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  • Computer hobby and repairs

    - by John
    I have been a fulltime student recently working on graduate work to complete a graduate degree. While continuing my studies I have maintained my computer hobby. However, recently my computer hobby has been threatening to turn into a full-fledged side business. Because I am starting to have people come to me for computer help who I have never met before (who generally heard word-of-mouth from other people whose computers I looked at) I am seriously considering putting my conditions for working on a computer into writing (for potential damage control and perhaps liability reasons). Are there any standards for this that I should reference? Should responsibility be waived for times when the computer is left in my care or any time I look at a machine? Any advice you can provide here would be appreciated. What other lessons have you learned that I should be aware of in relation to helping people while continuing my studies as a hobby? Thank you in advance.

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  • 5 New Java Champions

    - by Tori Wieldt
    The Java Champions have nominated and accepted five new members to their group: Jonas Bonér, James Strachan, Rickard Oberg, Régina ten Bruggencate, and Clara Ko. Congratulations, and we look forward to hearing more from each of them!Jonas Bonér (Sweden) is a Java entrepreneur, programmer, teacher, speaker and author. He is an active contributor to the Open Source community; and most notably created the Akka Project, AspectWerkz Aspect-Oriented Programming (AOP) framework. James Strachan (UK) has more than 20 years experience in enterprise software development with a background in finance and middleware and is also committer on a number of open source projects, including Apache Karaf, Maven, Lift and Jersey.Rickard Oberg (Malaysia) has worked on several Open Source projects that involve JEE development, such as JBoss, XDoclet and WebWork. He has also been the principal architect of the SiteVision CMS/portal platform, where he used AOP as the foundation. Now he works for Jayway, developing the Qi4j framework and Composite Oriented Programming paradigm.Régina ten Bruggencate (Netherlands) is a senior Java developer for iProfs with 10-plus years of Java experience, mainly on enterprise applications. Régina is the current president of Duchess, and as such has the responsibility for the site and community. Duchess is a global organization for women in Java technology, currently with 350 members in over 50 countries.Clara Ko (Netherlands) is a freelance Java/J2EE professional living in Amsterdam. She has worked as a developer, architect, and project manager. She promotes the use of open source software and has led initiatives to adopt agile practices across multiple organizations. Clara is also co-founder of Duchess.The Java Champions are an exclusive group of passionate Java technology and community leaders who are community-nominated and selected under a project sponsored by Oracle. Java Champions get the opportunity to provide feedback, ideas, and direction that will help Oracle grow the Java Platform. This interchange may be in the form of technical discussions and/or community-building activities with Oracle's Java Development and Developer Program teams. Full bios and details about the champions are on http://java-champions.java.net/.

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  • #altnetseattle &ndash; CQRS

    - by GeekAgilistMercenary
    This is a topic I know nothing about, and thus, may be supremely disparate notes.  Have fun translating.  : )   . . .and coolness that the session is well past capacity. Separates things form the UI and everything that needs populated is done through commands.  The domain and reports have separate storage. Events populate these stores of data, such as "sold event". What it looks like, is that the domain controls the requests by event, which would be a product order or something similar. Event sourcing is a key element of the logic. DDD (Domain Driven Design) is part of the core basis for this methodology/structure. The architecture/methodology/structure is perfect for blade style plugin hardware as needed. Good blog entry DDDD: Why I love CQRS and another Command and Query Responsibility Segregation (CQRS), more, CQRS à la Greg Young, a bit by Udi Dahan and there are more.  Google, Bing, etc are there for a reason. It appears the core underpinning architectural element of this is the break out of unique identifiable actions, or I suppose better described as events.  Those events then act upon specific pipelines such as read requests, write requests, etc.  I will be doing more research on this topic and will have something written up shortly.  At this time it seems like nothing new, just a large architectural break out of identifiable needs of the entire enterprise system.  The reporting is in one segment of the architecture, the domain is in another, hydration broken out to interfaces, and events are executed to incur events on the Reports, or what appears by the description to be events on the domain. Anyway, more to come on this later.

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  • Oracle IRM video demonstration of seperating duties of document security

    - by Simon Thorpe
    One thing an Information Rights Management technology should do well is separate out three main areas of responsibility.The business process of defining and controlling the classifications to which content is secured and the definition of the roles employees, customers, partners and contractors have when accessing secured content. Allow IT to manage the server and perform the role of authorizing the creation of new classifications to meet business needs but yet once the classification has been created and handed off to the business, IT no longer plays a role on the ongoing management. Empower the business to take ownership of classifications to which their own content is secured. For example an employee who is leading an acquisition project should be responsible for defining who has access to confidential project documents. This person should be able to manage the rights users have in the classification and also be the point of contact for those wishing to gain rights. Oracle IRM has since it's creation in the late 1990's had this core model at the heart of its design. Due in part to the important seperation of rights from the documents themselves, Oracle IRM places the right functionality within the right parts of the business. For example some IRM technologies allow the end user to make decisions about what users can print, edit or save a secured document. This in practice results in a wide variety of content secured with a plethora of options that don't conform to any policy. With Oracle IRM users choose from a list of classifications to which they have been given the ability to secure information against. Their role in the classification was given to them by the business owner of the classification, yet the definition of the role resides within the realm of corporate security who own the overall business classification policies. It is this type of design and philosophy in Oracle IRM that makes it an enterprise solution that works beyond a few users and a few secured documents to hundreds of thousands of users and millions of documents. This following video shows how Oracle IRM 11g, the market leading document security solution, lets the security organization manage and create classifications whilst the business owns and manages them. If you want to experience using Oracle IRM secured content and the effects of different roles users have, why not sign up for our free demonstration.

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  • Data Quality Through Data Governance

    Data Quality Governance Data quality is very important to every organization, bad data cost an organization time, money, and resources that could be prevented if the proper governance was put in to place.  Data Governance Program Criteria: Support from Executive Management and all Business Units Data Stewardship Program  Cross Functional Team of Data Stewards Data Governance Committee Quality Structured Data It should go without saying but any successful project in today’s business world must get buy in from executive management and all stakeholders involved with the project. If management does not fully support a project because they see it is in there and the company’s best interest then they will remove/eliminate funding, resources and allocated time to work on the project. In essence they can render a project dead until it is official killed by the business. In addition, buy in from stake holders is also very important because they can cause delays increased spending in time, money and resources because they do not support a project. Data Stewardship programs are administered by a data steward manager who primary focus is to support, train and manage a cross functional data stewards team. A cross functional team of data stewards are pulled from various departments act to ensure that all systems work to ensure that an organization’s goals are achieved. Typically, data stewards are subject matter experts that act as mediators between their respective departments and IT. Data Quality Procedures Data Governance Committees are composed of data stewards, Upper management, IT Leadership and various subject matter experts depending on a company. The primary goal of this committee is to define strategic goals, coordinate activities, set data standards and offer data guidelines for the business. Data Quality Policies In 1997, Claudia Imhoff defined a Data Stewardship’s responsibility as to approve business naming standards, develop consistent data definitions, determine data aliases, develop standard calculations and derivations, document the business rules of the corporation, monitor the quality of the data in the data warehouse, define security requirements, and so forth. She further explains data stewards responsible for creating and enforcing polices on the following but not limited to issues. Resolving Data Integration Issues Determining Data Security Documenting Data Definitions, Calculations, Summarizations, etc. Maintaining/Updating Business Rules Analyzing and Improving Data Quality

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  • Some people suddenly say they cant access my site, but me and all others can

    - by Cain
    I have had this problem many times before and im still unable to find out what is causing it. It happned to me some months ago but it got fixed by itself and had already gone back to normal. Everything was working fine for quite a while until 2 days ago. Some people are reporting they cant access my site, they get a 404 error, however i can access it normally and many other users cant. I dont know whats the common denominator since both groups of people are from the same countries, use the same browsers, OS, etc. so the issue doesnt seem related to that. I have reported this problem before to my both my host and domain registrar but none of them claim responsibility for that. Who is then to blame? Waht can i do to find out whats causing the issue and solve it? Thank you.

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  • Promoting Organizational Visibility for SOA and SOA Governance Initiatives – Part I by Manuel Rosa and André Sampaio

    - by JuergenKress
    The costs of technology assets can become significant and the need to centralize, monitor and control the contribution of each technology asset becomes a paramount responsibility for many organizations. Through the implementation of various mechanisms, it is possible to obtain a holistic vision and develop synergies between different assets, empowering their re-utilization and analyzing the impact on the organization caused by IT changes. When the SOA domain is considered, the issue of governance should therefore always come into play. Although SOA governance is mandatory to achieve any measure of SOA success, its value still passes incognito in most organizations, mostly due to the lack of visibility and the detached view of the SOA initiatives. There are a number of problems that jeopardize the visibility of these initiatives: Understanding and measuring the value of SOA governance and its contribution – SOA governance tools are too technical and isolated from other systems. They are inadequate for anyone outside of the domain (Business Analyst, Project Managers, or even some Enterprise Architects), and are especially harsh at the CxO level. Lack of information exchange with the business, other operational areas and project management – It is not only a matter of lack of dialog but also the question of using a common vocabulary (textual or graphic) that is adequate for all the stakeholders. We need to generate information that can be useful for a wider scope of stakeholders like Business and enterprise architectures. In this article we describe how an organization can leverage from the existing best practices, and with the help of adequate exploration and communication tools, achieve and maintain the level of quality and visibility that is required for SOA and SOA governance initiatives. Introduction Understanding and implementing effective SOA governance has become a corporate imperative in order to ensure coherence and the attainment of the basic objectives of SOA initiatives: develop the correct services control costs and risks bound to the development process reduce time-to-market Read the full article 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 Mix Forum Technorati Tags: SOA Governance,Link Consulting,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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  • Business Objects - Containers or functional?

    - by Walter
    This is a question I asked a while back on SO, but it may get discussed better here... Where I work, we've gone back and forth on this subject a number of times and are looking for a sanity check. Here's the question: Should Business Objects be data containers (more like DTOs) or should they also contain logic that can perform some functionality on that object. Example - Take a customer object, it probably contains some common properties (Name, Id, etc), should that customer object also include functions (Save, Calc, etc.)? One line of reasoning says separate the object from the functionality (single responsibility principal) and put the functionality in a Business Logic layer or object. The other line of reasoning says, no, if I have a customer object I just want to call Customer.Save and be done with it. Why do I need to know about another class to save a customer if I'm consuming the object? Our last two projects have had the objects separated from the functionality, but the debate has been raised again on a new project. Which makes more sense and why??

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  • How much should I charge for setting up a client web server? [closed]

    - by Vincent
    I have quite the eccentric client who wants to move all his ecommerce websites (about 5-10, all PHP/MySQL) to his own web server that I'm supposed to build. He doesn't want to hear anything about VPS hosting and all the issues and expenses related to owning a server. My responsibility would be to buy all the hardware, install and configure software, etc. How much should I charge for this? I'm planning to start with two relatively moderate Dell PowerEdge C2100 servers, one for web (NGINX), one for db (MySQL).

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  • What is the Sarbanes-Oxley (SOX) Act?

    In 2002 after the wake of the Enron and World Com Financial scandals Senator Paul Sarbanes and Representative Michael Oxley lead the creation of the Sarbanes-Oxley Act. This act administered by the Securities and Exchange Commission (SEC) dramatically altered corporate financial practices and data governance. In addition, it also set specific deadlines for compliance. The Sarbanes-Oxley is not a set of standard business rules and does not specify how a company should retain its records; In fact, this act outlines which pieces of data are to be stored as well as the storage duration. The SOX act targets the financial side of companies, but its impacts can be seen within the technology arena as well because it is their responsibility to store all of a company’s electronic records regardless of file type. This act specifies that all records and electronic messages must be saved for no less than five years according to SearchCIO. In addition, consequences for non-compliance are fines, imprisonment, or both. Sarbanes-Oxley Act: Rules that affect the management of Electronic records according to SearchCIO. Allowed practices regarding destruction, alteration, or falsification of records. Retention period for records storage. Best practices indicate that corporations securely store all business records using the same guidelines set for public accountants. Types of business records that need to be stored Business Records  Business Communications Including Electronic Communications References: SOXLaw: The Sarbanes-Oxley Act 2002 Retrieved May 2011 from http://www.soxlaw.com/ SearchCIO: What is Sarbanes-Oxley Act (SOX)? Retrieved May 2011 from http://searchcio.techtarget.com/definition/Sarbanes-Oxley-Act

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  • Disable DirectDraw, but still have Direct3D?

    - by GodsBoss
    I have a Windows XP SP3 machine, with up-to-date patches. It has DirectX 9.0c, version number 4.09.00.0904. Can I disable DirectDraw, but have Direct3D still active? I read the Wikipedia articles about DirectDraw and Direct3D, but do not know if I understand them correctly: That is, it contains many commands for 3D rendering; however, since version 8, Direct3D has superseded the old DirectDraw framework and also taken responsibility for the rendering of 2D graphics. Does that mean DirectDraw is now a part of Direct3D? Because I cannot disable DirectDraw without disabling Direct3D, but it works the other way around.

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  • What are the boundaries between the responsibilities of a web designer and a web developer?

    - by Beofett
    I have been hired to do functional development for several web site redesigns. The company I work for has a relatively low technical level, and the previous development of the web sites were completed by a graphic designer who is self taught as far as web development is concerned. My responsibilities have extended beyond basic development, as I have been also tasked with creating the development environment, and migrating hosting from external CMS hosting to internal servers incorporating scripting languages (I opted for PHP/MySQL). I am working with the graphic designer, and he is responsible for the creative design of the web. We are running into a bit of friction over confusion between the boundaries of our respective tasks. For example, we had some differences of opinion on navigation. I was primarily concerned with ease-of-use (the majority of our userbase are not particularly web-savvy), as well as meeting W3 WAI standards (many of our users are older, and we have a higher than average proportion of users with visual impairment). His sole concern was what looked best for the website, and I felt that the direction he was pushing for caused some functional problems. I feel color choices, images, fonts, etc. are clearly his responsibility, and my expectation was that he would simply provide me with the CSS pages and style classes and IDs to use, but some elements of page layout also seem to fall more under the realm of "usability", which to me translates as near-synonymous with "functionality". I've been tasked with selecting the tools we'll use, which include frameworks, scripting languages, database design, and some open source applications (Moodle for example, and quite probably Drupal in the future). While these tools are quite customizable, working directly with some of the interfaces is beyond his familiarity with CSS, HTML, and PHP. This limits how much direct control he has over the appearance, which has lead to some discussion about the tool choices. Is there a generally accepted dividing line between the roles of a web designer and a web developer? Does his relatively inexperienced background in web technologies influence that dividing line?

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  • How can we make agile enjoyable for developers that like to personally, independently own large chunks from start to finish

    - by Kris
    We’re roughly midway through our transition from waterfall to agile using scrum; we’ve changed from large teams in technology/discipline silos to smaller cross-functional teams. As expected, the change to agile doesn’t suit everyone. There are a handful of developers that are having a difficult time adjusting to agile. I really want to keep them engaged and challenged, and ultimately enjoying coming to work each day. These are smart, happy, motivated people that I respect on both a personal and a professional level. The basic issue is this: Some developers are primarily motivated by the joy of taking a piece of difficult work, thinking through a design, thinking through potential issues, then solving the problem piece by piece, with only minimal interaction with others, over an extended period of time. They generally complete work to a high level of quality and in a timely way; their work is maintainable and fits with the overall architecture. Transitioning to a cross-functional team that values interaction and shared responsibility for work, and delivery of working functionality within shorter intervals, the teams evolve such that the entire team knocks that difficult problem over. Many people find this to be a positive change; someone that loves to take a problem and own it independently from start to finish loses the opportunity for work like that. This is not an issue with people being open to change. Certainly we’ve seen a few people that don’t like change, but in the cases I’m concerned about, the individuals are good performers, genuinely open to change, they make an effort, they see how the rest of the team is changing and they want to fit in. It’s not a case of someone being difficult or obstructionist, or wanting to hoard the juiciest work. They just don’t find joy in work like they used to. I’m sure we can’t be the only place that hasn’t bumped up on this. How have others approached this? If you’re a developer that is motivated by personally owning a big chunk of work from end to end, and you’ve adjusted to a different way of working, what did it for you?

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  • Triple ghost animated cursor

    - by R G A
    Since installing the driver for Intuos 4 Graphics tablet, animated cursors display as a triple ghost cursor. I cannot find any reference to this problem elsewhere. System specifications: new Dell XPS, Windows 7, ATI Mobility Radeon HD 4670. Graphics tablet and graphics software are virtually useless since the cursor hotspot is nearly impossible to identify. All drivers and software are current. Any thoughts? Vendors deny any knowledge or responsibility. Removing the Intuos driver does not fix this.

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  • Separation of development responsibilities in a new project

    - by dreza
    We have very recently started a new project (MVC 3.0) and some of our early discussion has been around how the work and development will be split amongst the team members to ensure we get the least amount of overlap of work and so help make it a bit easier for each developer to get on and do their work. The project is expected to take about 6 months - 1 year (although not all developers are likely to be on and might filter off towards the end), Our team is going to be small so this will help out a bit I believe. The team will essentially consist of: 3 x developers (All different levels i.e. more senior, intermediate and junior) 1 x project manager / product owner / tester An external company responsbile for doing our design work General project/development decisions so far have included: Develop in an Agile way using SCRUM techniques (We are still very much learning this approach as a company) Use MVVM archectecture Use Ninject and DI where possible Attempt to use as TDD as much as possible to drive development. Keep our controllers as skinny as possible Keep our views as simple as possible During our discussions two approaches have been broached as too how to seperate the workload given our objectives outlined above. OPTION 1: A framework seperation where each person is responsible for conceptual areas with overlap and discussion primarily in the integration areas. The integration areas would the responsibily of both developers as required. View prototypes (**Graphic designer**) | - Mockups | Views (Razor and view helpers etc) & Javascript (**Developer 1**) | - View models (Integration point) | Controllers and Application logic (**Developer 2**) | - Models (Integration point) | Domain model and persistence (**Developer 3**) OPTION 2: A more task orientated approach where each person is responsible for the completion of the entire task (story) from view - controller - model. QUESTION: For those who have worked in small teams developing MVC projects how have you managed the workload distribution in this situation. I can't imagine the junior would be responsible for building parts of the underlying architecture so would given them responsibility for the view make sense considering we are trying to keep it simple?

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  • How do managers know if a person is a good or a bad programmer?

    - by Pavel Shved
    In most companies that do programming teams and divisions consist of programmers who design and write code and managers who... well, do the management stuff. Aside from just not writing code, managers usually do not even look at the code the team develops, and may even have no proper IDE installed on their work machines. Still, the managers are to judge if a person works well, if he or she should be put in charge of something, or if particular developer should be assigned to a task of the most importance and responsibility. And last, but not least: the managers usually assign the quarterly bonuses! To do the above effectively, a manager should know if a person is a good programmer—among other traits, of course. The question is, how do they do it? They don't even look at the code people write, they can't directly assess the quality of the components programmers develop... but their estimates of who is a good coder, and who is "not as good" are nevertheless correct in most cases! What is the secret?

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  • How can we make agile enjoyable for developers that like to personally, independently own large chunks from start to finish

    - by Kris
    We’re roughly midway through our transition from waterfall to agile using scrum; we’ve changed from large teams in technology/discipline silos to smaller cross-functional teams. As expected, the change to agile doesn’t suit everyone. There are a handful of developers that are having a difficult time adjusting to agile. I really want to keep them engaged and challenged, and ultimately enjoying coming to work each day. These are smart, happy, motivated people that I respect on both a personal and a professional level. The basic issue is this: Some developers are primarily motivated by the joy of taking a piece of difficult work, thinking through a design, thinking through potential issues, then solving the problem piece by piece, with only minimal interaction with others, over an extended period of time. They generally complete work to a high level of quality and in a timely way; their work is maintainable and fits with the overall architecture. Transitioning to a cross-functional team that values interaction and shared responsibility for work, and delivery of working functionality within shorter intervals, the teams evolve such that the entire team knocks that difficult problem over. Many people find this to be a positive change; someone that loves to take a problem and own it independently from start to finish loses the opportunity for work like that. This is not an issue with people being open to change. Certainly we’ve seen a few people that don’t like change, but in the cases I’m concerned about, the individuals are good performers, genuinely open to change, they make an effort, they see how the rest of the team is changing and they want to fit in. It’s not a case of someone being difficult or obstructionist, or wanting to hoard the juiciest work. They just don’t find joy in work like they used to. I’m sure we can’t be the only place that hasn’t bumped up on this. How have others approached this? If you’re a developer that is motivated by personally owning a big chunk of work from end to end, and you’ve adjusted to a different way of working, what did it for you?

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  • How do developers verify that software requirement changes in one system do not violate a requirement of downstream software systems?

    - by Peter Smith
    In my work, I do requirements gathering, analysis and design of business solutions in addition to coding. There are multiple software systems and packages, and developers are expected to work on any of them, instead of being assigned to make changes to only 1 system or just a few systems. How developers ensure they have captured all of the necessary requirements and resolved any conflicting requirements? An example of this type of scenario: Bob the developer is asked to modify the problem ticket system for a hypothetical utility repair business. They contract with a local utility company to provide this service. The old system provides a mechanism for an external customer to create a ticket indicating a problem with utility service at a particular address. There is a scheduling system and an invoicing system that is dependent on this data. Bob's new project is to modify the ticket placement system to allow for multiple addresses to entered by a landlord or other end customer with multiple properties. The invoicing system bills per ticket, but should be modified to bill per address. What practices would help Bob discover that the invoicing system needs to be changed as well? How might Bob discover what other systems in his company might need to be changed in order to support the new changes\business model? Let's say there is a documented specification for each system involved, but there are many systems and Bob is not familiar with all of them. End of example. We're often in this scenario, and we do have design reviews but management places ultimate responsibility for any defects (business process or software process) on the developer who is doing the design and the work. Some organizations seem to be better at this than others. How do they manage to detect and solve conflicting or incomplete requirements across software systems? We currently have a lot of tribal knowledge and just a few developers who understand the entire business and software chain. This seems highly ineffective and leads to problems at the requirements level.

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  • Takeaways From CSO Roundtable New York

    - by Naresh Persaud
    Thanks to everyone who attended the Chief Security Officer Roundtable in New York last week. We were lucky to have Dennis Brixus, CSO of McGraw-Hill  as a guest speaker. In addition, Jeff Henley, provided a board level perspective on security. Amit Jasuja discussed Oracle's security formula.  A few takeaways from Jeff's talk that were interesting: Security is a board level issue. The challenge at the board level is that boards have short attention span. The CSO needs to be vigilant in educating the board on the strategic importance of security. Every CSO needs to think about cost. The CSO has to look at the economics of security and demonstrate fiduciary responsibility. We have to think of security as a business enabler. Security is the enabler that helps us expand into new markets and connect better with our customers and partners. While the CSO can't prevent every threat, we have to expect the CSO to have a plan. Oracle security-formula View more PowerPoint from OracleIDM

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  • Is it useful to unit test methods where the only logic is guards?

    - by Vaccano
    Say I have a method like this: public void OrderNewWidget(Widget widget) { if ((widget.PartNumber > 0) && (widget.PartAvailable)) { WigdetOrderingService.OrderNewWidgetAsync(widget.PartNumber); } } I have several such methods in my code (the front half to an async Web Service call). I am debating if it is useful to get them covered with unit tests. Yes there is logic here, but it is only guard logic. (Meaning I make sure I have the stuff I need before I allow the web service call to happen.) Part of me says "sure you can unit test them, but it is not worth the time" (I am on a project that is already behind schedule). But the other side of me says, if you don't unit test them, and someone changes the Guards, then there could be problems. But the first part of me says back, if someone changes the guards, then you are just making more work for them (because now they have to change the guards and the unit tests for the guards). For example, if my service assumes responsibility to check for Widget availability then I may not want that guard any more. If it is under unit test, I have to change two places now. I see pros and cons in both ways. So I thought I would ask what others have done.

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  • Is there a design pattern for chained observers?

    - by sharakan
    Several times, I've found myself in a situation where I want to add functionality to an existing Observer-Observable relationship. For example, let's say I have an Observable class called PriceFeed, instances of which are created by a variety of PriceSources. Observers on this are notified whenever the underlying PriceSource updates the PriceFeed with a new price. Now I want to add a feature that allows a (temporary) override to be set on the PriceFeed. The PriceSource should still update prices on the PriceFeed, but for as long as the override is set, whenever a consumer asks PriceFeed for it's current value, it should get the override. The way I did this was to introduce a new OverrideablePriceFeed that is itself both an Observer and an Observable, and that decorates the actual PriceFeed. It's implementation of .getPrice() is straight from Chain of Responsibility, but how about the handling of Observable events? When an override is set or cleared, it should issue it's own event to Observers, as well as forwarding events from the underlying PriceFeed. I think of this as some kind of a chained observer, and was curious if there's a more definitive description of a similar pattern.

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  • My boss is feuding with his boss. My workload is expanding What should I do?

    - by steve
    These two have always had a somewhat shaky relationship when they were on the same level. The other guy was recently promoted to director and now my boss reports to him. On the surface, they appear to get along when they get together, but my boss despises the man and badmouths him every chance that he gets (to peers, subordinates, etc). He believe that the director is setting him up to fail. The Director and upper management is holding my boss responsible for the not-so-great performance by the team as of late. He's been playing games to make my boss look bad. Due to lay offs, we don't have the manpower to deliever the results that we did before...but expectations have not lowered...and my boss is taking the heat for it. Now he's on the warpath and starting to micromanage. He's giving everyone more work. He's forcing us midlevel guys to take responsibility for the level one techs' performance. I'm spending less and less time coding....and more time babysitting vendors, techs, etc. I'm not so sure that's a bad thing because I'm sorta burnt out on coding, but I don't really care for the idea of having to be responsible for others poor performance....isn't that the manager's job? Anyway, do you guys have any suggestions on dealing with the situation?

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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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  • Explanation on how "Tell, Don't Ask" is considered good OO

    - by Pubby
    This blogpost was posted on Hacker News with several upvotes. Coming from C++, most of these examples seem to go against what I've been taught. Such as example #2: Bad: def check_for_overheating(system_monitor) if system_monitor.temperature > 100 system_monitor.sound_alarms end end versus good: system_monitor.check_for_overheating class SystemMonitor def check_for_overheating if temperature > 100 sound_alarms end end end The advice in C++ is that you should prefer free functions instead of member functions as they increase encapsulation. Both of these are identical semantically, so why prefer the choice that has access to more state? Example 4: Bad: def street_name(user) if user.address user.address.street_name else 'No street name on file' end end versus good: def street_name(user) user.address.street_name end class User def address @address || NullAddress.new end end class NullAddress def street_name 'No street name on file' end end Why is it the responsibility of User to format an unrelated error string? What if I want to do something besides print 'No street name on file' if it has no street? What if the street is named the same thing? Could someone enlighten me on the "Tell, Don't Ask" advantages and rationale? I am not looking for which is better, but instead trying to understand the author's viewpoint.

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  • EBS Seed Data Comparison Reports Now Available

    - by Steven Chan (Oracle Development)
    Earlier this year we released a reporting tool that reports on the differences in E-Business Suite database objects between one release and another.  That's a very useful reference, but EBS defaults are delivered as seed data within the database objects themselves. What about the differences in this seed data between one release and another? I'm pleased to announce the availability of a new tool that provides comparison reports of E-Business Suite seed data between EBS 11.5.10.2, 12.0.4, 12.0.6, 12.1.1, and 12.1.3.  This new tool complements the information in the data model comparison tool.  You can download the new seed data comparison tool here: EBS ATG Seed Data Comparison Report (Note 1327399.1) The EBS ATG Seed Data Comparison Report provides report on the changes between different EBS releases based upon the seed data changes delivered by the product data loader files (.ldt extension) based on EBS ATG loader control (.lct extension) files.  You can use this new tool to report on the differences in the following types of seed data: Concurrent Program definitions Descriptive Flexfield entity definitions Application Object Library profile option definitions Application Object Library (AOL) key flexfield, function, lookups, value set definitions Application Object Library (AOL) menu and responsibility definitions Application Object Library messages Application Object Library request set definitions Application Object Library printer styles definitions Report Manager / WebADI component and integrator entity definitions Business Intelligence Publisher (BI Publisher) entity definitions BIS Request Set Generator entity definitions ... and more Your feedback is welcomeThis new tool was produced by our hard-working EBS Release Management team, and they're actively seeking your feedback.  Please feel free to share your experiences with it by posting a comment here.  You can also request enhancements to this tool via the distribution list address included in Note 1327399.1.Related Articles Oracle E-Business Suite Release 12.1.3 Now Available New Whitepaper: Upgrading EBS 11i Forms + OA Framework Personalizations to EBS 12 EBS 12.0 Minimum Requirements for Extended Support Finalized Five Key Resources for Upgrading to E-Business Suite Release 12 E-Business Suite Release 12.1.1 Consolidated Upgrade Patch 1 Now Available New Whitepaper: Planning Your E-Business Suite Upgrade from Release 11i to 12.1

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