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  • Upgrading Windows 8 boot to VHD to Windows 8.1&ndash;Step by step guide

    - by Liam Westley
    Originally posted on: http://geekswithblogs.net/twickers/archive/2013/10/19/upgrading-windows-8-boot-to-vhd-to-windows-8.1ndashstep-by.aspxBoot to VHD – dual booting Windows 7 and Windows 8 became easy When Windows 8 arrived, quite a few people decided that they would still dual boot their machines, and instead of mucking about with resizing disk partitions to free up space for Windows 8 they decided to use the boot from VHD feature to create a huge hard disc image into which Windows 8 could be installed.  Scott Hanselman wrote this installation guide, while I myself used the installation guide from Ed Bott of ZD net fame. Boot to VHD is a great solution, it achieves a dual boot, can be backed up easily and had virtually no effect on the original Windows 7 partition. As a developer who has dual booted Windows operating systems for years, hacking boot.ini files, the boot to VHD was a much easier solution. Upgrade to Windows 8.1 – ah, you can’t do that on a virtual disk installation (boot to VHD) Last week the final version of Windows 8.1 arrived, and I went into the Windows Store to upgrade.  Luckily I’m on a fast download service, and use an SSD, because once the upgrade was downloaded and prepared Windows informed that This PC can’t run Windows 8.1, and provided the reason, You can’t install Windows on a virtual drive.  You can see an image of the message and discussion that sparked my search for a solution in this Microsoft Technet forum post. I was determined not to have to resize partitions yet again and fiddle with VHD to disk utilities and back again, and in the end I did succeed in upgrading to a Windows 8.1 boot to VHD partition.  It takes quite a bit of effort though … tldr; Simple steps of how you upgrade Boot into Windows 7 – make a copy of your Windows 8 VHD, to become Windows 8.1 Enable Hyper-V in your Windows 8 (the original boot to VHD partition) Create a new virtual machine, attaching the copy of your Windows 8 VHD Start the virtual machine, upgrade it via the Windows Store to Windows 8.1 Shutdown the virtual machine Boot into Windows 7 – use the bcedit tool to create a new Windows 8.1 boot to VHD option (pointing at the copy) Boot into the new Windows 8.1 option Reactivate Windows 8.1 (it will have become deactivated by running under Hyper-V) Remove the original Windows 8 VHD, and in Windows 7 use bcedit to remove it from the boot menu Things you’ll need A system that can run Hyper-V under Windows 8 (Intel i5, i7 class CPU) Enough space to have your original Windows 8 boot to VHD and a copy at the same time An ISO or DVD for Windows 8 to create a bootable Windows 8 partition Step by step guide Boot to your base o/s, the real one, Windows 7. Make a copy of the Windows 8 VHD file that you use to boot Windows 8 (via boot from VHD) – I copied it from a folder on C: called VHD-Win8 to VHD-Win8.1 on my N: drive. Reboot your system into Windows 8, and enable Hyper-V if not already present (this may require reboot) Use the Hyper-V manager , create a new Hyper-V machine, using half your system memory, and use the option to attach an existing VHD on the main IDE controller – this will be the new copy you made in Step 2. Start the virtual machine, use Connect to view it, and you’ll probably discover it cannot boot as there is no boot record If this is the case, go to Hyper-V manager, edit the Settings for the virtual machine to attach an ISO of a Windows 8 DVD to the second IDE controller. Start the virtual machine, use Connect to view it, and it should now attempt a fresh installation of Windows 8.  You should select Advanced Options and choose Repair - this will make VHD bootable When the setup reboots your virtual machine, turn off the virtual machine, and remove the ISO of the Windows 8 DVD from the virtual machine settings. Start virtual machine, use Connect to view it.  You will see the devices to be re-discovered (including your quad CPU becoming single CPU).  Eventually you should see the Windows Login screen. You may notice that your desktop background (Win+D) will have turned black as your Windows installation has become deactivate due to the hardware changes between your real PC and Hyper-V. Fortunately becoming deactivated, does not stop you using the Windows Store, where you can select the update to Windows 8.1. You can now watch the progress joy of the Windows 8 update; downloading, preparing to update, checking compatibility, gathering info, preparing to restart, and finally, confirm restart - remember that you are restarting your virtual machine sitting on the copy of the VHD, not the Windows 8 boot to VHD you are currently using to run Hyper-V (confused yet?) After the reboot you get the real upgrade messages; setting up x%, xx%, (quite slow) After a while, Getting ready Applying PC Settings x%, xx% (really slow) Updating your system (fast) Setting up a few more things x%, (quite slow) Getting ready, again Accept license terms Express settings Confirmed previous password Next, I had to set up a Microsoft account – which is possibly now required, and not optional Using the Microsoft account required a 2 factor authorization, via text message, a 7 digit code for me Finalising settings Blank screen, HI .. We're setting up things for you (similar to original Windows 8 install) 'You can get new apps from the Store', below which is ’Installing your apps’ - I had Windows Media Center which is counts as an app from the Store ‘Taking care of a few things’, below which is ‘Installing your apps’ ‘Taking care of a few things’, below ‘Don't turn off your PC’ ‘Getting your apps ready’, below ‘Don't turn off your PC’ ‘Almost ready’, below ‘Don't turn off your PC’ … finally, we get the Windows 8.1 start menu, and a quick Win+D to check the desktop confirmed all the application icons I expected, pinned items on the taskbar, and one app moaning about a missing drive At this point the upgrade is complete – you can shutdown the virtual machine Reboot from the original Windows 8 and return to Windows 7 to configure booting to the Windows 8.1 copy of the VHD In an administrator command prompt do following use the bcdedit tool (from an MSDN blog about configuring VHD to boot in Windows 7) Type bcedit to list the current boot options, so you can copy the GUID (complete with brackets/braces) for the original Windows 8 boot to VHD Create a new menu option, copy of the Windows 8 option; bcdedit /copy {originalguid} /d "Windows 8.1" Point the new Windows 8.1 option to the copy of the VHD; bcdedit /set {newguid} device vhd=[D:]\Image.vhd Point the new Windows 8.1 option to the copy of the VHD; bcdedit /set {newguid} osdevice vhd=[D:]\Image.vhd Set autodetection of the HAL (may already be set); bcdedit /set {newguid} detecthal on Reboot from Windows 7 and select the new option 'Windows 8.1' on the boot menu, and you’ll have some messages to look at, as your hardware is redetected (as you are back from 1 CPU to 4 CPUs) ‘Getting devices ready, blank then %xx, with occasional blank screen, for the graphics driver, (fast-ish) Getting Ready message (fast) You will have to suffer one final reboots, choose 'Windows 8.1' and you can now login to a lovely Windows 8.1 start screen running on non virtualized hardware via boot to VHD After checking everything is running fine, you can now choose to Activate Windows, which for me was a toll free phone call to the automated system where you type in lots of numbers to be given a whole bunch of new activation codes. Once you’re happy with your new Windows 8.1 boot to VHD, and no longer need the Windows 8 boot to VHD, feel free to delete the old one.  I do believe once you upgrade, you are no longer licensed to use it anyway. There, that was simple wasn’t it? Looking at the huge list of steps it took to perform this upgrade, you may wonder whether I think this is worth it.  Well, I think it is worth booting to VHD.  It makes backups a snap (go to Windows 7, copy the VHD, you backed up the o/s) and helps with disk management – want to move the o/s, you can move the VHD and repoint the boot menu to the new location. The downside is that Microsoft has complete neglected to support boot to VHD as an upgradable option.  Quite a poor decision in my opinion, and if you read twitter and the forums quite a few people agree with that view.  It’s a shame this got missed in the work on creating the upgrade packages for Windows 8.1.

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  • Silverlight Recruiting Application Part 5 - Jobs Module / View

    Now we starting getting into a more code-heavy portion of this series, thankfully though this means the groundwork is all set for the most part and after adding the modules we will have a complete application that can be provided with full source. The Jobs module will have two concerns- adding and maintaining jobs that can then be broadcast out to the website. How they are displayed on the site will be handled by our admin system (which will just poll from this common database), so we aren't too concerned with that, but rather with getting the information into the system and allowing the backend administration/HR users to keep things up to date. Since there is a fair bit of information that we want to display, we're going to move editing to a separate view so we can get all that information in an easy-to-use spot. With all the files created for this module, the project looks something like this: And now... on to the code. XAML for the Job Posting View All we really need for the Job Posting View is a RadGridView and a few buttons. This will let us both show off records and perform operations on the records without much hassle. That XAML is going to look something like this: 01.<Grid x:Name="LayoutRoot" 02.Background="White"> 03.<Grid.RowDefinitions> 04.<RowDefinition Height="30" /> 05.<RowDefinition /> 06.</Grid.RowDefinitions> 07.<StackPanel Orientation="Horizontal"> 08.<Button x:Name="xAddRecordButton" 09.Content="Add Job" 10.Width="120" 11.cal:Click.Command="{Binding AddRecord}" 12.telerik:StyleManager.Theme="Windows7" /> 13.<Button x:Name="xEditRecordButton" 14.Content="Edit Job" 15.Width="120" 16.cal:Click.Command="{Binding EditRecord}" 17.telerik:StyleManager.Theme="Windows7" /> 18.</StackPanel> 19.<telerikGrid:RadGridView x:Name="xJobsGrid" 20.Grid.Row="1" 21.IsReadOnly="True" 22.AutoGenerateColumns="False" 23.ColumnWidth="*" 24.RowDetailsVisibilityMode="VisibleWhenSelected" 25.ItemsSource="{Binding MyJobs}" 26.SelectedItem="{Binding SelectedJob, Mode=TwoWay}" 27.command:SelectedItemChangedEventClass.Command="{Binding SelectedItemChanged}"> 28.<telerikGrid:RadGridView.Columns> 29.<telerikGrid:GridViewDataColumn Header="Job Title" 30.DataMemberBinding="{Binding JobTitle}" 31.UniqueName="JobTitle" /> 32.<telerikGrid:GridViewDataColumn Header="Location" 33.DataMemberBinding="{Binding Location}" 34.UniqueName="Location" /> 35.<telerikGrid:GridViewDataColumn Header="Resume Required" 36.DataMemberBinding="{Binding NeedsResume}" 37.UniqueName="NeedsResume" /> 38.<telerikGrid:GridViewDataColumn Header="CV Required" 39.DataMemberBinding="{Binding NeedsCV}" 40.UniqueName="NeedsCV" /> 41.<telerikGrid:GridViewDataColumn Header="Overview Required" 42.DataMemberBinding="{Binding NeedsOverview}" 43.UniqueName="NeedsOverview" /> 44.<telerikGrid:GridViewDataColumn Header="Active" 45.DataMemberBinding="{Binding IsActive}" 46.UniqueName="IsActive" /> 47.</telerikGrid:RadGridView.Columns> 48.</telerikGrid:RadGridView> 49.</Grid> I'll explain what's happening here by line numbers: Lines 11 and 16: Using the same type of click commands as we saw in the Menu module, we tie the button clicks to delegate commands in the viewmodel. Line 25: The source for the jobs will be a collection in the viewmodel. Line 26: We also bind the selected item to a public property from the viewmodel for use in code. Line 27: We've turned the event into a command so we can handle it via code in the viewmodel. So those first three probably make sense to you as far as Silverlight/WPF binding magic is concerned, but for line 27... This actually comes from something I read onDamien Schenkelman's blog back in the day for creating an attached behavior from any event. So, any time you see me using command:Whatever.Command, the backing for it is actually something like this: SelectedItemChangedEventBehavior.cs: 01.public class SelectedItemChangedEventBehavior : CommandBehaviorBase<Telerik.Windows.Controls.DataControl> 02.{ 03.public SelectedItemChangedEventBehavior(DataControl element) 04.: base(element) 05.{ 06.element.SelectionChanged += new EventHandler<SelectionChangeEventArgs>(element_SelectionChanged); 07.} 08.void element_SelectionChanged(object sender, SelectionChangeEventArgs e) 09.{ 10.// We'll only ever allow single selection, so will only need item index 0 11.base.CommandParameter = e.AddedItems[0]; 12.base.ExecuteCommand(); 13.} 14.} SelectedItemChangedEventClass.cs: 01.public class SelectedItemChangedEventClass 02.{ 03.#region The Command Stuff 04.public static ICommand GetCommand(DependencyObject obj) 05.{ 06.return (ICommand)obj.GetValue(CommandProperty); 07.} 08.public static void SetCommand(DependencyObject obj, ICommand value) 09.{ 10.obj.SetValue(CommandProperty, value); 11.} 12.public static readonly DependencyProperty CommandProperty = 13.DependencyProperty.RegisterAttached("Command", typeof(ICommand), 14.typeof(SelectedItemChangedEventClass), new PropertyMetadata(OnSetCommandCallback)); 15.public static void OnSetCommandCallback(DependencyObject dependencyObject, DependencyPropertyChangedEventArgs e) 16.{ 17.DataControl element = dependencyObject as DataControl; 18.if (element != null) 19.{ 20.SelectedItemChangedEventBehavior behavior = GetOrCreateBehavior(element); 21.behavior.Command = e.NewValue as ICommand; 22.} 23.} 24.#endregion 25.public static SelectedItemChangedEventBehavior GetOrCreateBehavior(DataControl element) 26.{ 27.SelectedItemChangedEventBehavior behavior = element.GetValue(SelectedItemChangedEventBehaviorProperty) as SelectedItemChangedEventBehavior; 28.if (behavior == null) 29.{ 30.behavior = new SelectedItemChangedEventBehavior(element); 31.element.SetValue(SelectedItemChangedEventBehaviorProperty, behavior); 32.} 33.return behavior; 34.} 35.public static SelectedItemChangedEventBehavior GetSelectedItemChangedEventBehavior(DependencyObject obj) 36.{ 37.return (SelectedItemChangedEventBehavior)obj.GetValue(SelectedItemChangedEventBehaviorProperty); 38.} 39.public static void SetSelectedItemChangedEventBehavior(DependencyObject obj, SelectedItemChangedEventBehavior value) 40.{ 41.obj.SetValue(SelectedItemChangedEventBehaviorProperty, value); 42.} 43.public static readonly DependencyProperty SelectedItemChangedEventBehaviorProperty = 44.DependencyProperty.RegisterAttached("SelectedItemChangedEventBehavior", 45.typeof(SelectedItemChangedEventBehavior), typeof(SelectedItemChangedEventClass), null); 46.} These end up looking very similar from command to command, but in a nutshell you create a command based on any event, determine what the parameter for it will be, then execute. It attaches via XAML and ties to a DelegateCommand in the viewmodel, so you get the full event experience (since some controls get a bit event-rich for added functionality). Simple enough, right? Viewmodel for the Job Posting View The Viewmodel is going to need to handle all events going back and forth, maintaining interactions with the data we are using, and both publishing and subscribing to events. Rather than breaking this into tons of little pieces, I'll give you a nice view of the entire viewmodel and then hit up the important points line-by-line: 001.public class JobPostingViewModel : ViewModelBase 002.{ 003.private readonly IEventAggregator eventAggregator; 004.private readonly IRegionManager regionManager; 005.public DelegateCommand<object> AddRecord { get; set; } 006.public DelegateCommand<object> EditRecord { get; set; } 007.public DelegateCommand<object> SelectedItemChanged { get; set; } 008.public RecruitingContext context; 009.private QueryableCollectionView _myJobs; 010.public QueryableCollectionView MyJobs 011.{ 012.get { return _myJobs; } 013.} 014.private QueryableCollectionView _selectionJobActionHistory; 015.public QueryableCollectionView SelectedJobActionHistory 016.{ 017.get { return _selectionJobActionHistory; } 018.} 019.private JobPosting _selectedJob; 020.public JobPosting SelectedJob 021.{ 022.get { return _selectedJob; } 023.set 024.{ 025.if (value != _selectedJob) 026.{ 027._selectedJob = value; 028.NotifyChanged("SelectedJob"); 029.} 030.} 031.} 032.public SubscriptionToken editToken = new SubscriptionToken(); 033.public SubscriptionToken addToken = new SubscriptionToken(); 034.public JobPostingViewModel(IEventAggregator eventAgg, IRegionManager regionmanager) 035.{ 036.// set Unity items 037.this.eventAggregator = eventAgg; 038.this.regionManager = regionmanager; 039.// load our context 040.context = new RecruitingContext(); 041.this._myJobs = new QueryableCollectionView(context.JobPostings); 042.context.Load(context.GetJobPostingsQuery()); 043.// set command events 044.this.AddRecord = new DelegateCommand<object>(this.AddNewRecord); 045.this.EditRecord = new DelegateCommand<object>(this.EditExistingRecord); 046.this.SelectedItemChanged = new DelegateCommand<object>(this.SelectedRecordChanged); 047.SetSubscriptions(); 048.} 049.#region DelegateCommands from View 050.public void AddNewRecord(object obj) 051.{ 052.this.eventAggregator.GetEvent<AddJobEvent>().Publish(true); 053.} 054.public void EditExistingRecord(object obj) 055.{ 056.if (_selectedJob == null) 057.{ 058.this.eventAggregator.GetEvent<NotifyUserEvent>().Publish("No job selected."); 059.} 060.else 061.{ 062.this._myJobs.EditItem(this._selectedJob); 063.this.eventAggregator.GetEvent<EditJobEvent>().Publish(this._selectedJob); 064.} 065.} 066.public void SelectedRecordChanged(object obj) 067.{ 068.if (obj.GetType() == typeof(ActionHistory)) 069.{ 070.// event bubbles up so we don't catch items from the ActionHistory grid 071.} 072.else 073.{ 074.JobPosting job = obj as JobPosting; 075.GrabHistory(job.PostingID); 076.} 077.} 078.#endregion 079.#region Subscription Declaration and Events 080.public void SetSubscriptions() 081.{ 082.EditJobCompleteEvent editComplete = eventAggregator.GetEvent<EditJobCompleteEvent>(); 083.if (editToken != null) 084.editComplete.Unsubscribe(editToken); 085.editToken = editComplete.Subscribe(this.EditCompleteEventHandler); 086.AddJobCompleteEvent addComplete = eventAggregator.GetEvent<AddJobCompleteEvent>(); 087.if (addToken != null) 088.addComplete.Unsubscribe(addToken); 089.addToken = addComplete.Subscribe(this.AddCompleteEventHandler); 090.} 091.public void EditCompleteEventHandler(bool complete) 092.{ 093.if (complete) 094.{ 095.JobPosting thisJob = _myJobs.CurrentEditItem as JobPosting; 096.this._myJobs.CommitEdit(); 097.this.context.SubmitChanges((s) => 098.{ 099.ActionHistory myAction = new ActionHistory(); 100.myAction.PostingID = thisJob.PostingID; 101.myAction.Description = String.Format("Job '{0}' has been edited by {1}", thisJob.JobTitle, "default user"); 102.myAction.TimeStamp = DateTime.Now; 103.eventAggregator.GetEvent<AddActionEvent>().Publish(myAction); 104.} 105., null); 106.} 107.else 108.{ 109.this._myJobs.CancelEdit(); 110.} 111.this.MakeMeActive(this.regionManager, "MainRegion", "JobPostingsView"); 112.} 113.public void AddCompleteEventHandler(JobPosting job) 114.{ 115.if (job == null) 116.{ 117.// do nothing, new job add cancelled 118.} 119.else 120.{ 121.this.context.JobPostings.Add(job); 122.this.context.SubmitChanges((s) => 123.{ 124.ActionHistory myAction = new ActionHistory(); 125.myAction.PostingID = job.PostingID; 126.myAction.Description = String.Format("Job '{0}' has been added by {1}", job.JobTitle, "default user"); 127.myAction.TimeStamp = DateTime.Now; 128.eventAggregator.GetEvent<AddActionEvent>().Publish(myAction); 129.} 130., null); 131.} 132.this.MakeMeActive(this.regionManager, "MainRegion", "JobPostingsView"); 133.} 134.#endregion 135.public void GrabHistory(int postID) 136.{ 137.context.ActionHistories.Clear(); 138._selectionJobActionHistory = new QueryableCollectionView(context.ActionHistories); 139.context.Load(context.GetHistoryForJobQuery(postID)); 140.} Taking it from the top, we're injecting an Event Aggregator and Region Manager for use down the road and also have the public DelegateCommands (just like in the Menu module). We also grab a reference to our context, which we'll obviously need for data, then set up a few fields with public properties tied to them. We're also setting subscription tokens, which we have not yet seen but I will get into below. The AddNewRecord (50) and EditExistingRecord (54) methods should speak for themselves for functionality, the one thing of note is we're sending events off to the Event Aggregator which some module, somewhere will take care of. Since these aren't entirely relying on one another, the Jobs View doesn't care if anyone is listening, but it will publish AddJobEvent (52), NotifyUserEvent (58) and EditJobEvent (63)regardless. Don't mind the GrabHistory() method so much, that is just grabbing history items (visibly being created in the SubmitChanges callbacks), and adding them to the database. Every action will trigger a history event, so we'll know who modified what and when, just in case. ;) So where are we at? Well, if we click to Add a job, we publish an event, if we edit a job, we publish an event with the selected record (attained through the magic of binding). Where is this all going though? To the Viewmodel, of course! XAML for the AddEditJobView This is pretty straightforward except for one thing, noted below: 001.<Grid x:Name="LayoutRoot" 002.Background="White"> 003.<Grid x:Name="xEditGrid" 004.Margin="10" 005.validationHelper:ValidationScope.Errors="{Binding Errors}"> 006.<Grid.Background> 007.<LinearGradientBrush EndPoint="0.5,1" 008.StartPoint="0.5,0"> 009.<GradientStop Color="#FFC7C7C7" 010.Offset="0" /> 011.<GradientStop Color="#FFF6F3F3" 012.Offset="1" /> 013.</LinearGradientBrush> 014.</Grid.Background> 015.<Grid.RowDefinitions> 016.<RowDefinition Height="40" /> 017.<RowDefinition Height="40" /> 018.<RowDefinition Height="40" /> 019.<RowDefinition Height="100" /> 020.<RowDefinition Height="100" /> 021.<RowDefinition Height="100" /> 022.<RowDefinition Height="40" /> 023.<RowDefinition Height="40" /> 024.<RowDefinition Height="40" /> 025.</Grid.RowDefinitions> 026.<Grid.ColumnDefinitions> 027.<ColumnDefinition Width="150" /> 028.<ColumnDefinition Width="150" /> 029.<ColumnDefinition Width="300" /> 030.<ColumnDefinition Width="100" /> 031.</Grid.ColumnDefinitions> 032.<!-- Title --> 033.<TextBlock Margin="8" 034.Text="{Binding AddEditString}" 035.TextWrapping="Wrap" 036.Grid.Column="1" 037.Grid.ColumnSpan="2" 038.FontSize="16" /> 039.<!-- Data entry area--> 040. 041.<TextBlock Margin="8,0,0,0" 042.Style="{StaticResource LabelTxb}" 043.Grid.Row="1" 044.Text="Job Title" 045.VerticalAlignment="Center" /> 046.<TextBox x:Name="xJobTitleTB" 047.Margin="0,8" 048.Grid.Column="1" 049.Grid.Row="1" 050.Text="{Binding activeJob.JobTitle, Mode=TwoWay, NotifyOnValidationError=True, ValidatesOnExceptions=True}" 051.Grid.ColumnSpan="2" /> 052.<TextBlock Margin="8,0,0,0" 053.Grid.Row="2" 054.Text="Location" 055.d:LayoutOverrides="Height" 056.VerticalAlignment="Center" /> 057.<TextBox x:Name="xLocationTB" 058.Margin="0,8" 059.Grid.Column="1" 060.Grid.Row="2" 061.Text="{Binding activeJob.Location, Mode=TwoWay, NotifyOnValidationError=True, ValidatesOnExceptions=True}" 062.Grid.ColumnSpan="2" /> 063. 064.<TextBlock Margin="8,11,8,0" 065.Grid.Row="3" 066.Text="Description" 067.TextWrapping="Wrap" 068.VerticalAlignment="Top" /> 069. 070.<TextBox x:Name="xDescriptionTB" 071.Height="84" 072.TextWrapping="Wrap" 073.ScrollViewer.VerticalScrollBarVisibility="Auto" 074.Grid.Column="1" 075.Grid.Row="3" 076.Text="{Binding activeJob.Description, Mode=TwoWay, NotifyOnValidationError=True, ValidatesOnExceptions=True}" 077.Grid.ColumnSpan="2" /> 078.<TextBlock Margin="8,11,8,0" 079.Grid.Row="4" 080.Text="Requirements" 081.TextWrapping="Wrap" 082.VerticalAlignment="Top" /> 083. 084.<TextBox x:Name="xRequirementsTB" 085.Height="84" 086.TextWrapping="Wrap" 087.ScrollViewer.VerticalScrollBarVisibility="Auto" 088.Grid.Column="1" 089.Grid.Row="4" 090.Text="{Binding activeJob.Requirements, Mode=TwoWay, NotifyOnValidationError=True, ValidatesOnExceptions=True}" 091.Grid.ColumnSpan="2" /> 092.<TextBlock Margin="8,11,8,0" 093.Grid.Row="5" 094.Text="Qualifications" 095.TextWrapping="Wrap" 096.VerticalAlignment="Top" /> 097. 098.<TextBox x:Name="xQualificationsTB" 099.Height="84" 100.TextWrapping="Wrap" 101.ScrollViewer.VerticalScrollBarVisibility="Auto" 102.Grid.Column="1" 103.Grid.Row="5" 104.Text="{Binding activeJob.Qualifications, Mode=TwoWay, NotifyOnValidationError=True, ValidatesOnExceptions=True}" 105.Grid.ColumnSpan="2" /> 106.<!-- Requirements Checkboxes--> 107. 108.<CheckBox x:Name="xResumeRequiredCB" Margin="8,8,8,15" 109.Content="Resume Required" 110.Grid.Row="6" 111.Grid.ColumnSpan="2" 112.IsChecked="{Binding activeJob.NeedsResume, Mode=TwoWay, NotifyOnValidationError=True, ValidatesOnExceptions=True}"/> 113. 114.<CheckBox x:Name="xCoverletterRequiredCB" Margin="8,8,8,15" 115.Content="Cover Letter Required" 116.Grid.Column="2" 117.Grid.Row="6" 118.IsChecked="{Binding activeJob.NeedsCV, Mode=TwoWay, NotifyOnValidationError=True, ValidatesOnExceptions=True}"/> 119. 120.<CheckBox x:Name="xOverviewRequiredCB" Margin="8,8,8,15" 121.Content="Overview Required" 122.Grid.Row="7" 123.Grid.ColumnSpan="2" 124.IsChecked="{Binding activeJob.NeedsOverview, Mode=TwoWay, NotifyOnValidationError=True, ValidatesOnExceptions=True}"/> 125. 126.<CheckBox x:Name="xJobActiveCB" Margin="8,8,8,15" 127.Content="Job is Active" 128.Grid.Column="2" 129.Grid.Row="7" 130.IsChecked="{Binding activeJob.IsActive, Mode=TwoWay, NotifyOnValidationError=True, ValidatesOnExceptions=True}"/> 131. 132.<!-- Buttons --> 133. 134.<Button x:Name="xAddEditButton" Margin="8,8,0,10" 135.Content="{Binding AddEditButtonString}" 136.cal:Click.Command="{Binding AddEditCommand}" 137.Grid.Column="2" 138.Grid.Row="8" 139.HorizontalAlignment="Left" 140.Width="125" 141.telerik:StyleManager.Theme="Windows7" /> 142. 143.<Button x:Name="xCancelButton" HorizontalAlignment="Right" 144.Content="Cancel" 145.cal:Click.Command="{Binding CancelCommand}" 146.Margin="0,8,8,10" 147.Width="125" 148.Grid.Column="2" 149.Grid.Row="8" 150.telerik:StyleManager.Theme="Windows7" /> 151.</Grid> 152.</Grid> The 'validationHelper:ValidationScope' line may seem odd. This is a handy little trick for catching current and would-be validation errors when working in this whole setup. This all comes from an approach found on theJoy Of Code blog, although it looks like the story for this will be changing slightly with new advances in SL4/WCF RIA Services, so this section can definitely get an overhaul a little down the road. The code is the fun part of all this, so let us see what's happening under the hood. Viewmodel for the AddEditJobView We are going to see some of the same things happening here, so I'll skip over the repeat info and get right to the good stuff: 001.public class AddEditJobViewModel : ViewModelBase 002.{ 003.private readonly IEventAggregator eventAggregator; 004.private readonly IRegionManager regionManager; 005. 006.public RecruitingContext context; 007. 008.private JobPosting _activeJob; 009.public JobPosting activeJob 010.{ 011.get { return _activeJob; } 012.set 013.{ 014.if (_activeJob != value) 015.{ 016._activeJob = value; 017.NotifyChanged("activeJob"); 018.} 019.} 020.} 021. 022.public bool isNewJob; 023. 024.private string _addEditString; 025.public string AddEditString 026.{ 027.get { return _addEditString; } 028.set 029.{ 030.if (_addEditString != value) 031.{ 032._addEditString = value; 033.NotifyChanged("AddEditString"); 034.} 035.} 036.} 037. 038.private string _addEditButtonString; 039.public string AddEditButtonString 040.{ 041.get { return _addEditButtonString; } 042.set 043.{ 044.if (_addEditButtonString != value) 045.{ 046._addEditButtonString = value; 047.NotifyChanged("AddEditButtonString"); 048.} 049.} 050.} 051. 052.public SubscriptionToken addJobToken = new SubscriptionToken(); 053.public SubscriptionToken editJobToken = new SubscriptionToken(); 054. 055.public DelegateCommand<object> AddEditCommand { get; set; } 056.public DelegateCommand<object> CancelCommand { get; set; } 057. 058.private ObservableCollection<ValidationError> _errors = new ObservableCollection<ValidationError>(); 059.public ObservableCollection<ValidationError> Errors 060.{ 061.get { return _errors; } 062.} 063. 064.private ObservableCollection<ValidationResult> _valResults = new ObservableCollection<ValidationResult>(); 065.public ObservableCollection<ValidationResult> ValResults 066.{ 067.get { return this._valResults; } 068.} 069. 070.public AddEditJobViewModel(IEventAggregator eventAgg, IRegionManager regionmanager) 071.{ 072.// set Unity items 073.this.eventAggregator = eventAgg; 074.this.regionManager = regionmanager; 075. 076.context = new RecruitingContext(); 077. 078.AddEditCommand = new DelegateCommand<object>(this.AddEditJobCommand); 079.CancelCommand = new DelegateCommand<object>(this.CancelAddEditCommand); 080. 081.SetSubscriptions(); 082.} 083. 084.#region Subscription Declaration and Events 085. 086.public void SetSubscriptions() 087.{ 088.AddJobEvent addJob = this.eventAggregator.GetEvent<AddJobEvent>(); 089. 090.if (addJobToken != null) 091.addJob.Unsubscribe(addJobToken); 092. 093.addJobToken = addJob.Subscribe(this.AddJobEventHandler); 094. 095.EditJobEvent editJob = this.eventAggregator.GetEvent<EditJobEvent>(); 096. 097.if (editJobToken != null) 098.editJob.Unsubscribe(editJobToken); 099. 100.editJobToken = editJob.Subscribe(this.EditJobEventHandler); 101.} 102. 103.public void AddJobEventHandler(bool isNew) 104.{ 105.this.activeJob = null; 106.this.activeJob = new JobPosting(); 107.this.activeJob.IsActive = true; // We assume that we want a new job to go up immediately 108.this.isNewJob = true; 109.this.AddEditString = "Add New Job Posting"; 110.this.AddEditButtonString = "Add Job"; 111. 112.MakeMeActive(this.regionManager, "MainRegion", "AddEditJobView"); 113.} 114. 115.public void EditJobEventHandler(JobPosting editJob) 116.{ 117.this.activeJob = null; 118.this.activeJob = editJob; 119.this.isNewJob = false; 120.this.AddEditString = "Edit Job Posting"; 121.this.AddEditButtonString = "Edit Job"; 122. 123.MakeMeActive(this.regionManager, "MainRegion", "AddEditJobView"); 124.} 125. 126.#endregion 127. 128.#region DelegateCommands from View 129. 130.public void AddEditJobCommand(object obj) 131.{ 132.if (this.Errors.Count > 0) 133.{ 134.List<string> errorMessages = new List<string>(); 135. 136.foreach (var valR in this.Errors) 137.{ 138.errorMessages.Add(valR.Exception.Message); 139.} 140. 141.this.eventAggregator.GetEvent<DisplayValidationErrorsEvent>().Publish(errorMessages); 142. 143.} 144.else if (!Validator.TryValidateObject(this.activeJob, new ValidationContext(this.activeJob, null, null), _valResults, true)) 145.{ 146.List<string> errorMessages = new List<string>(); 147. 148.foreach (var valR in this._valResults) 149.{ 150.errorMessages.Add(valR.ErrorMessage); 151.} 152. 153.this._valResults.Clear(); 154. 155.this.eventAggregator.GetEvent<DisplayValidationErrorsEvent>().Publish(errorMessages); 156.} 157.else 158.{ 159.if (this.isNewJob) 160.{ 161.this.eventAggregator.GetEvent<AddJobCompleteEvent>().Publish(this.activeJob); 162.} 163.else 164.{ 165.this.eventAggregator.GetEvent<EditJobCompleteEvent>().Publish(true); 166.} 167.} 168.} 169. 170.public void CancelAddEditCommand(object obj) 171.{ 172.if (this.isNewJob) 173.{ 174.this.eventAggregator.GetEvent<AddJobCompleteEvent>().Publish(null); 175.} 176.else 177.{ 178.this.eventAggregator.GetEvent<EditJobCompleteEvent>().Publish(false); 179.} 180.} 181. 182.#endregion 183.} 184.} We start seeing something new on line 103- the AddJobEventHandler will create a new job and set that to the activeJob item on the ViewModel. When this is all set, the view calls that familiar MakeMeActive method to activate itself. I made a bit of a management call on making views self-activate like this, but I figured it works for one reason. As I create this application, views may not exist that I have in mind, so after a view receives its 'ping' from being subscribed to an event, it prepares whatever it needs to do and then goes active. This way if I don't have 'edit' hooked up, I can click as the day is long on the main view and won't get lost in an empty region. Total personal preference here. :) Everything else should again be pretty straightforward, although I do a bit of validation checking in the AddEditJobCommand, which can either fire off an event back to the main view/viewmodel if everything is a success or sent a list of errors to our notification module, which pops open a RadWindow with the alerts if any exist. As a bonus side note, here's what my WCF RIA Services metadata looks like for handling all of the validation: private JobPostingMetadata() { } [StringLength(2500, ErrorMessage = "Description should be more than one and less than 2500 characters.", MinimumLength = 1)] [Required(ErrorMessage = "Description is required.")] public string Description; [Required(ErrorMessage="Active Status is Required")] public bool IsActive; [StringLength(100, ErrorMessage = "Posting title must be more than 3 but less than 100 characters.", MinimumLength = 3)] [Required(ErrorMessage = "Job Title is required.")] public bool JobTitle; [Required] public string Location; public bool NeedsCV; public bool NeedsOverview; public bool NeedsResume; public int PostingID; [Required(ErrorMessage="Qualifications are required.")] [StringLength(2500, ErrorMessage="Qualifications should be more than one and less than 2500 characters.", MinimumLength=1)] public string Qualifications; [StringLength(2500, ErrorMessage = "Requirements should be more than one and less than 2500 characters.", MinimumLength = 1)] [Required(ErrorMessage="Requirements are required.")] public string Requirements;   The RecruitCB Alternative See all that Xaml I pasted above? Those are now two pieces sitting in the JobsView.xaml file now. The only real difference is that the xEditGrid now sits in the same place as xJobsGrid, with visibility swapping out between the two for a quick switch. I also took out all the cal: and command: command references and replaced Button events with clicks and the Grid selection command replaced with a SelectedItemChanged event. Also, at the bottom of the xEditGrid after the last button, I add a ValidationSummary (with Visibility=Collapsed) to catch any errors that are popping up. Simple as can be, and leads to this being the single code-behind file: 001.public partial class JobsView : UserControl 002.{ 003.public RecruitingContext context; 004.public JobPosting activeJob; 005.public bool isNew; 006.private ObservableCollection<ValidationResult> _valResults = new ObservableCollection<ValidationResult>(); 007.public ObservableCollection<ValidationResult> ValResults 008.{ 009.get { return this._valResults; } 010.} 011.public JobsView() 012.{ 013.InitializeComponent(); 014.this.Loaded += new RoutedEventHandler(JobsView_Loaded); 015.} 016.void JobsView_Loaded(object sender, RoutedEventArgs e) 017.{ 018.context = new RecruitingContext(); 019.xJobsGrid.ItemsSource = context.JobPostings; 020.context.Load(context.GetJobPostingsQuery()); 021.} 022.private void xAddRecordButton_Click(object sender, RoutedEventArgs e) 023.{ 024.activeJob = new JobPosting(); 025.isNew = true; 026.xAddEditTitle.Text = "Add a Job Posting"; 027.xAddEditButton.Content = "Add"; 028.xEditGrid.DataContext = activeJob; 029.HideJobsGrid(); 030.} 031.private void xEditRecordButton_Click(object sender, RoutedEventArgs e) 032.{ 033.activeJob = xJobsGrid.SelectedItem as JobPosting; 034.isNew = false; 035.xAddEditTitle.Text = "Edit a Job Posting"; 036.xAddEditButton.Content = "Edit"; 037.xEditGrid.DataContext = activeJob; 038.HideJobsGrid(); 039.} 040.private void xAddEditButton_Click(object sender, RoutedEventArgs e) 041.{ 042.if (!Validator.TryValidateObject(this.activeJob, new ValidationContext(this.activeJob, null, null), _valResults, true)) 043.{ 044.List<string> errorMessages = new List<string>(); 045.foreach (var valR in this._valResults) 046.{ 047.errorMessages.Add(valR.ErrorMessage); 048.} 049.this._valResults.Clear(); 050.ShowErrors(errorMessages); 051.} 052.else if (xSummary.Errors.Count > 0) 053.{ 054.List<string> errorMessages = new List<string>(); 055.foreach (var err in xSummary.Errors) 056.{ 057.errorMessages.Add(err.Message); 058.} 059.ShowErrors(errorMessages); 060.} 061.else 062.{ 063.if (this.isNew) 064.{ 065.context.JobPostings.Add(activeJob); 066.context.SubmitChanges((s) => 067.{ 068.ActionHistory thisAction = new ActionHistory(); 069.thisAction.PostingID = activeJob.PostingID; 070.thisAction.Description = String.Format("Job '{0}' has been edited by {1}", activeJob.JobTitle, "default user"); 071.thisAction.TimeStamp = DateTime.Now; 072.context.ActionHistories.Add(thisAction); 073.context.SubmitChanges(); 074.}, null); 075.} 076.else 077.{ 078.context.SubmitChanges((s) => 079.{ 080.ActionHistory thisAction = new ActionHistory(); 081.thisAction.PostingID = activeJob.PostingID; 082.thisAction.Description = String.Format("Job '{0}' has been added by {1}", activeJob.JobTitle, "default user"); 083.thisAction.TimeStamp = DateTime.Now; 084.context.ActionHistories.Add(thisAction); 085.context.SubmitChanges(); 086.}, null); 087.} 088.ShowJobsGrid(); 089.} 090.} 091.private void xCancelButton_Click(object sender, RoutedEventArgs e) 092.{ 093.ShowJobsGrid(); 094.} 095.private void ShowJobsGrid() 096.{ 097.xAddEditRecordButtonPanel.Visibility = Visibility.Visible; 098.xEditGrid.Visibility = Visibility.Collapsed; 099.xJobsGrid.Visibility = Visibility.Visible; 100.} 101.private void HideJobsGrid() 102.{ 103.xAddEditRecordButtonPanel.Visibility = Visibility.Collapsed; 104.xJobsGrid.Visibility = Visibility.Collapsed; 105.xEditGrid.Visibility = Visibility.Visible; 106.} 107.private void ShowErrors(List<string> errorList) 108.{ 109.string nm = "Errors received: \n"; 110.foreach (string anerror in errorList) 111.nm += anerror + "\n"; 112.RadWindow.Alert(nm); 113.} 114.} The first 39 lines should be pretty familiar, not doing anything too unorthodox to get this up and running. Once we hit the xAddEditButton_Click on line 40, we're still doing pretty much the same things except instead of checking the ValidationHelper errors, we both run a check on the current activeJob object as well as check the ValidationSummary errors list. Once that is set, we again use the callback of context.SubmitChanges (lines 68 and 78) to create an ActionHistory which we will use to track these items down the line. That's all? Essentially... yes. If you look back through this post, most of the code and adventures we have taken were just to get things working in the MVVM/Prism setup. Since I have the whole 'module' self-contained in a single JobView+code-behind setup, I don't have to worry about things like sending events off into space for someone to pick up, communicating through an Infrastructure project, or even re-inventing events to be used with attached behaviors. Everything just kinda works, and again with much less code. Here's a picture of the MVVM and Code-behind versions on the Jobs and AddEdit views, but since the functionality is the same in both apps you still cannot tell them apart (for two-strike): Looking ahead, the Applicants module is effectively the same thing as the Jobs module, so most of the code is being cut-and-pasted back and forth with minor tweaks here and there. So that one is being taken care of by me behind the scenes. Next time, we get into a new world of fun- the interview scheduling module, which will pull from available jobs and applicants for each interview being scheduled, tying everything together with RadScheduler to the rescue. Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • How to deal with a poor team leader and a tester manager from hell? [closed]

    - by Google
    Let me begin by explaining my situation and give a little context to the situation. My company has around 15 developers but we're split up on two different areas. We have a fresh product team and the old product team. The old product team does mostly bug fixes/maintenance and a feature here and there. The fresh product had never been released and was new from the ground up. I am on the fresh product team. The team consists of three developers (myself, another developer and a senior developer). The senior is also our team leader. Our roles are as follows: Myself: building the administration client as well as build/release stuff Other dev: building the primary client Team lead: building the server In addition to the dev team, we interact with the test manager often. By "we" I mean me since I do the build stuff and give him the builds to test. Trial 1: The other developer on my team and I have both tried to talk to our manager about our team leader. About two weeks before release we went in his office and had a closed door meeting before our team lead got to work. We expressed our concerns about the product, its release date and our team leader. We expressed our team leader had a "rosey" image of the product's state. Our manager seemed to listen to what we said and thanked us for taking the initiative to speak with him about it. He got us an extra two weeks before release. The situation with the leader didn't change. In fact, it got a little worse. While we were using the two weeks to fix issues he was slacking off quite a bit. Just to name a few things, he installed Windows 8 on his dev machine during this time (claimed him machine was broke), he wrote a plugin for our office messenger that turned turned messages into speech, and one time when I went in his office he was making a 3D model in Blender (for "fun"). He felt the product was "pretty good" and ready for release. During this time I dealt with the test manager on a daily basis. Every bug or issue that popped up he would pretty much attack me personally (regardless of which component the bug was in). The test manager would often push his "views" of what needed to be done with the product. He virtually ordered me to change text on our installer and to add features to the installer and administration client. I tried to express how his suggestions were "valid ideas" but it was too close to release to do those kinds of things and to make matters worse, our technical writer had already finished documentation and such a change would not only affect the dev team but would affect the technical writer and marketing as well. I expressed I wasn't going to make those changes without marketing's consent as well as the technical writer and my manager's. He pretty much said I don't care about the product and said I don't do my job. I would like to take a moment to say I take my job seriously and I do my best. I am the kind of person that goes to work 30-40 mins early and usually leaves 30 minutes later than everyone else. Saying I don't care or do my job is just insulting. His "attacks" on me grew from day to day. Every bug that popped up he would usually comment on in some manner that jabbed me and the other developer. "Oh that bug! Yeah that should have been fixed by now, figures! If someone would do their job!" and other similar kinds of comments. Keep in mind 8 out of 10 bugs were in the server and had nothing to do with me and the other developer. That didn't seem to matter.. On one occasion they got pretty bad and we almost got into a yelling match so I decided to stop talking to him all together. I carried all communication through office email (with my manager cc'd). He never attacked me via email. He still attempted to get aggressive with me in person but I completely ignore him and my only response to any question is, "Ask my team leader." or "Ask a product manager." The product launched after our two week extension. Trial 2: The day after the product launch our team leader went on vacation (thanks....). At this time we got a lot of questions from the tech support... major issues with the product. All of these issues were bugs marked "resolved" by our lovely team leader (a typical situation that often popped up). This is where we currently are. The other developer has been with the company for about three years (I've been there only five months) and told me he was going to speak with our manager alone and hoped it would help get our concerns across a little better in a one-on-one. He spoke with the manager and directly addressed all of our concerns regarding our team leader and the test manager giving us (mostly me) hell. Our manager basically said he understood how hard we work and said he noticed it and there's no doubt about it. He said he spoke with the test manager about his temper. Regarding the team leader, he didn't say a whole lot. He suggested we sit down with the team leader and address our concerns (isn't that the manager's job?). We're still waiting to see if anything has changed but we doubt it. What can we do next? 1) Talk to the team leader (may stress relationship and make work awkward) I admit the team leader is generally a nice guy. He is just a horrible leader and working closely with him is painful. I still don't believe bringing this directly to the team leader would help at all and may negatively impact the situation. 2) I could quit. Other than this situation the job is pretty fantastic. I really like my other coworkers and we have quite a bit of freedom. 3) I could take the situation with the team leader to one of the owners. I would then be throwing my manager under the bus. 4) I could take the situation with the test manager to HR. Any suggestions? Comments?

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  • The Proper Use of the VM Role in Windows Azure

    - by BuckWoody
    At the Professional Developer’s Conference (PDC) in 2010 we announced an addition to the Computational Roles in Windows Azure, called the VM Role. This new feature allows a great deal of control over the applications you write, but some have confused it with our full infrastructure offering in Windows Hyper-V. There is a proper architecture pattern for both of them. Virtualization Virtualization is the process of taking all of the hardware of a physical computer and replicating it in software alone. This means that a single computer can “host” or run several “virtual” computers. These virtual computers can run anywhere - including at a vendor’s location. Some companies refer to this as Cloud Computing since the hardware is operated and maintained elsewhere. IaaS The more detailed definition of this type of computing is called Infrastructure as a Service (Iaas) since it removes the need for you to maintain hardware at your organization. The operating system, drivers, and all the other software required to run an application are still under your control and your responsibility to license, patch, and scale. Microsoft has an offering in this space called Hyper-V, that runs on the Windows operating system. Combined with a hardware hosting vendor and the System Center software to create and deploy Virtual Machines (a process referred to as provisioning), you can create a Cloud environment with full control over all aspects of the machine, including multiple operating systems if you like. Hosting machines and provisioning them at your own buildings is sometimes called a Private Cloud, and hosting them somewhere else is often called a Public Cloud. State-ful and Stateless Programming This paradigm does not create a new, scalable way of computing. It simply moves the hardware away. The reason is that when you limit the Cloud efforts to a Virtual Machine, you are in effect limiting the computing resources to what that single system can provide. This is because much of the software developed in this environment maintains “state” - and that requires a little explanation. “State-ful programming” means that all parts of the computing environment stay connected to each other throughout a compute cycle. The system expects the memory, CPU, storage and network to remain in the same state from the beginning of the process to the end. You can think of this as a telephone conversation - you expect that the other person picks up the phone, listens to you, and talks back all in a single unit of time. In “Stateless” computing the system is designed to allow the different parts of the code to run independently of each other. You can think of this like an e-mail exchange. You compose an e-mail from your system (it has the state when you’re doing that) and then you walk away for a bit to make some coffee. A few minutes later you click the “send” button (the network has the state) and you go to a meeting. The server receives the message and stores it on a mail program’s database (the mail server has the state now) and continues working on other mail. Finally, the other party logs on to their mail client and reads the mail (the other user has the state) and responds to it and so on. These events might be separated by milliseconds or even days, but the system continues to operate. The entire process doesn’t maintain the state, each component does. This is the exact concept behind coding for Windows Azure. The stateless programming model allows amazing rates of scale, since the message (think of the e-mail) can be broken apart by multiple programs and worked on in parallel (like when the e-mail goes to hundreds of users), and only the order of re-assembling the work is important to consider. For the exact same reason, if the system makes copies of those running programs as Windows Azure does, you have built-in redundancy and recovery. It’s just built into the design. The Difference Between Infrastructure Designs and Platform Designs When you simply take a physical server running software and virtualize it either privately or publicly, you haven’t done anything to allow the code to scale or have recovery. That all has to be handled by adding more code and more Virtual Machines that have a slight lag in maintaining the running state of the system. Add more machines and you get more lag, so the scale is limited. This is the primary limitation with IaaS. It’s also not as easy to deploy these VM’s, and more importantly, you’re often charged on a longer basis to remove them. your agility in IaaS is more limited. Windows Azure is a Platform - meaning that you get objects you can code against. The code you write runs on multiple nodes with multiple copies, and it all works because of the magic of Stateless programming. you don’t worry, or even care, about what is running underneath. It could be Windows (and it is in fact a type of Windows Server), Linux, or anything else - but that' isn’t what you want to manage, monitor, maintain or license. You don’t want to deploy an operating system - you want to deploy an application. You want your code to run, and you don’t care how it does that. Another benefit to PaaS is that you can ask for hundreds or thousands of new nodes of computing power - there’s no provisioning, it just happens. And you can stop using them quicker - and the base code for your application does not have to change to make this happen. Windows Azure Roles and Their Use If you need your code to have a user interface, in Visual Studio you add a Web Role to your project, and if the code needs to do work that doesn’t involve a user interface you can add a Worker Role. They are just containers that act a certain way. I’ll provide more detail on those later. Note: That’s a general description, so it’s not entirely accurate, but it’s accurate enough for this discussion. So now we’re back to that VM Role. Because of the name, some have mistakenly thought that you can take a Virtual Machine running, say Linux, and deploy it to Windows Azure using this Role. But you can’t. That’s not what it is designed for at all. If you do need that kind of deployment, you should look into Hyper-V and System Center to create the Private or Public Infrastructure as a Service. What the VM Role is actually designed to do is to allow you to have a great deal of control over the system where your code will run. Let’s take an example. You’ve heard about Windows Azure, and Platform programming. You’re convinced it’s the right way to code. But you have a lot of things you’ve written in another way at your company. Re-writing all of your code to take advantage of Windows Azure will take a long time. Or perhaps you have a certain version of Apache Web Server that you need for your code to work. In both cases, you think you can (or already have) code the the software to be “Stateless”, you just need more control over the place where the code runs. That’s the place where a VM Role makes sense. Recap Virtualizing servers alone has limitations of scale, availability and recovery. Microsoft’s offering in this area is Hyper-V and System Center, not the VM Role. The VM Role is still used for running Stateless code, just like the Web and Worker Roles, with the exception that it allows you more control over the environment of where that code runs.

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  • Silverlight Recruiting Application Part 4 - Navigation and Modules

    After our brief intermission (and the craziness of Q1 2010 release week), we're back on track here and today we get to dive into how we are going to navigate through our applications as well as how to set up our modules. That way, as I start adding the functionality- adding Jobs and Applicants, Interview Scheduling, and finally a handy Dashboard- you'll see how everything is communicating back and forth. This is all leading up to an eventual webinar, in which I'll dive into this process and give a honest look at the current story for MVVM vs. Code-Behind applications. (For a look at the future with SL4 and a little thing called MEF, check out what Ross is doing over at his blog!) Preamble... Before getting into really talking about this app, I've done a little bit of work ahead of time to create a ton of files that I'll need. Since the webinar is going to cover the Dashboard, it's not here, but otherwise this is a look at what the project layout looks like (and remember, this is both projects since they share the .Web): So as you can see, from an architecture perspective, the code-behind app is much smaller and more streamlined- aka a better fit for the one man shop that is me. Each module in the MVVM app has the same setup, which is the Module class and corresponding Views and ViewModels. Since the code-behind app doesn't need a go-between project like Infrastructure, each MVVM module is instead replaced by a single Silverlight UserControl which will contain all the logic for each respective bit of functionality. My Very First Module Navigation is going to be key to my application, so I figured the first thing I would setup is my MenuModule. First step here is creating a Silverlight Class Library named MenuModule, creatingthe View and ViewModel folders, and adding the MenuModule.cs class to handle module loading. The most important thing here is that my MenuModule inherits from IModule, which runs an Initialize on each module as it is created that, in my case, adds the views to the correct regions. Here's the MenuModule.cs code: public class MenuModule : IModule { private readonly IRegionManager regionManager; private readonly IUnityContainer container; public MenuModule(IUnityContainer container, IRegionManager regionmanager) { this.container = container; this.regionManager = regionmanager; } public void Initialize() { var addMenuView = container.Resolve<MenuView>(); regionManager.Regions["MenuRegion"].Add(addMenuView); } } Pretty straightforward here... We inject a container and region manager from Prism/Unity, then upon initialization we grab the view (out of our Views folder) and add it to the region it needs to live in. Simple, right? When the MenuView is created, the only thing in the code-behind is a reference to the set the MenuViewModel as the DataContext. I'd like to achieve MVVM nirvana and have zero code-behind by placing the viewmodel in the XAML, but for the reasons listed further below I can't. Navigation - MVVM Since navigation isn't the biggest concern in putting this whole thing together, I'm using the Button control to handle different options for loading up views/modules. There is another reason for this- out of the box, Prism has command support for buttons, which is one less custom command I had to work up for the functionality I would need. This comes from the Microsoft.Practices.Composite.Presentation assembly and looks as follows when put in code: <Button x:Name="xGoToJobs" Style="{StaticResource menuStyle}" Content="Jobs" cal:Click.Command="{Binding GoModule}" cal:Click.CommandParameter="JobPostingsView" /> For quick reference, 'menuStyle' is just taking care of margins and spacing, otherwise it looks, feels, and functions like everyone's favorite Button. What MVVM's this up is that the Click.Command is tying to a DelegateCommand (also coming fromPrism) on the backend. This setup allows you to tie user interaction to a command you setup in your viewmodel, which replaces the standard event-based setup you'd see in the code-behind app. Due to databinding magic, it all just works. When we get looking at the DelegateCommand in code, it ends up like this: public class MenuViewModel : ViewModelBase { private readonly IRegionManager regionManager; public DelegateCommand<object> GoModule { get; set; } public MenuViewModel(IRegionManager regionmanager) { this.regionManager = regionmanager; this.GoModule = new DelegateCommand<object>(this.goToView); } public void goToView(object obj) { MakeMeActive(this.regionManager, "MainRegion", obj.ToString()); } } Another for reference, ViewModelBase takes care of iNotifyPropertyChanged and MakeMeActive, which switches views in the MainRegion based on the parameters. So our public DelegateCommand GoModule ties to our command on the view, that in turn calls goToView, and the parameter on the button is the name of the view (which we pass with obj.ToString()) to activate. And how do the views get the names I can pass as a string? When I called regionManager.Regions[regionname].Add(view), there is an overload that allows for .Add(view, "viewname"), with viewname being what I use to activate views. You'll see that in action next installment, just wanted to clarify how that works. With this setup, I create two more buttons in my MenuView and the MenuModule is good to go. Last step is to make sure my MenuModule loads in my Bootstrapper: protected override IModuleCatalog GetModuleCatalog() { ModuleCatalog catalog = new ModuleCatalog(); // add modules here catalog.AddModule(typeof(MenuModule.MenuModule)); return catalog; } Clean, simple, MVVM-delicious. Navigation - Code-Behind Keeping with the history of significantly shorter code-behind sections of this series, Navigation will be no different. I promise. As I explained in a prior post, due to the one-project setup I don't have to worry about the same concerns so my menu is part of MainPage.xaml. So I can cheese-it a bit, though, since I've already got three buttons all set I'm just copying that code and adding three click-events instead of the command/commandparameter setup: <!-- Menu Region --> <StackPanel Grid.Row="1" Orientation="Vertical"> <Button x:Name="xJobsButton" Content="Jobs" Style="{StaticResource menuStyleCB}" Click="xJobsButton_Click" /> <Button x:Name="xApplicantsButton" Content="Applicants" Style="{StaticResource menuStyleCB}" Click="xApplicantsButton_Click" /> <Button x:Name="xSchedulingModule" Content="Scheduling" Style="{StaticResource menuStyleCB}" Click="xSchedulingModule_Click" /> </StackPanel> Simple, easy to use events, and no extra assemblies required! Since the code for loading each view will be similar, we'll focus on JobsView for now.The code-behind with this setup looks something like... private JobsView _jobsView; public MainPage() { InitializeComponent(); } private void xJobsButton_Click(object sender, RoutedEventArgs e) { if (MainRegion.Content.GetType() != typeof(JobsView)) { if (_jobsView == null) _jobsView = new JobsView(); MainRegion.Content = _jobsView; } } What am I doing here? First, for each 'view' I create a private reference which MainPage will hold on to. This allows for a little bit of state-maintenance when switching views. When a button is clicked, first we make sure the 'view' typeisn't active (why load it again if it is already at center stage?), then we check if the view has been created and create if necessary, then load it up. Three steps to switching views and is easy as pie. Part 4 Results The end result of all this is that I now have a menu module (MVVM) and a menu section (code-behind) that load their respective views. Since I'm using the same exact XAML (except with commands/events depending on the project), the end result for both is again exactly the same and I'll show a slightly larger image to show it off: Next time, we add the Jobs Module and wire up RadGridView and a separate edit page to handle adding and editing new jobs. That's when things get fun. And somewhere down the line, I'll make the menu look slicker. :) Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Azure, don't give me multiple VMs, give me one elastic VM

    - by FransBouma
    Yesterday, Microsoft revealed new major features for Windows Azure (see ScottGu's post). It all looks shiny and great, but after reading most of the material describing the new features, I still find the overall idea behind all of it flawed: why should I care on how much VMs my web app runs? Isn't that a problem to solve for the Windows Azure engineers / software? And what if I need the file system, why can't I simply get a virtual filesystem ? To illustrate my point, let's use a real example: a product website with a customer system/database and next to it a support site with accompanying database. Both are written in .NET, using ASP.NET and use a SQL Server database each. The product website offers files to download by customers, very simple. You have a couple of options to host these websites: Buy a server, place it in a rack at an ISP and run the sites on that server Use 'shared hosting' with an ISP, which means your sites' appdomains are running on the same machine, as well as the files stored, and the databases are hosted in the same server as the other shared databases. Hire a VM, install your OS of choice at an ISP, and host the sites on that VM, basically the same as the first option, except you don't have a physical server At some cloud-vendor, either host the sites 'shared' or in a VM. See above. With all of those options, scalability is a problem, even the cloud-based ones, though not due to the same reasons: The physical server solution has the obvious problem that if you need more power, you need to buy a bigger server or more servers which requires you to add replication and other overhead Shared hosting solutions are almost always capped on memory usage / traffic and database size: if your sites get too big, you have to move out of the shared hosting environment and start over with one of the other solutions The VM solution, be it a VM at an ISP or 'in the cloud' at e.g. Windows Azure or Amazon, in theory allows scaling out by simply instantiating more VMs, however that too introduces the same overhead problems as with the physical servers: suddenly more than 1 instance runs your sites. If a cloud vendor offers its services in the form of VMs, you won't gain much over having a VM at some ISP: the main problems you have to work around are still there: when you spin up more than one VM, your application must be completely stateless at any moment, including the DB sub system, because what's in memory in instance 1 might not be in memory in instance 2. This might sounds trivial but it's not. A lot of the websites out there started rather small: they were perfectly runnable on a single machine with normal memory and CPU power. After all, you don't need a big machine to run a website with even thousands of users a day. Moving these sites to a multi-VM environment will cause a problem: all the in-memory state they use, all the multi-page transitions they use while keeping state across the transition, they can't do that anymore like they did that on a single machine: state is something of the past, you have to store every byte of state in either a DB or in a viewstate or in a cookie somewhere so with the next request, all state information is available through the request, as nothing is kept in-memory. Our example uses a bunch of files in a file system. Using multiple VMs will require that these files move to a cloud storage system which is mounted in each VM so we don't have to store the files on each VM. This might require different file paths, but this change should be minor. What's perhaps less minor is the maintenance procedure in place on the new type of cloud storage used: instead of ftp-ing into a VM, you might have to update the files using different ways / tools. All in all this makes moving an existing website which was written for an environment that's based around a VM (namely .NET with its CLR) overly cumbersome and problematic: it forces you to refactor your website system to be able to be used 'in the cloud', which is caused by the limited way how e.g. Windows Azure offers its cloud services: in blocks of VMs. Offer a scalable, flexible VM which extends with my needs Instead, cloud vendors should offer simply one VM to me. On that VM I run the websites, store my DB and my files. As it's a virtual machine, how this machine is actually ran on physical hardware (e.g. partitioned), I don't care, as that's the problem for the cloud vendor to solve. If I need more resources, e.g. I have more traffic to my server, way more visitors per day, the VM stretches, like I bought a bigger box. This frees me from the problem which comes with multiple VMs: I don't have any refactoring to do at all: I can simply build my website as if it runs on my local hardware server, upload it to the VM offered by the cloud vendor, install it on the VM and I'm done. "But that might require changes to windows!" Yes, but Microsoft is Windows. Windows Azure is their service, they can make whatever change to what they offer to make it look like it's windows. Yet, they're stuck, like Amazon, in thinking in VMs, which forces developers to 'think ahead' and gamble whether they would need to migrate to a cloud with multiple VMs in the future or not. Which comes down to: gamble whether they should invest time in code / architecture which they might never need. (YAGNI anyone?) So the VM we're talking about, is that a low-level VM which runs a guest OS, or is that VM a different kind of VM? The flexible VM: .NET's CLR ? My example websites are ASP.NET based, which means they run inside a .NET appdomain, on the .NET CLR, which is a VM. The only physical OS resource the sites need is the file system, however this too is accessed through .NET. In short: all the websites see is what .NET allows the websites to see, the world as the websites know it is what .NET shows them and lets them access. How the .NET appdomain is run physically, that's the concern of .NET, not mine. This begs the question why Windows Azure doesn't offer virtual appdomains? Or better: .NET environments which look like one machine but could be physically multiple machines. In such an environment, no change has to be made to the websites to migrate them from a local machine or own server to the cloud to get proper scaling: the .NET VM will simply scale with the need: more memory needed, more CPU power needed, it stretches. What it offers to the application running inside the appdomain is simply increasing, but not fragmented: all resources are available to the application: this means that the problem of how to scale is back to where it should be: with the cloud vendor. "Yeah, great, but what about the databases?" The .NET application communicates with the database server through a .NET ADO.NET provider. Where the database is located is not a problem of the appdomain: the ADO.NET provider has to solve that. I.o.w.: we can host the databases in an environment which offers itself as a single resource and is accessible through one connection string without replication overhead on the outside, and use that environment inside the .NET VM as if it was a single DB. But what about memory replication and other problems? This environment isn't simple, at least not for the cloud vendor. But it is simple for the customer who wants to run his sites in that cloud: no work needed. No refactoring needed of existing code. Upload it, run it. Perhaps I'm dreaming and what I described above isn't possible. Yet, I think if cloud vendors don't move into that direction, what they're offering isn't interesting: it doesn't solve a problem at all, it simply offers a way to instantiate more VMs with the guest OS of choice at the cost of me needing to refactor my website code so it can run in the straight jacket form factor dictated by the cloud vendor. Let's not kid ourselves here: most of us developers will never build a website which needs a truck load of VMs to run it: almost all websites created by developers can run on just a few VMs at most. Yet, the most expensive change is right at the start: moving from one to two VMs. As soon as you have refactored your website code to run across multiple VMs, adding another one is just as easy as clicking a mouse button. But that first step, that's the problem here and as it's right there at the beginning of scaling the website, it's particularly strange that cloud vendors refuse to solve that problem and leave it to the developers to solve that. Which makes migrating 'to the cloud' particularly expensive.

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  • The Birth of a Method - Where did OUM come from?

    - by user702549
    It seemed fitting to start this blog entry with the OUM vision statement. The vision for the Oracle® Unified Method (OUM) is to support the entire Enterprise IT lifecycle, including support for the successful implementation of every Oracle product.  Well, it’s that time of year again; we just finished testing and packaging OUM 5.6.  It will be released for general availability to qualifying customers and partners this month.  Because of this, I’ve been reflecting back on how the birth of Oracle’s Unified method - OUM came about. As the Release Director of OUM, I’ve been honored to package every method release.  No, maybe you’d say it’s not so special.  Of course, anyone can use packaging software to create an .exe file.  But to me, it is pretty special, because so many people work together to make each release come about.  The rich content that results is what makes OUM’s history worth talking about.   To me, professionally speaking, working on OUM, well it’s been “a labor of love”.  My youngest child was just 8 years old when OUM was born, and she’s now in High School!  Watching her grow and change has been fascinating, if you ask her, she’s grown up hearing about OUM.  My son would often walk into my home office and ask “How is OUM today, Mom?”  I am one of many people that take care of OUM, and have watched the method “mature” over these last 6 years.  Maybe that makes me a "Method Mom" (someone in one of my classes last year actually said this outloud) but there are so many others who collaborate and care about OUM Development. I’ve thought about writing this blog entry for a long time just to reflect on how far the Method has come. Each release, as I prepare the OUM Contributors list, I see how many people’s experience and ideas it has taken to create this wealth of knowledge, process and task guidance as well as templates and examples.  If you’re wondering how many people, just go into OUM select the resources button on the top of most pages of the method, and on that resources page click the ABOUT link. So now back to my nostalgic moment as I finished release 5.6 packaging.  I reflected back, on all the things that happened that cause OUM to become not just a dream but to actually come to fruition.  Here are some key conditions that make it possible for each release of the method: A vision to have one method instead of many methods, thereby focusing on deeper, richer content People within Oracle’s consulting Organization  willing to contribute to OUM providing Subject Matter Experts who are willing to write down and share what they know. Oracle’s continued acquisition of software companies, the need to assimilate high quality existing materials from these companies The need to bring together people from very different backgrounds and provide a common language to support Oracle Product implementations that often involve multiple product families What came first, and then what was the strategy? Initially OUM 4.0 was based on Oracle’s J2EE Custom Development Method (JCDM), it was a good “backbone”  (work breakdown structure) it was Unified Process based, and had good content around UML as well as custom software development.  But it needed to be extended in order to achieve the OUM Vision. What happened after that was to take in the “best of the best”, the legacy and acquired methods were scheduled for assimilation into OUM, one release after another.  We incrementally built OUM.  We didn’t want to lose any of the expertise that was reflected in AIM (Oracle’s legacy Application Implementation Method), Compass (People Soft’s Application implementation method) and so many more. When was OUM born? OUM 4.1 published April 30, 2006.  This release allowed Oracles Advanced Technology groups to begin the very first implementations of Fusion Middleware.  In the early days of the Method we would prepare several releases a year.  Our iterative release development cycle began and continues to be refined with each Method release.  Now we typically see one major release each year. The OUM release development cycle is not unlike many Oracle Implementation projects in that we need to gather requirements, prioritize, prepare the content, test package and then go production.  Typically we develop an OUM release MoSCoW (must have, should have, could have, and won’t have) right after the prior release goes out.   These are the high level requirements.  We break the timeframe into increments, frequent checkpoints that help us assess the content and progress is measured through frequent checkpoints.  We work as a team to prioritize what should be done in each increment. Yes, the team provides the estimates for what can be done within a particular increment.  We sometimes have Method Development workshops (physically or virtually) to accelerate content development on a particular subject area, that is where the best content results. As the written content nears the final stages, it goes through edit and evaluation through peer reviews, and then moves into the release staging environment.  Then content freeze and testing of the method pack take place.  This iterative cycle is run using the OUM artifacts that make sense “fit for purpose”, project plans, MoSCoW lists, Test plans are just a few of the OUM work products we use on a Method Release project. In 2007 OUM 4.3, 4.4 and 4.5 were published.  With the release of 4.5 our Custom BI Method (Data Warehouse Method FastTrack) was assimilated into OUM.  These early releases helped us align Oracle’s Unified method with other industry standards Then in 2008 we made significant changes to the OUM “Backbone” to support Applications Implementation projects with that went to the OUM 5.0 release.  Now things started to get really interesting.  Next we had some major developments in the Envision focus area in the area of Enterprise Architecture.  We acquired some really great content from the former BEA, Liquid Enterprise Method (LEM) along with some SMEs who were willing to work at bringing this content into OUM.  The Service Oriented Architecture content in OUM is extensive and can help support the successful implementation of Fusion Middleware, as well as Fusion Applications. Of course we’ve developed a wealth of OUM training materials that work also helps to improve the method content.  It is one thing to write “how to”, and quite another to be able to teach people how to use the materials to improve the success of their projects.  I’ve learned so much by teaching people how to use OUM. What's next? So here toward the end of 2012, what’s in store in OUM 5.6, well, I’m sure you won’t be surprised the answer is Cloud Computing.   More details to come in the next couple of weeks!  The best part of being involved in the development of OUM is to see how many people have “adopted” OUM over these six years, Clients, Partners, and Oracle Consultants.  The content just gets better with each release.   I’d love to hear your comments on how OUM has evolved, and ideas for new content you’d like to see in the upcoming releases.

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  • The Great Divorce

    - by BlackRabbitCoder
    I have a confession to make: I've been in an abusive relationship for more than 17 years now.  Yes, I am not ashamed to admit it, but I'm finally doing something about it. I met her in college, she was new and sexy and amazingly fast -- and I'd never met anything like her before.  Her style and her power captivated me and I couldn't wait to learn more about her.  I took a chance on her, and though I learned a lot from her -- and will always be grateful for my time with her -- I think it's time to move on. Her name was C++, and she so outshone my previous love, C, that any thoughts of going back evaporated in the heat of this new romance.  She promised me she'd be gentle and not hurt me the way C did.  She promised me she'd clean-up after herself better than C did.  She promised me she'd be less enigmatic and easier to keep happy than C was.  But I was deceived.  Oh sure, as far as truth goes, it wasn't a complete lie.  To some extent she was more fun, more powerful, safer, and easier to maintain.  But it just wasn't good enough -- or at least it's not good enough now. I loved C++, some part of me still does, it's my first-love of programming languages and I recognize its raw power, its blazing speed, and its improvements over its predecessor.  But with today's hardware, at speeds we could only dream to conceive of twenty years ago, that need for speed -- at the cost of all else -- has died, and that has left my feelings for C++ moribund. If I ever need to write an operating system or a device driver, then I might need that speed.  But 99% of the time I don't.  I'm a business-type programmer and chances are 90% of you are too, and even the ones who need speed at all costs may be surprised by how much you sacrifice for that.   That's not to say that I don't want my software to perform, and it's not to say that in the business world we don't care about speed or that our job is somehow less difficult or technical.  There's many times we write programs to handle millions of real-time updates or handle thousands of financial transactions or tracking trading algorithms where every second counts.  But if I choose to write my code in C++ purely for speed chances are I'll never notice the speed increase -- and equally true chances are it will be far more prone to crash and far less easy to maintain.  Nearly without fail, it's the macro-optimizations you need, not the micro-optimizations.  If I choose to write a O(n2) algorithm when I could have used a O(n) algorithm -- that can kill me.  If I choose to go to the database to load a piece of unchanging data every time instead of caching it on first load -- that too can kill me.  And if I cross the network multiple times for pieces of data instead of getting it all at once -- yes that can also kill me.  But choosing an overly powerful and dangerous mid-level language to squeeze out every last drop of performance will realistically not make stock orders process any faster, and more likely than not open up the system to more risk of crashes and resource leaks. And that's when my love for C++ began to die.  When I noticed that I didn't need that speed anymore.  That that speed was really kind of a lie.  Sure, I can be super efficient and pack bits in a byte instead of using separate boolean values.  Sure, I can use an unsigned char instead of an int.  But in the grand scheme of things it doesn't matter as much as you think it does.  The key is maintainability, and that's where C++ failed me.  I like to tell the other developers I work with that there's two levels of correctness in coding: Is it immediately correct? Will it stay correct? That is, you can hack together any piece of code and make it correct to satisfy a task at hand, but if a new developer can't come in tomorrow and make a fairly significant change to it without jeopardizing that correctness, it won't stay correct. Some people laugh at me when I say I now prefer maintainability over speed.  But that is exactly the point.  If you focus solely on speed you tend to produce code that is much harder to maintain over the long hall, and that's a load of technical debt most shops can't afford to carry and end up completely scrapping code before it's time.  When good code is written well for maintainability, though, it can be correct both now and in the future. And you know the best part is?  My new love is nearly as fast as C++, and in some cases even faster -- and better than that, I know C# will treat me right.  Her creators have poured hundreds of thousands of hours of time into making her the sexy beast she is today.  They made her easy to understand and not an enigmatic mess.  They made her consistent and not moody and amorphous.  And they made her perform as fast as I care to go by optimizing her both at compile time and a run-time. Her code is so elegant and easy on the eyes that I'm not worried where she will run to or what she'll pull behind my back.  She is powerful enough to handle all my tasks, fast enough to execute them with blazing speed, maintainable enough so that I can rely on even fairly new peers to modify my work, and rich enough to allow me to satisfy any need.  C# doesn't ask me to clean up her messes!  She cleans up after herself and she tries to make my life easier for me by taking on most of those optimization tasks C++ asked me to take upon myself.  Now, there are many of you who would say that I am the cause of my own grief, that it was my fault C++ didn't behave because I didn't pay enough attention to her.  That I alone caused the pain she inflicted on me.  And to some extent, you have a point.  But she was so high maintenance, requiring me to know every twist and turn of her vast and unrestrained power that any wrong term or bout of forgetfulness was met with painful reminders that she wasn't going to watch my back when I made a mistake.  But C#, she loves me when I'm good, and she loves me when I'm bad, and together we make beautiful code that is both fast and safe. So that's why I'm leaving C++ behind.  She says she's changing for me, but I have no interest in what C++0x may bring.  Oh, I'll still keep in touch, and maybe I'll see her now and again when she brings her problems to my door and asks for some attention -- for I always have a soft spot for her, you see.  But she's out of my house now.  I have three kids and a dog and a cat, and all require me to clean up after them, why should I have to clean up after my programming language as well?

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  • Personal Technology – Laptop Screen Blank – No Post – No BIOS – No Boot

    - by Pinal Dave
    If your laptop Screen is Blank and there is no POST, BIOS or boot, you can follow the steps mentioned here and there are chances that it will work if there is no hardware failure inside. Step 1: Remove the power cord from the laptop Step 2: Remove the battery from the laptop Step 3: Hold power button (keep it pressed) for almost 60 seconds Step 4: Plug power back in laptop Step 5: Start computer and it should just start normally. Step 6: Now shut down Step 7: Insert the battery back in the laptop Step 8: Start laptop again and it should work Note 1: If your laptop does not work after inserting back the memory. Remove the memory and repeat above process. Do not insert the battery back as it is malfunctioning. Note 2: If your screen is faulty or have issues with your hardware (motherboard, screen or anything else) this method will not fix your computer. Those, who care about how I come up with this not SQL related blog post, here is the very funny true story. If you are a married man, you will know what I am going to describe next. May be you have faced the same situation or at least you feel and understand my situation. My wife’s computer suddenly stops working when she was searching for my daughter’s mathematics worksheets online. While the fatal accident happened with my wife’s computer (which was my loyal computer for over 4 years before she got it), I was working in my home office, fixing a high priority issue (live order’s database was corrupted) with one of the largest eCommerce websites.  While I was working on production server where I was fixing database corruption, my wife ran to my home office. Here is how the conversation went: Wife: This computer does not work. I: Restart it. Wife: It does not start. I: What did you do with it? Wife: Nothing, it just stopped working. I: Okey, I will look into it later, working on the very urgent issue. Wife: I was printing my daughter’s worksheet. I: Hm.. Okey. Wife: It was the mathematics worksheet, which you promised you will teach but you never get around to do it, so I am doing it myself. I: Thanks. I appreciate it. I am very busy with this issue as million dollar transaction are not happening as the database got corrupted and … Wife: So what … umm… You mean to say that you care about this customer more than your daughter. You know she got A+ in every other class but in mathematics she got only A. She missed that extra credit question. I: She is only 4, it is okay. Wife: She is 4.5 years old not 4. So you are not going to fix this computer which does not start at all. I think our daughter next time will even get lower grades as her dad is busy fixing something. I: Alright, I give up bring me that computer. Our daughter who was listening everything so far she finally decided to speak up. Daughter: Dad, it is a laptop not computer. I: Yes, sweety get that laptop here and your dad is going to fix the this small issue of million dollar issue later on. I decided to pay attention to my wife’s computer. She was right. No matter what I do, it will not boot up, it will not start, no BIOS, no POST screen. The computer starts for a second but nothing comes up on the screen. The light indicating hard drive comes up for a second and goes off. Nothing happens. I removed every single USB drive from the laptop but it still would not start. It was indeed no fun for me. Finally I remember my days when I was not married and used to study in University of Southern California, Los Angeles. I remembered that I used to have very old second (or maybe third or fourth) hand computer with me. In polite words, I had pre-owned computer and it used to face very similar issues again and again. I had small routine I used to follow to fix my old computer and I had decided to follow the same steps again with this computer. Step 1: Remove the power cord from the laptop Step 2: Remove the battery from the laptop Step 3: Hold power button (keep it pressed) for almost 60 seconds Step 4: Plug power back in laptop Step 5: Start computer and it should just start normally. Step 6: Now shut down Step 7: Insert the battery back in the laptop Step 8: Start laptop again and it should work Note 1: If your laptop does not work after inserting back the memory. Remove the memory and repeat above process. Do not insert the battery back as it is malfunctioning. Note 2: If your screen is faulty or have issues with your hardware (motherboard, screen or anything else) this method will not fix your computer. Once I followed above process, her computer worked. I was very delighted, that now I can go back to solving the problem where millions of transactions were waiting as I was fixing corrupted database and it the current state of the database was in emergency mode. Once I fixed the computer, I looked at my wife and asked. I: Well, now this laptop is back online, can I get guaranteed that she will get A+ in mathematics in this week’s quiz? Wife: Sure, I promise. I: Fantastic. After saying that I started to look at my database corruption and my wife interrupted me again. Wife: Btw, I forgot to tell you. Our daughter had got A in mathematics last week but she had another quiz today and she already have received A+ there. I kept my promise. I looked at her and she started to walk outside room, before I say anything my phone rang. DBA from eCommerce company had called me, as he was wondering why there is no activity from my side in last 10 minutes. DBA: Hey bud, are you still connected. I see um… no activity in last 10 minutes. I: Oh, well, I was just saving the world. I am back now. After two hours I had fixed the database corruption and everything was normal. I was outsmarted by my wife but honestly I still respect and love her the same as she is the one who spends countless hours with our daughter so she does not miss me and I can continue writing blogs and keep on doing technology evangelism. Reference: Pinal Dave (http://blog.sqlauthority.com)Filed under: PostADay, SQL, SQL Authority, SQL Humor, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • FOUR questions to ask if you are implementing DATABASE-AS-A-SERVICE

    - by Sudip Datta
    During my ongoing tenure at Oracle, I have met all types of DBAs. Happy DBAs, unhappy DBAs, proud DBAs, risk-loving DBAs, cautious DBAs. These days, as Database-as-a-Service (DBaaS) becomes more mainstream, I find some complacent DBAs who are basking in their achievement of having implemented DBaaS. Some others, however, are not that happy. They grudgingly complain that they did not have much of a say in the implementation, they simply had to follow what their cloud architects (mostly infrastructure admins) offered them. In most cases it would be a database wrapped inside a VM that would be labeled as “Database as a Service”. In other cases, it would be existing brute-force automation simply exposed in a portal. As much as I think that there is more to DBaaS than those approaches and often get tempted to propose Enterprise Manager 12c, I try to be objective. Neither do I want to dampen the spirit of the happy ones, nor do I want to stoke the pain of the unhappy ones. As I mentioned in my previous post, I don’t deny vanilla automation could be useful. I like virtualization too for what it has helped us accomplish in terms of resource management, but we need to scrutinize its merit on a case-by-case basis and apply it meaningfully. For DBAs who either claim to have implemented DBaaS or are planning to do so, I simply want to provide four key questions to ponder about: 1. Does it make life easier for your end users? Database-as-a-Service can have several types of end users. Junior DBAs, QA Engineers, Developers- each having their own skillset. The objective of DBaaS is to make their life simple, so that they can focus on their core responsibilities without having to worry about additional stuff. For example, if you are a Developer using Oracle Application Express (APEX), you want to deal with schema, objects and PL/SQL code and not with datafiles or listener configuration. If you are a QA Engineer needing database copies for functional testing, you do not want to deal with underlying operating system patching and compliance issues. The question to ask, therefore, is, whether DBaaS makes life easier for those users. It is often convenient to give them VM shells to deal with a la Amazon EC2 IaaS, but is that what they really want? Is it a productive use of a developer's time if he needs to apply RPM errata to his Linux operating system. Asking him to keep the underlying operating system current is like making a guest responsible for a restaurant's decor. 2. Does it make life easier for your administrators? Cloud, in general, is supposed to free administrators from attending to mundane tasks like provisioning services for every single end user request. It is supposed to enable a readily consumable platform and enforce standardization in the process. For example, if a Service Catalog exposes DBaaS of specific database versions and configurations, it, by its very nature, enforces certain discipline and standardization within the IT environment. What if, instead of specific database configurations, cloud allowed each end user to create databases of their liking resulting in hundreds of version and patch levels and thousands of individual databases. Therefore the right question to ask is whether the unwanted consequence of DBaaS is OS and database sprawl. And if so, who is responsible for tracking them, backing them up, administering them? Studies have shown that these administrative overheads increase exponentially with new targets, and it could result in a management nightmare. That leads us to our next question. 3. Does it satisfy your Security Officers and Compliance Auditors? Compliance Auditors need to know who did what and when. They also want the cloud platform to be secure, so that end users have little freedom in tampering with it. Dealing with VM sprawl is not the easiest of challenges, let alone dealing with them as they keep getting reconfigured and moved around. This leads to the proverbial needle in the haystack problem, and all it needs is one needle to cause a serious compliance issue in the enterprise. Bottomline is, flexibility and agility should not come at the expense of compliance and it is very important to get the balance right. Can we have security and isolation without creating compliance challenges? Instead of a ‘one size fits all approach’ i.e. OS level isolation, can we think smartly about database isolation or schema based isolation? This is where the appropriate resource modeling needs to be applied. The usual systems management vendors out there with heterogeneous common-denominator approach have compromised on these semantics. If you follow Enterprise Manager’s DBaaS solution, you will see that we have considered different models, not precluding virtualization, for different customer use cases. The judgment to use virtual assemblies versus databases on physical RAC versus Schema-as-a-Service in a single database, should be governed by the need of the applications and not by putting compliance considerations in the backburner. 4. Does it satisfy your CIO? Finally, does it satisfy your higher ups? As the sponsor of cloud initiative, the CIO is expected to lead an IT transformation project, not merely a run-of-the-mill IT operations. Simply virtualizing server resources and delivering them through self-service is a good start, but hardly transformational. CIOs may appreciate the instant benefit from server consolidation, but studies have revealed that the ROI from consolidation would flatten out at 20-25%. The question would be: what next? As we go higher up in the stack, the need to virtualize, segregate and optimize shifts to those layers that are more palpable to the business users. As Sushil Kumar noted in his blog post, " the most important thing to note here is the enterprise private cloud is not just an IT project, rather it is a business initiative to create an IT setup that is more aligned with the needs of today's dynamic and highly competitive business environment." Business users could not care less about infrastructure consolidation or virtualization - they care about business agility and service level assurance. Last but not the least, lot of CIOs get miffed if we ask them to throw away their existing hardware investments for implementing DBaaS. In Oracle, we always emphasize on freedom of choosing a platform; hence Enterprise Manager’s DBaaS solution is platform neutral. It can work on any Operating System (that the agent is certified on) Oracle’s hardware as well as 3rd party hardware. As a parting note, I urge you to remember these 4 questions. Remember that your satisfaction as an implementer lies in the satisfaction of others.

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  • How can I convert XML files to one CSV file in C#?

    - by TruMan1
    I have a collection of strings that are XML content. I want to iterate thru my collection and build a CSV file to stream to the user for download (sometimes it can be hundreds in the collection). This is my loop: foreach (string response in items.Responses) { string xmlResponse = response; //BUILD CSV HERE } This is what my XML content looks like for each iteration (xmlResponse). I want to put it in a flat file including the "properties" attributes: <?xml version="1.0"?> <response> <properties id="60375c90-9dd7-400f-aafb-a8726df409a9" name="Account Request" date="Thursday, March 04, 2010 2:14:07 PM" page="http://mydomain/sitefinity/CreateAccount.aspx" ip="192.168.1.255" browser="Mozilla/5.0 (Windows; U; Windows NT 6.1; en-US; rv:1.9.1.8) Gecko/20100202 Firefox/3.5.8" referrer="http://mydomain/sitefinity/CreateAccount.aspx" confirmation="True" subject="Email from website: Account Request Form" sender="[email protected]" recipients="[email protected], , " /> <fields> <field> <label>Personal Details</label> <value>Personal Details</value> </field> <field> <label>Name</label> <value>Tim Wales</value> </field> <field> <label>Email</label> <value>[email protected]</value> </field> <field> <label>Website</label> <value></value> </field> <field> <label>Password</label> <value></value> </field> <field> <label>Phone</label> <value></value> </field> <field> <label>Years in Business</label> <value></value> </field> <field> <label>Background</label> <value>Background</value> </field> <field> <label>Place of Birth</label> <value>Earth</value> </field> <field> <label>Date of Birth</label> <value></value> </field> <field> <label>Some Label</label> <value>Some Label</value> </field> <field> <label>Industry</label> <value> Technology Other</value> </field> <field> <label>Pets</label> <value>Dog</value> </field> <field> <label>Your View</label> <value>Positive</value> </field> <field> <label>Misc</label> <value>Misc</value> </field> <field> <label>Comments</label> <value></value> </field> <field> <label>Agree to Terms?</label> <value>True</value> </field> </fields> </response> <?xml version="1.0"?> <response> <properties id="60375c90-9dd7-400f-aafb-a8726df409a9" Form="Account Request" Date="Tuesday, March 16, 2010 6:21:07 PM" Page="http://mydomain/sitefinity/Home.aspx" IP="fe80::1c0f57:9ee3%10" Browser="Mozilla/4.0 (compatible; MSIE 7.0; Windows NT 6.0; Trident/4.0; SLCC1; .NET CLR 2.0.50727; InfoPath.2; .NET CLR 3.5.21022; .NET CLR 3.5.30729; .NET CLR 3.0.30729)" Referrer="http://mydomain/sitefinity/Home.aspx" Subject="Email from website: Account Request Form" Sender="[email protected]" Recipients="[email protected]" Confirmation="True" /> <fields> <field> <label>Personal Details</label> <value>Personal Details</value> </field> <field> <label>Name</label> <value>erger</value> </field> <field> <label>Email</label> <value></value> </field> <field> <label>Website</label> <value></value> </field> <field> <label>Password</label> <value></value> </field> <field> <label>Phone</label> <value></value> </field> <field> <label>Years in Business</label> <value></value> </field> <field> <label>Background</label> <value>Background</value> </field> <field> <label>Place of Birth</label> <value>Earth</value> </field> <field> <label>Date of Birth</label> <value></value> </field> <field> <label>Some Label</label> <value>Some Label</value> </field> <field> <label>Industry</label> <value> Technology Service</value> </field> <field> <label>Pets</label> <value>Dog</value> </field> <field> <label>Your View</label> <value>Positive</value> </field> <field> <label>Misc</label> <value>Misc</value> </field> <field> <label>Comments</label> <value></value> </field> <field> <label>Agree to Terms?</label> <value>True</value> </field> </fields> </response> <?xml version="1.0"?> <response> <properties id="60375c90-9dd7-400f-aafb-a8726df409a9" Form="Account Request" Date="Tuesday, March 16, 2010 4:50:17 PM" Page="http://mydomain/sitefinity/Home.aspx" IP="fe80::1c0f:ee3%10" Browser="Mozilla/4.0 (compatible; MSIE 7.0; Windows NT 6.0; Trident/4.0; SLCC1; .NET CLR 2.0.50727; InfoPath.2; .NET CLR 3.5.21022; .NET CLR 3.5.30729; .NET CLR 3.0.30729)" Referrer="http://mydomain/sitefinity/Home.aspx" Subject="Email from website: Account Request Form" Sender="[email protected]" Recipients="[email protected]" Confirmation="True" /> <fields> <field> <label>Personal Details</label> <value>Personal Details</value> </field> <field> <label>Name</label> <value>esfs</value> </field> <field> <label>Email</label> <value></value> </field> <field> <label>Website</label> <value></value> </field> <field> <label>Password</label> <value></value> </field> <field> <label>Phone</label> <value></value> </field> <field> <label>Years in Business</label> <value></value> </field> <field> <label>Background</label> <value>Background</value> </field> <field> <label>Place of Birth</label> <value>Earth</value> </field> <field> <label>Date of Birth</label> <value></value> </field> <field> <label>Some Label</label> <value>Some Label</value> </field> <field> <label>Industry</label> <value> Technology Service</value> </field> <field> <label>Pets</label> <value>Dog</value> </field> <field> <label>Your View</label> <value>Positive</value> </field> <field> <label>Misc</label> <value>Misc</value> </field> <field> <label>Comments</label> <value></value> </field> <field> <label>Agree to Terms?</label> <value>True</value> </field> </fields> </response> Can anyone help with this?

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  • Enterprise Process Maps: A Process Picture worth a Million Words

    - by raul.goycoolea
    p { margin-bottom: 0.08in; }h1 { margin-top: 0.33in; margin-bottom: 0in; color: rgb(54, 95, 145); page-break-inside: avoid; }h1.western { font-family: "Cambria",serif; font-size: 14pt; }h1.cjk { font-family: "DejaVu Sans"; font-size: 14pt; }h1.ctl { font-size: 14pt; } Getting Started with Business Transformations A well-known proverb states that "A picture is worth a thousand words." In relation to Business Process Management (BPM), a credible analyst might have a few questions. What if the picture was taken from some particular angle, like directly overhead? What if it was taken from only an inch away or a mile away? What if the photographer did not focus the camera correctly? Does the value of the picture depend on who is looking at it? Enterprise Process Maps are analogous in this sense of relative value. Every BPM project (holistic BPM kick-off, enterprise system implementation, Service-oriented Architecture, business process transformation, corporate performance management, etc.) should be begin with a clear understanding of the business environment, from the biggest picture representations down to the lowest level required or desired for the particular project type, scope and objectives. The Enterprise Process Map serves as an entry point for the process architecture and is defined: the single highest level of process mapping for an organization. It is constructed and evaluated during the Strategy Phase of the Business Process Management Lifecycle. (see Figure 1) Fig. 1: Business Process Management Lifecycle Many organizations view such maps as visual abstractions, constructed for the single purpose of process categorization. This, in turn, results in a lesser focus on the inherent intricacies of the Enterprise Process view, which are explored in the course of this paper. With the main focus of a large scale process documentation effort usually underlying an ERP or other system implementation, it is common for the work to be driven by the desire to "get to the details," and to the type of modeling that will derive near-term tangible results. For instance, a project in American Pharmaceutical Company X is driven by the Director of IT. With 120+ systems in place, and a lack of standardized processes across the United States, he and the VP of IT have decided to embark on a long-term ERP implementation. At the forethought of both are questions, such as: How does my application architecture map to the business? What are each application's functionalities, and where do the business processes utilize them? Where can we retire legacy systems? Well-developed BPM methodologies prescribe numerous model types to capture such information and allow for thorough analysis in these areas. Process to application maps, Event Driven Process Chains, etc. provide this level of detail and facilitate the completion of such project-specific questions. These models and such analysis are appropriately carried out at a relatively low level of process detail. (see figure 2) Fig. 2: The Level Concept, Generic Process HierarchySome of the questions remaining are ones of documentation longevity, the continuation of BPM practice in the organization, process governance and ownership, process transparency and clarity in business process objectives and strategy. The Level Concept in Brief Figure 2 shows a generic, four-level process hierarchy depicting the breakdown of a "Process Area" into progressively more detailed process classifications. The number of levels and the names of these levels are flexible, and can be fit to the standards of the organization's chosen terminology or any other chosen reference model that makes logical sense for both short and long term process description. It is at Level 1 (in this case the Process Area level), that the Enterprise Process Map is created. This map and its contained objects become the foundation for a top-down approach to subsequent mapping, object relationship development, and analysis of the organization's processes and its supporting infrastructure. Additionally, this picture serves as a communication device, at an executive level, describing the design of the business in its service to a customer. It seems, then, imperative that the process development effort, and this map, start off on the right foot. Figuring out just what that right foot is, however, is critical and trend-setting in an evolving organization. Key Considerations Enterprise Process Maps are usually not as living and breathing as other process maps. Just as it would be an extremely difficult task to change the foundation of the Sears Tower or a city plan for the entire city of Chicago, the Enterprise Process view of an organization usually remains unchanged once developed (unless, of course, an organization is at a stage where it is capable of true, high-level process innovation). Regardless, the Enterprise Process map is a key first step, and one that must be taken in a precise way. What makes this groundwork solid depends on not only the materials used to construct it (process areas), but also the layout plan and knowledge base of what will be built (the entire process architecture). It seems reasonable that care and consideration are required to create this critical high level map... but what are the important factors? Does the process modeler need to worry about how many process areas there are? About who is looking at it? Should he only use the color pink because it's his boss' favorite color? Interestingly, and perhaps surprisingly, these are all valid considerations that may just require a bit of structure. Below are Three Key Factors to consider when building an Enterprise Process Map: Company Strategic Focus Process Categorization: Customer is Core End-to-end versus Functional Processes Company Strategic Focus As mentioned above, the Enterprise Process Map is created during the Strategy Phase of the Business Process Management Lifecycle. From Oracle Business Process Management methodology for business transformation, it is apparent that business processes exist for the purpose of achieving the strategic objectives of an organization. In a prescribed, top-down approach to process development, it must be ensured that each process fulfills its objectives, and in an aggregated manner, drives fulfillment of the strategic objectives of the company, whether for particular business segments or in a broader sense. This is a crucial point, as the strategic messages of the company must therefore resound in its process maps, in particular one that spans the processes of the complete business: the Enterprise Process Map. One simple example from Company X is shown below (see figure 3). Fig. 3: Company X Enterprise Process Map In reviewing Company X's Enterprise Process Map, one can immediately begin to understand the general strategic mindset of the organization. It shows that Company X is focused on its customers, defining 10 of its process areas belonging to customer-focused categories. Additionally, the organization views these end-customer-oriented process areas as part of customer-fulfilling value chains, while support process areas do not provide as much contiguous value. However, by including both support and strategic process categorizations, it becomes apparent that all processes are considered vital to the success of the customer-oriented focus processes. Below is an example from Company Y (see figure 4). Fig. 4: Company Y Enterprise Process Map Company Y, although also a customer-oriented company, sends a differently focused message with its depiction of the Enterprise Process Map. Along the top of the map is the company's product tree, overarching the process areas, which when executed deliver the products themselves. This indicates one strategic objective of excellence in product quality. Additionally, the view represents a less linear value chain, with strong overlaps of the various process areas. Marketing and quality management are seen as a key support processes, as they span the process lifecycle. Often, companies may incorporate graphics, logos and symbols representing customers and suppliers, and other objects to truly send the strategic message to the business. Other times, Enterprise Process Maps may show high level of responsibility to organizational units, or the application types that support the process areas. It is possible that hundreds of formats and focuses can be applied to an Enterprise Process Map. What is of vital importance, however, is which formats and focuses are chosen to truly represent the direction of the company, and serve as a driver for focusing the business on the strategic objectives set forth in that right. Process Categorization: Customer is Core In the previous two examples, processes were grouped using differing categories and techniques. Company X showed one support and three customer process categorizations using encompassing chevron objects; Customer Y achieved a less distinct categorization using a gradual color scheme. Either way, and in general, modeling of the process areas becomes even more valuable and easily understood within the context of business categorization, be it strategic or otherwise. But how one categorizes their processes is typically more complex than simply choosing object shapes and colors. Previously, it was stated that the ideal is a prescribed top-down approach to developing processes, to make certain linkages all the way back up to corporate strategy. But what about external influences? What forces push and pull corporate strategy? Industry maturity, product lifecycle, market profitability, competition, etc. can all drive the critical success factors of a particular business segment, or the company as a whole, in addition to previous corporate strategy. This may seem to be turning into a discussion of theory, but that is far from the case. In fact, in years of recent study and evolution of the way businesses operate, cross-industry and across the globe, one invariable has surfaced with such strength to make it undeniable in the game plan of any strategy fit for survival. That constant is the customer. Many of a company's critical success factors, in any business segment, relate to the customer: customer retention, satisfaction, loyalty, etc. Businesses serve customers, and so do a business's processes, mapped or unmapped. The most effective way to categorize processes is in a manner that visualizes convergence to what is core for a company. It is the value chain, beginning with the customer in mind, and ending with the fulfillment of that customer, that becomes the core or the centerpiece of the Enterprise Process Map. (See figure 5) Fig. 5: Company Z Enterprise Process Map Company Z has what may be viewed as several different perspectives or "cuts" baked into their Enterprise Process Map. It has divided its processes into three main categories (top, middle, and bottom) of Management Processes, the Core Value Chain and Supporting Processes. The Core category begins with Corporate Marketing (which contains the activities of beginning to engage customers) and ends with Customer Service Management. Within the value chain, this company has divided into the focus areas of their two primary business lines, Foods and Beverages. Does this mean that areas, such as Strategy, Information Management or Project Management are not as important as those in the Core category? No! In some cases, though, depending on the organization's understanding of high-level BPM concepts, use of category names, such as "Core," "Management" or "Support," can be a touchy subject. What is important to understand, is that no matter the nomenclature chosen, the Core processes are those that drive directly to customer value, Support processes are those which make the Core processes possible to execute, and Management Processes are those which steer and influence the Core. Some common terms for these three basic categorizations are Core, Customer Fulfillment, Customer Relationship Management, Governing, Controlling, Enabling, Support, etc. End-to-end versus Functional Processes Every high and low level of process: function, task, activity, process/work step (whatever an organization calls it), should add value to the flow of business in an organization. Suppose that within the process "Deliver package," there is a documented task titled "Stop for ice cream." It doesn't take a process expert to deduce the room for improvement. Though stopping for ice cream may create gain for the one person performing it, it likely benefits neither the organization nor, more importantly, the customer. In most cases, "Stop for ice cream" wouldn't make it past the first pass of To-Be process development. What would make the cut, however, would be a flow of tasks that, each having their own value add, build up to greater and greater levels of process objective. In this case, those tasks would combine to achieve a status of "package delivered." Figure 3 shows a simple example: Just as the package can only be delivered (outcome of the process) without first being retrieved, loaded, and the travel destination reached (outcomes of the process steps), some higher level of process "Play Practical Joke" (e.g., main process or process area) cannot be completed until a package is delivered. It seems that isolated or functionally separated processes, such as "Deliver Package" (shown in Figure 6), are necessary, but are always part of a bigger value chain. Each of these individual processes must be analyzed within the context of that value chain in order to ensure successful end-to-end process performance. For example, this company's "Create Joke Package" process could be operating flawlessly and efficiently, but if a joke is never developed, it cannot be created, so the end-to-end process breaks. Fig. 6: End to End Process Construction That being recognized, it is clear that processes must be viewed as end-to-end, customer-to-customer, and in the context of company strategy. But as can also be seen from the previous example, these vital end-to-end processes cannot be built without the functionally oriented building blocks. Without one, the other cannot be had, or at least not in a complete and organized fashion. As it turns out, but not discussed in depth here, the process modeling effort, BPM organizational development, and comprehensive coverage cannot be fully realized without a semi-functional, process-oriented approach. Then, an Enterprise Process Map should be concerned with both views, the building blocks, and access points to the business-critical end-to-end processes, which they construct. Without the functional building blocks, all streams of work needed for any business transformation would be lost mess of process disorganization. End-to-end views are essential for utilization in optimization in context, understanding customer impacts, base-lining all project phases and aligning objectives. Including both views on an Enterprise Process Map allows management to understand the functional orientation of the company's processes, while still providing access to end-to-end processes, which are most valuable to them. (See figures 7 and 8). Fig. 7: Simplified Enterprise Process Map with end-to-end Access Point The above examples show two unique ways to achieve a successful Enterprise Process Map. The first example is a simple map that shows a high level set of process areas and a separate section with the end-to-end processes of concern for the organization. This particular map is filtered to show just one vital end-to-end process for a project-specific focus. Fig. 8: Detailed Enterprise Process Map showing connected Functional Processes The second example shows a more complex arrangement and categorization of functional processes (the names of each process area has been removed). The end-to-end perspective is achieved at this level through the connections (interfaces at lower levels) between these functional process areas. An important point to note is that the organization of these two views of the Enterprise Process Map is dependent, in large part, on the orientation of its audience, and the complexity of the landscape at the highest level. If both are not apparent, the Enterprise Process Map is missing an opportunity to serve as a holistic, high-level view. Conclusion In the world of BPM, and specifically regarding Enterprise Process Maps, a picture can be worth as many words as the thought and effort that is put into it. Enterprise Process Maps alone cannot change an organization, but they serve more purposes than initially meet the eye, and therefore must be designed in a way that enables a BPM mindset, business process understanding and business transformation efforts. Every Enterprise Process Map will and should be different when looking across organizations. Its design will be driven by company strategy, a level of customer focus, and functional versus end-to-end orientations. This high-level description of the considerations of the Enterprise Process Maps is not a prescriptive "how to" guide. However, a company attempting to create one may not have the practical BPM experience to truly explore its options or impacts to the coming work of business process transformation. The biggest takeaway is that process modeling, at all levels, is a science and an art, and art is open to interpretation. It is critical that the modeler of the highest level of process mapping be a cognoscente of the message he is delivering and the factors at hand. Without sufficient focus on the design of the Enterprise Process Map, an entire BPM effort may suffer. For additional information please check: Oracle Business Process Management.

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  • Laissez les bon temps rouler! (Microsoft BI Conference 2010)

    - by smisner
    "Laissez les bons temps rouler" is a Cajun phrase that I heard frequently when I lived in New Orleans in the mid-1990s. It means "Let the good times roll!" and encapsulates a feeling of happy expectation. As I met with many of my peers and new acquaintances at the Microsoft BI Conference last week, this phrase kept running through my mind as people spoke about their plans in their respective businesses, the benefits and opportunities that the recent releases in the BI stack are providing, and their expectations about the future of the BI stack. Notwithstanding some jabs here and there to point out the platform is neither perfect now nor will be anytime soon (along with admissions that the competitors are also not perfect), and notwithstanding several missteps by the event organizers (which I don't care to enumerate), the overarching mood at the conference was positive. It was a refreshing change from the doom and gloom hovering over several conferences that I attended in 2009. Although many people expect economic hardships to continue over the coming year or so, everyone I know in the BI field is busier than ever and expects to stay busy for quite a while. Self-Service BI Self-service was definitely a theme of the BI conference. In the keynote, Ted Kummert opened with a look back to a fairy tale vision of self-service BI that he told in 2008. At that time, the fairy tale future was a time when "every end user was able to use BI technologies within their job in order to move forward more effectively" and transitioned to the present time in which SQL Server 2008 R2, Office 2010, and SharePoint 2010 are available to deliver managed self-service BI. This set of technologies is presumably poised to address the needs of the 80% of users that Kummert said do not use BI today. He proceeded to outline a series of activities that users ought to be able to do themselves--from simple changes to a report like formatting or an addtional data visualization to integration of an additional data source. The keynote then continued with a series of demonstrations of both current and future technology in support of self-service BI. Some highlights that interested me: PowerPivot, of course, is the flagship product for self-service BI in the Microsoft BI stack. In the TechEd keynote, which was open to the BI conference attendees, Amir Netz (twitter) impressed the audience by demonstrating interactivity with a workbook containing 100 million rows. He upped the ante at the BI keynote with his demonstration of a future-state PowerPivot workbook containing over 2 billion records. It's important to note that this volume of data is being processed by a server engine, and not in the PowerPivot client engine. (Yes, I think it's impressive, but none of my clients are typically wrangling with 2 billion records at a time. Maybe they're thinking too small. This ability to work quickly with large data sets has greater implications for BI solutions than for self-service BI, in my opinion.) Amir also demonstrated KPIs for the future PowerPivot, which appeared to be easier to implement than in any other Microsoft product that supports KPIs, apart from simple KPIs in SharePoint. (My initial reaction is that we have one more place to build KPIs. Great. It's confusing enough. I haven't seen how well those KPIs integrate with other BI tools, which will be important for adoption.) One more PowerPivot feature that Amir showed was a graphical display of the lineage for calculations. (This is hugely practical, especially if you build up calculations incrementally. You can more easily follow the logic from calculation to calculation. Furthermore, if you need to make a change to one calculation, you can assess the impact on other calculations.) Another product demonstration will be available within the next 30 days--Pivot for Reporting Services. If you haven't seen this technology yet, check it out at www.getpivot.com. (It definitely has a wow factor, but I'm skeptical about its practicality. However, I'm looking forward to trying it out with data that I understand.) Michael Tejedor (twitter) demonstrated a feature that I think is really interesting and not emphasized nearly enough--overshadowed by PowerPivot, no doubt. That feature is the Microsoft Business Intelligence Indexing Connector, which enables search of the content of Excel workbooks and Reporting Services reports. (This capability existed in MOSS 2007, but was more cumbersome to implement. The search results in SharePoint 2010 are not only cooler, but more useful by describing whether the content is found in a table or a chart, for example.) This may yet be the dawning of the age of self-service BI - a phrase I've heard repeated from time to time over the last decade - but I think BI professionals are likely to stay busy for a long while, and need not start looking for a new line of work. Kummert repeatedly referenced strategic BI solutions in contrast to self-service BI to emphasize that self-service BI is not a replacement for the services that BI professionals provide. After all, self-service BI does not appear magically on user desktops (or whatever device they want to use). A supporting infrastructure is necessary, and grows in complexity in proportion to the need to simplify BI for users. It's one thing to hear the party line touted by Microsoft employees at the BI keynote, but it's another to hear from the people who are responsible for implementing and supporting it within an organization. Rob Collie (blog | twitter), Kasper de Jonge (blog | twitter), Vidas Matelis (site | twitter), and I were invited to join Andrew Brust (blog | twitter) as he led a Birds of a Feather session at TechEd entitled "PowerPivot: Is It the BI Deal-Changer for Developers and IT Pros?" I would single out the prevailing concern in this session as the issue of control. On one side of this issue were those who were concerned that they would lose control once PowerPivot is implemented. On the other side were those who believed that data should be freely accessible to users in PowerPivot, and even acknowledgment that users would get the data they want even if it meant they would have to manually enter into a workbook to have it ready for analysis. For another viewpoint on how PowerPivot played out at the conference, see Rob Collie's observations. Collaborative BI I have been intrigued by the notion of collaborative BI for a very long time. Before I discovered BI, I was a Lotus Notes developer and later a manager of developers, working in a software company that enabled collaboration in the legal industry. Not only did I help create collaborative systems for our clients, I created a complete project management from the ground up to collaboratively manage our custom development work. In that case, collaboration involved my team, my client contacts, and me. I was also able to produce my own BI from that system as well, but didn't know that's what I was doing at the time. Only in recent years has SharePoint begun to catch up with the capabilities that I had with Lotus Notes more than a decade ago. Eventually, I had the opportunity at that job to formally investigate BI as another product offering for our software, and the rest - as they say - is history. I built my first data warehouse with Scott Cameron (who has also ventured into the authoring world by writing Analysis Services 2008 Step by Step and was at the BI Conference last week where I got to reminisce with him for a bit) and that began a career that I never imagined at the time. Fast forward to 2010, and I'm still lauding the virtues of collaborative BI, if only the tools will catch up to my vision! Thus, I was anxious to see what Donald Farmer (blog | twitter) and Rita Sallam of Gartner had to say on the subject in their session "Collaborative Decision Making." As I suspected, the tools aren't quite there yet, but the vendors are moving in the right direction. One thing I liked about this session was a non-Microsoft perspective of the state of the industry with regard to collaborative BI. In addition, this session included a better demonstration of SharePoint collaborative BI capabilities than appeared in the BI keynote. Check out the video in the link to the session to see the demonstration. One of the use cases that was demonstrated was linking from information to a person, because, as Donald put it, "People don't trust data, they trust people." The Microsoft BI Stack in General A question I hear all the time from students when I'm teaching is how to know what tools to use when there is overlap between products in the BI stack. I've never taken the time to codify my thoughts on the subject, but saw that my friend Dan Bulos provided good insight on this topic from a variety of perspectives in his session, "So Many BI Tools, So Little Time." I thought one of his best points was that ideally you should be able to design in your tool of choice, and then deploy to your tool of choice. Unfortunately, the ideal is yet to become real across the platform. The closest we come is with the RDL in Reporting Services which can be produced from two different tools (Report Builder or Business Intelligence Development Studio's Report Designer), manually, or by a third-party or custom application. I have touted the idea for years (and publicly said so about 5 years ago) that eventually more products would be RDL producers or consumers, but we aren't there yet. Maybe in another 5 years. Another interesting session that covered the BI stack against a backdrop of competitive products was delivered by Andrew Brust. Andrew did a marvelous job of consolidating a lot of information in a way that clearly communicated how various vendors' offerings compared to the Microsoft BI stack. He also made a particularly compelling argument about how the existence of an ecosystem around the Microsoft BI stack provided innovation and opportunities lacking for other vendors. Check out his presentation, "How Does the Microsoft BI Stack...Stack Up?" Expo Hall I had planned to spend more time in the Expo Hall to see who was doing new things with the BI stack, but didn't manage to get very far. Each time I set out on an exploratory mission, I got caught up in some fascinating conversations with one or more of my peers. I find interacting with people that I meet at conferences just as important as attending sessions to learn something new. There were a couple of items that really caught me eye, however, that I'll share here. Pragmatic Works. Whether you develop SSIS packages, build SSAS cubes, or author SSRS reports (or all of the above), you really must take a look at BI Documenter. Brian Knight (twitter) walked me through the key features, and I must say I was impressed. Once you've seen what this product can do, you won't want to document your BI projects any other way. You can download a free single-user database edition, or choose from more feature-rich standard or professional editions. Microsoft Press ebooks. I also stopped by the O'Reilly Media booth to meet some folks that one of my acquisitions editors at Microsoft Press recommended. In case you haven't heard, Microsoft Press has partnered with O'Reilly Media for distribution and publishing. Apart from my interest in learning more about O'Reilly Media as an author, an advertisement in their booth caught me eye which I think is a really great move. When you buy Microsoft Press ebooks through the O'Reilly web site, you can receive it in any (or all) of the following formats where possible: PDF, epub, .mobi for Kindle and .apk for Android. You also have lifetime DRM-free access to the ebooks. As someone who is an avid collector of books, I fnd myself running out of room for storage. In addition, I travel a lot, and it's hard to lug my reference library with me. Today's e-reader options make the move to digital books a more viable way to grow my library. Having a variety of formats means I am not limited to a single device, and lifetime access means I don't have to worry about keeping track of where I've stored my files. Because the e-books are DRM-free, I can copy and paste when I'm compiling notes, and I can print pages when necessary. That's a winning combination in my mind! Overall, I was pleased with the BI conference. There were many more sessions that I couldn't attend, either because the room was full when I got there or there were multiple sessions running concurrently that I wanted to see. Fortunately, many of the sessions are accessible for viewing online at http://www.msteched.com/2010/NorthAmerica along with the TechEd sessions. You can spot the BI sessions by the yellow skyline on the title slide of the presentation as shown below. Share this post: email it! | bookmark it! | digg it! | reddit! | kick it! | live it!

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  • VS 2012 Code Review &ndash; Before Check In OR After Check In?

    - by Tarun Arora
    “Is Code Review Important and Effective?” There is a consensus across the industry that code review is an effective and practical way to collar code inconsistency and possible defects early in the software development life cycle. Among others some of the advantages of code reviews are, Bugs are found faster Forces developers to write readable code (code that can be read without explanation or introduction!) Optimization methods/tricks/productive programs spread faster Programmers as specialists "evolve" faster It's fun “Code review is systematic examination (often known as peer review) of computer source code. It is intended to find and fix mistakes overlooked in the initial development phase, improving both the overall quality of software and the developers' skills. Reviews are done in various forms such as pair programming, informal walkthroughs, and formal inspections.” Wikipedia No where does the definition mention whether its better to review code before the code has been committed to version control or after the commit has been performed. No matter which side you favour, Visual Studio 2012 allows you to request for a code review both before check in and also request for a review after check in. Let’s weigh the pros and cons of the approaches independently. Code Review Before Check In or Code Review After Check In? Approach 1 – Code Review before Check in Developer completes the code and feels the code quality is appropriate for check in to TFS. The developer raises a code review request to have a second pair of eyes validate if the code abides to the recommended best practices, will not result in any defects due to common coding mistakes and whether any optimizations can be made to improve the code quality.                                             Image 1 – code review before check in Pros Everything that gets committed to source control is reviewed. Minimizes the chances of smelly code making its way into the code base. Decreases the cost of fixing bugs, remember, the earlier you find them, the lesser the pain in fixing them. Cons Development Code Freeze – Since the changes aren’t in the source control yet. Further development can only be done off-line. The changes have not been through a CI build, hard to say whether the code abides to all build quality standards. Inconsistent! Cumbersome to track the actual code review process.  Not every change to the code base is worth reviewing, a lot of effort is invested for very little gain. Approach 2 – Code Review after Check in Developer checks in, random code reviews are performed on the checked in code.                                                      Image 2 – Code review after check in Pros The code has already passed the CI build and run through any code analysis plug ins you may have running on the build server. Instruct the developer to ensure ZERO fx cop, style cop and static code analysis before check in. Code is cleaner and smell free even before the code review. No Offline development, developers can continue to develop against the source control. Cons Bad code can easily make its way into the code base. Since the review take place much later in the cycle, the cost of fixing issues can prove to be much higher. Approach 3 – Hybrid Approach The community advocates a more hybrid approach, a blend of tooling and human accountability quotient.                                                               Image 3 – Hybrid Approach 1. Code review high impact check ins. It is not possible to review everything, by setting up code review check in policies you can end up slowing your team. More over, the code that you are reviewing before check in hasn't even been through a green CI build either. 2. Tooling. Let the tooling work for you. By running static analysis, fx cop, style cop and other plug ins on the build agent, you can identify the real issues that in my opinion can't possibly be identified using human reviews. Configure the tooling to report back top 10 issues every day. Mandate the manual code review of individuals who keep making it to this list of shame more often. 3. During Merge. I would prefer eliminating some of the other code issues during merge from Main branch to the release branch. In a scrum project this is still easier because cheery picking the merges is a possibility and the size of code being reviewed is still limited. Let the tooling work for you, if some one breaks the CI build often, put them on a gated check in build course until you see improvement. If some one appears on the top 10 list of shame generated via the build then ensure that all their code is reviewed till you see improvement. At the end of the day, the goal is to ensure that the code being delivered is top quality. By enforcing a code review before any check in, you force the developer to work offline or stay put till the review is complete. What do the experts say? So I asked a few expects what they thought of “Code Review quality gate before Checking in code?" Terje Sandstrom | Microsoft ALM MVP You mean a review quality gate BEFORE checking in code????? That would mean a lot of code staying either local or in shelvesets, and not even been through a CI build, and a green CI build being the main criteria for going further, f.e. to the review state. I would not like code laying around with no checkin’s. Having a requirement that code is checked in small pieces, 4-8 hours work max, and AT LEAST daily checkins, a manual code review comes second down the lane. I would expect review quality gates to happen before merging back to main, or before merging to release.  But that would all be on checked-in code.  Branching is absolutely one way to ease the pain.   Another way we are using is automatic quality builds, running metrics, coverage, static code analysis.  Unfortunately it takes some time, would be great to be on CI’s – but…., so it’s done scheduled every night. Based on this we get, among other stuff,  top 10 lists of suspicious code, which is then subjected to reviews.  If a person seems to be very popular on these top 10 lists, we subject every check in from that person to a review for a period. That normally helps.   None of the clients I have can afford to have every checkin reviewed, so we need to find ways around it. I don’t disagree with the nicety of having all the code reviewed, but I find it hard to find those resources in today’s enterprises. David V. Corbin | Visual Studio ALM Ranger I tend to agree with both sides. I hate having code that is not checked in, but at the same time hate having “bad” code in the repository. I have found that branching is one approach to solving this dilemma. Code is checked into the private/feature branch before the review, but is not merged over to the “official” branch until after the review. I advocate both, depending on circumstance (especially team dynamics)   - The “pre-checkin” is usually for elements that may impact the project as a whole. Think of it as another “gate” along with passing unit tests. - The “post-checkin” may very well not be at the changeset level, but correlates to a review at the “user story” level.   Again, this depends on team dynamics in play…. Robert MacLean | Microsoft ALM MVP I do not think there is no right answer for the industry as a whole. In short the question is why do you do reviews? Your question implies risk mitigation, so in low risk areas you can get away with it after check in while in high risk you need to do it before check in. An example is those new to a team or juniors need it much earlier (maybe that is before checkin, maybe that is soon after) than seniors who have shipped twenty sprints on the team. Abhimanyu Singhal | Visual Studio ALM Ranger Depends on per scenario basis. We recommend post check-in reviews when: 1. We don't want to block other checks and processes on manual code reviews. Manual reviews take time, and some pieces may not require manual reviews at all. 2. We need to trace all changes and track history. 3. We have a code promotion strategy/process in place. For risk mitigation, post checkin code can be promoted to Accepted branches. Or can be rejected. Pre Checkin Reviews are used when 1. There is a high risk factor associated 2. Reviewers are generally (most of times) have immediate availability. 3. Team does not have strict tracking needs. Simply speaking, no single process fits all scenarios. You need to select what works best for your team/project. Thomas Schissler | Visual Studio ALM Ranger This is an interesting discussion, I’m right now discussing details about executing code reviews with my teams. I see and understand the aspects you brought in, but there is another side as well, I’d like to point out. 1.) If you do reviews per check in this is not very practical as a hard rule because this will disturb the flow of the team very often or it will lead to reduce the checkin frequency of the devs which I would not accept. 2.) If you do later reviews, for example if you review PBIs, it is not easy to find out which code you should review. Either you review all changesets associate with the PBI, but then you might review code which has been changed with a later checkin and the dev maybe has already fixed the issue. Or you review the diff of the latest changeset of the PBI with the first but then you might also review changes of other PBIs. Jakob Leander | Sr. Director, Avanade In my experience, manual code review: 1. Does not get done and at the very least does not get redone after changes (regardless of intentions at start of project) 2. When a project actually do it, they often do not do it right away = errors pile up 3. Requires a lot of time discussing/defining the standard and for the team to learn it However code review is very important since e.g. even small memory leaks in a high volume web solution have big consequences In the last years I have advocated following approach for code review - Architects up front do “at least one best practice example” of each type of component and tell the team. Copy from this one. This should include error handling, logging, security etc. - Dev lead on project continuously browse code to validate that the best practices are used. Especially that patterns etc. are not broken. You can do this formally after each sprint/iteration if you want. Once this is validated it is unlikely to “go bad” even during later code changes Agree with customer to rely on static code analysis from Visual Studio as the one and only coding standard. This has HUUGE benefits - You can easily tweak to reach the level you desire together with customer - It is easy to measure for both developers/management - It is 100% consistent across code base - It gets validated all the time so you never end up getting hammered by a customer review in the end - It is easy to tell the developer that you do not want code back unless it has zero errors = minimize communication You need to track this at least during nightly builds and make sure team sees total # issues. Do not allow #issues it to grow uncontrolled. On the project I run I require code analysis to have run on code before checkin (checkin rule). This means -  You have to have clean compile (or CA wont run) so this is extra benefit = very few broken builds - You can change a few of the rules to compile as errors instead of warnings. I often do this for “missing dispose” issues which you REALLY do not want in your app Tip: Place your custom CA rules files as part of solution. That  way it works when you do branching etc. (path to CA file is relative in VS) Some may argue that CA is not as good as manual inspection. But since manual inspection in reality suffers from the 3 issues in start it is IMO a MUCH better (and much cheaper) approach from helicopter perspective Tirthankar Dutta | Director, Avanade I think code review should be run both before and after check ins. There are some code metrics that are meant to be run on the entire codebase … Also, especially on multi-site projects, one should strive to architect in a way that lets men manage the framework while boys write the repetitive code… scales very well with the need to review less by containment and imposing architectural restrictions to emphasise the design. Bruno Capuano | Microsoft ALM MVP For code reviews (means peer reviews) in distributed team I use http://www.vsanywhere.com/default.aspx  David Jobling | Global Sr. Director, Avanade Peer review is the only way to scale and its a great practice for all in the team to learn to perform and accept. In my experience you soon learn who's code to watch more than others and tune the attention. Mikkel Toudal Kristiansen | Manager, Avanade If you have several branches in your code base, you will need to merge often. This requires manual merging, when a file has been changed in both branches. It offers a good opportunity to actually review to changed code. So my advice is: Merging between branches should be done as often as possible, it should be done by a senior developer, and he/she should perform a full code review of the code being merged. As for detecting architectural smells and code smells creeping into the code base, one really good third party tools exist: Ndepend (http://www.ndepend.com/, for static code analysis of the current state of the code base). You could also consider adding StyleCop to the solution. Jesse Houwing | Visual Studio ALM Ranger I gave a presentation on this subject on the TechDays conference in NL last year. See my presentation and slides here (talk in Dutch, but English presentation): http://blog.jessehouwing.nl/2012/03/did-you-miss-my-techdaysnl-talk-on-code.html  I’d like to add a few more points: - Before/After checking is mostly a trust issue. If you have a team that does diligent peer reviews and regularly talk/sit together or peer review, there’s no need to enforce a before-checkin policy. The peer peer-programming and regular feedback during development can take care of most of the review requirements as long as the team isn’t under stress. - Under stress, enforce pre-checkin reviews, it might sound strange, if you’re already under time or budgetary constraints, but it is under such conditions most real issues start to be created or pile up. - Use tools to catch most common errors, Code Analysis/FxCop was already mentioned. HP Fortify, Resharper, Coderush etc can help you there. There are also a lot of 3rd party rules you can add to Code Analysis. I’ve written a few myself (http://fccopcontrib.codeplex.com) and various teams from Microsoft have added their own rules (MSOCAF for SharePoint, WSSF for WCF). For common errors that keep cropping up, see if you can define a rule. It’s much easier. But more importantly make sure you have a good help page explaining *WHY* it's wrong. If you have small feature or developer branches/shelvesets, you might want to review pre-merge. It’s still better to do peer reviews and peer programming, but the most important thing is that bad quality code doesn’t make it into the important branch. So my philosophy: - Use tooling as much as possible. - Make sure the team understands the tooling and the importance of the things it flags. It’s too easy to just click suppress all to ignore the warnings. - Under stress, tighten process, it’s under stress that the problems of late reviews will really surface - Most importantly if you do reviews do them as early as possible, but never later than needed. In other words, pre-checkin/post checking doesn’t really matter, as long as the review is done before the code is released. It’ll just be much more expensive to fix any review outcomes the later you find them. --- I would love to hear what you think!

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  • Laissez les bon temps rouler! (Microsoft BI Conference 2010)

    - by smisner
    Laissez les bons temps rouler" is a Cajun phrase that I heard frequently when I lived in New Orleans in the mid-1990s. It means "Let the good times roll!" and encapsulates a feeling of happy expectation. As I met with many of my peers and new acquaintances at the Microsoft BI Conference last week, this phrase kept running through my mind as people spoke about their plans in their respective businesses, the benefits and opportunities that the recent releases in the BI stack are providing, and their expectations about the future of the BI stack.Notwithstanding some jabs here and there to point out the platform is neither perfect now nor will be anytime soon (along with admissions that the competitors are also not perfect), and notwithstanding several missteps by the event organizers (which I don't care to enumerate), the overarching mood at the conference was positive. It was a refreshing change from the doom and gloom hovering over several conferences that I attended in 2009. Although many people expect economic hardships to continue over the coming year or so, everyone I know in the BI field is busier than ever and expects to stay busy for quite a while.Self-Service BISelf-service was definitely a theme of the BI conference. In the keynote, Ted Kummert opened with a look back to a fairy tale vision of self-service BI that he told in 2008. At that time, the fairy tale future was a time when "every end user was able to use BI technologies within their job in order to move forward more effectively" and transitioned to the present time in which SQL Server 2008 R2, Office 2010, and SharePoint 2010 are available to deliver managed self-service BI.This set of technologies is presumably poised to address the needs of the 80% of users that Kummert said do not use BI today. He proceeded to outline a series of activities that users ought to be able to do themselves--from simple changes to a report like formatting or an addtional data visualization to integration of an additional data source. The keynote then continued with a series of demonstrations of both current and future technology in support of self-service BI. Some highlights that interested me:PowerPivot, of course, is the flagship product for self-service BI in the Microsoft BI stack. In the TechEd keynote, which was open to the BI conference attendees, Amir Netz (twitter) impressed the audience by demonstrating interactivity with a workbook containing 100 million rows. He upped the ante at the BI keynote with his demonstration of a future-state PowerPivot workbook containing over 2 billion records. It's important to note that this volume of data is being processed by a server engine, and not in the PowerPivot client engine. (Yes, I think it's impressive, but none of my clients are typically wrangling with 2 billion records at a time. Maybe they're thinking too small. This ability to work quickly with large data sets has greater implications for BI solutions than for self-service BI, in my opinion.)Amir also demonstrated KPIs for the future PowerPivot, which appeared to be easier to implement than in any other Microsoft product that supports KPIs, apart from simple KPIs in SharePoint. (My initial reaction is that we have one more place to build KPIs. Great. It's confusing enough. I haven't seen how well those KPIs integrate with other BI tools, which will be important for adoption.)One more PowerPivot feature that Amir showed was a graphical display of the lineage for calculations. (This is hugely practical, especially if you build up calculations incrementally. You can more easily follow the logic from calculation to calculation. Furthermore, if you need to make a change to one calculation, you can assess the impact on other calculations.)Another product demonstration will be available within the next 30 days--Pivot for Reporting Services. If you haven't seen this technology yet, check it out at www.getpivot.com. (It definitely has a wow factor, but I'm skeptical about its practicality. However, I'm looking forward to trying it out with data that I understand.)Michael Tejedor (twitter) demonstrated a feature that I think is really interesting and not emphasized nearly enough--overshadowed by PowerPivot, no doubt. That feature is the Microsoft Business Intelligence Indexing Connector, which enables search of the content of Excel workbooks and Reporting Services reports. (This capability existed in MOSS 2007, but was more cumbersome to implement. The search results in SharePoint 2010 are not only cooler, but more useful by describing whether the content is found in a table or a chart, for example.)This may yet be the dawning of the age of self-service BI - a phrase I've heard repeated from time to time over the last decade - but I think BI professionals are likely to stay busy for a long while, and need not start looking for a new line of work. Kummert repeatedly referenced strategic BI solutions in contrast to self-service BI to emphasize that self-service BI is not a replacement for the services that BI professionals provide. After all, self-service BI does not appear magically on user desktops (or whatever device they want to use). A supporting infrastructure is necessary, and grows in complexity in proportion to the need to simplify BI for users.It's one thing to hear the party line touted by Microsoft employees at the BI keynote, but it's another to hear from the people who are responsible for implementing and supporting it within an organization. Rob Collie (blog | twitter), Kasper de Jonge (blog | twitter), Vidas Matelis (site | twitter), and I were invited to join Andrew Brust (blog | twitter) as he led a Birds of a Feather session at TechEd entitled "PowerPivot: Is It the BI Deal-Changer for Developers and IT Pros?" I would single out the prevailing concern in this session as the issue of control. On one side of this issue were those who were concerned that they would lose control once PowerPivot is implemented. On the other side were those who believed that data should be freely accessible to users in PowerPivot, and even acknowledgment that users would get the data they want even if it meant they would have to manually enter into a workbook to have it ready for analysis. For another viewpoint on how PowerPivot played out at the conference, see Rob Collie's observations.Collaborative BII have been intrigued by the notion of collaborative BI for a very long time. Before I discovered BI, I was a Lotus Notes developer and later a manager of developers, working in a software company that enabled collaboration in the legal industry. Not only did I help create collaborative systems for our clients, I created a complete project management from the ground up to collaboratively manage our custom development work. In that case, collaboration involved my team, my client contacts, and me. I was also able to produce my own BI from that system as well, but didn't know that's what I was doing at the time. Only in recent years has SharePoint begun to catch up with the capabilities that I had with Lotus Notes more than a decade ago. Eventually, I had the opportunity at that job to formally investigate BI as another product offering for our software, and the rest - as they say - is history. I built my first data warehouse with Scott Cameron (who has also ventured into the authoring world by writing Analysis Services 2008 Step by Step and was at the BI Conference last week where I got to reminisce with him for a bit) and that began a career that I never imagined at the time.Fast forward to 2010, and I'm still lauding the virtues of collaborative BI, if only the tools will catch up to my vision! Thus, I was anxious to see what Donald Farmer (blog | twitter) and Rita Sallam of Gartner had to say on the subject in their session "Collaborative Decision Making." As I suspected, the tools aren't quite there yet, but the vendors are moving in the right direction. One thing I liked about this session was a non-Microsoft perspective of the state of the industry with regard to collaborative BI. In addition, this session included a better demonstration of SharePoint collaborative BI capabilities than appeared in the BI keynote. Check out the video in the link to the session to see the demonstration. One of the use cases that was demonstrated was linking from information to a person, because, as Donald put it, "People don't trust data, they trust people."The Microsoft BI Stack in GeneralA question I hear all the time from students when I'm teaching is how to know what tools to use when there is overlap between products in the BI stack. I've never taken the time to codify my thoughts on the subject, but saw that my friend Dan Bulos provided good insight on this topic from a variety of perspectives in his session, "So Many BI Tools, So Little Time." I thought one of his best points was that ideally you should be able to design in your tool of choice, and then deploy to your tool of choice. Unfortunately, the ideal is yet to become real across the platform. The closest we come is with the RDL in Reporting Services which can be produced from two different tools (Report Builder or Business Intelligence Development Studio's Report Designer), manually, or by a third-party or custom application. I have touted the idea for years (and publicly said so about 5 years ago) that eventually more products would be RDL producers or consumers, but we aren't there yet. Maybe in another 5 years.Another interesting session that covered the BI stack against a backdrop of competitive products was delivered by Andrew Brust. Andrew did a marvelous job of consolidating a lot of information in a way that clearly communicated how various vendors' offerings compared to the Microsoft BI stack. He also made a particularly compelling argument about how the existence of an ecosystem around the Microsoft BI stack provided innovation and opportunities lacking for other vendors. Check out his presentation, "How Does the Microsoft BI Stack...Stack Up?"Expo HallI had planned to spend more time in the Expo Hall to see who was doing new things with the BI stack, but didn't manage to get very far. Each time I set out on an exploratory mission, I got caught up in some fascinating conversations with one or more of my peers. I find interacting with people that I meet at conferences just as important as attending sessions to learn something new. There were a couple of items that really caught me eye, however, that I'll share here.Pragmatic Works. Whether you develop SSIS packages, build SSAS cubes, or author SSRS reports (or all of the above), you really must take a look at BI Documenter. Brian Knight (twitter) walked me through the key features, and I must say I was impressed. Once you've seen what this product can do, you won't want to document your BI projects any other way. You can download a free single-user database edition, or choose from more feature-rich standard or professional editions.Microsoft Press ebooks. I also stopped by the O'Reilly Media booth to meet some folks that one of my acquisitions editors at Microsoft Press recommended. In case you haven't heard, Microsoft Press has partnered with O'Reilly Media for distribution and publishing. Apart from my interest in learning more about O'Reilly Media as an author, an advertisement in their booth caught me eye which I think is a really great move. When you buy Microsoft Press ebooks through the O'Reilly web site, you can receive it in any (or all) of the following formats where possible: PDF, epub, .mobi for Kindle and .apk for Android. You also have lifetime DRM-free access to the ebooks. As someone who is an avid collector of books, I fnd myself running out of room for storage. In addition, I travel a lot, and it's hard to lug my reference library with me. Today's e-reader options make the move to digital books a more viable way to grow my library. Having a variety of formats means I am not limited to a single device, and lifetime access means I don't have to worry about keeping track of where I've stored my files. Because the e-books are DRM-free, I can copy and paste when I'm compiling notes, and I can print pages when necessary. That's a winning combination in my mind!Overall, I was pleased with the BI conference. There were many more sessions that I couldn't attend, either because the room was full when I got there or there were multiple sessions running concurrently that I wanted to see. Fortunately, many of the sessions are accessible for viewing online at http://www.msteched.com/2010/NorthAmerica along with the TechEd sessions. You can spot the BI sessions by the yellow skyline on the title slide of the presentation as shown below. 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  • Selling Federal Enterprise Architecture (EA)

    - by TedMcLaughlan
    Selling Federal Enterprise Architecture A taxonomy of subject areas, from which to develop a prioritized marketing and communications plan to evangelize EA activities within and among US Federal Government organizations and constituents. Any and all feedback is appreciated, particularly in developing and extending this discussion as a tool for use – more information and details are also available. "Selling" the discipline of Enterprise Architecture (EA) in the Federal Government (particularly in non-DoD agencies) is difficult, notwithstanding the general availability and use of the Federal Enterprise Architecture Framework (FEAF) for some time now, and the relatively mature use of the reference models in the OMB Capital Planning and Investment (CPIC) cycles. EA in the Federal Government also tends to be a very esoteric and hard to decipher conversation – early apologies to those who agree to continue reading this somewhat lengthy article. Alignment to the FEAF and OMB compliance mandates is long underway across the Federal Departments and Agencies (and visible via tools like PortfolioStat and ITDashboard.gov – but there is still a gap between the top-down compliance directives and enablement programs, and the bottom-up awareness and effective use of EA for either IT investment management or actual mission effectiveness. "EA isn't getting deep enough penetration into programs, components, sub-agencies, etc.", verified a panelist at the most recent EA Government Conference in DC. Newer guidance from OMB may be especially difficult to handle, where bottom-up input can't be accurately aligned, analyzed and reported via standardized EA discipline at the Agency level – for example in addressing the new (for FY13) Exhibit 53D "Agency IT Reductions and Reinvestments" and the information required for "Cloud Computing Alternatives Evaluation" (supporting the new Exhibit 53C, "Agency Cloud Computing Portfolio"). Therefore, EA must be "sold" directly to the communities that matter, from a coordinated, proactive messaging perspective that takes BOTH the Program-level value drivers AND the broader Agency mission and IT maturity context into consideration. Selling EA means persuading others to take additional time and possibly assign additional resources, for a mix of direct and indirect benefits – many of which aren't likely to be realized in the short-term. This means there's probably little current, allocated budget to work with; ergo the challenge of trying to sell an "unfunded mandate". Also, the concept of "Enterprise" in large Departments like Homeland Security tends to cross all kinds of organizational boundaries – as Richard Spires recently indicated by commenting that "...organizational boundaries still trump functional similarities. Most people understand what we're trying to do internally, and at a high level they get it. The problem, of course, is when you get down to them and their system and the fact that you're going to be touching them...there's always that fear factor," Spires said. It is quite clear to the Federal IT Investment community that for EA to meet its objective, understandable, relevant value must be measured and reported using a repeatable method – as described by GAO's recent report "Enterprise Architecture Value Needs To Be Measured and Reported". What's not clear is the method or guidance to sell this value. In fact, the current GAO "Framework for Assessing and Improving Enterprise Architecture Management (Version 2.0)", a.k.a. the "EAMMF", does not include words like "sell", "persuade", "market", etc., except in reference ("within Core Element 19: Organization business owner and CXO representatives are actively engaged in architecture development") to a brief section in the CIO Council's 2001 "Practical Guide to Federal Enterprise Architecture", entitled "3.3.1. Develop an EA Marketing Strategy and Communications Plan." Furthermore, Core Element 19 of the EAMMF is advised to be applied in "Stage 3: Developing Initial EA Versions". This kind of EA sales campaign truly should start much earlier in the maturity progress, i.e. in Stages 0 or 1. So, what are the understandable, relevant benefits (or value) to sell, that can find an agreeable, participatory audience, and can pave the way towards success of a longer-term, funded set of EA mechanisms that can be methodically measured and reported? Pragmatic benefits from a useful EA that can help overcome the fear of change? And how should they be sold? Following is a brief taxonomy (it's a taxonomy, to help organize SME support) of benefit-related subjects that might make the most sense, in creating the messages and organizing an initial "engagement plan" for evangelizing EA "from within". An EA "Sales Taxonomy" of sorts. We're not boiling the ocean here; the subjects that are included are ones that currently appear to be urgently relevant to the current Federal IT Investment landscape. Note that successful dialogue in these topics is directly usable as input or guidance for actually developing early-stage, "Fit-for-Purpose" (a DoDAF term) Enterprise Architecture artifacts, as prescribed by common methods found in most EA methodologies, including FEAF, TOGAF, DoDAF and our own Oracle Enterprise Architecture Framework (OEAF). The taxonomy below is organized by (1) Target Community, (2) Benefit or Value, and (3) EA Program Facet - as in: "Let's talk to (1: Community Member) about how and why (3: EA Facet) the EA program can help with (2: Benefit/Value)". Once the initial discussion targets and subjects are approved (that can be measured and reported), a "marketing and communications plan" can be created. A working example follows the Taxonomy. Enterprise Architecture Sales Taxonomy Draft, Summary Version 1. Community 1.1. Budgeted Programs or Portfolios Communities of Purpose (CoPR) 1.1.1. Program/System Owners (Senior Execs) Creating or Executing Acquisition Plans 1.1.2. Program/System Owners Facing Strategic Change 1.1.2.1. Mandated 1.1.2.2. Expected/Anticipated 1.1.3. Program Managers - Creating Employee Performance Plans 1.1.4. CO/COTRs – Creating Contractor Performance Plans, or evaluating Value Engineering Change Proposals (VECP) 1.2. Governance & Communications Communities of Practice (CoP) 1.2.1. Policy Owners 1.2.1.1. OCFO 1.2.1.1.1. Budget/Procurement Office 1.2.1.1.2. Strategic Planning 1.2.1.2. OCIO 1.2.1.2.1. IT Management 1.2.1.2.2. IT Operations 1.2.1.2.3. Information Assurance (Cyber Security) 1.2.1.2.4. IT Innovation 1.2.1.3. Information-Sharing/ Process Collaboration (i.e. policies and procedures regarding Partners, Agreements) 1.2.2. Governing IT Council/SME Peers (i.e. an "Architects Council") 1.2.2.1. Enterprise Architects (assumes others exist; also assumes EA participants aren't buried solely within the CIO shop) 1.2.2.2. Domain, Enclave, Segment Architects – i.e. the right affinity group for a "shared services" EA structure (per the EAMMF), which may be classified as Federated, Segmented, Service-Oriented, or Extended 1.2.2.3. External Oversight/Constraints 1.2.2.3.1. GAO/OIG & Legal 1.2.2.3.2. Industry Standards 1.2.2.3.3. Official public notification, response 1.2.3. Mission Constituents Participant & Analyst Community of Interest (CoI) 1.2.3.1. Mission Operators/Users 1.2.3.2. Public Constituents 1.2.3.3. Industry Advisory Groups, Stakeholders 1.2.3.4. Media 2. Benefit/Value (Note the actual benefits may not be discretely attributable to EA alone; EA is a very collaborative, cross-cutting discipline.) 2.1. Program Costs – EA enables sound decisions regarding... 2.1.1. Cost Avoidance – a TCO theme 2.1.2. Sequencing – alignment of capability delivery 2.1.3. Budget Instability – a Federal reality 2.2. Investment Capital – EA illuminates new investment resources via... 2.2.1. Value Engineering – contractor-driven cost savings on existing budgets, direct or collateral 2.2.2. Reuse – reuse of investments between programs can result in savings, chargeback models; avoiding duplication 2.2.3. License Refactoring – IT license & support models may not reflect actual or intended usage 2.3. Contextual Knowledge – EA enables informed decisions by revealing... 2.3.1. Common Operating Picture (COP) – i.e. cross-program impacts and synergy, relative to context 2.3.2. Expertise & Skill – who truly should be involved in architectural decisions, both business and IT 2.3.3. Influence – the impact of politics and relationships can be examined 2.3.4. Disruptive Technologies – new technologies may reduce costs or mitigate risk in unanticipated ways 2.3.5. What-If Scenarios – can become much more refined, current, verifiable; basis for Target Architectures 2.4. Mission Performance – EA enables beneficial decision results regarding... 2.4.1. IT Performance and Optimization – towards 100% effective, available resource utilization 2.4.2. IT Stability – towards 100%, real-time uptime 2.4.3. Agility – responding to rapid changes in mission 2.4.4. Outcomes –measures of mission success, KPIs – vs. only "Outputs" 2.4.5. Constraints – appropriate response to constraints 2.4.6. Personnel Performance – better line-of-sight through performance plans to mission outcome 2.5. Mission Risk Mitigation – EA mitigates decision risks in terms of... 2.5.1. Compliance – all the right boxes are checked 2.5.2. Dependencies –cross-agency, segment, government 2.5.3. Transparency – risks, impact and resource utilization are illuminated quickly, comprehensively 2.5.4. Threats and Vulnerabilities – current, realistic awareness and profiles 2.5.5. Consequences – realization of risk can be mapped as a series of consequences, from earlier decisions or new decisions required for current issues 2.5.5.1. Unanticipated – illuminating signals of future or non-symmetric risk; helping to "future-proof" 2.5.5.2. Anticipated – discovering the level of impact that matters 3. EA Program Facet (What parts of the EA can and should be communicated, using business or mission terms?) 3.1. Architecture Models – the visual tools to be created and used 3.1.1. Operating Architecture – the Business Operating Model/Architecture elements of the EA truly drive all other elements, plus expose communication channels 3.1.2. Use Of – how can the EA models be used, and how are they populated, from a reasonable, pragmatic yet compliant perspective? What are the core/minimal models required? What's the relationship of these models, with existing system models? 3.1.3. Scope – what level of granularity within the models, and what level of abstraction across the models, is likely to be most effective and useful? 3.2. Traceability – the maturity, status, completeness of the tools 3.2.1. Status – what in fact is the degree of maturity across the integrated EA model and other relevant governance models, and who may already be benefiting from it? 3.2.2. Visibility – how does the EA visibly and effectively prove IT investment performance goals are being reached, with positive mission outcome? 3.3. Governance – what's the interaction, participation method; how are the tools used? 3.3.1. Contributions – how is the EA program informed, accept submissions, collect data? Who are the experts? 3.3.2. Review – how is the EA validated, against what criteria?  Taxonomy Usage Example:   1. To speak with: a. ...a particular set of System Owners Facing Strategic Change, via mandate (like the "Cloud First" mandate); about... b. ...how the EA program's visible and easily accessible Infrastructure Reference Model (i.e. "IRM" or "TRM"), if updated more completely with current system data, can... c. ...help shed light on ways to mitigate risks and avoid future costs associated with NOT leveraging potentially-available shared services across the enterprise... 2. ....the following Marketing & Communications (Sales) Plan can be constructed: a. Create an easy-to-read "Consequence Model" that illustrates how adoption of a cloud capability (like elastic operational storage) can enable rapid and durable compliance with the mandate – using EA traceability. Traceability might be from the IRM to the ARM (that identifies reusable services invoking the elastic storage), and then to the PRM with performance measures (such as % utilization of purchased storage allocation) included in the OMB Exhibits; and b. Schedule a meeting with the Program Owners, timed during their Acquisition Strategy meetings in response to the mandate, to use the "Consequence Model" for advising them to organize a rapid and relevant RFI solicitation for this cloud capability (regarding alternatives for sourcing elastic operational storage); and c. Schedule a series of short "Discovery" meetings with the system architecture leads (as agreed by the Program Owners), to further populate/validate the "As-Is" models and frame the "To Be" models (via scenarios), to better inform the RFI, obtain the best feedback from the vendor community, and provide potential value for and avoid impact to all other programs and systems. --end example -- Note that communications with the intended audience should take a page out of the standard "Search Engine Optimization" (SEO) playbook, using keywords and phrases relating to "value" and "outcome" vs. "compliance" and "output". Searches in email boxes, internal and external search engines for phrases like "cost avoidance strategies", "mission performance metrics" and "innovation funding" should yield messages and content from the EA team. This targeted, informed, practical sales approach should result in additional buy-in and participation, additional EA information contribution and model validation, development of more SMEs and quick "proof points" (with real-life testing) to bolster the case for EA. The proof point here is a successful, timely procurement that satisfies not only the external mandate and external oversight review, but also meets internal EA compliance/conformance goals and therefore is more transparently useful across the community. In short, if sold effectively, the EA will perform and be recognized. EA won’t therefore be used only for compliance, but also (according to a validated, stated purpose) to directly influence decisions and outcomes. The opinions, views and analysis expressed in this document are those of the author and do not necessarily reflect the views of Oracle.

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  • How to Remove Header in LaTex

    - by Tim
    Hi, I would like to not show the name of each chapter on the header of its each page. I also like to have nothing in the headers for abstract, acknowledgement, table of content, list of figures and list of tables. But currently I have header on each page, for example: Here is my code when specifying these parts in my tex file \begin{abstract} ... \end{abstract} \begin{acknowledgement} ... \end{acknowledgement} % generate table of contents \tableofcontents % generate list of tables \listoftables % generate list of figures \listoffigures \chapter{Introduction} \label{chp1} %% REFERENCES \appendix \input{appendiximages.tex} \bibliographystyle{plain} %%\bibliographystyle{abbrvnat} \bibliography{thesis} Here is what I believe to be the definition of the commands. More details can be found in these two files jhu12.clo and thesis.cls. % \chapter: \def\chaptername{Chapter} % ABSTRACT % MODIFIED to include section name in headers \def\abstract{ \newpage \dsp \chapter*{\abstractname\@mkboth{\uppercase{\abstractname}}{\uppercase{\abstractname}}} \fmfont \vspace{8pt} \addcontentsline{toc}{chapter}{\abstractname} } \def\endabstract{\par\vfil\null} % DEDICATION % Modified to make dedication its own section %\newenvironment{dedication} %{\begin{alwayssingle}} %{\end{alwayssingle}} \def\dedication{ \newpage \dsp \chapter*{Dedication\@mkboth{DEDICATION}{DEDICATION}} \fmfont} \def\endacknowledgement{\par\vfil\null} % ACKNOWLEDGEMENTS % MODIFIED to include section name in headers \def\acknowledgement{ \newpage \dsp \chapter*{\acknowledgename\@mkboth{\uppercase{\acknowledgename}}{\uppercase{\acknowledgename}}} \fmfont \addcontentsline{toc}{chapter}{\acknowledgename} } \def\endacknowledgement{\par\vfil\null} \def\thechapter {\arabic{chapter}} % \@chapapp is initially defined to be '\chaptername'. The \appendix % command redefines it to be '\appendixname'. % \def\@chapapp{\chaptername} \def\chapter{ \clearpage \thispagestyle{plain} \if@twocolumn % IF two-column style \onecolumn % THEN \onecolumn \@tempswatrue % @tempswa := true \else \@tempswafalse % ELSE @tempswa := false \fi \dsp % double spacing \secdef\@chapter\@schapter} % TABLEOFCONTENTS % In ucthesis style, \tableofcontents, \listoffigures, etc. are always % set in single-column style. @restonecol \def\tableofcontents{\@restonecolfalse \if@twocolumn\@restonecoltrue\onecolumn\fi %%%%% take care of getting page number in right spot %%%%% \clearpage % starts new page \thispagestyle{botcenter} % Page style of frontmatter is botcenter \global\@topnum\z@ % Prevents figures from going at top of page %%%%% \@schapter{\contentsname \@mkboth{\uppercase{\contentsname}}{\uppercase{\contentsname}}}% {\ssp\@starttoc{toc}}\if@restonecol\twocolumn\fi} \def\l@part#1#2{\addpenalty{-\@highpenalty}% \addvspace{2.25em plus\p@}% space above part line \begingroup \@tempdima 3em % width of box holding part number, used by \parindent \z@ \rightskip \@pnumwidth %% \numberline \parfillskip -\@pnumwidth {\large \bfseries % set line in \large boldface \leavevmode % TeX command to enter horizontal mode. #1\hfil \hbox to\@pnumwidth{\hss #2}}\par \nobreak % Never break after part entry \global\@nobreaktrue %% Added 24 May 89 as \everypar{\global\@nobreakfalse\everypar{}}%% suggested by %% Jerry Leichter \endgroup} % LIST OF FIGURES % % Single-space list of figures, add it to the table of contents. \def\listoffigures{\@restonecolfalse \if@twocolumn\@restonecoltrue\onecolumn\fi %%%%% take care of getting page number in right spot %%%%% \clearpage \thispagestyle{botcenter} % Page style of frontmatter is botcenter \global\@topnum\z@ % Prevents figures from going at top of page. \@schapter{\listfigurename\@mkboth{\uppercase{\listfigurename}}% {\uppercase{\listfigurename}}} \addcontentsline{toc}{chapter}{\listfigurename} {\ssp\@starttoc{lof}}\if@restonecol\twocolumn\fi} \def\l@figure{\@dottedtocline{1}{1.5em}{2.3em}} % bibliography \def\thebibliography#1{\chapter*{\bibname\@mkboth {\uppercase{\bibname}}{\uppercase{\bibname}}} \addcontentsline{toc}{chapter}{\bibname} \list{\@biblabel{\arabic{enumiv}}}{\settowidth\labelwidth{\@biblabel{#1}}% \leftmargin\labelwidth \advance\leftmargin\labelsep \usecounter{enumiv}% \let\p@enumiv\@empty \def\theenumiv{\arabic{enumiv}}}% \def\newblock{\hskip .11em plus.33em minus.07em}% \sloppy\clubpenalty4000\widowpenalty4000 \sfcode`\.=\@m} Thanks and regards! EDIT: I just replaced \thispagestyle{botcenter} with \thispagestyle{plain}. The latter is said to clear the header (http://en.wikibooks.org/wiki/LaTeX/Page_Layout), but it does not. How shall I do? Thanks!

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  • Windows Server 2008 R2 Accessing NFS share without AD or NIS

    - by Jon Rhoades
    I'm trying to mount an NFS share on our NetApp SAN on Windows 2008 R2. Using XP I have no problem mounting this share without a username/NIS/pswd file etc, but the new functionality in 2008 seems to insist on either using AD or an NIS server (to "streamline" Services for NFS MS removed user account mapping) see Technet. When I go to map the share using "map network drive" no combination of "root", no username, no password, my username works. Using the command line mount -o anon \\172... :n or mount -o -u:root \\172... :n either gives me a network error 53 or 67 error Is it possible with 2008 to mount an NFS share without AD or NIS? If so what am I doing wrong? (Security is taken care off by IP address permissions and VLANs)

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  • Sending emails from PHP - email providers vs GAE

    - by nrph
    I need to send emails from my social service (this is continuation of Experiences in mailing to registered users). I got strong feeling that it's better to avoid problems with email server configuration and maintance and to choose email provider which will take care of all painful problems. So several offers were compared: http://imgur.com/JkK2X.jpg Three of them look very attractive: Postageapp / Sendgrid / CritSend As alternative i'm considering setup GAE app. Email provider is quite easy to start work with, but have no idea how much effort require GAE to integrate with PHP. So my question is: which option is better to choose: email provider GAE ? Two factors are important here: business background (therefore prices are mentioned), work required to setup and maintain desired solution. Preferably i would love to avoid all email-related problems (like black lists and so on).

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  • Help me choose a desktop: which of these two should I buy?

    - by Sammy
    I just want the more powerful of the two: Choice 1: http://www.bestbuy.com/site/Gateway+-+Desktop+with+AMD+Phenom%26%23153%3B+II+Quad-Core+Processor/9698936.p?id=1218153428687&skuId=9698936 Choice 2: /site/HP+-+Pavilion+Desktop+with+AMD+Phenom%26%23153%3B+II+Quad-Core+Processor/9694506.p?id=1218150609828&skuId=9694506 I can't post more than one hyperlink since I am a new user, so please add bestbuy domain name before choice 2. The latter choice is a bit more expensive but not by much so I don't care about that. As for what I intend to use my machine for, just regular web surfing, light gaming, web development related work, etc. But that doesn't really matter, of these two I just want to know which is the better more powerful system and which you would buy if you were in my position.

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  • Managed hosting firewall vs managing own firewall

    - by ddawber
    I posted on stackoverflow as to the overall benefits of managed hosting vs non-managed hosting. The more I think about it, it seems to boil down to one question: should I use a managed host because they take care of the firewall, or would I be okay managing my own, software firewall? The sites on the box do get quite a lot of traffic but as for throughput and what-not, it's not something I know much about. Ideally, i'd take my sites over to a Linode stack and manage incoming connections using iptables or an alternative. Here are some example hardware solutions a managed host would provide: Cisco Pix 501, Pix 506, Pix 515 and ASA 5505 and ASA 5510 Firewalls, configurable in a control panel the likes of an enterprise firewall such as FortiGate 110C Aside from this, I do not need managed hosting, so I appreciate your suggestions.

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  • WRTU54G-TM T-Mobile@Home router with 3rd party firmware

    - by dlamblin
    I've been doing a lot of reading online about the Linksys WRTU54G-TM router model that I now own. It seems getting a custom firmware onto it is not a problem. But no one is talking about retaining the Voip features (yet). So far they're all disappointed that it's not a SIP machine and used GSM over IPSec. Personally I don't care about using it with non-t-mobile. If I take the original firmware, shouldn't I be able to extract it, and it's SquashFS image, and then move all of the t-mobile specific binaries for enabling the calling features over to a custom firmware installation (maybe OpenWRT)? You might ask why, and the reason is, that if I do this I could retain my calling features, which I do want, and ssh to the router and use it to run additional software, as any OpenWRT router could do. Does anyone know if this can be done, and how the firmware's binaries could be gotten at and installed correctly?

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  • Differences & Similarities Between Programming Paradigms

    - by DaveDev
    Hi Guys I've been working as a developer for the past 4 years, with the 4 years previous to that studying software development in college. In my 4 years in the industry I've done some work in VB6 (which was a joke), but most of it has been in C#/ASP.NET. During this time, I've moved from an "object-aware" procedural paradigm to an object-oriented paradigm. Lately I've been curious about other programming paradigms out there, so I thought I'd ask other developers their opinions on the similarities & differences between these paradigms, specifically to OOP? In OOP, I find that there's a strong focus on the relationships and logical interactions between concepts. What are the mind frames you have to be in for the other paradigms? Thanks Dave

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  • an attempt was made to logon, but the network logon service was not started

    - by RodH257
    We've recently had a catastrophic raid failure on our servers, which were being backed up with shadow protect. After 3 days of copying I finally got our file server back in a VM. As we used a 'virtualboot' for the file server in the meantime, I effectively had two copies of the server on the network at once. In order to copy back the files that changed, I tried to rename the file server, and change its IP address (I should also mention, the file server is a backup DC). When I renamed it, it came up with an error, so I rebooted. Now I can't login, it says "an attempt was made to logon, but the network logon service was not started" I don't care if I have to recreate the Vm and reinstall windows, but I would like to be able to get the files off this VM. How can I get access to it?

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  • Linux: setting up an elite/high-anonimity Web proxy on a dedicated server

    - by YellowSquirrel
    I'm renting a dedicated server which I'd like to use to "surf the Web": basically I want to always surf the Web from the same static IP (the one of my dedicated server). I can do it by running Xvnc/FreeNX on the dedicated server, but this is kinda slow and clumsy (I tried it). What are the steps needed to install an "elite/high-anonimity" Web proxy on a dedicated (Debian) Linux server knowing that my two requirements are: I'm the only person that needs access to the proxy all I want is that my broadband (dynamic) IP is completely hidden (I want to always surf from my dedicated server's IP). Note that using the static IP people can find my domains and my real name and I'm perfectly fine with that (actually it is what I want). What I don't want is people knowing from which dynamic IP (broadband) I'm connecting. What are the steps needed to do that? (basically I don't care about "anonimity", what I want is to appear to surf from a static IP and I think I need what is called an "elite" Web proxy to do that, but I'm not sure) Technical infos and sample configuration most welcome :)

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