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• SQL SERVER – SSMS 2012 Reset Keyboard Shortcuts to Default

  - by pinaldave

  As a technologist, I love my laptop very much and I do not lend it to anyone as I am usually worried that my settings would be messed up when I get it back from its borrower. Honestly, I love how I have set up my laptop and I enjoy the settings and programs I have placed on my computer. If someone changes things there – it will surely be annoying for me. Recently at one of the conferences I was attending in, a small accident happened – one of the speaker’s hard drives failed. The owner immediately panicked due to this and had no clue what to do. I suggested that he may not be able to show the demos but can still show a few things with the product. He accepted my suggestion and finished the presentation. Good thing everybody looked satisfied. Little did I know that a small accident was waiting for me later that day. When I opened my SQL Server Denali, all my shortcuts were totally out of order. When I hit F5, instead of executing query, it was opening up some debugging screen for me. I was very much annoyed so I decided to surf the Internet for me to know how I could reset it to SQL Server 2012 default shortcut. There were so many different advices which further confused me. After reading 4-5 different methods, I used the following method to reset my SQL Server 2012 keyboard shortcuts: Go to SSMS > Tools >> Import and Export Settings… As I wanted to reset all the settings I selected the “Reset all settings” option, but you can select other options as per your need. I suggest you save your current Settings; however, in my case, I did not like the current option so I just decided to overwrite my settings. Here I have two options –  I can either set my shortcut to SQL Server 2012 settings or Visual Studio 2010. I went ahead with the SQL Server 2012 option. Success! Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: Pinal Dave, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Server Management Studio, SQL Tips and Tricks, T SQL, Technology

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• How to Make Sure Your Company Doesn't Go Underwater If Your Programmers Are Hit by a Bus

  - by Graviton

  I have a few programmers under me, they are all doing very great and very smart obviously. Thank you very much. But the problem is that each and every one of them is responsible for one core area, which no one else on the team have foggiest idea on what it is. This means that if anyone of them is taken out, my company as a business is dead because they aren't replaceable. I'm thinking about bringing in new programmers to cover them, just in case they are hit by a bus, or resign or whatever. But I afraid that The old programmers might actively resist the idea of knowledge transfer, fearing that a backup might reduce their value. I don't have a system to facilitate technology transfer between different developers, so even if I ask them to do it, I've no assurance that they will do it properly. My question is, How to put it to the old programmers in such they would agree What are systems that you use, in order to facilitate this kind of "backup"? I can understand that you can do code review, but is there a simple way to conduct this? I think we are not ready for a full blown, check-in by check-in code review.

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• Project Manager that wants to lock in time estimate with a signed contract

  - by sunpech

  At a previous employment, a project manager (PM) wasn't satisfied with the delivery time of the code on a project I was on. I was told by my project lead that that the PM was considering having me sign a contract to lock-in my time estimates I gave for tasks and delivery dates. The situation on the project was that we were working with new technologies, codebase, coding standards, and very prone-to-change requirements. I was learning new things and applying them the best I could on requirements that kept on changing. The requirements throughout the iterations grew by 2-3 times, with my estimate-to-complete growing by roughly 5-8 times. The only things that didn't change were the estimates and delivery dates. Yes, I did end up missing most deadlines. And I was working on some very new technologies that no one else on the entire development team could really help out on because they wouldn't be familiar with it. At least not easily. It seemed to me then, that the PM wanted his numbers to add up-- and thus wanted me to sign a contract to "ensure" that I would always deliver working code on time. I suppose with a signed contract the PM could use it against me if I couldn't deliver on time. I believe what happened next was that other project managers and/or project leads defended me, and didn't let this happen. My question is, should this raise a red flag about the manager? Is it common practice for a manager to lock-in time estimates of a software developer with a signed contract? Or in this case, try to. Please note, I was a full time employee, not an independent consultant. Update: I want to add that I did give new estimates weekly, but it seems the original estimates and delivery dates were what the PM was fixated on.

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• Thoughts on Nexus in SQL Server PDW

  - by jamiet

  I have been on a SQL Server Parallel Data Warehouse (aka PDW) training course this week and was interested to learn that you can't (yet) use SQL Server Management Studio (SSMS) against PDW, instead they ship a 3rd party tool called Nexus Chameleon. This was a bit of a disappointment at the beginning of the week (I'd prefer parity across SQL Server editions) but actually, having used Nexus for 3 days, I'm rather getting used to it. Some of it is a bit clunky (e.g. everything goes via an ODBC DSN) but once you get into using it its the epitome of "it just works". For example, over the past few years I have come to rely on intellisense in SSMS and have learnt to cope with its nuances. There is no intellisense in Nexus but you know what....I don't really miss it that much. In a sense its a breath of fresh air not having to hope that you've crossed the line into that will it work/won't it work grey area with SSMS intellisense. And I don't end up with writing @@CONNECTIONS instead of FROM anymore (anyone else suffer from this?) :) Moreover, Nexus is a standalone tool. Its not a bunch of features shoehorned into something else (Visual Studio). Another thing I like about Nexus is that you can actually do something with your resultset client-side. Take a look at the screenshots below:   You can see Nexus allows you to group a resultest by a column or set of columns. Nice touch. I know that many people have submitted Connect requests asking for the ability to do similar things in SSMS that would mean we don't have to copy resultsets into Excel (I know I have) - Nexus is a step in that direction. Its refreshing to use a tool that just gets out of the way yet still has some really useful features. How ironic that it gets shipped inside an edition of SQL Server! If I had the option of using Nexus in my day job I suspect that over time I would probably gravitate back to SSMS because as yet I haven’t really stretched Nexus’ capabilities, overall SSMS *does* have more features and up until now I've never really had any objections to it ... but its been an interesting awakening into the nuances that plague SSMS. Anyone else used Nexus? Any thoughts on it? @Jamiet

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• Choosing the right language for the job

  - by Ampt

  I'm currently working for a company on the engineering team of about 5-6 people and have been given the job of heading up the redesign of an embedded system tester. We've decided the general requirements and attributes that would be desirable in the system, and now I have to decide on a language to use for the system, or at the very least come up with a list of languages with pros and cons to present to the team. The general idea of the project is that we currently have a tester written in c++, which was never designed to be a tester, but instead has evolved to be such over the course of 3-4 years due to need. Writing tests for a new product requires modifying the 'framework' and writing code that is completely non-human readable or intuitive due to the way the system was originally designed. Now, we've decided that the time to modify this tester for each new product that we want to test has become too high and want to partially re-write the system so that we can program the actual tests in a scripting language that would then use the modified c++ framework on the back end to test the actual systems. The c++ framework would be responsible for doing all the actual work and the scripting language would just integrate with that to tell the framework what to do. Never having programmed in a scripting language (we program embedded systems), I've run into a wall where I have no experience with any of the languages that we could possibly use, but must somehow give pros and cons of each language so that we can choose the best one for the job. Currently my short list of possibilities includes: Python TCL Lua Perl My question is this: How can a person evaluate a language that he/she has never used before? What criteria are good indicators for a languages potential usability on a project? While helpful suggestions for my particular case are appreciated, I feel that this is a good skill to possess and would like to be able to apply this to many different projects if at all possible

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• LEMP Stack on Ubuntu Server 13.04 not parsing PHP Switch Statement Properly

  - by schester

  On my Ubuntu 12.04 Server LTS on nginx 1.1.19, the following PHP code works properly: switch($_SESSION['user']['permissions']) { case 9: echo "Super Admin Privileges"; break; case 0: echo "Operator Privileges"; break; case 1: echo "Line Leader Privileges"; break; case 2: echo "Supervisor Privileges"; break; case 3: echo "Engineer Privileges"; break; case 4: echo "Manager Privileges"; break; case 5: echo "Administrator Privileges"; break; default: echo "Operator Privileges"; } However, I have a backup server running Ubuntu Server 13.04 on nginx 1.4.1 which has the exact same copy of the script (synced) but instead of breaking on the break; command, it echos the whole php script. The output on the 12.04 Box is similar to this: You are logged in with Super Admin Privileges But on the 13.04 Box, the output is like this: You are logged in logged in with Super Admin Privileges"; break; case 0: echo "Operator Privileges"; break; case 1: echo "Line Leader Privileges"; break; case 2: echo "Supervisor Privileges"; break; case 3: echo "Engineer Privileges"; break; case 4: echo "Manager Privileges"; break; case 5: echo "Administrator Privileges"; break; default: echo "Operator Privileges"; } ?> I have also tried changing the script from switch statement to if statements but same results. Any idea what is wrong?

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• How do I convince my team that a requirements specification is unnecessary if we adopt user-stories?

  - by Nupul

  We are planning to adopt user-stories to capture stakeholder 'intent' in a lightweight fashion rather than a heavy SRS (software requirements specifications). However, it seems that though they understand the value of stories, there is still a desire to 'convert' the stories into an SRS-like language with all the attributes, priorities, input, outputs, source, destination etc. User-stories 'eliminate' the need for a formal SRS like artifact to begin with so what's the point in having an SRS? How should I convince my team (who are all very qualified CS folks by the way - both by education and practice) that the SRS would be 'eliminated' if we adopted user-stories for capturing the functional requirements of the system? (NFRs etc can be captured too, but that's not the intent of the question). So here's my 'work-flow' argument: Capture initial requirements as user-stories and later elaborate them to use-cases (which are required to be documented at a low level i.e. describing interactions with the UI prototypes/mockups and are a deliverable post deployment). Thus going from user-stories to use-cases rather than user-stories to SRS to use-cases. How are you all currently capturing user-stories at your workplace (if at all) and how do you suggest I 'make a case' for absence of SRS in presence of user-stories?

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• Ubuntu won't suspend automatically any more

  - by Sparhawk

  In the last month or so, Ubuntu (12.04) has stopped sleeping automatically. I've gone to System Settings Power, and verified (and toggled) "suspend on inactive for" to 5 minutes (for both battery and "when plugged in"), but the system stays awake. I've also tried used code similar to $ gsettings set org.gnome.settings-daemon.plugins.power sleep-inactive-ac-timeout 300 $ gsettings set org.gnome.settings-daemon.plugins.power sleep-inactive-battery-timeout 300 to set the timeout values. I've also verified these in dconf Editor. Previously, I could set this quite low to make my computer sleep quickly, but now it no longer works either. I'm not sure if this is relevant, but under old versions of Ubuntu, if I wanted my computer to never suspend (via the CLI), I would also have to set $ gsettings set org.gnome.settings-daemon.plugins.power sleep-inactive-ac false At some point, this seemed to have been depreciated (and also gave me the error "No such key 'sleep-inactive-ac'"). I found that it it was enough to set sleep-inactive-ac-timeout to 0. This worked for a while, but at some point auto-suspend stopped working as stated above. Oddly enough, the sleep-inactive-ac key is still present when I look via dconf editor. However, when I click it, it says "no schema", and the summary, etc. fields are blank. To test if the dconf power plugin was working, I tried playing around with other settings in the schema. Idle-dim-time and idle-dim-ac work as expected . However, setting sleep-display-ac to 5 seconds has no effect. I'm also not sure if this is relevant, but I've uninstalled gnome-screensaver, and installed xscreensaver. I have tried killing xscreensaver and re-installing gnome-screensaver, but this did not help. I've also had some trouble with DPMS. I'm not sure if this is related, but I'll put the information here, just in case. Using xscreensaver, I set Power Management to enabled, with standby and suspend timeouts to 10 minutes. I've verified these settings in ~/.xscreensaver and xset q. However, the screen blanks after about 30 seconds. If I turn off DPMS (either via xscreensaver GUI or modifying ~/.xscreensaver), it won't blank at all, so I know that DPMS is partially reading the xscreensaver settings. -- edit I've attempted more troubleshooting, by creating a new user account, then logging out of the main account and into the new account. I've tried modifying the timeouts via dconf, but get the same results as above (i.e. it doesn't work, nor does sleep-display-ac, but idle-dim-time and idle-dim-ac work). Also, the depreciated sleep-display-ac key is not visible, so I think that this is probably unrelated. -- edit I've since moved to gnome-shell instead of unity, and still have this problem, so I guess that it's something to do with gnome-power-manager.

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• Should Professional Development occur on company time?

  - by jshu

  As a first-time part-time software developer at a small consulting company, I'm struggling to organise time to further my own software development knowledge - whether that's reading a book, keeping up with the popular questions on StackOverflow, researching a technology we're using in-depth, or following the front page of Hacker News. I can see results borne from my self-allocated study time, but listing and demonstrating the skills and knowledge gained through Professional Development is difficult. The company does not have any defined PD policy, and there's a lot of pressure to get something deliverable done now! when working for consultants. I've checked what my coworkers do, and they don't appear to allocate any time to self-improvement; they just work at the problems they're given, looking up specific MSDN references, code samples, and the like as they need them. I realise that PD policy is going to vary across companies of different size and culture, and a company like my own is probably a bit of an edge case. I'd love to hear views and experiences from more seasoned developers; especially those who have to make the PD policy choices in their team or company. I'd also like to learn about the more radical approaches to PD, even if they're completely out there; it's always interesting to see what other people are trying. Not quite a summary, but what I'm trying to ask: Is it common or recommended for companies to allocate PD time? Whose responsibility is it to ensure a developer's knowledge and skills are up to date? Should a part-time work schedule inspire a lower ratio of PD time : work? How can a developer show non-developer coworkers that reading blogs and books is net productive? Is reading blogs and books actually net productive? (references welcomed) Is writing blogs effective as a way of PD? (a recent theme on Hacker News) This is sort of a broad question because I don't know exactly which questions I need to ask here, so any thoughts on relevant issues I haven't addressed are very welcome.

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• WebCenter Customer Spotlight: Guizhou Power Grid Company

  - by me

  Author: Peter Reiser - Social Business Evangelist, Oracle WebCenter  Solution SummaryGuizhou Power Grid Company is responsible for power grid planning, construction, management, and power distribution in Guizhou Province, serving 39 million people. Giuzhou has 49,823 employees and an annual revenue of over $5 Billion. The business objectives were to consolidate information contained in disparate systems into a single knowledge repository and provide a safe and efficient way for staff and managers to access, query, share, manage, and store business information. Guizhou Power Grid Company saved more than US$693,000 in storage costs, reduced  average search times from 180 seconds to 5 seconds and solved 80% to 90% of technology and maintenance issues by searching the Oracle WebCenter Content management system. Company OverviewA wholly owned subsidiary of China Southern Power Grid Company Limited, Guizhou Power Grid Company is responsible for power grid planning, construction, management, and power distribution in Guizhou Province, serving 39 million people. Giuzhou has 49,823 employees and an annual revenue of over $5 Billion. Business ChallengesThe business objectives were to consolidate information contained in disparate systems, such as the customer relationship management and power grid management systems, into a single knowledge repository and provide a safe and efficient way for staff and managers to access, query, share, manage, and store business information. Solution DeployedGuizhou Power Grid Company  implemented Oracle WebCenter Content to build a content management system that enabled the secure, integrated management and storage of information, such as documents, records, images, Web content, and digital assets. The content management solution was integrated with the power grid, customer service, maintenance, and other business systems, as well as the corporate Web site. Business Results Saved more than US$693,000 in storage costs and shortened the material distribution time by integrating the knowledge management solution with the power grid, customer service, maintenance, and other business systems, as well as the corporate Web site Enabled staff to search 31,650 documents using catalogs, multidimensional attributes, and knowledge maps, reducing average search times from 180 seconds to 5 seconds and saving approximately 1,539 hours in annual search time Gained comprehensive document management, format transformation, security, and auditing capabilities Enabled users to upload new documents and supervisors to check the accuracy of these documents online, resulting in improved information quality control Solved 80% to 90% of technology and maintenance issues by searching the Oracle content management system for information, ensuring IT staff can respond quickly to users’ technical problems Improved security by using role-based access controls to restrict access to confidential documents and information Supported the efficient classification of corporate knowledge by using Oracle’s metadata functions to collect, tag, and archive documents, images, Web content, and digital assets “We chose Oracle WebCenter Content, as it is an outstanding integrated content management platform. It has allowed us to establish a system to access, query, share, manage, and store our corporate assets. This has laid a solid foundation for Guizhou Power Grid Company to improve management practices.” Luo Sixi, Senior Information Consultant, Guizhou Power Grid Company Additional Information Guizhou Power Grid Company Customer Snapshot Oracle WebCenter Content

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• Failed Project: When to call it?

  - by Dan Ray

  A few months ago my company found itself with its hands around a white-hot emergency of a project, and my entire team of six pulled basically a five week "crunch week". In the 48 hours before go-live, I worked 41 of them, two back to back all-nighters. Deep in the middle of that, I posted what has been my most successful question to date. During all that time there was never any talk of "failure". It was always "get it done, regardless of the pain." Now that the thing is over and we as an organization have had some time to sit back and take stock of what we learned, one question has occurred to me. I can't say I've ever taken part in a project that I'd say had "failed". Plenty that were late or over budget, some disastrously so, but I've always ended up delivering SOMETHING. Yet I hear about "failed IT projects" all the time. I'm wondering about people's experience with that. What were the parameters that defined "failure"? What was the context? In our case, we are a software shop with external clients. Does a project that's internal to a large corporation have more space to "fail"? When do you make that call? What happens when you do? I'm not at all convinced that doing what we did is a smart business move. It wasn't my call (I'm just a code monkey) but I'm wondering if it might have been better to cut our losses, say we're not delivering, and move on. I don't just say that due to the sting of the long hours--the company royally lost its shirt on the project, plus the intangible costs to the company in terms of employee morale and loyalty were large. Factor that against the PR hit of failing to deliver a high profile project like this one was... and I don't know what the right answer is.

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• How to prevent window list "confusion" when detaching eclipse views?

  - by amotzg

  I'm detaching eclipse views to float on my other screen in order to get more coding space on the first screen. When doing that, the detached windows appear in ubuntu's window list applet with the eclipse icon but with no title. Then, when pushing the main eclipse button on the window list, one of the detached views will get to front but not the main eclipse window. When using Alt+tab I can also see the extra eclipse icons but choosing the correct one for the main window works and make it the active window while also showing all detached childs. Other applications behave as expected, e.g. gimp floating panels don't show on the windows list and this is also the case with SlickEdit, Firefox child windows all show on window list but gets the focus correctly, etc. I can see the the workspace switcher show my two screens but in 'Monitor preferences' I see my two screens as one big screen. I'm working with ubuntu 10.04.4 under a VMware Workstation 7.1.3 build-324285. 'uname -a' output: Linux ubuntu 2.6.32-40-generic #87-Ubuntu SMP Tue Mar 6 00:56:56 UTC 2012 x86_64 GNU/Linux The desktop screen shot with the problem, ununtu's version, and Monitor preferences. How can I solve it and make only the main window show in window list or at least get activated when pushing it's button on the window list?

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• What can be the cause of new bugs appearing somewhere else when a known bug is solved?

  - by MainMa

  During a discussion, one of my colleagues told that he has some difficulties with his current project while trying to solve bugs. "When I solve one bug, something else stops working elsewhere", he said. I started to think about how this could happen, but can't figure it out. I have sometimes similar problems when I am too tired/sleepy to do the work correctly and to have an overall view of the part of the code I was working on. Here, the problem seems to be for a few days or weeks, and is not related to the focus of my colleague. I can also imagine this problem arising on a very large project, very badly managed, where teammates don't have any idea of who does what, and what effect on other's work can have a change they are doing. This is not the case here neither: it's a rather small project with only one developer. It can also be an issue with old, badly maintained and never documented codebase, where the only developers who can really imagine the consequences of a change had left the company years ago. Here, the project just started, and the developer doesn't use anyone's codebase. So what can be the cause of such issue on a fresh, small-size codebase written by a single developer who stays focused on his work? What may help? Unit tests (there are none)? Proper architecture (I'm pretty sure that the codebase has no architecture at all and was written with no preliminary thinking), requiring the whole refactoring? Pair programming? Something else?

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• Can a 10-bit monitor connection preserve all tones in 8-bit sRGB gradients on a wide-gamut monitor?

  - by hjb981

  This question is about color management and the use of a higher color depth, 10 bits per channel (30 bits in total, resulting in 1.07 billion colors, or 1024 shades of gray, sometimes referred to as "deep color") compared to the standard of 8 bits per channel (24 bits in total, 16.7 million colors, 256 shades of gray, sometimes referred to as "true color"). Do not confuse with "32 bit color", which usually refers to standard 8 bit color with an extra channel ("alpha channel") for transparency (used to achieve effects like semi-transparent windows etc). The following can be assumed to be in place: 1: A wide-gamut monitor that supports 10-bit input. Further, it can be assumed that the monitor has been calibrated to its native gamut and that an ICC color profile has been created. 2: A graphics card that supports 10-bit output (and is connected to the monitor via DisplayPort). 3: Drivers for the graphics card that support 10-bit output. If applications that support 10-bit output and color profiles would be used, I would expect them to display images that were saved using different color spaces correctly. For example, both an sRGB and an adobeRGB image should be displayed correctly. If an sRGB image was saved using 8 bits per channel (almost always the case), then the 10-bit signal path would ensure that no tonal gradients were lost in the conversion from the sRGB of the image to the native color space of the monitor. For example: If the image contains a pixel that is pure red in 8 bits (255,0,0), the corresponding value in 10 bits would be (1023,0,0). However, since the monitor has a larger color space than sRGB, sending the signal (1023,0,0) to the monitor would result in a red that was too saturated. Therefore, according to the ICC color profile, the signal would be transformed into a different value with less red saturation, for example (987,0,0). Since there are still plenty of levels left between 0 and 987, all 256 values (0-255) for red in the sRGB color space of the file could be uniquely mapped to color-corrected 10-bit values in the monitor's native color space. However, if the conversion was done in 8 bits, (255,0,0) would be translated to (246,0,0), and there would now only be 247 available levels for the red channel instead of 256, degrading the displayed image quality. My question is: how does this work on Ubuntu? Let's say that I use Firefox (which is color-aware and uses ICC color profiles). Would I get 10-bit processing, thus preserving all levels of an 8-bit picture? What is the situation like for other applications, especially photo applications like Shotwell, Rawtherapee, Darktable, RawStudio, Photivo etc? Does Ubuntu differ from other operating systems (Linux and others) on this point?

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• HCM is Alive and Well in APAC

  - by Row Henson

  I just returned from a 5 country tour on “Rethinking HR” where Oracle hosted breakfast and lunch executive seminars to the most senior HR practitioners in 5 cities in these major markets in APAC. While I have done many of these “road shows” in the past, I was most impressed with the response we received during this trip. I’m sure the execution of our marketing and sales teams had lots to do with the turnout, but I’d also like to think that this region is primed for applications that help with the talent dilemma faced by many organizations today in this part of the world and are excited about the offerings Oracle provides to help our customers attract, develop, retain and analyze their human capital. For these type of events, we normally expect 25-30 companies in attendance with a drop-off rate of around 15%. In all 5 cities, we had standing room only with an average attendance of 50 people from 30+ companies. Interestingly enough, in 3 of the 5 cities we had people show up that were turned down during registration, for lack of room – so we actually exceeded our registration. This was the case in Canberra – Australia’s capital – with over 70 attendees. Unusual indeed! During my presentation I referenced several studies which highlight how this region is primed for support in looking at talent in the future as high growth creates talent shortages and talented workers see opportunities outside of their current employers. A Deloitte study shows that 61% of respondents in APAC expect significant or moderate talent shortages over the next year (compared to 45% and 31% for the Americas and EMEA respectively). Please accept my thanks to all who arranged and orchestrated this time in APAC. While my body was quite tired from the hectic schedule, my mind was energized with the interest and interaction.

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• How do I know if I am using Scrum methodologies?

  - by Jake

  When I first started at my current job, my purpose was to rewrite a massive excel-VBA workbook-application to C# Winforms because it was thought that the new C# app will fix all existing problems and have all the new features for a perfect world. If it were a direct port, in theory it would be easy as i just need to go through all the formulas, conditional formatting, validations, VBA etc. to understand it. However, that was not the case. Many of the new features are tightly dependant on business logic which I am unfamiliar with. As a solo programmer, the first year was spent solely on deciphering the excel workbook and writing the C# app. In theory, I had the business people to "help" me specify requirements, how GUI looks and work, and testing of the app etc; but in practice it is like a contant tsunami of feature creep. At the beginning of the second year I managed to convince the management that this is not going anywhere. I made them start from scratch with the excel-VBA. I have this "issue log" saved on the network, each time they found something they didn't like about the excel-VBA app, they will write it in there. I check the log daily and consolidate issues (in my mind) mainly into 2 groups: (1) requires massive change. (2) can be fixed in current version. For massive change issues, I make a copy of the latest excel-VBA and give it a new version number, then work on it whenever I can. For current version fixes, I make the changes in a few days to a week, and then immediately release it. I also ensure I update the same change in any in-progress massive change future versions. This has gone on for about 4 months and I feel it works great. I made many releases and solved many real issues, also understood the business logic more and more. However, my boss (non-IT trained) thinks what I am doing are just adhoc changes and that i am not looking at the "bigger picture". I am struggling to convince my boss that this works. So I hope to formalise my approach and maybe borrow a buzzword to confuse him. Incidentally, I read about Agile and SCRUM, about backlog and sprints. But it's all very vague to me still. QUESTION (finally): I want to tell him that this is SCRUM! But I want to hold my breath first and ask whether my current approach is considered SCRUM or SCRUM-like? How can I make it more SCRUM-like? Note that I have only myself, there's no project leader or teams.

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• Examples of applications where messages are guaranteed to turn up imediately

  - by James Hay

  I'm trying to find an example to show where data is sent from somewhere, whether manually or automatically, and is received IMMEDIATELY by the recipient, (doesn't matter whether we're talking mobile, desktop or whatever). An even better example would be where there were multiple recipients for the same message. It doesn't matter what the data is or the context it's used in, only the immediacy of receiving it. I was thinking that there might be some example in finance and the stock markets, but I haven't been able to find any through googling. IM clients are a great example of this and I think I'm basically looking for examples of applications that communicate over sockets. If anyone works on applications of this nature or knows of particular implementations, can you give me a quick run down of the use case and if it's commercial software the name of the software. This is all basically for research purposes so doesn't have to be particularly detailed. If anyone can help, thanks.

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• Examples of applications where messages are pushed from a server and display on clients immediately

  - by James Hay

  I'm trying to find an example to show where data is sent from a server and is pushed to a/multiple clients which are updated immediately, i.e. the client doesn't make requests for updates. It doesn't matter whether we're talking mobile, desktop or whatever. An even better example would be where there were multiple recipients for the same message. It doesn't matter what the data is or the context it's used in, only the immediacy of receiving it. I was thinking that there might be some example in finance and the stock markets, but I haven't been able to find any through googling. IM clients are a great example of this and are on my list of one ;) If anyone works on applications of this nature or knows of particular implementations, can you give me a quick run down of the use case and if it's commercial software the name of the software. This is all basically for research purposes so doesn't have to be particularly detailed. If anyone can help, thanks.

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• Should I listen to my employer and use CASE tools?

  - by omsharp

  My employer (Not a Developer) thinks that CASE tools will help us improve our development process and documentation. I am not sure about that, we are a small team of 5 developers building mobile banking solutions for local clients. I think CASE tools will be a waste of time and money as they need to be purchased and we will need some time before we get used to them and be efficient working with them for modeling and stuff. Code generation is another issue, I really think that the CASE generated code won't be as good as code written by good developers. I think that if we stick with agile princeliness, design patterns, use TDD, and keep our code clean. we should be good. And as far as Analysis and Design, I think simple UML diagrams on whiteboard should do the trick. Documentation is good and important, but should be made as little as possible and we should not focus on Docs and forget the code. This is what i think. Am I correct? or should I listen to my employer and start researching for an appropriate CASE Tool?

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• Broken Package on Update Manager

  - by Widy Graycloud

  I dont know what's wrong with my update manager.. It says that the softwares that I installed was broken. Maybe because I force shutdown my laptop, because Ubuntu wont shutdown,showing up desktop wallpaper but not title bar and launcher, but It won't shut down (+that's another bug). I've just update the broken softwares. the size is 60 to 70 MB.. But It doesn't work. Now I cannot update or install any software from Update Manager or Ubuntu Software Center. Can anybody tellme what's wrong? This is what appears when I use Update Manager I use Ubuntu Software Center, and this message appeared I chose repair and when it update the broken softwares using Ubuntu Software Center. It failed. And show up this message. The problem is I can't update or install any program from Ubuntu Software Center and Device Manager anymore. (I closed allprograms include ubuntu software center,and device manager in this case). Some one helpme? I tried to use apt-get install -f in terminal but it shows message like this: E: Could not open lock file /var/lib/dpkg/lock - open (13: Permission denied) E: Unable to lock the administration directory (/var/lib/dpkg/), are you root?

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• Many user stories share the same technical tasks: what to do?

  - by d3prok

  A little introduction to my case: As part of a bigger product, my team is asked to realize a small IDE for a DSL. The user of this product will be able to make function calls in the code and we are also asked to provide some useful function libraries. The team, together with the PO, put on the wall a certain number of user stories regarding the various libraries for the IDE user. When estimating the first of those stories, the team decided that the function call mechanism would have been an engaging but not completely obvious task, so the estimate for that user story raised up from a simple 3 to a more dangerous 5. Coming to the problem: The team then moved to the user stories regarding the other libraries, actually 10 stories, and added those 2 points of "function call mechanism" thing to each of those user story. This immediately raised up the total points for the product of 20 points! Everyone in the team knows that each user story could be picked up by the PO for the next iteration at any time, so we shouldn't isolate that part in one user story, but those 20 points feel so awfully unrealistic! I've proposed a solution, but I'm absolutely not satisfied: We created a "Design story" and put those annoying 2 points over it. However when we came to realize and demonstrate it to our customers, we were unable to show something really valuable for them about that story! Here the problem is whether we should ignore the principle of having isolated user stories (without any dependency between them). What would you do, or even better what have you done, in situations like this? (a small foot-note: following a suggestion I've moved this question from stackoverflow)

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• What is the standard term for my role?

  - by sigil

  I'm doing work that involves writing code and managing developers in a "special projects" division of a large company. I'd like to define my role better and figure out if there's an industry standard term for what I do, so that it will be easier for me to research best practices and work on a career path What I do all day: A macro that connects an Excel sheet to an Access database is acting funny; I get called in to figure out what's happening and debug it. Someone needs data extracted from a bunch of files on Sharepoint. I figure out a client-side solution because I'm not authorized to do anything server-side and getting IT to do anything would take several months and need a business case. A manager wants a new data entry tool for their team. I interview the manager and team members to work out the functional requirements, then design/develop/test the application. Someone needs a VBA script to crunch some data for their presentation that's due in two hours. I drop everything I'm doing to hack out a quick script and run the analysis, without much in the way of testing. A developer has been hired to build a database for one of the teams, since I'm working on too many different things and don't have time to take this project on in the timeframe required. I direct his work and push him to meet certain deadlines, interview stakeholders to get more info that will help him figure out how to build the necessary forms, and modify the functional requirements of the database to fit in the timeframe. Someone wants to load a set of data into a GIS system and set up an ongoing refresh and reporting of this data set. I facilitate the conversation between the GIS developers and the owners of this data set, and design a demo application as proof of concept. It's kind of an "all-purpose programming and IT management" position, but it's not officially IT because the company has an actual IT department with a rigorously defined system of submitting requests, developing code, and managing projects. What I do, I guess, is more of a handyman job, where stuff falls to me because I'm the geekiest one in the room. Is there a standard term in the software world for what I do?

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• JavaScript Resource Management Design Pattern

  - by Adam

  As a web developer, a common problem I find myself tackling is waiting for something to load before doing something else. In particular, I often hide (using either display: none; or visibility: hidden; depending on the situation) elements while waiting for a background image or a CSS file to load. Consider this example from Last.FM. They overlay a semi-transparant PNG over each album art image so that it looks like it's inside a jewel-case. They let it load when it loads, so depending on your internet speed, you may see the art image by itself (without the overlay) temporarily. In this case, the album art looks fine without the jewel-case effect. But in similar situations, I have found that I don't want the user to see the site's design mangled as resources incrementally load. So, in rare cases I have hidden everything from the user until the whole kit and kaboodle has loaded. But this is often a pain to write out, and may force the user to wait for a pretty long time to see anything (besides "loading..." text). I can think of (and have used on occasion) some obvious solutions/compromises: Use some inline CSS so that as certain parts of the DOM load and render, they will immediately have the correct size/position/etc. Immediately render the navigation part of the site, so that if the user wanted to use the current page purely to get somewhere else, they don't have to wait for the rest to load. Load pixelated images first as placeholders for layout while lazy-loading higher quality images as replacements. Something quirky like using a cute animated gif to distract the user during a "loading..." phase. Show useful information as a reference while loading the full UI. (Something akin to Gmail Inbox Preview, etc.) (Sorry if my question was basically just asked and answered...) Despite all of these ideas, I still find myself hoping there are better ways of doing some of these things. So I guess what I'm looking for is some inspiration and/or any creative ways of dealing with this problem that you guys may have seen out in the wild.

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• class weblogic.management.WeblogicMBean not found

  - by khue

  Hi all I meet this problem when I try to run Junit test case in fork mode (starting each test in a separate JVM) using Build ant file. [junit] Exception in thread "main" java.lang.NoClassDefFoundError: weblogic/management/WebLogicMBean [junit] at java.lang.ClassLoader.defineClass1(Native Method) [junit] at java.lang.ClassLoader.defineClass(ClassLoader.java:621) [junit] at java.security.SecureClassLoader.defineClass(SecureClassLoader.java:124) [junit] at java.net.URLClassLoader.defineClass(URLClassLoader.java:260) [junit] at java.net.URLClassLoader.access$000(URLClassLoader.java:56) [junit] at java.net.URLClassLoader$1.run(URLClassLoader.java:195) [junit] at java.security.AccessController.doPrivileged(Native Method) [junit] at java.net.URLClassLoader.findClass(URLClassLoader.java:188) [junit] at java.lang.ClassLoader.loadClass(ClassLoader.java:307) [junit] at sun.misc.Launcher$AppClassLoader.loadClass(Launcher.java:301) [junit] at java.lang.ClassLoader.loadClass(ClassLoader.java:252) [junit] at java.lang.ClassLoader.loadClassInternal(ClassLoader.java:320) [junit] at java.lang.ClassLoader.defineClass1(Native Method) [junit] at java.lang.ClassLoader.defineClass(ClassLoader.java:621) [junit] at java.security.SecureClassLoader.defineClass(SecureClassLoader.java:124) [junit] at java.net.URLClassLoader.defineClass(URLClassLoader.java:260) [junit] at java.net.URLClassLoader.access$000(URLClassLoader.java:56) [junit] at java.net.URLClassLoader$1.run(URLClassLoader.java:195) [junit] at java.security.AccessController.doPrivileged(Native Method) [junit] at java.net.URLClassLoader.findClass(URLClassLoader.java:188) [junit] at java.lang.ClassLoader.loadClass(ClassLoader.java:307) [junit] at sun.misc.Launcher$AppClassLoader.loadClass(Launcher.java:301) [junit] at java.lang.ClassLoader.loadClass(ClassLoader.java:252) [junit] at java.lang.ClassLoader.loadClassInternal(ClassLoader.java:320) [junit] at java.lang.ClassLoader.defineClass1(Native Method) [junit] at java.lang.ClassLoader.defineClass(ClassLoader.java:621) [junit] at java.security.SecureClassLoader.defineClass(SecureClassLoader.java:124) [junit] at java.net.URLClassLoader.defineClass(URLClassLoader.java:260) [junit] at java.net.URLClassLoader.access$000(URLClassLoader.java:56) [junit] at java.net.URLClassLoader$1.run(URLClassLoader.java:195) .... I have the library weblogic.jar in my build library folders, which is set as classpath for the junit task. I look at this file and can't find the WeblogicMBean.class inside. However, in Jdev, I can import weblogic.management.WeblogicMBean into my class if I set library reference to this weblogic.jar file and compile my class without problem. Any suggestion of what really goes wrong? Thanks a lot.

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• Unable to install Management Studio Express 2008 due to Visual Studio 2008 installation

  - by Jamie

  I am attempting to install Managment Studio Express 2008 on a Win7 system that already has Visual Studio 2008 installed. I have installed VS 2008 SP1, which results in the About box for Visual Studio giving a version of 9.0.30792.1 SP. When I attempt the Management Studio installation I see a message that tells me that I must install SP1. However, this is already installed. After a fair bit of searching I came across the link below, where someone had commented with a command line option for the installation executable that forced it to skip the check. However, this simply pushed the error to later in the installation process. http://www.thushanfernando.com/index.php/2008/08/10/fix-rule-previous-releases-of-microsoft-visual-studio-2008-failed/. This seems to be a perennial problem for Microsoft. I can't remember a time when I've painlessly installed both Management Studio and Visual Studio. I can't imagine that this is an unusual combination, after all! Anyone had any success in solving this problem before I take on the day-long task of uninstalling and reinstalling Visual Studio and all its associated bits?

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