your customer how long of an outage they can withstand, at first you will get a completely unrealistic number - and that will be your starting point for discussing a solution that is cost effective. The point that I'm trying to get across is that you need to have a plan. This plan needs to be practiced, and tested. Like a football playbook, you need to rehearse the moves you'll perform when the time comes. How often is up to you, and the objective is that you feel better about yourself and the steps you need to follow when emergency strikes. A backup is nothing more than an untested restore Backups are files. Files are prone to corruption. Put those two together and realize how you feel about those backups sitting on that network drive. When was the last time you restored any of those? Restoring your backups on another box - that, by the way, doesn't have to match the specs of your production server - will give you two things: 1) peace of mind, because now you know that your backups are good and 2) a place to offload your consistency checks with DBCC CHECKDB or any of the other DBCC commands like CHECKTABLE or CHECKCATALOG. This is a great strategy for VLDBs that cannot withstand the additional load created by the consistency checks. If you choose to offload your consistency checks to another server though, be sure to run DBCC CHECKDB WITH PHYSICALONLY on the production server, and if you're using SQL Server 2008 R2 SP1 CU4 and above, be sure to enable traceflags 2562 and/or 2549, which will speed up the PHYSICALONLY checks further - you can read more about this enhancement here. Back to the "How Often" question for a second. If you have the disk, and the network latency, and the system resources to do so, why not backup the transaction log often? As in, every 5 minutes, or even less than that? There's not much downside to doing it, as you will have to clear the log with a backup sooner than later, lest you risk running out space on your tlog, or even your drive. The one drawback to this approach is that you will have more files to deal with at restore time, and processing each file will add a bit of extra time to the entire process. But it might be worth that time knowing that you minimized the amount of data lost. Again, test your plan to make sure that it matches your particular needs. Where to back up to? Network share? Locally? SAN volume? This is another topic where everybody has a favorite choice. So, I'll stick to mentioning what I like to do and what I consider to be the best practice in this regard. I like to backup to a SAN volume, i.e., a drive that actually lives in the SAN, and can be easily attached to another server in a pinch, saving you valuable time - you wouldn't need to restore files on the network (slow) or pull out drives out a dead server (been there, done that, it’s also slow!). The key is to have a copy of those backup files made quickly, and, if at all possible, to a remote target on a different datacenter - or even the cloud. There are plenty of solutions out there that can help you put such a solution together. That right there is the first step towards a practical Disaster Recovery plan. But there's much more to DR, and that's material for a different blog post in this series.

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  • Wrong statistics in AUX_STATS$ might puzzle the optimizer

    - by Mike Dietrich
    We do recommend the creation of System Statistics for quite a long time. Since Oracle 9i the optimizer works with a CPU and IO cost based model. And in order to give the optimizer some knowledge about the IO subsystem's performance and throughput - once System Statistics are collected - they'll get stored in AUX_STATS$. For this purpose in the old Oracle 9i days some default values had been defined - and you'll still find those defaults in Oracle Database 11g Release 2 in AUX_STATS$. But these old values don't reflect the performance of modern IO systems. So it might be a good best practice post upgrade to create fresh System Statistics if you haven't done this before.  You can collect System Statistics with: exec DBMS_STATS.GATHER_SYSTEM_STATS('start'); and end it later by executing: exec DBMS_STATS.GATHER_SYSTEM_STATS('stop'); You could also run DBMS_STATS.GATHER_SYSTEM_STATS('interval', interval=>N) instead where N is the number of minutes when statistics gathering is stopped automatically. Please make sure you'll do this on a real workload period. It won't make sense to gather these values while the database is in an idle state. You should do this ideally for several hours. It doesn't affect performance in a negative way as the values are anyway collected in V$SYSSTAT and V$SESSTAT. And in case you'd like to delete the stats and revert to the old default values you'd simply execute:exec DBMS_STATS.DELETE_SYSTEM_STATS; The tricky thing in Oracle Database 11.2 - and that's why I'm actually writing this blog post today - is bug9842771. This leads to wrong values in AUX_STATS$ for SREADTIM and MREADTIM by factor 1000 guiding the optimizer sometimes into the totally wrong directon. The workaround is to overwrite these values manually and divide them by 1000. Use the DBMS_STATS.SET_SYSTEM_STATS procedure. See this MOS Note:9842771.8 for the above bug for some further information. This issue is fixed in Oracle Database 11.2.0.3 and above. To get some background information about the statistics collected in please read this section in the Oracle Database 11.2 Performance Tuning Guide. And gathering System Statistics might have some implication if you have mixed workloads - and interacts with DB_FILE_MULTIBLOCK_READ_COUNT. For more information please read section 13.4.1.2.

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  • ZFS for Database Log Files

    - by user12620111
    I've been troubled by drop outs in CPU usage in my application server, characterized by the CPUs suddenly going from close to 90% CPU busy to almost completely CPU idle for a few seconds. Here is an example of a drop out as shown by a snippet of vmstat data taken while the application server is under a heavy workload. # vmstat 1  kthr      memory            page            disk          faults      cpu  r b w   swap  free  re  mf pi po fr de sr s3 s4 s5 s6   in   sy   cs us sy id  1 0 0 130160176 116381952 0 16 0 0 0 0  0  0  0  0  0 207377 117715 203884 70 21 9  12 0 0 130160160 116381936 0 25 0 0 0 0 0  0  0  0  0 200413 117162 197250 70 20 9  11 0 0 130160176 116381920 0 16 0 0 0 0 0  0  1  0  0 203150 119365 200249 72 21 7  8 0 0 130160176 116377808 0 19 0 0 0 0  0  0  0  0  0 169826 96144 165194 56 17 27  0 0 0 130160176 116377800 0 16 0 0 0 0  0  0  0  0  1 10245 9376 9164 2  1 97  0 0 0 130160176 116377792 0 16 0 0 0 0  0  0  0  0  2 15742 12401 14784 4 1 95  0 0 0 130160176 116377776 2 16 0 0 0 0  0  0  1  0  0 19972 17703 19612 6 2 92  14 0 0 130160176 116377696 0 16 0 0 0 0 0  0  0  0  0 202794 116793 199807 71 21 8  9 0 0 130160160 116373584 0 30 0 0 0 0  0  0 18  0  0 203123 117857 198825 69 20 11 This behavior occurred consistently while the application server was processing synthetic transactions: HTTP requests from JMeter running on an external machine. I explored many theories trying to explain the drop outs, including: Unexpected JMeter behavior Network contention Java Garbage Collection Application Server thread pool problems Connection pool problems Database transaction processing Database I/O contention Graphing the CPU %idle led to a breakthrough: Several of the drop outs were 30 seconds apart. With that insight, I went digging through the data again and looking for other outliers that were 30 seconds apart. In the database server statistics, I found spikes in the iostat "asvc_t" (average response time of disk transactions, in milliseconds) for the disk drive that was being used for the database log files. Here is an example:                     extended device statistics     r/s    w/s   kr/s   kw/s wait actv wsvc_t asvc_t  %w  %b device     0.0 2053.6    0.0 8234.3  0.0  0.2    0.0    0.1   0  24 c3t60080E5...F4F6d0s0     0.0 2162.2    0.0 8652.8  0.0  0.3    0.0    0.1   0  28 c3t60080E5...F4F6d0s0     0.0 1102.5    0.0 10012.8  0.0  4.5    0.0    4.1   0  69 c3t60080E5...F4F6d0s0     0.0   74.0    0.0 7920.6  0.0 10.0    0.0  135.1   0 100 c3t60080E5...F4F6d0s0     0.0  568.7    0.0 6674.0  0.0  6.4    0.0   11.2   0  90 c3t60080E5...F4F6d0s0     0.0 1358.0    0.0 5456.0  0.0  0.6    0.0    0.4   0  55 c3t60080E5...F4F6d0s0     0.0 1314.3    0.0 5285.2  0.0  0.7    0.0    0.5   0  70 c3t60080E5...F4F6d0s0 Here is a little more information about my database configuration: The database and application server were running on two different SPARC servers. Storage for the database was on a storage array connected via 8 gigabit Fibre Channel Data storage and log file were on different physical disk drives Reliable low latency I/O is provided by battery backed NVRAM Highly available: Two Fibre Channel links accessed via MPxIO Two Mirrored cache controllers The log file physical disks were mirrored in the storage device Database log files on a ZFS Filesystem with cutting-edge technologies, such as copy-on-write and end-to-end checksumming Why would I be getting service time spikes in my high-end storage? First, I wanted to verify that the database log disk service time spikes aligned with the application server CPU drop outs, and they did: At first, I guessed that the disk service time spikes might be related to flushing the write through cache on the storage device, but I was unable to validate that theory. After searching the WWW for a while, I decided to try using a separate log device: # zpool add ZFS-db-41 log c3t60080E500017D55C000015C150A9F8A7d0 The ZFS log device is configured in a similar manner as described above: two physical disks mirrored in the storage array. This change to the database storage configuration eliminated the application server CPU drop outs: Here is the zpool configuration: # zpool status ZFS-db-41   pool: ZFS-db-41  state: ONLINE  scan: none requested config:         NAME                                     STATE         ZFS-db-41                                ONLINE           c3t60080E5...F4F6d0  ONLINE         logs           c3t60080E5...F8A7d0  ONLINE Now, the I/O spikes look like this:                     extended device statistics                  r/s    w/s   kr/s   kw/s wait actv wsvc_t asvc_t  %w  %b device     0.0 1053.5    0.0 4234.1  0.0  0.8    0.0    0.7   0  75 c3t60080E5...F8A7d0s0                     extended device statistics                  r/s    w/s   kr/s   kw/s wait actv wsvc_t asvc_t  %w  %b device     0.0 1131.8    0.0 4555.3  0.0  0.8    0.0    0.7   0  76 c3t60080E5...F8A7d0s0                     extended device statistics                  r/s    w/s   kr/s   kw/s wait actv wsvc_t asvc_t  %w  %b device     0.0 1167.6    0.0 4682.2  0.0  0.7    0.0    0.6   0  74 c3t60080E5...F8A7d0s0     0.0  162.2    0.0 19153.9  0.0  0.7    0.0    4.2   0  12 c3t60080E5...F4F6d0s0                     extended device statistics                  r/s    w/s   kr/s   kw/s wait actv wsvc_t asvc_t  %w  %b device     0.0 1247.2    0.0 4992.6  0.0  0.7    0.0    0.6   0  71 c3t60080E5...F8A7d0s0     0.0   41.0    0.0   70.0  0.0  0.1    0.0    1.6   0   2 c3t60080E5...F4F6d0s0                     extended device statistics                  r/s    w/s   kr/s   kw/s wait actv wsvc_t asvc_t  %w  %b device     0.0 1241.3    0.0 4989.3  0.0  0.8    0.0    0.6   0  75 c3t60080E5...F8A7d0s0                     extended device statistics                  r/s    w/s   kr/s   kw/s wait actv wsvc_t asvc_t  %w  %b device     0.0 1193.2    0.0 4772.9  0.0  0.7    0.0    0.6   0  71 c3t60080E5...F8A7d0s0 We can see the steady flow of 4k writes to the ZIL device from O_SYNC database log file writes. The spikes are from flushing the transaction group. Like almost all problems that I run into, once I thoroughly understand the problem, I find that other people have documented similar experiences. Thanks to all of you who have documented alternative approaches. Saved for another day: now that the problem is obvious, I should try "zfs:zfs_immediate_write_sz" as recommended in the ZFS Evil Tuning Guide. References: The ZFS Intent Log Solaris ZFS, Synchronous Writes and the ZIL Explained ZFS Evil Tuning Guide: Cache Flushes ZFS Evil Tuning Guide: Tuning ZFS for Database Performance

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  • PASS: SQLRally Thoughts

    - by Bill Graziano
    The PASS Board recently decided that we wouldn’t put another US-based SQLRally on the calendar until we had a chance to review the program. I wanted to provide some of my thinking around this. Keep in mind that this is the opinion of one Board member. The Board committed to complete two SQLRally events to determine if an event modeled between SQL Saturday and the Summit was viable. We’ve completed the two events and now it’s time to step back and review the program. This is my seventh year on the PASS Board. Over that time people have asked me why PASS does certain things. Many, many times my answer has been “Because that’s the way we did it last year”. And I am tired of giving that answer. We need to take a step back and review the US-based SQLRally before we schedule another one. It would be irresponsible for me as a Board member to commit resources to this without validating that what we’re doing makes sense for the organization and our members. I have no doubt that this was a great event for the attendees. We just need to validate it’s the best use of our resources. Please keep in mind that we haven’t cancelled the event. We’ve just said we need to review it before scheduling another one. My opinion is that some fairly serious changes are needed to the model before we consider it again – IF we do it again. I’ve come to that conclusion after speaking with the Dallas organizers, our HQ team, our Marketing team, other Board members (including one of the Orlando organizers), attendees in Orlando and Dallas and visiting other similar events. I should point out that their views aren’t unanimous on nearly any part of this event -- which is one of the reasons I want to take some time and think about this before continuing. I think it’s helpful to look at the original goals of what we were trying to accomplish. Andy Warren wrote these up in August of 2010. My summary of these goals and some thoughts on each one is below. Many of these thoughts revolve around the growth of SQL Saturdays. In the two years since that document was written these events have grown significantly. The largest SQL Saturdays are now over 500 people which mean they are nearly the same size as our recent SQLRally. Our goals included: Geographic diversity. We wanted an event in an area of the country that was away from any given Summit location. I think that’s still a valid goal. But we also have SQL Saturdays all over the country. What does SQLRally bring to this that SQLSaturday doesn’t? Speaker growth. One of the stated goals was to build a “farm club” for speakers. This gives us a way for speakers to work up to speaking at Summit by speaking in front of larger crowds. What does SQLRally bring to this that the larger SQL Saturdays aren’t providing? Pre-Conference speakers is one obvious answer here. Lower price. On a per-day basis, SQLRally is roughly 1/4th the price of the Summit. We wanted a way for people to experience something Summit-like at a lower price point. The challenge is that we are very budget constrained at that lower price point. International Event Model.  (I need to write more about this but I’m out of time.  I’ll cover it in the next installment.) There are a number of things I really like about SQLRally. I love the smaller conferences. They give me a chance to meet more people than at something the size of Summit. I like the two day format. That gives you two evenings to be at social events with people. Seeing someone a second day is a great way to build a bond with that person. That’s more difficult to do at a SQL Saturday. We also need to talk about the financial aspects of the event. Last year generated a small $17,000 profit on revenues of $200,000. Percentage-wise that’s reasonable but on an absolute basis it’s not a huge amount in our budget. We think this year will lose between $30,000 and $50,000 and take roughly 1,000 hours of HQ time. We don’t have detailed financials back yet but that’s our best guess at this point. Part of that was driven by using a convention center instead of a hotel. Until we get detailed financials back we won’t have the full picture around the financial impact. This event also takes time and mindshare from our Marketing team. This may sound like a small thing but please don’t underestimate it. Our original vision for this was something that would take very little time from our Marketing team and just a few mentions in the Connector. It turned out to need more than that. And all those mentions and emails take up space we could use to talk about other events and other programs. Last I wanted to talk about some of the things I’m thinking about. I don’t think it’s as simple as saying if we just fix “X” it all gets better. Is this that much better of an event than SQL Saturdays? What if we gave a few SQL Saturdays some extra resources? When SQL Saturdays were around 250 people that wasn’t as viable. With some of those events over 500 we need to reconsider this. We need to get back to a hotel venue. That will help with cost and networking. Is this the best use of the 1,000 HQ hours that we invested in the event? Is our price-point correct? I’m leaning toward raising our price closer to Summit on a per-day basis. I think this will let us put on a higher quality event and alleviate much of the budget pressure. Should growing speakers be a focus? Having top-line pre-conference speakers helps market the event. It will also have an impact on pricing and overall profit. We should also ask if it actually does grow speakers. How many of these people will eventually register for Summit? Attend chapters? Is SQLRally a driver into PASS or is it something that chapters, etc. drive people to? Should we have one paid day and one free instead of two paid days? This is a very interesting model that is used by SQLBits in the UK. This gives you the two day aspect as well as offering options for paid and free attendees. I’m very intrigued by this. Should we focus on a topic? Buried in the minutes is a discussion of whether PASS should have a Business Analytics conference separate from Summit. This is an interesting question to consider. Would making SQLRally be focused on a particular topic make it more attractive? Would that even be a SQLRally? Can PASS effectively manage the two events? (FYI - Probably not.) Would it help differentiate it from Summit and SQL Saturday? These are all questions that I think should be asked and answered before we do this event again. And we can’t do that if we don’t take time to have the discussion. I wanted to get this published before I take off for a few days of vacation. When I get back I’d like to write more about why the international events are different and talk about where we go from here.

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  • 12.04 Unity 3D 80% CPU load with Compiz

    - by user39288
    EDIT : I have been able to to determine that the problem is not compiz, but is actually Xorg. I don't know why, but by quickly maximizing terminal and taking a screenshot with top running before the problem went away I am able to see xorg takes up 72% of cpu, with bamfdaemon taking up 18%, and compiz taking up 14%. Seems the nvidia drivers are to blame, will play more with settings and perhaps do a clean nvidia-current install to try to fix the problem. Having a very annoying problem with high CPU usage. Running 12.04 with latest drivers and nvidia-current installed. Have not had any issues for days, now I have a strange problem. Unity 3d runs great most of the time, 1-2% CPU usage with only transmission running in background. Windows open and close smoothly. However,no matter what programs are open, if I minimize all open programs to the unity bar on the left, my CPU jumps to about 80% and slows down all maximize and minimize effects. Mouse movement stays smooth the whole time, but unity becomes unresponsive for up to 30 seconds at times. Hitting alt + tab to bring up even a single window fixes the problem. The window I bring back up doesn't even have to be maximized to solve the problem. Hitting the super button to bring up the dash makes CPU drop back to idle until I close it, then high CPU usage resumes. Believe the problem is compiz, but even just having only terminal running "top", I have to minimize it to the tray for the problem to show, so I can't see the problem process. I can only tell about the high CPU usage using indicator-sysmonitor. Even tried quitting the indicator, but I can still tell very poor performance with all applications when minimized. Reset compiz back to defaults, tried going to the post-release update nvidia drivers, played with vsync settings in both the nvidia settings and compiz. Even forced refresh rate, but cannot solve the problem. The problem does NOT occur in Unity 2D. Specs are core 2 duo 2.0ghz, 4GB ddr2 ram, 2x 320's HDD in RAID 0, and Nvidia GTX 260M graphics card.

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