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  • About a Class Object

    - by Chicko Bueno
    I have a very basic question about a class object. After the class has been created, we need to create a class object. At this point, I'm a bit confused to make either *object or object. Example: CClass object CClass *object What is the difference both of them? And to access class function i need to use dot '.' and arrow '->'. I know dot and arrow used to access class function, but what is the significant meaning for both dot and arrow?

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  • Game Object Design

    - by oisin
    I'm having a problem with the way I designed my first simple game in C++. I have GameObject (abstract class) and ObjectA which inherits the update() and draw() methods from GameObject. My main loop contains a linked list of GameObject*, and while that list is not empty it cycles through it, calling update on each one. Up until this point, I thought the design was standard(?) and would work. However, when I call update on ObjectA() I run into two problems: ObjectA can die which messes up the list, which in turn throws off the loop in main. ObjectA can spawn more ObjectA's but these are local scope and the update() goes out of scope, creating problems in main's list of GameObjects. I think my design if alright, but I'm having such problems with segmentation faults that there must be something seriously wrong with at least one part of my implementation. If anyone could point out any serious mistakes or simple examples of this being done (or even alternative designs) then I would greatly appreciate it!

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  • Creating Dynamic Objects

    - by Ramesh Durai
    How to dynamically create objects? string[] columnNames = { "EmpName", "EmpID", "PhoneNo" }; List<string[]> columnValues = new List<string[]>(); for (int i = 0; i < 10; i++) { columnValues.Add(new[] { "Ramesh", "12345", "12345" }); } List<Dictionary<string, object>> testData = new List<Dictionary<string, object>>(); foreach (string[] columnValue in columnValues) { Dictionary<string, object> data = new Dictionary<string, object>(); for (int j = 0; j < columnNames.Count(); j++) { data.Add(columnNames[j], columnValues[j]); } testData.Add(data); } Imaginary Class(Class is not available in code): class Employee { string EmpName { get;set; } string EmpID { get;set; } string PhoneNo { get;set; } } Note: Property/column names are dynamic. Now I want to convert the List<Dictionary<string, object>> to a class of type List<object> (i.e) List<Employee>. Is it Possible? Suggestions please.

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  • Classes, methods, and polymorphism in Python

    - by Morlock
    I made a module prototype for building complex timer schedules in python. The classe prototypes permit to have Timer objects, each with their waiting times, Repeat objects that group Timer and other Repeat objects, and a Schedule class, just for holding a whole construction or Timers and Repeat instances. The construction can be as complex as needed and needs to be flexible. Each of these three classes has a .run() method, permitting to go through the whole schedule. Whatever the Class, the .run() method either runs a timer, a repeat group for a certain number of iterations, or a schedule. Is this polymorphism-oriented approach sound or silly? What are other appropriate approaches I should consider to build such a versatile utility that permits to put all building blocks together in as complex a way as desired with simplicity? Thanks! Here is the module code: ##################### ## Importing modules from time import time, sleep ##################### ## Class definitions class Timer: """ Timer object with duration. """ def __init__(self, duration): self.duration = duration def run(self): print "Waiting for %i seconds" % self.duration wait(self.duration) chime() class Repeat: """ Repeat grouped objects for a certain number of repetitions. """ def __init__(self, objects=[], rep=1): self.rep = rep self.objects = objects def run(self): print "Repeating group for %i times" % self.rep for i in xrange(self.rep): for group in self.objects: group.run() class Schedule: """ Groups of timers and repetitions. Maybe redundant with class Repeat. """ def __init__(self, schedule=[]): self.schedule = schedule def run(self): for group in self.schedule: group.run() ######################## ## Function definitions def wait(duration): """ Wait a certain number of seconds. """ time_end = time() + float(duration) #uncoment for minutes# * 60 time_diff = time_end - time() while time_diff > 0: sleep(1) time_diff = time_end - time() def chime(): print "Ding!"

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  • Run unittest in a Class

    - by chrissygormley
    Hello, I have a test suite to perform smoke tests. I have all my script stored in various classes but when I try and run the test suite I can't seem to get it working if it is in a class. The code is below: (a class to call the tests) from alltests import SmokeTests class CallTests(SmokeTests): def integration(self): self.suite() if __name__ == '__main__': run = CallTests() run.integration() And the test suite: class SmokeTests(): def suite(self): #Function stores all the modules to be tested modules_to_test = ('external_sanity', 'internal_sanity') alltests = unittest.TestSuite() for module in map(__import__, modules_to_test): alltests.addTest(unittest.findTestCases(module)) return alltests if __name__ == '__main__': unittest.main(defaultTest='suite') So I can see how to call a normal function defined but I'm finding it difficult calling in the suite. In one of the tests the suite is set up like so: class InternalSanityTestSuite(unittest.TestSuite): # Tests to be tested by test suite def makeInternalSanityTestSuite(): suite = unittest.TestSuite() suite.addTest(TestInternalSanity("BasicInternalSanity")) suite.addTest(TestInternalSanity("VerifyInternalSanityTestFail")) return suite def suite(): return unittest.makeSuite(TestInternalSanity) If I have def suite() inside the class SmokeTests the script executes but the tests don't run but if I remove the class the tests run. I run this as a script and call in variables into the tests. I do not want to have to run the tests by os.system('python tests.py'). I was hoping to call the tests through the class I have like any other function. This need's to be called from a class as the script that I'm calling it from is Object Oriented. If anyone can get the code to be run using Call Tests I would appreciate it alot. Thanks for any help in advance.

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  • Should business objects be able to create their own DTOs?

    - by Sam
    Suppose I have the following class: class Camera { public Camera( double exposure, double brightness, double contrast, RegionOfInterest regionOfInterest) { this.exposure = exposure; this.brightness = brightness; this.contrast = contrast; this.regionOfInterest = regionOfInterest; } public void ConfigureAcquisitionFifo(IAcquisitionFifo acquisitionFifo) { // do stuff to the acquisition FIFO } readonly double exposure; readonly double brightness; readonly double contrast; readonly RegionOfInterest regionOfInterest; } ... and a DTO to transport the camera info across a service boundary (WCF), say, for viewing in a WinForms/WPF/Web app: using System.Runtime.Serialization; [DataContract] public class CameraData { [DataMember] public double Exposure { get; set; } [DataMember] public double Brightness { get; set; } [DataMember] public double Contrast { get; set; } [DataMember] public RegionOfInterestData RegionOfInterest { get; set; } } Now I can add a method to Camera to expose its data: class Camera { // blah blah public CameraData ToData() { var regionOfInterestData = regionOfInterest.ToData(); return new CameraData() { Exposure = exposure, Brightness = brightness, Contrast = contrast, RegionOfInterestData = regionOfInterestData }; } } or, I can create a method that requires a special IReporter to be passed in for the Camera to expose its data to. This removes the dependency on the Contracts layer (Camera no longer has to know about CameraData): class Camera { // beep beep I'm a jeep public void ExposeToReporter(IReporter reporter) { reporter.GetCameraInfo(exposure, brightness, contrast, regionOfInterest); } } So which should I do? I prefer the second, but it requires the IReporter to have a CameraData field (which gets changed by GetCameraInfo()), which feels weird. Also, if there is any even better solution, please share with me! I'm still an object-oriented newb.

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  • Setting objct literal property value via asynchronous callback.

    - by typeof
    I'm creating a self-contained javascript utility object that detects advanced browser features. Ideally, my object would look something like this: Support = { borderRadius : false, // values returned by functions gradient : false, // i am defining dataURI : true }; My current problem deals with some code I'm adapting from Weston Ruter's site which detects dataURI support. It attempts to use javascript to create an image with a dataURI source, and uses onload/onerror callbacks to check the width/height. Since onload is asynchronous, I lose my scope and returning true/false does not assign true/false to my object. Here is my attempt: Support = { ... dataURI : function(prop) { prop = prop; // keeps in closure for callback var data = new Image(); data.onload = data.onerror = function(){ if(this.width != 1 || this.height != 1) { that = false; } that = true; } data.src = "data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///ywAAAAAAQABAAACAUwAOw=="; return -1; }(this) }; I'm executing the anonymous function immediately, passing this (which I hoped was a reference to Support.dataURI), but unfortunately references the window object -- so the value is always -1. I can get it to work by using an externally defined function to assign the value after the Support object is created... but I don't think it's very clean that way. Is there a way for it to be self-contained? Can the object literal's function reference the property it's assigned to?

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  • Function returning a class containing a function returning a class

    - by Scott
    I'm working on an object-oriented Excel add-in to retrieve information from our ERP system's database. Here is an example of a function call: itemDescription = Macola.Item("12345").Description Macola is an instance of a class which takes care of database access. Item() is a function of the Macola class which returns an instance of an ItemMaster class. Description() is a function of the ItemMaster class. This is all working correctly. Items can be be stored in more than one location, so my next step is to do this: quantityOnHand = Macola.Item("12345").Location("A1").QuantityOnHand Location() is a function of the ItemMaster class which returns an instance of the ItemLocation class (well, in theory anyway). QuantityOnHand() is a function of the ItemLocation class. But for some reason, the ItemLocation class is not even being intialized. Public Function Location(inventoryLocation As String) As ItemLocation Set Location = New ItemLocation Location.Item = item_no Location.Code = inventoryLocation End Function In the above sample, the variable item_no is a member variable of the ItemMaster class. Oddly enough, I can successfully instantiate the ItemLocation class outside of the ItemMaster class in a non-class module. Dim test As New ItemLocation test.Item = "12345" test.Code = "A1" quantityOnHand = test.QuantityOnHand Is there some way to make this work the way I want? I'm trying to keep the API as simple as possible. So that it only takes one line of code to retrieve a value.

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  • NHibernate / ORM - Child Update over Web Service

    - by tyndall
    What is the correct way to UPDATE a child object with NHibernate but not have to "awake" the parent object. Lets say you would like to try to avoid this because the parent object is large or expensive to initiate. Lets assume classes are called Author(parent) and Book(child). (still, trying to avoid instantiating Author) Book comes back over a web service as XML. It gets deserialized back into a CLR object. Book has an AuthorId property which allows this to happen. But it also has a Author property. Problem, comes when you try to SaveOrUpdate() Book and the author_id in the database gets wiped out because the Author was null when the object gets deserialized. This seems like this would be a common problem. What is the workaround? Also, if you instantiate the Author and it has a Books property. The book you are trying to update is already one of these books (List<Book>). We have also run into the "a different object with the same identifier value was already associated with the session" problems. What is the standard process to update a child over a web service?

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  • Agile Development

    - by James Oloo Onyango
    Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

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  • With NHibernate, how can I add a child object when updating a parent object?

    - by BMZ
    I have a simple Parent/Child relationship between a Person object and an Address object. The Person object exists in the DB. After doing a Get on the Person, I add a new Address object to the Address sub-object list of the parent, and do some other updates to the Person object. Finally, I do an Update on the Person object. With a SQL trace window, I can see the update to the Person object to the Person table and the Insert of the Address record to the Address table. The issue is that, after the update is performed, the AddressId (primary key on the Address object) is still set to 0, which is what it defaults to when you first initialize the Address object. I have verified that when I do an Add, this value is set correctly. Is this a known issue when trying to add sub-objects as part of an NHibernate UPDATE? Sample code and mapping files are below Thanks <hibernate-mapping xmlns="urn:nhibernate-mapping-2.2"> <class name="BusinessEntities.Wellness.Person,BusinessEntities.Wellness" table="Person" lazy="true" dynamic-insert="true" dynamic-update="false"> <id name="Personid" column="PersonID" type="int"> <generator class="native" /> </id> <version type="binary" generated="always" name="RecordVersion" column="`RecordVersion`"/> <property type="int" not-null="true" name="Customerid" column="`CustomerID`" /> <property type="AnsiString" not-null="true" length="9" name="Ssn" column="`SSN`" /> <property type="AnsiString" not-null="true" length="30" name="FirstName" column="`FirstName`" /> <property type="AnsiString" not-null="true" length="35" name="LastName" column="`LastName`" /> <property type="AnsiString" length="1" name="MiddleInitial" column="`MiddleInitial`" /> <property type="DateTime" name="DateOfBirth" column="`DateOfBirth`" /> <bag name="PersonAddresses" inverse="true" lazy="true" cascade="all"> <key column="PersonID" /> <one-to-many class="BusinessEntities.Wellness.PersonAddress,BusinessEntities.Wellness" / </bag> </class> </hibernate-mapping> <hibernate-mapping xmlns="urn:nhibernate-mapping-2.2"> <class name="BusinessEntities.Wellness.PersonAddress,BusinessEntities.Wellness" table="PersonAddress" lazy="true" dynamic-insert="true" dynamic-update="false"> <id name="PersonAddressId" column="PersonAddressID" type="int"> <generator class="native" /> </id> <version type="binary" generated="always" name="RecordVersion" column="`RecordVersion`" /> <property type="AnsiString" not-null="true" length="1" name="AddressTypeid" column="`AddressTypeID`" /> <property type="AnsiString" not-null="true" length="60" name="AddressLine1" column="`AddressLine1`" /> <property type="AnsiString" length="60" name="AddressLine2" column="`AddressLine2`" /> <property type="AnsiString" length="60" name="City" column="`City`" /> <property type="AnsiString" length="2" name="UsStateId" column="`USStateID`" /> <property type="AnsiString" length="5" name="UsPostalCodeId" column="`USPostalCodeID`" /> <many-to-one name="Person" cascade="none" column="PersonID" /> </class> </hibernate-mapping> Person newPerson = new Person(); newPerson.PersonName = "John Doe"; newPerson.SSN = "111111111"; newPerson.CreatedBy = "RJC"; newPerson.CreatedDate = DateTime.Today; personDao.AddPerson(newPerson); Person updatePerson = personDao.GetPerson(newPerson.PersonId); updatePerson.PersonAddresses = new List<PersonAddress>(); PersonAddress addr = new PersonAddress(); addr.AddressLine1 = "1 Main St"; addr.City = "Boston"; addr.State = "MA"; addr.Zip = "12345"; updatePerson.PersonAddresses.Add(addr); personDao.UpdatePerson(updatePerson); int addressID = updatePerson.PersonAddresses[0].AddressId;

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  • Weird - "The EntityReference object could not be serialized" when serializing from an ASP.NET Web Si

    - by Mikey Cee
    I have an Entity Framework data model. Part of the model is a Customer entity. The web service provides a method to get a customer, and to receive an updated version of this customer to be persisted. To test this, I created a new ASP.NET web Application, (Solution Add New Project ASP.NET Web Application), then added a reference to my service reference using the standard Add Service Reference dialog. I then call the service using the following code: var client = new CustomerServiceClient(); var customer = client.GetCustomerByID(18); // get it customer.LimitDown = 100; // change it client.SaveCustomer(customer); // persist it Everything works as expected. Now, I do exactly the same thing, but this time with as ASP.NET Web Site (Solution Add New Web Site ASP.NET Web Site). I add the reference in a similar fashion and copy and paste the code above into the new site. But now I get the following exception thrown on the 4th line: System.InvalidOperationException The EntityReference object could not be serialized. This type of object cannot be serialized when the RelationshipManager belongs to an entity object that does not implement IEntityWithRelationships. Source Error: Line 2474: Line 2475: public SkyWalkerCustomerService.OperationResult SaveCustomer(SkyWalkerCustomerService.Customer customer) { Line 2476: return base.Channel.SaveCustomer(customer); Line 2477: } Line 2478: } Stack Trace: System.Runtime.Remoting.Proxies.RealProxy.HandleReturnMessage(IMessage reqMsg, IMessage retMsg) +9475203 System.Runtime.Remoting.Proxies.RealProxy.PrivateInvoke(MessageData& msgData, Int32 type) +345 SkyWalkerCustomerService.ICustomerService.SaveCustomer(Customer customer) +0 SkyWalkerCustomerService.CustomerServiceClient.SaveCustomer(Customer customer) in c:\Windows\Microsoft.NET\Framework\v4.0.30128\Temporary ASP.NET Files\testsite2\dd2bcf8d\f95604ff\App_WebReferences.fz4h7x7l.0.cs:2476 _Default.Page_Load(Object sender, EventArgs e) in c:\Users\Mike\Documents\Repositories\UWC\SkyWalker\TestSite2\Default.aspx.cs:17 System.Web.Util.CalliHelper.EventArgFunctionCaller(IntPtr fp, Object o, Object t, EventArgs e) +14 System.Web.Util.CalliEventHandlerDelegateProxy.Callback(Object sender, EventArgs e) +35 System.Web.UI.Control.OnLoad(EventArgs e) +91 System.Web.UI.Control.LoadRecursive() +61 System.Web.UI.Page.ProcessRequestMain(Boolean includeStagesBeforeAsyncPoint, Boolean includeStagesAfterAsyncPoint) +1966 Googling for this error returns very little. Why doesn't this work?

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  • Powershell: Select-Object with additional calculated difference value

    - by David.Chu.ca
    Let me explain my question. I have a daily report about one PC's free space as in text file (sp.txt) like: DateTime FreeSpace(MB) ----- ------------- 03/01/2010 100.43 DateTime FreeSpace(MB) ----- ------------- 03/02/2010 98.31 .... Then I need to use this file as input to generate a report with difference of free space between dates: DateTime FreeSpace(MB) Change ----- ------------- ------ 03/01/2010 100.43 03/02/2010 98.31 2.12 .... Here are some codes I have to get above result without the additional "Change" calculation: Get-Content "C:\report\sp.txt" ` | where {$_.trim().length -gt 0 -and -not ($_ -like "Date*") -and -not ($_ -like "---*")} ` | Select-Object @{Name='DateTime'; expression={[DateTime]::Parse($_.SubString(0, 10).Trim())}}, ` @{Name='FreeSpace(MB)'; expression={$_.SubString(12, 12).Trim()}}, ` | Sort-Object DateTime ` | Select-Object DateTime, 'FreeSpace(MB)' |ft -AutoSize # how to add additional column Change to this Select-Object? My understanding is that Select-Object will return a collection of objects. Here I create this collection from an input text file(parse each line into parts: datetime and freespace(MB)). In order to calculate the difference between dates, I guess that I need to add additional calculated value to the result of the last Select-Object, or pipe the result to another Select-Object with the calculation as additional property or column. In order to do it, I need to get the previous row's FreeSpace value. Not sure if it is possible and how?

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  • Activate COM object using website doesn't work in Windows 2003 server

    - by Tarun
    I have been trying really hard to activate and launch a COM object using an ASP.NET web application. The aspx website has a code-behind file that has a reference to this COM object (which is an actual application - a CAD software). When required, the VB code creates (or launches) the application. The complete set-up works in a Win-XP (32-bit) environment both under debugging using visual studio and when the website is accessed by an outside user (through IIS server in XP). But the same application doesn't get activated when it is hosted onto the Win-2003 (32-bit) IIS server. I get "Object reference not set to an instance of an object" error. The way I have setup in Win-XP was to grant ASP user and Internet guest user permissions to the COM object in the DCOM Config and since the windows firewall is enabled, I add the exe file (associated with the COM object) to the exception list. For the case of Win-2003 server, I add the Network Service permission to the COM object. But the setup doesn't seem to work at all. I am not sure what I am missing and how to get the application to launch. Any help will be greatly appreciated.

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  • Powershell / .Net: Get a reference to an object returned by a method

    - by Dan Menes
    I am teaching myself PowerShell by writing a simple parser. I use the .Net framework class Collections.Stack. I want to modify the object at the top of the stack in place. I know I can pop() the object off, modify it, and then push() it back on, but that strikes me as inelegant. First, I tried this: $stk = new-object Collections.Stack $stk.push( (,'My first value') ) ( $stk.peek() ) += ,'| My second value' Which threw an error: Assignment failed because [System.Collections.Stack] doesn't contain a settable property 'peek()'. At C:\Development\StackOverflow\PowerShell-Stacks\test.ps1:3 char:12 + ( $stk.peek <<<< () ) += ,'| My second value' + CategoryInfo : InvalidOperation: (peek:String) [], RuntimeException + FullyQualifiedErrorId : ParameterizedPropertyAssignmentFailed Next I tried this: $ary = $stk.peek() $ary += ,'| My second value' write-host "Array is: $ary" write-host "Stack top is: $($stk.peek())" Which prevented the error but still didn't do the right thing: Array is: My first value | My second value Stack top is: My first value Clearly, what is getting assigned to $ary is a copy of the object at the top of the stack, so when I the object in $ary, the object at the top of the stack remains unchanged. Finally, I read up on teh [ref] type, and tried this: $ary_ref = [ref]$stk.peek() $ary_ref.value += ,'| My second value' write-host "Referenced array is: $($ary_ref.value)" write-host "Stack top is still: $($stk.peek())" But still no dice: Referenced array is: My first value | My second value Stack top is still: My first value I assume the peek() method returns a reference to the actual object, not the clone. If so, then the reference appears to be being replaced by a clone by PowerShell's expression processing logic. Can somebody tell me if there is a way to do what I want to do? Or do I have to revert to pop() / modify / push()?

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  • iPhone: Get indexPath of Predicate Object

    - by Nic Hubbard
    I am using a predicate to find an object in core data. I can successfully find the object that I want, but I need to also get the indexPath of that object, so that I can push a details view in for that object. Currently I have the following code for getting my object: NSFetchRequest *fetchRequest = [[NSFetchRequest alloc] init]; [fetchRequest setEntity:[NSEntityDescription entityForName:@"Ride" inManagedObjectContext:self.managedObjectContext]]; NSPredicate *predicate = [NSPredicate predicateWithFormat:@"title = %@ AND addressFull = %@", view.annotation.title, view.annotation.subtitle]; [fetchRequest setPredicate:predicate]; NSMutableArray *sortDescriptors = [NSMutableArray array]; [sortDescriptors addObject:[[[NSSortDescriptor alloc] initWithKey:@"title" ascending:YES] autorelease]]; [sortDescriptors addObject:[[[NSSortDescriptor alloc] initWithKey:@"addressFull" ascending:YES] autorelease]]; [fetchRequest setSortDescriptors:sortDescriptors]; [fetchRequest setReturnsObjectsAsFaults:NO]; [fetchRequest setPropertiesToFetch:[NSArray arrayWithObjects:@"title", @"addressFull", nil]]; NSError *error = nil; NSArray *fetchedItems = [self.managedObjectContext executeFetchRequest:fetchRequest error:&error]; // Sohow what record we returned NSLog(@"%@",[fetchedItems objectAtIndex:0]); So, I can correctly get my object into an array. But how do I translate that object into an indexPath?

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  • USE case to Class Diagram - How do I?

    - by 01010011
    Hi, I would like your guidance on how to create classes and their relationships (generalization, association, aggregation and composition) accurately from my USE case diagram (please see below). I am trying to create this class diagram so I can use it to create a simple online PHP application that allows the user to register an account, login and logout, and store, search and retrieve data from a MySQL database. Are my classes correct? Or should I create more classes? And if so, what classes are missing? What relationships should I use when connecting the register, login, logout, search_database and add_to_database to the users? I'm new to design patterns and UML class diagrams but from my understanding, the association relationship relates one object with another object; the aggregation relationship is a special kind of association that allows "a part" to belong to more than one "whole" (e.g. a credit card and its PIN - the PIN class can also be used in a debit card class); and a composition relationship is a special form of aggregation that allows each part to belong to only one whole at a time. I feel like I have left out some classes or something because I just can't seem to find the relationships from my understanding of relationships. Any assistance will be really appreciated. Thanks in advance. USE CASE DIAGRAM CLASS DIAGRAM

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  • How can I improve this design?

    - by klausbyskov
    Let's assume that our system can perform actions, and that an action requires some parameters to do its work. I have defined the following base class for all actions (simplified for your reading pleasure): public abstract class BaseBusinessAction<TActionParameters> : where TActionParameters : IActionParameters { protected BaseBusinessAction(TActionParameters actionParameters) { if (actionParameters == null) throw new ArgumentNullException("actionParameters"); this.Parameters = actionParameters; if (!ParametersAreValid()) throw new ArgumentException("Valid parameters must be supplied", "actionParameters"); } protected TActionParameters Parameters { get; private set; } protected abstract bool ParametersAreValid(); public void CommonMethod() { ... } } Only a concrete implementation of BaseBusinessAction knows how to validate that the parameters passed to it are valid, and therefore the ParametersAreValid is an abstract function. However, I want the base class constructor to enforce that the parameters passed are always valid, so I've added a call to ParametersAreValid to the constructor and I throw an exception when the function returns false. So far so good, right? Well, no. Code analysis is telling me to "not call overridable methods in constructors" which actually makes a lot of sense because when the base class's constructor is called the child class's constructor has not yet been called, and therefore the ParametersAreValid method may not have access to some critical member variable that the child class's constructor would set. So the question is this: How do I improve this design? Do I add a Func<bool, TActionParameters> parameter to the base class constructor? If I did: public class MyAction<MyParameters> { public MyAction(MyParameters actionParameters, bool something) : base(actionParameters, ValidateIt) { this.something = something; } private bool something; public static bool ValidateIt() { return something; } } This would work because ValidateIt is static, but I don't know... Is there a better way? Comments are very welcome.

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  • passing java mail message object from between applications

    - by jezhilvalan
    I'm using java mail api 1.4.1 to obtain new emails. Two classes are being used to obtain emails and then parsing it. "GetMail" class communicates with mail server(Gmail,yahoo etc) and obtains the message object. Then the message object is passed to yet another class "MailFormatter" class, which then parses the message object, obtains the email headers (From,To,Subject etc) and then it parses the Multipart content to obtain the main body and attachments.Since both "Mail getting" and "Mail formatting" process are very resource intensive, these classes are going to be implemented as separate web applications.This application is going to monitor new emails for numerous email ids.If these ("GetMail" and "MailFormatter") are implemented as separate web applications, how can I pass the message object from "GetMail" app to "MailFormatter" app ? Is there a way through which I can persist the obtained message object in a certain location (a location which is common to both "GetMail" and "MailFormatter" applications), so that "GetMail" can persist the message object in that location, and then "MailFormatter" app can read "Message" objects from that location and carry out the parsing process. Message objects cannot be serialized. If they cannot be serialized how can I persist the state of java mail message object? please do help me to resolve this issue.

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  • Converting a pointer for a base class into an inherited class

    - by Shawn B
    Hey, I'm working on a small roguelike game, and for any object/"thing" that is not a part of the map is based off an XEntity class. There are several classes that depend on it, such as XPlayer, XItem, and XMonster. My problem is, that I want to convert a pointer from XEntity to XItem when I know that an object is in item. The sample code I am using to pick up an item is this, it is when a different entity picks up an item it is standing over. void XEntity::PickupItem() { XEntity *Ent = MapList; // Start of a linked list while(true) { if(Ent == NULL) { break; } if(Ent->Flags & ENT_ITEM) { Ent->RemoveEntity(); // Unlink from the map's linked list XItem *Item = Ent // Problem is here, type-safety // Code to link into inventory is here break; } Ent = Ent->MapList; } } My first thought was to create a method in XEntity that returns itself as an XItem pointer, but it creates circular dependencies that are unresolvable. I'm pretty stumped about this one. Any help is greatly appreciated.

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  • Python access an object byref / Need tagging

    - by Aaron C. de Bruyn
    I need to suck data from stdin and create a object. The incoming data is between 5 and 10 lines long. Each line has a process number and either an IP address or a hash. For example: pid=123 ip=192.168.0.1 - some data pid=123 hash=ABCDEF0123 - more data hash=ABCDEF123 - More data ip=192.168.0.1 - even more data I need to put this data into a class like: class MyData(): pid = None hash = None ip = None lines = [] I need to be able to look up the object by IP, HASH, or PID. The tough part is that there are multiple streams of data intermixed coming from stdin. (There could be hundreds or thousands of processes writing data at the same time.) I have regular expressions pulling out the PID, IP, and HASH that I need, but how can I access the object by any of those values? My thought was to do something like this: myarray = {} for each line in sys.stdin.readlines(): if pid and ip: #If we can get a PID out of the line myarray[pid] = MyData().pid = pid #Create a new MyData object, assign the PID, and stick it in myarray accessible by PID. myarray[pid].ip = ip #Add the IP address to the new object myarray[pid].lines.append(data) #Append the data myarray[ip] = myarray[pid] #Take the object by PID and create a key from the IP. <snip>do something similar for pid and hash, hash and ip, etc...</snip> This gives my an array with two keys (a PID and an IP) and they both point to the same object. But on the next iteration of the loop, if I find (for example) an IP and HASH and do: myarray[hash] = myarray[ip] The following is False: myarray[hash] == myarray[ip] Hopefully that was clear. I hate to admit that waaay back in the VB days, I remember being able handle objects byref instead of byval. Is there something similar in Python? Or am I just approaching this wrong?

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  • Receiving generic typed <T> custom objects through remote object in Flex

    - by Aaron
    Is it possible to receive custom generic typed objects through AMF? I'm trying to integrate a flex app with an existing C# service but flex is choking on custom generic typed objects. As far as I can tell Flex doesn't even support generics, but I'd like to be able to even just read in the object and cast its members as necessary. I basically just want flex to ignore the <T>. I'm hopeful that there's a way to do this, since flex doesn't complain about typed collections (a server call returning List works fine and flex converts it to an ArrayCollection just like an un-typed List). Here's a trimmed down example of what's going on for me: The custom C# typed class public class TypeTest<T> { public T value { get; set; } public TypeTest () { } } The server method returning the typeTest public TypeTest<String> doTypeTest() { TypeTest<String> theTester = new TypeTest<String>("grrrr"); return theTester; } The corresponding flex value object: [RemoteClass(alias="API.Model.TypeTest")] public class TypeTest { private var _value:Object; public function get value():Object { return _value; } public function set value(theValue:Object):void { _value = value; } public function TypeTest() { } } and the result handler code: public function doTypeTest(result:TypeTest):void { var theString:String = result.value as String; trace(theString); } When the result handler is called I get the runtime error: TypeError: Error #1034: Type Coercion failed: cannot convert mx.utils::ObjectProxy@11a98041 to com.model.vos.TypeTest. Irritatingly if I change the result handler to take parameter of type Object it works fine. Anyone know how to make this work with the value object? I feel like i'm missing something really obvious.

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  • JPA native query join returns object but dereference throws class cast exception

    - by masato-san
    I'm using JPQL Native query to join table and query result is stored in List<Object[]>. public String getJoinJpqlNativeQuery() { String final SQL_JOIN = "SELECT v1.bitbit, v1.numnum, v1.someTime, t1.username, t1.anotherNum FROM MasatosanTest t1 JOIN MasatoView v1 ON v1.username = t1.username;" System.out.println("get join jpql native query is being called ============================"); EntityManager em = null; List<Object[]> out = null; try { em = EmProvider.getDefaultManager(); Query query = em.createNativeQuery(SQL_JOIN); out = query.getResultList(); System.out.println("return object ==========>" + out); System.out.println(out.get(0)); String one = out.get(0).toString(); //LINE 77 where ClassCastException System.out.println(one); } catch(Exception e) { } finally { if(em != null) { em.close; } } } The problem is System.out.println("return object ==========>" + out); outputs: return object ==========> [[true, 0, 2010-12-21 15:32:53.0, masatosan, 0.020], [false, 0, 2010-12-21 15:32:53.0, koga, 0.213]] System.out.println(out.get(0)) outputs: [true, 0, 2010-12-21 15:32:53.0, masatosan, 0.020] So I assumed that I can assign return value of out.get(0) which should be String: String one = out.get(0).toString(); But I get weird ClassCastException. java.lang.ClassCastException: java.util.Vector cannot be cast to [Ljava.lang.Object; at local.test.jaxrs.MasatosanTestResource.getJoinJpqlNativeQuery (MasatosanTestResource.java:77) So what's really going on? Even Object[] foo = out.get(0); would throw an ClassCastException :(

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  • Simply doing modelType.ToString() isn't sufficient, How can i use it via Activator.CreateInstance?

    - by programmerist
    public class MyController { public object CreateByEnum(DataModelType modeltype) { string enumText = modeltype.ToString(); // will return for example "Company" Type classType = Type.GetType(enumText); // the Type for Company class object t = Activator.CreateInstance(classType); // create an instance of Company class return t; } } public class CompanyView { public static List<Personel> GetPersonel() { MyController controller = new MyController(); _Company company = controller.CreateByEnum(DataModelType.Company) as _Company; return company.GetPersonel(); } } public enum DataModelType { xyz, klm, tucyz, Company } Yes, I agree Activator.CreateInstance() is very useful. Unfortunately, I need to pass in the correct type. That means building the correct string to pass to Type.GetType(). If I trace through the call to Controller.CreatebyEnum() in the code I posted above, simply doing modelType.ToString() isn't sufficient, even for the case of DataModelType.Company. My solution'll be maintenance bottleneck. What would be better is something that takes the results of modelType.ToString() and then recursively searches through all the types found in all the assemblies loaded in the current AppDomain. According to MSDN, Type.GetType() only searches the current calling assembly, and mscorlib.dll. How can i do that? . i need best performance?

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  • What is the best way to store site configuration data?

    - by DaveDev
    I have a question about storing site configuration data. We have a platform for web applications. The idea is that different clients can have their data hosted and displayed on their own site which sits on top of this platform. Each site has a configuration which determines which panels relevant to the client appear on which pages. The system was originally designed to keep all the configuration data for each site in a database. When the site is loaded all the configuration data is loaded into a SiteConfiguration object, and the clients panels are generated based on the content of this object. This works, but I find it very difficult to work with to apply change requests or add new sites because there is so much data to sift through and it's difficult maintain a mental model of the site and its configuration. Recently I've been tasked with developing a subset of some of the sites to be generated as PDF documents for printing. I decided to take a different approach to how I would define the configuration in that instead of storing configuration data in the database, I wrote XML files to contain the data. I find it much easier to work with because instead of reading meaningless rows of data which are related to other meaningless rows of data, I have meaningful documents with semantic, readable information with the relationships defined by visually understandable element nesting. So now with these 2 approaches to storing site configuration data, I'd like to get the opinions of people more experienced in dealing with this issue on dealing with these two approaches. What is the best way of storing site configuration data? Is there a better way than the two ways I outlined here? note: StackOverflow is telling me the question appears to be subjective and is likely to be closed. I'm not trying to be subjective. I'd like to know how best to approach this issue next time and if people with industry experience on this could provide some input.

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