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• General Availability of Oracle E-Business Suite Plug-in 12.1.0.1.0

  - by user810030

  We are pleased to announce the General Availability of Oracle E-Business Suite Plug-in 12.1.0.1.0, an integral part of Application Management Suite for Oracle E-Business Suite. The combination of Enterprise Manager 12c Cloud Control and the Application Management Suite combines functionality that was available in the standalone Application Management Pack for Oracle E-Business Suite and Application Change Management Pack for Oracle E-Business Suite with Oracle’s Real User Experience Insight product and the Configuration & Compliance capabilities to provide the most complete solution for managing Oracle E-Business Suite applications. The features that were available in the standalone management packs are now packaged into the Oracle E-Business Suite Plug-in, which is now fully certified with Oracle Enterprise Manager 12c Cloud Control. This latest plug-in extends Cloud Control with E-Business Suite specific system management capabilities and features enhanced change management support. This new release offers the following key enhancements: General: Oracle Enterprise Manager 12c Base Platform uptake: All components of the management suite are certified with Oracle Enterprise Manager 12c Cloud Control. Security: Privilege Delegation: The Oracle E-Business Suite Plug-in now extends Enterprise Manager’s privilege delegation through Sudo and PowerBroker to Oracle E-Business Suite Plug-in host targets.  Privileges and Roles for Managing Oracle E-Business Suite: This release includes new ready-to-use target and resource privileges to monitor, manage, and perform Change Management functionality.  Cloning: Named Credentials Uptake in Cloning: The Clone module transactions now let users leverage the Named Credential feature introduced in Enterprise Manager 12c, thereby passing all the benefits of Named Credentials features in Enterprise Manager to the Oracle E-Business Suite Plug-in users.  Smart Clone improvements: The new and improved Smart Clone UI supports the adding of "pre and post" custom steps to a copy of the ready-to-use cloning deployment procedure. Now a user can pass parameters to the custom steps through the interview screen of the UI as well as pass ready-to-use parameters to the custom steps.  Change Management Enhancements Application Management Suite for Oracle E-Business Suite provides a centralized view to monitor and orchestrate changes (both functional and technical) across multiple Oracle E-Business Suite systems. In this latest release, it provides even more control and flexibility in managing Oracle E-Business Suite changes. Customization Manager: Support for longer file names: Customization Manager now handles file names up to thirty characters in length.  Patch Manager: Queuing of Patch Manager Runs: This feature allows patch runs to queue up if Patch Manager detects a specific target is in a blackout state.  Multi-node system patching: The patch run interview has been enhanced to allow Enterprise Manager Administrator to choose which nodes adpatch will run on.  New AD Administration Options: The patch run interview has been extended to include AD Administration Options "Relink Application Programs", "Generate Product Jars Files", "Generate Report Files", and "Generate Form Files".  Release Technical Details Product documentation for the plug-in is available on My Oracle Support as note 1434392.1.  The Oracle E-Business Suite Plug-in can be accessed in one of the following ways:  Fresh install  Enterprise Manager Store  Oracle Software Delivery Cloud Upgrades  Oracle Technology Network Please refer to the Application Management Pack for Oracle E-Business Suite Guide for further details.  Related Software Component Oracle Real User Experience Insight 12.1.0.0.1  Product documentation is available on Oracle Technology Network in the "Oracle Enterprise Manager 12c Release 1 (12.1) Documentation" set under the "Associated Document" tab. (http://docs.oracle.com/cd/E26370_01/index.htm)  Product may be downloaded individually from Oracle Technology Network software download page for Oracle Enterprise Manager under "Additional Enterprise Manager Downloads." (http://www.oracle.com/technetwork/oem/grid-control/downloads/index.html)  Product may also be downloaded individually from the Oracle Software Delivery Cloud. Select "Oracle Enterprise Manager" product pack, "Oracle Real User Experience Insight 12c Release 1 Media Pack for x8  Collateral Can be accessed on the Application Management Page on Oracle Technology Network

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• JCP Awards 10 Year Retrospective

  - by Heather VanCura

  As we celebrate 10 years of JCP Program Award recognition in 2012,  take a look back in the Retrospective article covering the history of the JCP awards.  Most recently, the JCP awards were  celebrated at JavaOne Latin America in Brazil, where SouJava was presented the JCP Member of the Year Award for 2012 (won jointly with the London Java Community) for their contributions and launch of the Global Adopt-a-JSR Program. This is also a good time to honor the JCP Award Nominees and Winners who have been designated as Star Spec Leads.  Spec Leads are key to the Java Community Process (JCP) program. Without them, none of the Java Specification Requests (JSRs) would have begun, much less completed and become implemented in shipping products.  Nominations for 2012 Start Spec Leads are now open until 31 December. The Star Spec Lead program recognizes Spec Leads who have repeatedly proven their merit by producing high quality specifications, establishing best practices, and mentoring others. The point of such honor is to endorse the good work that they do, showcase their methods for other Spec Leads to emulate, and motivate other JCP program members and participants to get involved in the JCP program. Ed Burns – A Star Spec Lead for 2009, Ed first got involved with the JCP program when he became co-Spec Lead of JSR 127, JavaServer Faces (JSF), a role he has continued through JSF 1.2 and now JSF 2.0, which is JSR 314. Linda DeMichiel – Linda thus involved in the JCP program from its very early days. She has been the Spec Lead on at least three JSRs and an EC member for another three. She holds a Ph.D. in Computer Science from Stanford University. Gavin King – Nominated as a JCP Outstanding Spec Lead for 2010, for his work with JSR 299. His endorsement said, “He was not only able to work through disputes and objections to the evolving programming model, but he resolved them into solutions that were more technically sound, and which gained support of its pundits.” Mike Milikich –  Nominated for his work on Java Micro Edition (ME) standards, implementations, tools, and Technology Compatibility Kits (TCKs), Mike was a 2009 Star Spec Lead for JSR 271, Mobile Information Device Profile 3. David Nuescheler – Serving as the CTO for Day Software, acquired by Adobe Systems, David has been a key player in the growth of the company’s global content management solution. In 2002, he became Spec Lead for JSR 170, Content Repository for Java Technology API, continuing for the subsequent version, JSR 283. Bill Shannon – A well-respected name in the Java community, Bill came to Oracle from Sun as a Distinguished Engineer and is still performing at full speed as Spec Lead for JSR 342, Java EE 7,  as an alternate EC member, and hands-on problem solver for the Java community as a whole. Jim Van Peursem – Jim holds a PhD in Computer Engineering. He was part of the Motorola team that worked with Sun labs on the Spotless VM that became the KVM. From within Motorola, Jim has been responsible for many aspects of Java technology deployment, from an independent Connected Limited Device Configuration (CLDC) and Mobile Information Device Profile (MIDP) implementations, to handset development, to working with the industry in defining many related standards. Participation in the JCP Program goes well beyond technical proficiency. The JCP Awards Program is an attempt to say “Thank You” to all of the JCP members, Expert Group Members, Spec Leads, and EC members who give their time to contribute to the evolution of Java technology.

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• How to Build Services from Legacy Applications

  - by Chris Falter

  The SOA consultants invaded the executive suite at your company or agency, preached the true religion, and converted the unbelievers. Now by divine imperative you must convert your legacy applications into a suite of reusable services.  But as usual, you lack the time and resources that you need in order to develop the services properly.  So you googled or bing’ed, found this blog post, and began crying in gratitude.  Yes, as the title implies, I am going to reveal my easy, 3-step, works-every-time process for converting silos of legacy applications into the inventory of services your CIO has been dreaming about.  So just close your eyes and count to 3 … now open them … and here it is…. Not. While wishful thinking is too often the coin of the IT realm, even the most naive practitioner knows that converting legacy applications into reusable services requires more than a magic wand.  The reason is simple: if your starting point is your legacy applications, then you will simply be bolting a web service technology layer on top of your legacy API.  And that legacy API is built in the image of the silo applications.  Enter the wide gate of the legacy API, follow the broad path of generating service interfaces from existing code, and you will arrive at the siloed enterprise destruction that you thought you were escaping. The Straight and Narrow Path This past week I had the opportunity to learn how the FBI Criminal Justice Information Systems department has been transitioning from silo applications to a service inventory.  Lafe Hutcheson, IT Specialist in the architecture group and fellow attendee at an SOA Architect Certification Workshop, was my guide.  Lafe has survived the chaos of an SOA initiative, so it is not surprising that he was able to return from a US Army deployment to Kabul, Afghanistan with nary a scratch.  According to Lafe, building their service inventory is a three-phase process: Model a business process.  This requires intense collaboration between the IT and business wings of the organization, of course.  The FBI uses IBM Websphere tools to model the process with BPMN. Identify candidate services to facilitate the business process. Convert the BPMN to an executable BPEL orchestration, model and develop the services, and use a BPEL engine to run the process.  The FBI uses ActiveVOS for orchestration services. The 12 Step Program to End Your Legacy API Addiction Thomas Erl has documented a process for building a web service inventory that is quite similar to the FBI process. Erl’s process adds a technology architecture definition phase, which allows for the technology environment to influence the inventory blueprint.  For example, if you are using an enterprise service bus, you will probably not need to build your own utility services for logging or intermediate routing.  Erl also lists a service-oriented analysis phase that highlights the 12-step process of applying the principles of service orientation to modeling your services.  Erl depicts the modeling of a service inventory as an iterative process: model a business process, define the relevant technology architecture, define the service inventory blueprint, analyze the services, then model another business process, rinse and repeat.  (Astute readers will note that Erl’s diagram, restricted to analysis and modeling process, does not include the implementation phase that concludes the FBI service development methodology.) The service-oriented analysis phase is where you find the 12 steps that will free you from your legacy API addiction. In a nutshell, you identify the steps in the process that need services; identify the different types of services (agnostic entity services, service compositions, and utility services) that are required; apply service-orientation principles; and normalize the inventory into cohesive service models. Rather than discuss each of the 12 steps individually, I will close by simply referring my readers to Erl’s explanation.

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• Do you want to be an ALM Consultant?

  - by Martin Hinshelwood

  Northwest Cadence is looking for our next great consultant! At Northwest Cadence, we have created a work environment that emphasizes excellence, integrity, and out-of-the-box thinking.  Our customers have high expectations (rightfully so) and we wouldn’t have it any other way!   Northwest Cadence has some of the most exciting customers I have ever worked with and even though I have only been here just over a month I have already: Provided training/consulting for 3 government departments Created and taught courseware for delivering Scrum to teams within a high profile multinational company Started presenting Microsoft's ALM Engagement Program  So if you are interested in helping companies build better software more efficiently, then.. Enquire at [email protected] Application Lifecycle Management (ALM) Consultant An ALM Consultant with a minimum of 8 years of relevant experience with Application Lifecycle Management, Visual Studio (including Visual Studio Team System) and software design is needed. Must provide thought leadership on best practices for enterprise architecture, understand the Microsoft technology solution stack, and have a thorough understanding of enterprise application integration. The ALM Practice Lead will play a central role in designing and implementing the overall ALM Practice strategy, including creating, updating, and delivering ALM courseware and consultancy engagements. This person will also provide project support, deliverables, and quality solutions on Visual Studio Team System that exceed client expectations. Engagements will vary and will involve providing expert training, consulting, mentoring, formulating technical strategies and policies and acting as a “trusted advisor” to customers and internal teams. Sound sense of business and technical strategy required. Strong interpersonal skills as well as solid strategic thinking are key. The ideal candidate will be capable of envisioning the solution based on the early client requirements, communicating the vision to both technical and business stakeholders, leading teams through implementation, as well as training, mentoring, and hands-on software development. The ideal candidate will demonstrate successful use of both agile and formal software development methods, enterprise application patterns, and effective leadership on prior projects. Job Requirements Minimum Education: Bachelor’s Degree (computer science, engineering, or math preferred). Locale / Travel: The Practice Lead position requires estimated 50% travel, most of which will be in the Continental US (a valid national Passport must be maintained).  This is a full time position and will be based in the Kirkland office. Preferred Education: Master’s Degree in Information Technology or Software Engineering; Premium Microsoft Certifications on .NET (MCSD) or MCPD or relevant experience; Microsoft Certified Trainer (MCT) or relevant experience. Minimum Experience and Skills: 7+ years experience with business information systems integration or custom business application design and development in a professional technology consulting, corporate MIS or software development environment. Essential Duties & Responsibilities: Provide training, consulting, and mentoring to organizations on topics that include Visual Studio Team System and ALM. Create content, including labs and demonstrations, to be delivered as training classes by Northwest Cadence employees. Lead development teams through the complete ALM and/or Visual Studio Team System solution. Be able to communicate in detail how a solution will integrate into the larger technical problem space for large, complex enterprises. Define technical solution requirements. Provide guidance to the customer and project team with respect to technical feasibility, complexity, and level of effort required to deliver a custom solution. Ensure that the solution is designed, developed and deployed in accordance with the agreed upon development work plan. Create and deliver weekly status reports of training and/or consulting progress. Engagement Responsibilities: · Provide a strong desire to provide thought leadership related to technology and to help grow the business. · Work effectively and professionally with employees at all levels of a customer’s organization. · Have strong verbal and written communication skills. · Have effective presentation, organizational and planning skills. · Have effective interpersonal skills and ability to work in a team environment. Enquire at [email protected]

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• How can I best manage making open source code releases from my company's confidential research code?

  - by DeveloperDon

  My company (let's call them Acme Technology) has a library of approximately one thousand source files that originally came from its Acme Labs research group, incubated in a development group for a couple years, and has more recently been provided to a handful of customers under non-disclosure. Acme is getting ready to release perhaps 75% of the code to the open source community. The other 25% would be released later, but for now, is either not ready for customer use or contains code related to future innovations they need to keep out of the hands of competitors. The code is presently formatted with #ifdefs that permit the same code base to work with the pre-production platforms that will be available to university researchers and a much wider range of commercial customers once it goes to open source, while at the same time being available for experimentation and prototyping and forward compatibility testing with the future platform. Keeping a single code base is considered essential for the economics (and sanity) of my group who would have a tough time maintaining two copies in parallel. Files in our current base look something like this: > // Copyright 2012 (C) Acme Technology, All Rights Reserved. > // Very large, often varied and restrictive copyright license in English and French, > // sometimes also embedded in make files and shell scripts with varied > // comment styles. > > > ... Usual header stuff... > > void initTechnologyLibrary() { > nuiInterface(on); > #ifdef UNDER_RESEARCH > holographicVisualization(on); > #endif > } And we would like to convert them to something like: > // GPL Copyright (C) Acme Technology Labs 2012, Some rights reserved. > // Acme appreciates your interest in its technology, please contact [email protected] > // for technical support, and www.acme.com/emergingTech for updates and RSS feed. > > ... Usual header stuff... > > void initTechnologyLibrary() { > nuiInterface(on); > } Is there a tool, parse library, or popular script that can replace the copyright and strip out not just #ifdefs, but variations like #if defined(UNDER_RESEARCH), etc.? The code is presently in Git and would likely be hosted somewhere that uses Git. Would there be a way to safely link repositories together so we can efficiently reintegrate our improvements with the open source versions? Advice about other pitfalls is welcome.

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• Screen Aspect Ratio

  - by Bill Evjen

  Jeffrey Dean, Pixar Aspect Ratio is very important to home video. What is aspect ratio – the ratio from the height to the width 2.35:1 The image is 2.35 times wide as it is high Pixar uses this for half of our movies This is called a widescreen image When modified to fit your television screen They cut this to fit the box of your screen When a comparison is made huge chunks of picture is missing It is harder to find what is going on when these pieces are missing The whole is greater than the pieces themselves. If you are missing pieces – you are missing the movie The soul and the mood is in the film shots. Cutting it to fit a screen, you are losing 30% of the movie Why different aspect ratios? Film before the 1950s 1.33:1 Academy Standard There were all aspects of images though. There was no standard. Thomas Edison developed projecting images onto a wall/screen He didn’t patent it as he saw no value in it. Then 1.37:1 came about to add a strip of sound This is the same size as a 35mm film Around 1952 – TV comes along NTSC Television followed the Academy Standard (4x3) Once TV came out, movie theater attendance plummets So Film brought forth color to combat this. Also early 3D Also Widescreen was brought forth. Cinema-Scope Studios at the time made movies bigger and bigger There was a Napoleon movie that was actually 4x1 … really wide. 1.85:1 Academy Flat 2.35:1 Anamorphic Scope (aka Panavision/Cinemascope) Almost all movies are made in these two aspect ratios Pixar has done half in one and half in the other Why choose one over the other? Artist choice It is part of the story the director wants to tell Can we preserve the story outside of the theaters? TVs before 1998 – they were very square Now TVs are very wide Historical options Toy Story released as it was and people cut it in a way that wasn’t liked by the studio Pan and Scan is another option Cut and then scan left or right depending on where the action is Frame Height Pixar can go back and animate more picture to account for the bottom/top bars. You end up with more sky and more ground The characters seem to get lost in the picture You lose what the director original intended Re-staging For animated movies, you can move characters around – restage the scene. It is a new completely different version of the film This is the best possible option that Pixar came up with They have stopped doing this really as the demand as pretty much dropped off Why not 1.33 today? There has been an evolution of taste and demands. VHS is a linear item The focus is about portability and not about quality Most was pan and scan and the quality was so bad – but people didn’t notice DVD was introduced in 1996 You could have more content – two versions of the film You could have the widescreen version and the 1.33 version People realized that they are seeing more of the movie with the widescreen High Def Televisions (16x9 monitors) This was introduced in 2005 Blu-ray Disc was introduced in 2006 This is all widescreen You cannot find a square TV anymore TVs are roughly 1.85:1 aspect ratio There is a change in demand Users are used to black bars and are used to widescreen Users are educated now What’s next for in-flight entertainment? High Def IFE Personal Electronic Devices 3D inflight

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• Chalk Talk with John: What Does User Experience Mean to You?

  - by Tanu Sood

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Author: John Brunswick The "Chalk Talk with John" series will explore the practical value of Middleware in the context of two fictional communities, shared through analogies aligned to enterprise technology.  This format offers business stakeholders and IT a common language for understanding the benefits of technology in support of their business initiatives, regardless of their current level of technical knowledge. I will endeavor to showcase an episode highlighting business use cases and how technology plays a role in business on a bi-weekly basis. The debut episode highlights the benefits of user experience capabilities supplied by Portal technologies, by juxtaposing the communities of Middleware Fields and Codeaway Valley with regard to the time and effort their residents spend performing everyday tasks.  This comparison provides insight into the benefits of leveraging a common user experience foundation to support the tasks that our employees, customers and partners engage in on a daily basis with our organizations. Take a look and let me know your thoughts! Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} About me: Hi, I am John Brunswick, an Oracle Enterprise Architect. As an Oracle Enterprise Architect, I focus on the alignment of technical capabilities in support of business vision and objectives, as well as the overall business value of technology.  Before coming to Oracle, I was a Practice Manager within BEA System's Business Interaction Division consulting organization, orchestrating enterprise systems in support of line of business goals. Connect with me on Twitter and visit my site for Oracle Fusion Middleware related tips.

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• Capgemini Global Business Process Management Report

  - by JuergenKress

  Welcome to the Capgemini Global Business Process Management (BPM) Report. This report is an exploration of key trends in BPM as seen by CXOs across a broad selection of sectors and geographies. BPM is perhaps at a tipping point - it’s certainly at an exciting stage in its evolution. As both an engineer and an Operational Research practitioner in my early career, and subsequently as a consultant, I have seen BPM through its development over the last 26 years. BPM has its roots in management practices such as Total Quality Management, Business Process Reengineering & Model Based Development; but the advent of the new generation of sophisticated modelling and process execution technologies has greatly enhanced BPM’s power to truly transform businesses. This has created one of the most rapidly growing and attractive market sectors for both services and technology. We see BPM as a critical management discipline that when executed against clear, cross organizational business objectives, can deliver exceptional value to that organization. However, we also see that the potential for BPM is not well understood. Our decision to conduct this global survey stemmed from discussions with our clients. We sought to gain a better impression of their understanding of BPM, how they measure its value, and how far it is prioritized within their Business and Technology Transformation efforts. This research confirms our belief that BPM needs to be a jointly owned Business and IT discipline. It also demonstrates that it is starting to gain significant traction in the market and investments are starting to pay dividends to the early adopters. At Capgemini we are being asked by our clients to help them simplify and improve their business models and the technology that supports them and we are already seeing BPM become an integral and key part of this proposition. Business Process Management is becoming ever more relevant to both large and small organizations in the current economic climate. At a time when many different market sectors are facing slow revenue growth, customer churn and increased pressures on costs, BPM becomes a critical weapon in the battle for efficiency and effectiveness in processes. Furthermore, in a challenging and changing business environment that is characterized by uncertainty, it allows organizations to adapt, be more agile and fleet of foot. Capgemini is seeing strong demand for BPM services in markets such as the USA, the UK, the Netherlands and France; and there are clear signs of increased interest in other geographies such as, Germany, Sweden, Spain, Italy and Australia. In sector terms, the financial services industry has led the way in BPM adoption over the recent past, driven by increased focus on customer- centricity and regulatory compliance. Other sectors, public sector, utilities, telco, retail and manufacturing are now not only catching up, but are starting o use BPM in new ways to create new business models to serve customers and outsmart the competition. The research findings also show however that this is a complex landscape, and we are not seeing adoption of BPM in a clear and consistent way. This report also looks at some of the barriers to adoption, with organizational silos being a major obstacle. Waters are further muddied by fragmented budgets, lack of clear governance and ownership and internal politics. The objective of our investment in this research project was to shed some light on these elements with a view to assisting organizations to create strategies that avoid or at least mitigate some of these barriers to success. Management of change in such endea vours is a key part in enabling the appropriate alignment of business and technology to support their transformation efforts. I hope that you find this report of benefit in the further adoption of Business Process Management. Get the full report here. SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Facebook Wiki Technorati Tags: Capgemini,bpm report,bpm market,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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• Field Report - Notes from IHRIM Atlanta Event

  - by Natalia Rachelson

  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:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} A guest post by Steve Boese, Director, Talent Strategy, Oracle Recently I had the pleasure to serve as a guest speaker at the IHRIM Atlanta/SE Chapter meeting in Atlanta, Georgia. The focus of my talk was Mobile Technology in Human Resources, and while still a new and developing area, the enormous growth and ubiquitous presence of mobile devices and increasing importance of and demand for constant connectivity in both our personal and professional lives has put planning and developing a mobile HR technology strategy high on many organizations lists of priorities in 2012. Numerous studies have shown that the confluence of ever-rising sales of smartphones and tablets; and the increasing tendency for workers of all kinds to be more mobile and less tied down to traditional, fixed-location workplaces and what now seem like old-fashioned PC-centric and traditional computing environments are driving Human Resources leaders to think about how, where, when, and for whom that the deployment of mobile HR solutions will help them address their business needs, and put information in the hands of those that need it, when they need it, and on their preferred devices. In the session we talked about some of the potential opportunities for mobile HR technologies, from simple workflow-based approval capability, to employee directories and robust employee profiles, to more advanced use cases like internal social networking and location-based mobile recruiting applications. And truly we are just scratching the surface of the potential and the value that all kinds of HR-related mobile technologies will help deliver to enterprises in the coming years. Additionally, it was encouraging to talk with many of the HR leaders in attendance who expressed interest in these kinds of mobile HR technology opportunities, as well as to hear how some of them are already working on developing their own mobile strategies or experimenting with mobile solutions in their workforces. It was a fantastic meeting and I’d like to express my thanks to Kim Bryant, IHRIM Atlanta/SE Board President, the other board members, and also the IHRIM Atlanta Chapter members and attendees at the event. If you are in the Atlanta area and are interested in HR and HR Technology, you can learn more about the programs and services that the Chapter has to offer at their website - http://www.ihrimatlantase.org/. And for people that are interested in what we at Oracle are working on in mobile, you can also sign up to receive the latest updates about the Oracle Fusion Applications tablet solutions, Oracle Fusion Tap, at https://fusiontap.oracle.com/.

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• ARTS Reference Model for Retail

  - by Sanjeev Sharma

  Consider a hypothetical scenario where you have been tasked to set up retail operations for a electronic goods or daily consumables or a luxury brand etc. It is very likely you will be faced with the following questions: What are the essential business capabilities that you must have in place?  What are the essential business activities under-pinning each of the business capabilities, identified in Step 1? What are the set of steps that you need to perform to execute each of the business activities, identified in Step 2? Answers to the above will drive your investments in software and hardware to enable the core retail operations. More importantly, the choices you make in responding to the above questions will several implications in the short-run and in the long-run. In the short-term, you will incur the time and cost of defining your technology requirements, procuring the software/hardware components and getting them up and running. In the long-term, as you grow in operations organically or through M&A, partnerships and franchiser business models  you will invariably need to make more technology investments to manage the greater complexity (scale and scope) of business operations.  "As new software applications, such as time & attendance, labor scheduling, and POS transactions, just to mention a few, are introduced into the store environment, it takes a disproportionate amount of time and effort to integrate them with existing store applications. These integration projects can add up to 50 percent to the time needed to implement a new software application and contribute significantly to the cost of the overall project, particularly if a systems integrator is called in. This has been the reality that all retailers have had to live with over the last two decades. The effect of the environment has not only been to increase costs, but also to limit retailers' ability to implement change and the speed with which they can do so." (excerpt taken from here) Now, one would think a lot of retailers would have already gone through the pain of finding answers to these questions, so why re-invent the wheel? Precisely so, a major effort began almost 17 years ago in the retail industry to make it less expensive and less difficult to deploy new technology in stores and at the retail enterprise level. This effort is called the Association for Retail Technology Standards (ARTS). Without standards such as those defined by ARTS, you would very likely end up experiencing the following: Increased Time and Cost due to resource wastage arising from re-inventing the wheel i.e. re-creating vanilla processes from scratch, and incurring, otherwise avoidable, mistakes and errors by ignoring experience of others Sub-optimal Process Efficiency due to narrow, isolated view of processes thereby ignoring process inter-dependencies i.e. optimizing parts but not the whole, and resulting in lack of transparency and inter-departmental finger-pointing Embracing ARTS standards as a blue-print for establishing or managing or streamlining your retail operations can benefit you in the following ways: Improved Time-to-Market from parity with industry best-practice processes e.g. ARTS, thus avoiding “reinventing the wheel” for common retail processes and focusing more on customizing processes for differentiations, and lowering integration complexity and risk with a standardized vocabulary for exchange between internal and external i.e. partner systems Lower Operating Costs by embracing the ARTS enterprise-wide process reference model for developing and streamlining retail operations holistically instead of a narrow, silo-ed view, and  procuring IT systems in compliance with ARTS thus avoiding IT budget marginalization While parity with industry standards such as ARTS business process model by itself does not create a differentiation, it does however provide a higher starting point for bridging the strategy-execution gap in setting up and improving retail operations.

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• Projective texture and deferred lighting

  - by Vodácek

  In my previous question, I asked whether it is possible to do projective texturing with deferred lighting. Now (more than half a year later) I have a problem with my implementation of the same thing. I am trying to apply this technique in light pass. (my projector doesn't affect albedo). I have this projector View a Projection matrix: Matrix projection = Matrix.CreateOrthographicOffCenter(-halfWidth * Scale, halfWidth * Scale, -halfHeight * Scale, halfHeight * Scale, 1, 100000); Matrix view = Matrix.CreateLookAt(Position, Target, Vector3.Up); Where halfWidth and halfHeight is are half of the texture's width and height, Position is the Projector's position and target is the projector's target. This seems to be ok. I am drawing full screen quad with this shader: float4x4 InvViewProjection; texture2D DepthTexture; texture2D NormalTexture; texture2D ProjectorTexture; float4x4 ProjectorViewProjection; sampler2D depthSampler = sampler_state { texture = <DepthTexture>; minfilter = point; magfilter = point; mipfilter = point; }; sampler2D normalSampler = sampler_state { texture = <NormalTexture>; minfilter = point; magfilter = point; mipfilter = point; }; sampler2D projectorSampler = sampler_state { texture = <ProjectorTexture>; AddressU = Clamp; AddressV = Clamp; }; float viewportWidth; float viewportHeight; // Calculate the 2D screen position of a 3D position float2 postProjToScreen(float4 position) { float2 screenPos = position.xy / position.w; return 0.5f * (float2(screenPos.x, -screenPos.y) + 1); } // Calculate the size of one half of a pixel, to convert // between texels and pixels float2 halfPixel() { return 0.5f / float2(viewportWidth, viewportHeight); } struct VertexShaderInput { float4 Position : POSITION0; }; struct VertexShaderOutput { float4 Position :POSITION0; float4 PositionCopy : TEXCOORD1; }; VertexShaderOutput VertexShaderFunction(VertexShaderInput input) { VertexShaderOutput output; output.Position = input.Position; output.PositionCopy=output.Position; return output; } float4 PixelShaderFunction(VertexShaderOutput input) : COLOR0 { float2 texCoord =postProjToScreen(input.PositionCopy) + halfPixel(); // Extract the depth for this pixel from the depth map float4 depth = tex2D(depthSampler, texCoord); //return float4(depth.r,0,0,1); // Recreate the position with the UV coordinates and depth value float4 position; position.x = texCoord.x * 2 - 1; position.y = (1 - texCoord.y) * 2 - 1; position.z = depth.r; position.w = 1.0f; // Transform position from screen space to world space position = mul(position, InvViewProjection); position.xyz /= position.w; //compute projection float3 projection=tex2D(projectorSampler,postProjToScreen(mul(position,ProjectorViewProjection)) + halfPixel()); return float4(projection,1); } In first part of pixel shader is recovered position from G-buffer (this code I am using in other shaders without any problem) and then is tranformed to projector viewprojection space. Problem is that projection doesn't appear. Here is an image of my situation: The green lines are the rendered projector frustum. Where is my mistake hidden? I am using XNA 4. Thanks for advice and sorry for my English. EDIT: Shader above is working but projection was too small. When I changed the Scale property to a large value (e.g. 100), the projection appears. But when the camera moves toward the projection, the projection expands, as can bee seen on this YouTube video.

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• Make the Time

  - by WonderOfItAll

  Took the little one to the pool tonight for swim lessons. Okay, Okay. They're not really lessons so much as they are "Hey, here's a few bucks, let me rent out a small section of your pool to swim around with my little one" Saw a dad at the pool. Bluetooth on, iPad in hand, and two year old somewhere around there. Saw a mom at the pool. Arguing with her five year old to NOT take a shower after swimming. Bluetooth on, iPad in hand, work laptop open on stadium seats. Her reasoning for not wanting the child to shower "Look, I have to get this stuff to the office by 6:30, we don't have time for you to shower. Let's go" Wait, isn't the whole point of this little experience called Mommy and Me (or, as in my case, Daddy and Me). Wherein Mommy/Daddy is supposed to spend time with little one. Not with the Bluetooth. Not with the work laptop. Dad (yeah, the same dad from earlier), in the pool. Bluetooth off (it's not waterproof or I'm sure he would've had it on), two year old in hand and iPad somewhere put away. Getting frustrated with kid because he won't 'perform' on command. Here's a little exchange Kid: "I don't wanna get in the water" Dad: "Well, we're here for 30 minutes, get in the water" Kid: "No, don't wanna" Dad: "Fine, I'm getting in" and, true to his word, in he goes, off to swim. Kid: Crying Dad: "Well, c'mon" Kid: Walking to stands Dad: Ignoring kid Kid: At stands Dad: Out of pool, drying off. Frustrated. Grabs bag, grabs kid, leaves How sad. It really seems like I am living in a generation of parents who view their children as one big scheduled distraction to another. It's almost like the dad was saying "Look, little 2 year old boy, I have a busy scheduled. Right now my Outlook Calendar tells me that I have 30 mins to spend with you, so, let's go kid: PERFORM because I have the time" Really? Can someone please tell me when the hell this happened? When did spending time with your kid, spending time with your family, spending time with your spouse, etc... become a distraction? I've seen people at work all day Tweeting throughout the day, checked in with Four Square, IM up and running constantly so they can 'stay in touch' only to see these same folks come home and be irritated because their kids or their spouse wants to connect with the. I've seen these very same people leave the house, go to the corner bar/store/you-name-the-place to be 'alone' only to find them there, plugged in, tweeting away, etc, etc, etc I LOVE technology. I love working with technology. But I also know that I am a human being. A person who, by very definition, is a social being. I needed social interactions and contact--and, no, I'm not talking about the Social Graph kind of connections, I'm talking about those interactions which, *GASP* involve eye to eye contact and human contact. A recent study found that the number one complaint of kids is that they feel they have to compete with technology for their parents time and attention. The number one wish from high school kids? That there parents would turn off the computer/tv/cell phone at dinner. This, coming from high school kids. Shouldn't that tell you a whole helluva lot? So, do yourself a favor tomorrow. Plug into technology all day. Throw yourself into it. Be passionate about what you do. When you walk through the door to your family, turn it all off for 30 mins and be there with your loved ones. If you can manage to play Angry Birds, I'm sure you can handle being disconnected for 30 minutes. Make the time

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• New PeopleSoft HCM 9.1 On Demand Standard Edition provides a complete set of IT services at a low, predictable monthly cost

  - by Robbin Velayedam

  At Oracle Open World last month, Oracle announced that we are extending our On Demand offerings with the general availability of PeopleSoft On Demand Standard Edition. Standard Edition represents Oracle’s commitment to providing customers a choice of solutions, technology, and deployment options commensurate with their business needs and future growth. The Standard Edition offering complements the traditional On Demand offerings (Enterprise and Professional Editions) by focusing on a low, predictable monthly cost model that scales with the size of your business.   As part of Oracle's open cloud strategy, customers can freely move PeopleSoft licensed applications between on premise and the various  on demand options as business needs arise.    In today’s business climate, aggressive and creative business objectives demand more of IT organizations. They are expected to provide technology-based solutions to streamline business processes, enable online collaboration and multi-tasking, facilitate data mining and storage, and enhance worker productivity. As IT budgets remain tight in a recovering economy, the challenge becomes how to meet these demands with limited time and resources. One way is to eliminate the variable costs of projects so that your team can focus on the high priority functions and better predict funding and resource needs two to three years out. Variable costs and changing priorities can derail the best laid project and capacity plans. The prime culprits of variable costs in any IT organization include disaster recovery, security breaches, technical support, and changes in business growth and priorities. Customers have an immediate need for solutions that are cheaper, predictable in cost, and flexible enough for long-term growth or capacity changes. The Standard Edition deployment option fulfills that need by allowing customers to take full advantage of the rich business functionality that is inherent to PeopleSoft HCM, while delegating all application management responsibility – such as future upgrades and product updates – to Oracle technology experts, at an affordable and expected price. Standard Edition provides the advantages of the secure Oracle On Demand hosted environment, the complete set of PeopleSoft HCM configurable business processes, and timely management of regular updates and enhancements to the application functionality and underlying technology. Standard Edition has a convenient monthly fee that is scalable by number of employees, which helps align the customer’s overall cost of ownership with its size and anticipated growth and business needs. In addition to providing PeopleSoft HCM applications' world class business functionality and Oracle On Demand's embassy-grade security, Oracle’s hosted solution distinguishes itself from competitors by offering customers the ability to transition between different deployment and service models at any point in the application ownership lifecycle. As our customers’ business and economic climates change, they are free to transition their applications back to on-premise at any time. HCM On Demand Standard Edition is based on configurability options rather than customizations, requiring no additional code to develop or maintain. This keeps the cost of ownership low and time to production less than a month on average. Oracle On Demand offers the highest standard of security and performance by leveraging a state-of-the-art data center with dedicated databases, servers, and secured URL all within a private cloud. Customers will not share databases, environments, platforms, or access portals with other customers because we value how mission critical your data are to your business. Oracle’s On Demand also provides a full breadth of disaster recovery services to provide customers the peace of mind that their data are secure and that backup operations are in place to keep their businesses up and running in the case of an emergency. Currently we have over 50 PeopleSoft customers delegating us with the management of their applications through Oracle On Demand. If you are a customer interested in learning more about the PeopleSoft HCM 9.1 Standard Edition and how it can help your organization minimize your variable IT costs and free up your resources to work on other business initiatives, contact Oracle or your Account Services Representative today.

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• There are 2 jobs available - which one sounds better all round [closed]

  - by Steve Gates

  I am currently employed at a company where we scrape by each year breaking even, sometimes having a little profit. The development environment is very relaxed and we have a laugh. My colleagues are not interested in improving their knowledge unless they have to, so trying to get them to adopt things like TDD is a non-starter. My development manager is stuck in .Net 2 land and refuses to use things like LINQ. He over complicates architecture and writes very unreadable code, heres an example SortedList<int,<SortedList<int,SortedList<int, MyClass>>>> The MD of the company has no drive and lets the one sales guy bring in the contracts. We are not busy all the time and this allows me time to look at new technology and learn. In terms of using things like TDD, my development manager has no problem with it and can kind of see the purpose of it, he just wont use it himself. This means I am alone in learning new things and am often resorting to StackOverflow to make sure I get things right. The company has a lot of flexibility, I can work from home if needs be and when my daughter was born they let me work from home 1 day a week however they expect this flexibility in return often asking me to travel occasionally on a Friday afternoon for the following week. Sometimes its abroad. We are also pretty much on call 24/5 as we have engineers in various countries. Also we have no testers so most of the testing is done by us developers and some testing by engineers. Either way no-one likes testing! I have been offered a role at a company I worked at 5 years ago. They were quite Victorian in their working practices but it appears to have relaxed now although I suspect still reasonably formal. There is a new team of developers I don't know and they are about to move to new offices. The team lead is a guy that was there when I was and I get the impression he takes his role seriously and likes his formal procedures and documentation. I think some of the Victorian practices may have rubbed off on him. However he did say if things crop up then as long as I can trust the person they can work at home although he prefers people in the office. The team uses SCRUM, TDD and SOLID design principles so they are quite up to date in technology. They are reasonably Microsoft focused. It appears the Technical Director might be the R&D man and research new technology on his own not allowing developers to play with new technology. He possibly might be a super developer and makes all the decisions that no can argue with. They are currently moving to Entity Framework away from NHibernate based on issues that their queries seem to fail sometimes and they feel NHibernate is stagnant. They have analysts and a QA team. The MD is focused and they are an expanding company making profit each year. I'm not sure what the team morale is and whether they have a laugh. When I had a tour around the office they were there in dead silence. I'm really unsure which role is the best for me and going with my gut instinct is useless as I'm not sure what my gut is telling me. Based on the information above which role would you choose and why?

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• Migrating VB6 to HTML5 is not a fiction - Customer success story

  - by Webgui

  All of you VB developers in the present or past would probably find it hard to believe that the old VB code can be migrated and modernized into the latest .NET based HTML5 without having to rewrite the application. But we have been working on such tools for the past couple of years and already have several real world applications that were fully 'transposed' from VB6. The solution is called Instant CloudMove and its main tool is called the TranspositionStudio. It is a unique solution that relies on the concept of transposition. Transposition comes from mathematics and music and refers to exchanging elements while everything else remains the same or moving an element as is from one environment to another. This means that we are taking the source code and put it in a modern technological environment with relatively few adjustments.The concept is based on a set of Mapping Expressions which are basically links between an element in the source environment and one in the target environment that has the same functionality. About 95% of the code is usually mapped out-of-the-box and the rest is handled with easy-to-use mapping tools designed for Visual Studio developers providing them with a familiar environment and concepts for completing the mapping and allowing them to extend and customize existing mapping expressions. The solution is also based on a circular workflow that enables developers to make any changes as required until the result is satisfying.As opposed to existing migration solutions that offer automation are usually a “black box” to the user, the transposition concept enables full visibility, flexibility and control over the code and process at all times allowing to also add/change functionalities or upgrade the UI within the process and tools.This is exactly the case with our customer’s aging VB6 PMS (Property Management System) which needed a technological update as well as a design refresh. The decision was to move the VB6 application which had about 1 million lines of code into the latest web technology. Since the application was initially written 13 years ago and had many upgrades since the code must be very patchy and includes unused sections. As a result, the company Mihshuv Group considered rewriting the entire application in Java since it already had the knowledge. Rewrite would allow starting with a clean slate and designing functionality, database architecture, UI without any constraints. On the other hand, rewrite entitles a long and detailed specification work as well as a thorough QA and this translates into a long project with high risk and costs.So the company looked for a migration solution as an alternative; the research lead to Gizmox and after examining the technology it was decided to perform a hybrid project which would include an automatic transposition of the core of the VB6 application (200,000 lines of code) while they redesigning the UI, adding new functionality, deleting unused code and rewriting about 140 reports with Crystal Reports will be done manually using Visual WebGui development tools.The migration part of the project was completed in 65 days by 3 developers from Mihshuv Group guided by Gizmox migration experts while the rewrite and UI upgrade tasks took about the same. So in only a few months period Mihshuv Group generated an up-to-date product, written in the latest Web technology with modern, friendly UI and improved functionality. Guest selection screen of the original VB6 PMS Guest selection screen on the new web–based PMS Compared to the initial plan to rewrite the entire application in Java, the hybrid migration/rewrite approach taken by Mihshuv Group using Gizmox technology proved as a great decision. In terms of time and cost there were substantial savings; from a project that was priced for at least a year (without taking into account the huge risk and uncertainty) it became a few months project only. More about this and other customer stories can be found here

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• Is Visual Source Safe (The latest Version) really that bad? Why? What's the Best Alternative? Why? [closed]

  - by hanzolo

  Over the years I've constantly heard horror stories, had people say "Real Programmers Dont Use VSS", and so on. BUT, then in the workplace I've worked at two companies, one, a very well known public facing high traffic website, and another high end Financial Services "Web-Based" hosted solution catering to some very large, very well known companies, which is where I currently Reside and everything's working just fine (KNOCK KNOCK!!). I'm constantly interfacing with EXTREMELY Old technology with some of these financial institutions.. OLD LIKE YOU WOULDN'T BELIEVE.. which leads me to the conclusion that if it works "LEAVE IT", and that maybe there's some value in old technology? at least enough value to overrule a rewrite!? right?? Is there something fundamentally flawed with the underlying technology that VSS uses? I have a feeling that if i said "someone said VSS Sucks" they would beg to differ, most likely give me this look like i dont know -ish, and I'd never gain back their respect and my credibility (well, that'll be hard to blow.. lol), BUT, give me an argument that I can take to someone whose been coding for 30 years, that builds Platforms that leverage current technology (.NET 3.5 / SQL 2008 R2 ), write's their own ORM with scaffolding and is able to provide a quality platform that supports thousands of concurrent users on a multi-tenant hosted solution, and does not agree with any benefits from having Source Control Integrated, and yet uses the Infamous Visual Source Safe. I have extensive experience with TFS up to 2010, and honestly I think it's great when a team (beyond developers) can embrace it. I've worked side by side with someone whose a die hard SVN'r and from a purist standpoint, I see the beauty in it (I need a bit more, out of my SS, but it surely suffices). So, why are such smarties not running away from Visual Source Safe? surely if it was so bad, it would've have been realized by now, and I would not be sitting here with this simple old, Check In, Check Out, Version Resistant, Label Intensive system. But here I am... I would love to drop an argument that would be the end all argument, but if it's a matter of opinion and personal experience, there seems to be too much leeway for keeping VSS. UPDATE: I guess the best case is to have the VSS supporters check other people's experiences and draw from that until we (please no) experience the breaking factor ourselves. Until then, i wont be engaging in a discussion to migrate off of VSS.. UPDATE 11-2012: So i was able to convince everyone at my work place that since MS is sun downing Visual Source Safe it might be time to migrate over to TFS. I was able to convince them and have recently upgraded our team to Visual Studio 2012 and TFS 2012. The migration was fairly painless, had to run analyze.exe which found a bunch of errors (not sure they'll ever affect the project) and then manually run the VSSConverter.exe. Again, painless, except it took 16 hours to migrate 5 years worth of everything.. and now we're on TFS.. much more integrated.. much more cooler.. so all in all, VSS served it's purpose for years without hick-up. There were no horror stories and Visual Source Save as source control worked just fine. so to all the nay sayers (me included). there's nothing wrong with using VSS. i wouldnt start a new project with it, and i would definitely consider migrating to TFS. (it's really not super difficult and a new "wizard" type converter is due out any day now so migrating should be painless). But from my experience, it worked just fine and got the job done.

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• Merge method in MergeSort Algorithm .

  - by Tony

  I've seen many mergeSort implementations .Here is the version in Data Structures and Algorithms in Java (2nd Edition) by Robert Lafore : private void recMergeSort(long[] workSpace, int lowerBound,int upperBound) { if(lowerBound == upperBound) // if range is 1, return; // no use sorting else { // find midpoint int mid = (lowerBound+upperBound) / 2; // sort low half recMergeSort(workSpace, lowerBound, mid); // sort high half recMergeSort(workSpace, mid+1, upperBound); // merge them merge(workSpace, lowerBound, mid+1, upperBound); } // end else } // end recMergeSort() private void merge(long[] workSpace, int lowPtr, int highPtr, int upperBound) { int j = 0; // workspace index int lowerBound = lowPtr; int mid = highPtr-1; int n = upperBound-lowerBound+1; // # of items while(lowPtr <= mid && highPtr <= upperBound) if( theArray[lowPtr] < theArray[highPtr] ) workSpace[j++] = theArray[lowPtr++]; else workSpace[j++] = theArray[highPtr++]; while(lowPtr <= mid) workSpace[j++] = theArray[lowPtr++]; while(highPtr <= upperBound) workSpace[j++] = theArray[highPtr++]; for(j=0; j<n; j++) theArray[lowerBound+j] = workSpace[j]; } // end merge() One interesting thing about merge method is that , almost all the implementations didn't pass the lowerBound parameter to merge method . lowerBound is calculated in the merge . This is strange , since lowerPtr = mid + 1 ; lowerBound = lowerPtr -1 ; that means lowerBound = mid ; Why the author didn't pass mid to merge like merge(workSpace, lowerBound,mid, mid+1, upperBound); ? I think there must be a reason , otherwise I can't understand why an algorithm older than half a center ,and have all coincident in the such little detail.

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• Arrrg! MovieClip object refuses to moved in any rational way in as3?

  - by Aaron H.

  I have a MovieClip object, which is exported for actionscript (AS3) in an .swc file. When I place an instance of the clip on the stage without any modifications, it appears in the upper left corner, about half off stage (i.e. only the lower right quadrant of the object is visible). I understand that this is because the clip has a registration point which is not the upper left corner. If you call getBounds() on the movieclip you can get the bounds of the clip (presumably from the "point" that it's aligned on) which looks something like (left: -303, top: -100, right: 303, bottom: 100), you can subtract the left and top values from the clip x and y: clip.x -= bounds.left; clip.y -= bounds.top; This seems to properly align the clip fully on stage with the top left of the clip squarely in the corner of the stage. But! Following that logic doesn't seem to work when aligning it on the center of the stage! clip.x = (stage.stageWidth / 2); etc... This creates the crazy parallel universe where the clip is now down in the lower right corner of the stage. The only clue I have is that looking at: clip.transform.matrix and clip.transform.concatenatedMatrix matrix has a tx value of 748 (half of stage height) ty value of 426 (Half of stage height) concatenatedMatrix has a tx value of 1699.5 and ty value of 967.75 That's also obviously where the movieclip is getting positioned, but why? Where is this additional translation coming from?

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• error C2109: subscript requires array or pointer type

  - by numerical25

  I am trying to debug some homework but I am having trouble with these lines of code #include "stdafx.h" #include<conio.h> #include<iostream> #include<string> using namespace std; int main() { char word; cout << "Enter a word and I will tell you whether it is" << endl << "in the first or last half of the alphabet." << endl << "Please begin the word with a lowercase letter. --> "; cin >> word; if(word[0] >= 'm') cout << word << " is in the first half of the alphabet" << endl; else cout << word << " is in the last half of the alphabet" << endl; return 0; } I get the following error and I have no clue what its sayings error C2109: subscript requires array or pointer type

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• jQuery "Autcomplete" plugin is messing up the order of my data

  - by Max Williams

  I'm using Jorn Zaefferer's Autocomplete plugin on a couple of different pages. In both instances, the order of displayed strings is a little bit messed up. Example 1: array of strings: basically they are in alphabetical order except for General Knowledge which has been pushed to the top: General Knowledge,Art and Design,Business Studies,Citizenship,Design and Technology,English,Geography,History,ICT,Mathematics,MFL French,MFL German,MFL Spanish,Music,Physical Education,PSHE,Religious Education,Science,Something Else Displayed strings: General Knowledge,Geography,Art and Design,Business Studies,Citizenship,Design and Technology,English,History,ICT,Mathematics,MFL French,MFL German,MFL Spanish,Music,Physical Education,PSHE,Religious Education,Science,Something Else Note that Geography has been pushed to be the second item, after General Knowledge. The rest are all fine. Example 2: array of strings: as above but with Cross-curricular instead of General Knowledge. Cross-curricular,Art and Design,Business Studies,Citizenship,Design and Technology,English,Geography,History,ICT,Mathematics,MFL French,MFL German,MFL Spanish,Music,Physical Education,PSHE,Religious Education,Science,Something Else Displayed strings: Cross-curricular,Citizenship,Art and Design,Business Studies,Design and Technology,English,Geography,History,ICT,Mathematics,MFL French,MFL German,MFL Spanish,Music,Physical Education,PSHE,Religious Education,Science,Something Else Here, Citizenship has been pushed to the number 2 position. I've experimented a little, and it seems like there's a bug saying "put things that start with the same letter as the first item after the first item and leave the rest alone". Kind of mystifying. I've tried a bit of debugging by triggering alerts inside the autocomplete plugin code but everywhere i can see, it's using the correct order. it seems to be just when its rendered out that it goes wrong. Any ideas anyone? max

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• How to prevent external translation of a movieclip object on stage in AS3?

  - by Aaron H.

  I have a MovieClip object, which is exported for actionscript (AS3) in an .swc file. When I place an instance of the clip on the stage without any modifications, it appears in the upper left corner, about half off stage (i.e. only the lower right quadrant of the object is visible). I understand that this is because the clip has a registration point which is not the upper left corner. If you call getBounds() on the movieclip you can get the bounds of the clip (presumably from the "point" that it's aligned on) which looks something like (left: -303, top: -100, right: 303, bottom: 100), you can subtract the left and top values from the clip x and y: clip.x -= bounds.left; clip.y -= bounds.top; This seems to properly align the clip fully on stage with the top left of the clip squarely in the corner of the stage. But! Following that logic doesn't seem to work when aligning it on the center of the stage! clip.x = (stage.stageWidth / 2); etc... This creates the crazy parallel universe where the clip is now down in the lower right corner of the stage. The only clue I have is that looking at: clip.transform.matrix and clip.transform.concatenatedMatrix matrix has a tx value of 748 (half of stage height) ty value of 426 (Half of stage height) concatenatedMatrix has a tx value of 1699.5 and ty value of 967.75 That's also obviously where the movieclip is getting positioned, but why? Where is this additional translation coming from?

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• Are there solutions for streamlining the update of legacy code in multiple places?

  - by ccomet

  I'm working in some old code which was originally designed for handling two different kinds of files. I was recently tasked with adding a new kind of file to this code. Most of my problems were solved by filling out an extensive XML file with a new entry that handled everything from what lists were named to how the file is written in plural lower case. But this ended up being insufficient, as there were maybe 50 different places in 24 different code files where I had to update hardcoded switch-statements that only branched for the original two file types. Unfortunately there is no consistency in this; there are methods which operate half from the XML file, and half off of hardcode. Some of the files which look like they would operate off of the XML file don't, and some that I would expect that I'd need to update the hardcode don't need it. So the only way to find the majority of these is to run through testing the whole system when only part of it is operational, finding that one step to fix (when I'm lucky that error logging actually tells me what is going on), and then running the whole thing again. This wastes time testing the parts of the code which are already confirmed to work, time better spent testing the new parts I have to add on top of it all. It's a hassle and a half, and to my luck I can expect that I will have to add yet another new kind of file in the near future. Are there any solutions out there which can aid in this kind of endeavour? Something which I can input some parameters of current features, document what points in a whole code project actually need to be updated, and run something nice the next time I need to add a new feature to the code. It needn't even be fully automated, something that'll help me navigate straight to the specific points in everything and maybe even record what kind of parameters need to be loaded. Doubt it matters specifically, but the code is comprised of ASP.NET pages, some ASP.NET controls, hundreds of C# code files, and a handful of additional XML files. It's all currently in a couple big Visual Studio 2008 projects.

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• Optimally place a pie slice in a rectangle.

  - by Lisa

  Given a rectangle (w, h) and a pie slice with start angle and end angle, how can I place the slice optimally in the rectangle so that it fills the room best (from an optical point of view, not mathematically speaking)? I'm currently placing the pie slice's center in the center of the rectangle and use the half of the smaller of both rectangle sides as the radius. This leaves plenty of room for certain configurations. Examples to make clear what I'm after, based on the precondition that the slice is drawn like a unit circle: A start angle of 0 and an end angle of PI would lead to a filled lower half of the rectangle and an empty upper half. A good solution here would be to move the center up by 1/4*h. A start angle of 0 and an end angle of PI/2 would lead to a filled bottom right quarter of the rectangle. A good solution here would be to move the center point to the top left of the rectangle and to set the radius to the smaller of both rectangle sides. This is fairly easy for the cases I've sketched but it becomes complicated when the start and end angles are arbitrary. I am searching for an algorithm which determines center of the slice and radius in a way that fills the rectangle best. Pseudo code would be great since I'm not a big mathematician.

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• javascript watching for variable change via a timer

  - by DA

  I have a slide show where every 10 seconds the next image loads. Once an image loads, it waits 10 seconds (setTimeout) and then calls a function which fades it out, then calls the function again to fade in the next image. It repeats indefinitely. This works. However, at times, I'm going to want to over-ride this "function1 call - pause - function2 call - function1 call" loop outside of this function (for instance, I may click on a slide # and want to jump directly to that slide and cancel the current pause). One solution seems to be to set up a variable, allow other events to change that variable and then in my original function chain, check for any changes before continuing the loop. I have this set up: var ping = 500; var pausetime = 10000; for(i=0; i<=pausetime; i=i+ping){ setTimeout(function(){ console.log(gocheckthevariable()); console.log(i); pseudoIf('the variable is true AND the timer is done then...do the next thing') },i) } The idea is that I'd like to pause for 10 seconds. During this pause, every half second I'll check to see if this should be stopped. The above will write out to the console the following every half second: true 10000 true 10000 true 10000 etc... But what I want/need is this: true 0 true 500 true 1000 etc... The basic problem is that the for loop executes before each of the set timeouts. While I can check the value of the variable every half second, I can't match that against the current loop index. I'm sure this is a common issue, but I'm at a loss what I should actually be searching for.

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• So, I guess I can't use "&&" in the Python if conditional. What should I use in this case? Any help?

  - by Sergio Tapia

  Here's my code: # F. front_back # Consider dividing a string into two halves. # If the length is even, the front and back halves are the same length. # If the length is odd, we'll say that the extra char goes in the front half. # e.g. 'abcde', the front half is 'abc', the back half 'de'. # Given 2 strings, a and b, return a string of the form # a-front + b-front + a-back + b-back def front_back(a, b): # +++your code here+++ if len(a) % 2 == 0 && len(b) % 2 == 0: return a[:(len(a)/2)] + b[:(len(b)/2)] + a[(len(a)/2):] + b[(len(b)/2):] else: #todo! Not yet done. :P return I'm getting an error in the IF conditional. What am I doing wrong? Edit: I meant no arrogance here. Someone edited my question title to make it sound douchy. I was genuinely confused about what to use, didn't think 'and' would be a keyword. Please don't downvote as other newbies might be confused about it as well.

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