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  • Simple Oracle File repository with folder hierarchy

    - by Ope
    I have an application that stores large amount of files (XML and binary) in folder hierarchies. Currently the main method is storing them in file system or using a legacy CMS, which we want to get rid of. The CMS supports Oracle and a customer wants to keep the files in Oracle because of enterprise policies (backup etc.) The question is: Is there a simple implementation of file repository with folder hierarchy for Oracle? What I am looking for is a small .Net component or example code (PL/SQL and/or .Net) that would have the following methods: Create, Delete, Exists Folder CRUD file Move and potentially Copy file or directory Access to files and folders with paths like "/root/folder1/folder2/file.xml" Ability to get all the files and folders in a folder and potentially also the entire directory tree Tree traversal, getting the parent, all children etc. needs to be fast. I need the implementation in .Net, but if it was just the stored procedures, I could create the .Net calling code. I have pointers to generic articles for creating hierarchies in DB, so if I need to do it from scratch, I know where to start. What I am asking here, is there already an implementation that I could take without doing this from scratch? It seems like such a generic requirement... If the answer is a CMS, Document management system or such it should be Open Source or at least quite cheap (some hundreds / server) and it should be possible to deploy it XCopy - hopefully only couple of DLL:s. I do not need - or want - a full featured big CMS with dozens of dlls and especially not an msi-installation. I have tried to google this, but the words "repository", "CMS", "file hierarchy" etc. give so many answers, the searches are pretty much useless. Thanks, OPe

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  • What is the best way to embed SQL in VB.NET.

    - by Amy P
    I am looking for information on the best practices or project layout for software that uses SQL embedded inside VB.NET or C#. The software will connect to a full SQL DB. The software was written in VB6 and ported to VB.NET, we want to update it to use .NET functionality but I am not sure where to start with my research. We are using Visual Studio 2005. All database manipulations are done from VB. Update: To clarify. We are currently using SqlConnection, SqlDataAdapter, SqlDataReader to connect to the database. What I mean by embed is that the SQL stored procedures are scripted inside our VB code and then run on the db. All of our tables, stored procs, views, etc are all manipulated in the VB code. The layout of our code is quite messy. I am looking for a better architecture or pattern that we can use to organize our code. Can you recommend any books, webpages, topics that I can google, etc to help me better understand the best way for us to do this.

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  • Manipulating data in sql / asp.net / c# - how?

    - by SLC
    Not sure how to word the question... Basically, so far all my SQL stuff has been stored procedures and dumped into a gridview. The odd case where I had to perform an action based on a value (such as highlighting a row green if a certain value was true) were done as the gridview was rendering in one of the overrides. Now however I have to do something far more complicated - pull three sets of data down, run a series of checks on all three and some date related checks and stuff, then populate a gridview with some of the items. In logic terms, I want to run three queries, and store the lists of results (presumably in Lists?) then run some logic, then populate the gridview. Specifically what I don't know how to do is: Best way of pulling the data, and putting it into a List or other datastructure that lets me easily run through it, and retrieve data based on column (myList.age, or more likely, myList["Age"]). One I have compared the data, I assume I create a new list that will be put into the gridview... how do I put the contents of a list INTO a gridview? How would I add other stuff such as buttons or checkboxes at the same time? Any nudge in the right direction would be appreciated! Particularly doing cool stuff with lists and sql (if there is anything cool you can do with them)

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  • Pthread - setting scheduler parameters

    - by Andna
    I wanted to use read-writer locks from pthread library in a way, that writers have priority over readers. I read in my man pages that If the Thread Execution Scheduling option is supported, and the threads involved in the lock are executing with the scheduling policies SCHED_FIFO or SCHED_RR, the calling thread shall not acquire the lock if a writer holds the lock or if writers of higher or equal priority are blocked on the lock; otherwise, the calling thread shall acquire the lock. so I wrote small function that sets up thread scheduling options. void thread_set_up(int _thread) { struct sched_param *_param=malloc(sizeof (struct sched_param)); int *c=malloc(sizeof(int)); *c=sched_get_priority_min(SCHED_FIFO)+1; _param->__sched_priority=*c; long *a=malloc(sizeof(long)); *a=syscall(SYS_gettid); int *b=malloc(sizeof(int)); *b=SCHED_FIFO; if (pthread_setschedparam(*a,*b,_param) == -1) { //depending on which thread calls this functions, few thing can happen if (_thread == MAIN_THREAD) client_cleanup(); else if (_thread==ACCEPT_THREAD) { pthread_kill(params.main_thread_id,SIGINT); pthread_exit(NULL); } } } sorry for those a,b,c but I tried to malloc everything, still I get SIGSEGV on the call to pthread_setschedparam, I am wondering why?

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  • Is it possible in SQLAlchemy to filter by a database function or stored procedure?

    - by Rico Suave
    We're using SQLalchemy in a project with a legacy database. The database has functions/stored procedures. In the past we used raw SQL and we could use these functions as filters in our queries. I would like to do the same for SQLAlchemy queries if possible. I have read about the @hybrid_property, but some of these functions need one or more parameters, for example; I have a User model that has a JOIN to a bunch of historical records. These historical records for this user, have a date and a debit and credit field, so we can look up the balance of a user at a specific point in time, by doing a SUM(credit) - SUM(debit) up until the given date. We have a database function for that called dbo.Balance(user_id, date_time). I can use this to check the balance of a user at a given point in time. I would like to use this as a criterium in a query, to select only users that have a negative balance at a specific date/time. selection = users.filter(coalesce(Users.status, 0) == 1, coalesce(Users.no_reminders, 0) == 0, dbo.pplBalance(Users.user_id, datetime.datetime.now()) < -0.01).all() This is of course a non-working example, just for you to get the gist of what I'd like to do. The solution looks to be to use hybrd properties, but as I mentioned above, these only work without parameters (as they are properties, not methods). Any suggestions on how to implement something like this (if it's even possible) are welcome. Thanks,

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  • Update MySQl table onDrop?

    - by dougvt
    Hi all. I am writing a PHP/MySQL application (using CodeIgniter) that uses some jQuery functionality for dragging table rows. I have a table in which the user can drag rows to the desired order (kind of a queue for which I need to preserve the rank of each row). I've been trying to figure out how to (and whether I should) update the database each time the user drops a row, in order to simplify the UI and avoid a "Save" button. I have the jQuery working and can send a serialized list back to the server onDrop, but is it good design practice to run an update query this often? The table will usually have 30-40 rows max, but if the user drags row 1 far down the list, then potentially all the rows would need to be updated to update the rank field. I've been wondering whether to send a giant query to the server, to loop through the rows in PHP and update each row with its own Update query, to send a small serialized list to a stored procedure to let the server do all the work, or perhaps a better method I haven't considered. I've read that stored procedures in MySQL are not very efficient and use a separate process for each call. Any advice as to the right solution here? Thanks very much for your help!

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  • tproxy squid bridge very slow when cache is full

    - by Roberto
    I have installed a bridge tproxy proxy in a fast server with 8GB ram. The traffic is around 60Mb/s. When I start for first time the proxy (with the cache empty) the proxy works very well but when the cache becomes full (few hours later) the bridge goes very slow, the traffic goes below 10Mb/s and the proxy server becomes unusable. Any hints of what may be happening? I'm using: linux-2.6.30.10 iptables-1.4.3.2 squid-3.1.1 compiled with these options: ./configure --prefix=/usr --mandir=/usr/share/man --infodir=/usr/share/info --datadir=/usr/share --localstatedir=/var/lib --sysconfdir=/etc/squid --libexecdir=/usr/libexec/squid --localstatedir=/var --datadir=/usr/share/squid --enable-removal-policies=lru,heap --enable-icmp --disable-ident-lookups --enable-cache-digests --enable-delay-pools --enable-arp-acl --with-pthreads --with-large-files --enable-htcp --enable-carp --enable-follow-x-forwarded-for --enable-snmp --enable-ssl --enable-async-io=32 --enable-linux-netfilter --enable-epoll --disable-poll --with-maxfd=16384 --enable-err-languages=Spanish --enable-default-err-language=Spanish My squid.conf: cache_mem 100 MB memory_pools off acl manager proto cache_object acl localhost src 127.0.0.1/32 acl localhost src ::1/128 acl to_localhost dst 127.0.0.0/8 0.0.0.0/32 acl to_localhost dst ::1/128 acl localnet src 10.0.0.0/8 # RFC1918 possible internal network acl localnet src 172.16.0.0/12 # RFC1918 possible internal network acl localnet src 192.168.0.0/16 # RFC1918 possible internal network acl localnet src fc00::/7 # RFC 4193 local private network range acl localnet src fe80::/10 # RFC 4291 link-local (directly plugged) machines acl net-g1 src xxx.xxx.xxx.xxx/24 acl SSL_ports port 443 acl Safe_ports port 80 # http acl Safe_ports port 21 # ftp acl Safe_ports port 443 # https acl Safe_ports port 70 # gopher acl Safe_ports port 210 # wais acl Safe_ports port 1025-65535 # unregistered ports acl Safe_ports port 280 # http-mgmt acl Safe_ports port 488 # gss-http acl Safe_ports port 591 # filemaker acl Safe_ports port 777 # multiling http acl CONNECT method CONNECT http_access allow manager localhost http_access deny manager http_access deny !Safe_ports http_access deny CONNECT !SSL_ports http_access allow net-g1 from where browsing should be allowed http_access allow localnet http_access allow localhost http_access deny all http_port 3128 http_port 3129 tproxy hierarchy_stoplist cgi-bin ? cache_dir ufs /var/spool/squid 8000 16 256 access_log none cache_log /var/log/squid/cache.log coredump_dir /var/spool/squid refresh_pattern ^ftp: 1440 20% 10080 refresh_pattern ^gopher: 1440 0% 1440 refresh_pattern -i (/cgi-bin/|\?) 0 0% 0 refresh_pattern . I have this issue when the cache is full, but do not really know if it is because of that. Thanks in advance and sorry my english. roberto

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  • Why is vCenter 5.1u1 exiting hosts from maintenance mode?

    - by Shane Madden
    This vCenter server was just upgraded to 5.1 update 1. I'm going through hosts and bringing firmware up to date, then upgrading them from various versions of 5.0 to 5.1u1. vCenter 5.1u1 seems to have an interesting new behavior: it's removing hosts from maintenance mode when they reconnect after being disconnected -- but very inconsistently, I've seen it maybe 4 or 5 times on ~25-30 host reboots. I've only seen it happen on 5.0 hosts that have not yet been upgraded to 5.1. In the image, I placed the host in maint mode and rebooted it into the HP SPP DVD's automatic update mode. After its usual ~40 minute update process, the host came back online.. and 7 seconds before even logging that the host had reconnected, vCenter had sent the host a task to exit maintenance mode. In my understanding, the only time vCenter should drop a host out of maintenance mode is when vCenter put it into maintenance mode itself (such as a VUM upgrade task). Why would this vCenter be unilaterally exiting a host from user-initiated maintenance mode? Edit, additional info: I ran the firmware upgrades on 5 more hosts, all at the same time. Two of them exited maint mode after reconnecting, three did not. The common factor of those exiting maint mode seems to be how long they were offline; the two that took a few tries to boot to the virtual media are the two that got knocked out of maint mode. esx31 (image above): 45 minutes unresponsive esx19 (exited maint): 87 minutes unresponsive esx24 (stayed in maint): 32 minutes unresponsive esx29 (stayed in maint): 39 minutes unresponsive esx32 (stayed in maint): 30 minutes unresponsive esx34 (exited maint): 70 minutes unresponsive Edit: The disconnect time idea seems to have been a red herring, as it's not happening consistently. Additionally, in the vpxd.log the exit maint mode task initiation seems to always immediately follow this vim.EnvironmentBrowser.queryProvisioningPolicy SOAP call. Here's the lines, slightly trimmed for clarity: 15:27:49.535 [info 'vpxdvpxdVmomi'] [ClientAdapterBase::InvokeOnSoap] Invoke done (esx31, vim.EnvironmentBrowser.queryProvisioningPolicy) 15:27:49.560 [info 'commonvpxLro'] [VpxLRO] -- BEGIN task -- esx31 -- HostSystem.exitMaintenanceMode -- Note that on the nodes that don't get the exit task, the vim.EnvironmentBrowser.queryProvisioningPolicy event still occurs. I'm not seeing any other differences in events before or after this in the reconnect process, aside from the extra events caused by exiting maintenance mode. Given the log's mention of provisioning policies, looking for autodeploy-related maintenance mode issues turns up complaints about similar behavior (though I'm not using autodeploy at all).

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  • My server is slower than the average user's computer, should I still offload Access queries to SQL Server? [closed]

    - by andrewb
    Possible Duplicate: How do you do Load Testing and Capacity Planning for Databases I have a database set up with MS Access 2007 front ends and an SQL Server 2005 back end. At the moment, all the queries are saved in the front end as I've only recently moved to an SQL Server backend. I'm wondering how much of those queries I should save as stored procedures/views on SQL Server. About the system The number of concurrent users is only a handful, though it could be as high as 25 at one time (very unlikely). The average computer has an Intel i3-2120 CPU running at 3.3 GHz, which gets a PassMark score of 3,987, whilst the server has an Intel Xeon E5335 running at 2.0 GHz, which gets a PassMark score of 2,637. Always an awkward situation when an i3 outperforms a Xeon... though the i3 is from Q1 2011 and the Xeon is Q2 2009. There is potential for a server upgrade in the future, though it wouldn't come easy. I'm inclined to move the queries to the back end, as they are beginning to take noticeable time and I figure that is a better way of doing things. I like the idea of throwing everything at the server, then pushing for a server upgrade. It makes more sense in my mind to be upgrading one server rather than 30 PCs. Or am I being overzealous? Why my question isn't a duplicate It seems that my question has been misinterpreted and labelled a duplicate of quite a different question, one about testing and capacity planning. I'll try explain how my question is very different from the linked question. The crux of my question is something like "Even though my server is technically slower, is it better to have it doing more of the queries?" There's two ways that people could have answered this: I agree the server is going to be slower, but the extra benefits of such and such (like the less Access the better) means you should move most to the server anyway. (OR no it doesn't outweigh the benefit, keep them in Access) Actually the server will be faster because of such and such. I'm hoping that people out there could provide some answers like this, and the question in the dupe link doesn't really provide either of these answers. Ok sure, I suppose I could do extensive performance testing to compare Access queries running on a local machine to SQL Server queries running on the server, but that sounds like a very hard task (particularly performance testing of access) compared to someone giving some quick general guidance, and again, my question is looking for a lot more than immediate performance benefit.

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  • How can I force a merge of all WAL files in pg_xlog back into my base "data" directory?

    - by Zac B
    Question: Is there a way to tell Postgres (9.2) to "merge all WAL files in pg_xlog back into the non-WAL data files, and then delete all WAL files successfully merged?" I would like to be able to "force" this operation; i.e. checkpoint_segments or archiving settings should be ignored. The filesystem WAL buffer (pg_xlog) directory should be emptied, or nearly emptied. It's fine if some or all of the space consumed by the pg_xlog directory is then consumed by the data directory; our DBA has asked for WAL database backups without any backlogged WALs, but space consumption is not a concern. Having near-zero WAL activity during this operation is a fine constraint. I can ensure that the database server is either shut down or not connectible (zero user-generated transaction load) during this process. Essentially, I'd like Postgres to ignore archiving/checkpoint retention policies temporarily, and flush all WAL activity to the core database files, leaving pg_xlog in the same state as if the database were recently created--with very few WAL files. What I've Tried: I know that the pg_basebackup utility performs something like this (it generates an almost-all-WALs-merged copy of a Postgres instance's data directory), but we aren't ready to use it on all our systems yet, as we are still testing replication settings; I'm hoping for a more short-term solution. I've tried issuing CHECKPOINT commands, but they just recycle one WAL file and replace it with another (that is, if they do anything at all; if I issue them during database idle time, they do nothing). pg_switch_xlog() similarly just forces a switch to the next log segment; it doesn't flush all queued/buffered segments. I've also played with the pg_resetxlog utility. That utility sort of does what I want, but all of its usage docs seem to indicate that it destroys (rather than flushing out of the transaction log and into the main data files) some or all of the WAL data. Is that impression accurate? If not, can I use pg_resetxlog during a zero-WAL-activity period to force a flush of all queued WAL data to non-WAL data? If the answer to that is negative, how can I achieve this goal? Thanks!

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  • Creating a USB stick for installing centos 6.x using DVD1 and DVD2 iso files

    - by user250563
    First, we create 2 partitions on the USB stick that is let's say 16GB. first partition is let's say only 1GB and the second partition is the rest of what is available. after we "w" write the changes, the USB now has 2 partitions. 1 is 1GB 1 is more than 14GB so , we have... sdb1 and sdb2 now. now we need to turn these partitions into filesystems some say i should run these commands after those procedures. mkfs.vfat -F 32 /dev/sdb1 mkfs.ext3 /dev/sdb2 but some web pages recommend using: mkfs.vfat -n BOOT /dev/sdb1 mkfs.ext2 -m 0 -b 4096 -L DATA /dev/sdb2 which is it? so let's say the DVDs are called: CentOS-6.4-x86_64-bin-DVD1.iso CentOS-6.4-x86_64-bin-DVD2.iso so we make a directory: mkdir -p /mnt/dvd1 and then mount it: mount -o loop CentOS-6.4-x86_64-bin-DVD1.iso /mnt/dvd1 and i suppose we don't make a directory for dvd2 and we don't have to mount it ? at this point i do not know what should be done. but i think this step might be next: we make the USB bootable by finding the file named mbr.bin and then moving it to there via these commnad. dd conv=notrunc bs=440 count=1 if=/usr/lib/syslinux/mbr.bin of=/dev/sdb parted /dev/sdb set 1 boot on in other words we are "dd-ing it to 'sdb' not sdb1' or 'sdb2'. and then we use parted to set the boot to on for sdb so far everything looks good? here is the confusing parts.. how exactly do i move these iso files to the usb drive? EVERYTHING BELOW IS A GUESS. so at this point i should copy the folder /mnt/dvd1/isolinux to usb's sdb1 or sdb2 ? rename it to syslinux ? and then inside this syslinux folder there will be a file called... isolinux.cfg ? which should be renamed to syslinux.cfg ? and then copy the contents of /mnt/dvd1/images/* to USB's sdb2 ? but i think i am also suppose to copy and paste the both CentOS-6.4-x86_64-bin-DVD1.iso CentOS-6.4-x86_64-bin-DVD2.iso somewhere into this USB's sdb2 partition, correct ? almost like a drag and drop kind of a thing? or do they go into any folders ? centos' own web site has some instructions but those instructions do not work. http://wiki.centos.org/HowTos/InstallFromUSBkey i once got this working but things got ruined, i have to do it again and this time take notes.

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  • getUserPrincipal() in JCIFS / Lan-Manager authentitation level setting in Windows 2k8

    - by Chris
    I have to find out in which exact format JCIFS stores the user principal in the "getUserPrincipal()" property. Therefor i created a test Environment like this: Windows Server 2008 Domain Controller Domain named "MYDOMAIN" Many Testusers in Active Directory Tomcat Application Server with my Web Application (which simply reads the user Principal and displays its values). The user should be logged in to the web-application with SSO therefor i need the format that jcifs is using to store the user. (For example user@MYDOMAIN or MYDOMAIN\user...) I tested the Authentication with other SSO frameworks with Kerberos Method and it works as expected. I'm now trying to use SSO through the NTLMHttpFilter of JCIFS. When i try to login i get the following error message: jcifs.smb.SmbException: The parameter is incorrect. jcifs.smb.SmbTransport.checkStatus(SmbTransport.java:541) jcifs.smb.SmbTransport.send(SmbTransport.java:641) jcifs.smb.SmbSession.sessionSetup(SmbSession.java:322) jcifs.smb.SmbSession.send(SmbSession.java:224) jcifs.smb.SmbTree.treeConnect(SmbTree.java:176) jcifs.smb.SmbSession.logon(SmbSession.java:153) jcifs.smb.SmbSession.logon(SmbSession.java:146) jcifs.http.NtlmHttpFilter.negotiate(NtlmHttpFilter.java:189) jcifs.http.NtlmHttpFilter.doFilter(NtlmHttpFilter.java:121) Regarding to the documentation i'm using to configure this, this is a know issue with the Group policy. It is stated there, that i have to change the Group policy "Networkaccess: lan-manager authentication level" to respond to NTLMv1 request. I have done this, but it's still not working. So what i also have to configure is the same policy on the client computer. I have to change the policy, so that the client computer sends NTLMv1. But it is always sending NTLMv2 tokens. The problem now is that i'm somehow not able to change this setting. (I already was before) because the dropdown box to choose the authentication method is "greyed out". edit: just to make this clear, this dialog is on the client-side in the "local-security policies" As you can see from this screenshot, the chosen method is "Only send NTLMv2 responses" which is the wrong setting and i'm pretty sure that this is causing the error above. My question is now, why can't i change this setting? Why is it greyd out?

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  • PCI-DSS compliance for business with only swipe terminals [migrated]

    - by rowatt
    I support the IT infrastructure for a small retail business which is now required to undergo a PCI-DSS assessment. The payment service and terminal provider (Streamline) has asked that we use Trustwave to do the PCI-DSS certification. The problem I face is that if I answer all questions and follow Trustwave's requirements to the letter, we will have to invest significantly in networking equipment to segment LANs and /or do internal vulnerability scanning, while at the same time Streamline assures me that the terminals we have (Verifone VX670-B and MagIC3 X-8) are secure, don't store any credit card information and are PCI-DSS compliant so by implication we don't need to take any action to ensure their network security. I'm looking for any suggestions as to how we can most easily meet the networking requirements for PCI-DSS. Some background on our current network setup: single wired LAN, also with WiFi turned on (though if this creates any PCI-DSS complexities we can turn it off). single Netgear ADSL router. This is the only firewall we have in place, and the firewall is out the box configuration (i.e. no DMZ, SNMP etc). Passwords have been changed though :-) a few windows PCs and 2 windows based tills, none of which ever see any credit card information at all. two swipe terminals. Until a few months ago (before we were told we had to be PCI-DSS certified) these terminals did auth/capture over the phone. Streamline suggested we moved to their IP Broadband service, which instead uses an SSL encrypted channel over the internet to do auth/capture, so we now use that service. We don't do any ecommerce or receive payments over the internet. All transactions are either cardholder present, or MOTO with details given over phone and typed direct into terminal. We're based in the UK. As I currently understand it we have three options in order to get PCI-DSS certification. segment our network so the POS terminals are isolated from all PCs, and set up internal vulnerability scanning on that network. don't segment the network, and have to do more internal scanning and have more onerous management of PCs than I think we need (for example, though the tills are Windows based, they are fully managed so I have no control over software update policies, anti virus etc). All PCs have anti virus (MSE) and windows updates automatically applied, but we don't have any centralised go back to auth/capture over phone lines. I can't imagine we are the first merchant to be in this situation. I'm looking for any recommendations a simple, cost effective way to be PCI-DSS compliant - either by doing 1 or 2 above with (hopefully) simple and inexpensive equipment/software, or any other ways if there's a better way to do this. Or... should we just go back to the digital stone age and do auth/capture over the phone, which means we don't need to do anything on our network to be PCI-DSS certified?

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  • SSL certificate for Oracle Application Server 11g

    - by Easter Sunshine
    I was asked to get an SSL certificate for an "Oracle Application Server 11g" which has a soon-to-expire certificate. Brushing aside the fact that 10g seems to be the newest version, I got a certificate from InCommon, as I usually do without problem (except this is the first time I supplied Oracle Application Server 11g as the software type on the CSR form). On the email containing links to download the certificate, it mentioned: Certificate Details: SSL Type : InCommon SSL Server : OTHER I forwarded the email over to the person responsible for installing it and got a reply that the server type must be Oracle Application Server for the certificate to work (the CN is the same as before). They were unable to install this certificate (no details provided to me) and mentioned they had this issue previously with Thawte when they didn't supply Oracle Application Server as the server type. I don't see any significant difference between the currently installed certificate (working) and the new one I just got signed by InCommon (not working). $ openssl x509 -in sso-current.cer -text shows, with irrelevant information ommitted. Data: Version: 3 (0x2) Signature Algorithm: sha1WithRSAEncryption Issuer: C=ZA, ST=Western Cape, L=Cape Town, O=Thawte Consulting cc, OU=Certification Services Division, CN=Thawte Premium Server CA/[email protected] Validity Not Before: Oct 1 00:00:00 2009 GMT Not After : Nov 28 23:59:59 2012 GMT Subject Public Key Info: Public Key Algorithm: rsaEncryption Public-Key: (2048 bit) Modulus: Exponent: 65537 (0x10001) X509v3 extensions: X509v3 Basic Constraints: critical CA:FALSE X509v3 CRL Distribution Points: Full Name: URI:http://crl.thawte.com/ThawteServerPremiumCA.crl X509v3 Extended Key Usage: TLS Web Server Authentication, TLS Web Client Authentication Authority Information Access: OCSP - URI:http://ocsp.thawte.com Signature Algorithm: sha1WithRSAEncryption and $ openssl x509 -in sso-new.cer -text shows Data: Version: 3 (0x2) Signature Algorithm: sha1WithRSAEncryption Issuer: C=US, O=Internet2, OU=InCommon, CN=InCommon Server CA Validity Not Before: Nov 8 00:00:00 2012 GMT Not After : Nov 8 23:59:59 2014 GMT Subject Public Key Info: Public Key Algorithm: rsaEncryption Public-Key: (2048 bit) Modulus: Exponent: 65537 (0x10001) X509v3 extensions: X509v3 Authority Key Identifier: keyid:48:4F:5A:FA:2F:4A:9A:5E:E0:50:F3:6B:7B:55:A5:DE:F5:BE:34:5D X509v3 Subject Key Identifier: 18:8D:F6:F5:87:4D:C4:08:7B:2B:3F:02:A1:C7:AC:6D:A7:90:93:02 X509v3 Key Usage: critical Digital Signature, Key Encipherment X509v3 Basic Constraints: critical CA:FALSE X509v3 Extended Key Usage: TLS Web Server Authentication, TLS Web Client Authentication X509v3 Certificate Policies: Policy: 1.3.6.1.4.1.5923.1.4.3.1.1 CPS: https://www.incommon.org/cert/repository/cps_ssl.pdf X509v3 CRL Distribution Points: Full Name: URI:http://crl.incommon.org/InCommonServerCA.crl Authority Information Access: CA Issuers - URI:http://cert.incommon.org/InCommonServerCA.crt OCSP - URI:http://ocsp.incommon.org Nothing jumps out at me as the reason one would not work so I don't have a specific request for the signer for what to do differently when re-signing.

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  • XP shared folders not accessible after BIOS changed

    - by stijn
    Here's what worked for over a year: PC A runs Windows 7, PC B runs Windows XP. Both are on the same subnet behind a router. A uses user account X, but logs in to PC B using the Administrator account. PC B is a Dell Precision 470. A known problem with these is that sometimes when plugging in their power cable they somehow loses all BIOS settings. This happened yesterday. After this happens Windows won't boot, because the default BIOS setting is 'RAID ON' while there is no RAID configured. No problem though, changing the BIOS settings to 'RAID OFF' makes it boot without problems. Note that in the meantime, nothing config-related was changed on machine A. It wasn't even on. Indeed after doing this, everything is fine. Everything includes all normal operations, remote desktop from PC A to PC B, running Synergy between A and B, accessing shared folders from B to A. But accessing the shared folders on B from A does not work any more. I tried pretty much everything I found via Google (fiddling with policies/registry kes/...) but no avail. > ping -a 192.168.2.2 Pinging A [192.168.2.2] with 32 bytes of data: Reply from 192.168.2.2: bytes=32 time<1ms TTL=128 > net view \\192.168.2.2 System error 5 has occurred. Access is denied. > net use /persistent:no K: \\A\myshare /user:A\USERNAME PASSWORD > net use /persistent:no K: \\192.168.2.2\myshare /user:192.168.2.2\USERNAME PASSWORD > net use /persistent:no K: \\192.168.2.2\myshare /user:USERNAME PASSWORD System error 86 has occurred. The specified network password is not correct. A solution to this would be great: I haven't been able to do any work since yesterday ;] update after taking the hard drive out of B and putting it in another Precision 470 with almost exactly the same hardware (at first sight, only the video card differs) the shared folders work.. Putting the disk back into A, same problem remains. Why does this depend on hardware, and more important, on which hardware?

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  • How can I force all internet traffic over a PPTP VPN but still allow local lan access?

    - by user126715
    I have a server running Linux Mint 12 that I want to keep connected to a PPTP VPN all the time. The VPN server is pretty reliable, but it drops on occasion so I just want to make it so all internet activity is disabled if the VPN connection is broken. I'd also like to figure out a way to restart it automatically, but that's not as big of an issue since this happens pretty rarely. I also want to always be able to connect to the box from my lan, regardless of whether the VPN is up or not. Here's what my ifconfig looks like with the VPN connected properly: eth0 Link encap:Ethernet HWaddr 00:22:15:21:59:9a inet addr:192.168.0.171 Bcast:192.168.0.255 Mask:255.255.255.0 inet6 addr: fe80::222:15ff:fe21:599a/64 Scope:Link UP BROADCAST RUNNING MULTICAST MTU:1500 Metric:1 RX packets:37389 errors:0 dropped:0 overruns:0 frame:0 TX packets:29028 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:1000 RX bytes:37781384 (37.7 MB) TX bytes:19281394 (19.2 MB) Interrupt:41 Base address:0x8000 lo Link encap:Local Loopback inet addr:127.0.0.1 Mask:255.0.0.0 inet6 addr: ::1/128 Scope:Host UP LOOPBACK RUNNING MTU:16436 Metric:1 RX packets:1446 errors:0 dropped:0 overruns:0 frame:0 TX packets:1446 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:0 RX bytes:472178 (472.1 KB) TX bytes:472178 (472.1 KB) tun0 Link encap:UNSPEC HWaddr 00-00-00-00-00-00-00-00-00-00-00-00-00-00-00-00 inet addr:10.10.11.10 P-t-P:10.10.11.9 Mask:255.255.255.255 UP POINTOPOINT RUNNING NOARP MULTICAST MTU:1500 Metric:1 RX packets:14 errors:0 dropped:0 overruns:0 frame:0 TX packets:23 errors:0 dropped:0 overruns:0 carrier:0 collisions:0 txqueuelen:100 RX bytes:1368 (1.3 KB) TX bytes:1812 (1.8 KB) Here's an iptables script I found elsewhere that seemed to be for the problem I'm trying to solve, but it wound up blocking all access, but I'm not sure what I need to change: #!/bin/bash #Set variables IPT=/sbin/iptables VPN=`ifconfig|perl -nE'/dr:(\S+)/&&say$1'|grep 10.` LAN=192.168.0.0/24 #Flush rules $IPT -F $IPT -X #Default policies and define chains $IPT -P OUTPUT DROP $IPT -P INPUT DROP $IPT -P FORWARD DROP #Allow input from LAN and tun0 ONLY $IPT -A INPUT -m conntrack --ctstate RELATED,ESTABLISHED -j ACCEPT $IPT -A INPUT -i lo -j ACCEPT $IPT -A INPUT -i tun0 -m conntrack --ctstate NEW -j ACCEPT $IPT -A INPUT -s $LAN -m conntrack --ctstate NEW -j ACCEPT $IPT -A INPUT -j DROP #Allow output from lo and tun0 ONLY $IPT -A OUTPUT -m conntrack --ctstate RELATED,ESTABLISHED -j ACCEPT $IPT -A OUTPUT -o lo -j ACCEPT $IPT -A OUTPUT -o tun0 -m conntrack --ctstate NEW -j ACCEPT $IPT -A OUTPUT -d $VPN -m conntrack --ctstate NEW -j ACCEPT $IPT -A OUTPUT -j DROP exit 0 Thanks for your help.

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  • Server 2008/Windows 7/Samba Unspecified error 80004005

    - by ancillary
    I have a Samba share on a LAN with 2008 PDC/DNS. Smb authenticates with AD and I have several Win7 Machines that can connect fine. I recently added a couple of new computers to the LAN which were imaged the same way (same software, etc.; different hardware so different drivers) as the other machines and they have the same policies set. I can not get the new machines to connect to the samba share no matter what. I am always met with either Unspecified Error 0x80004005 or Network Path not found. I've turned off the firewall; set LANMAN auth to respond to NTLM only/send LM & NTLM responses/use NTLM session security if negotiated in Local Sec Policy SEcurity Options; tried both ip and hostname to connect. SMB log shows that authentication succeeds; but then connection is immediately killed by the client. tcpdump shows nothing remarkable except that when trying to connect from the client via hostname there is an unknown packet type error: ack 201 win 255 NBT Session Packet: Unknown packet type 0xABData: (41 bytes) Here's a couple of lines from that error: 11:18:37.964991 IP 001-client.domain.local.49372 > smb.domain.local.netbios-ssn: P 1670:2146(476) ack 201 win 255 NBT Session Packet: Unknown packet type 0xABData: (41 bytes) [000] AA 46 96 FA D5 99 33 75 0C C4 20 CE 26 42 F3 61 \252F\226\372\325\2313u \014\304 \316&B\363a [010] F0 8C FB 65 18 17 40 A5 DB 42 BB 94 37 53 92 EC \360\214\373e\030\027@\245 \333B\273\2247S\222\354 [020] 55 98 7F C4 AE 3D 6B 10 C4 U\230\177\304\256=k\020 \304 11:18:37.964998 IP smb.domain.local.netbios-ssn > 001-client.domain.local.49372: . ack 2146 win 100 Here's smb.conf just in case (though don't see how if other machines are working fine): [global] workgroup = MYDOMAIN realm = MYDOMAIN.LOCAL server string = domain|smb share interfaces = eth1 security = ADS password server = 192.168.1.3 log level = 2 log file = /var/log/samba/%m.log smb ports = 139 strict locking = no load printers = No local master = No domain master = No wins server = 192.168.1.3 wins support = Yes idmap uid = 500-10000000 idmap gid = 500-10000000 winbind separator = + winbind enum users = Yes winbind enum groups = Yes winbind use default domain = Yes [samba-share1] comment = SMB Share path = /home/share/smb/ valid users = @"MYDOMAIN+Domain Users" admin users = @"MYDOMAIN+Domain Admins" guest ok = no read only = No create mask = 0765 force directory mode = 0777 Any ideas what else I could try or look for? Or what might be the problem? Thanks.

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  • Domain: Netlogon event sequence

    - by Bob
    I'm getting really confused, reading tutorials from SAMBA howto, which is hell of a mess. Could you write step-by-step, what events happen upon NetLogon? Or in particular, I can't get these things: I really can't get the mechanism of action of LDAP and its role. Should I think of Active Directory LDS as of its superset? What're the other roles of AD and why this term is nearly a synonym of term "domain"? What's the role of LDAP in the remote login sequence? Does it store roaming user profiles? Does it store anything else? How it is called (are there any upper-level or lower-level services that use it in the course of NetLogon)? How do I join a domain. On the client machine I just use the Domain Controller admin credentials, but how do I prepare the Domain Controller for a new machine to join it. What's that deal of Machine trust accounts? How it is used? Suppose, I've just configured a machine to join a domain, created its machine trust, added its data to the domain controller. How would that machine find WINS server to query it for Domain Controller NetBIOS name? Does any computer name, ending with <1C type, correspond to domain controller? In what cases Kerberos and LM/NTLM are used for authentication? Where are password hashes stored in, say, Windows2000 domain controller? Right in the registry? What is SAM - is it a service, responsible for authentication and sending/storing those passwords and accompanying information, such as groups policies etc.? Who calls it? Does it use Active Directory? What's the role of NetBIOS except by name service? Can you exemplify a scenario of its usage as a "datagram distribution service for connectionless communication" or "session service for connection-oriented communication"? (quoted taken from http://en.wikipedia.org/wiki/NetBIOS_Frames_protocol description of NetBIOS roles) Thanks and sorry for many questions.

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  • Is this distributed database server idea feasible?

    - by David
    I often use SQLite for creating simple programs in companies. The database is placed on a file server. This works fine as long as there are not more than about 50 users working towards the database concurrently (though depending on whether it is reads or writes). Once there are more than this, they will notice a slowdown if there are a lot of concurrent writing on the server as lots of time is spent on locks, and there is nothing like a cache as there is no database server. The advantage of not needing a database server is that the time to set up something like a company Wiki or similar can be reduced from several months to just days. It often takes several months because some IT-department needs to order the server and it needs to conform with the company policies and security rules and it needs to be placed on the outsourced server hosting facility, which screws up and places it in the wrong localtion etc. etc. Therefore, I thought of an idea to create a distributed database server. The process would be as follows: A user on a company computer edits something on a Wiki page (which uses this database as its backend), to do this he reads a file on the local harddisk stating the ip-address of the last desktop computer to be a database server. He then tries to contact this computer directly via TCP/IP. If it does not answer, then he will read a file on the file server stating the ip-address of the last desktop computer to be a database server. If this server does not answer either, his own desktop computer will become the database server and register its ip-address in the same file. The SQL update statement can then be executed, and other desktop computers can connect to his directly. The point with this architecture is that, the higher load, the better it will function, as each desktop computer will always know the ip-address of the database server. Also, using this setup, I believe that a database placed on a fileserver could serve hundreds of desktop computers instead of the current 50 or so. I also do not believe that the load on the single desktop computer, which has become database server will ever be noticable, as there will be no hard disk operations on this desktop, only on the file server. Is this idea feasible? Does it already exist? What kind of database could support such an architecture?

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  • Synchronize the same set of files to 2 different locations with 2 different programs for 2 different purposes

    - by Hedgetrimmer
    Because of stupid questionable IT policies at my not-to-be-named place of occupation, I have been (and will be, for the forseeable future) carrying on an external hard drive a unison-synchronized copy of all of my documents and code, including code which resides in some of my "dotfiles" and other code which resides in ~/bin (things I've made are there because ~/bin is in my $PATH) along with some cruft generated (and to be generated) by conscript and its related "giter8" templating system for Scala project boilerplates. Despite this, I do use a symlinking program to store all of my important dotfiles in a subdirectory. Thanks to that somewhat complicated setup, I have resorted to making a directory full of symlinks to every directory (or file, as is the case with stuff under ~/bin) that I want synchronized, and then follow = True is in my unison profile. It happens to be that this collection of odds and ends—plus an automatically-generated text file containing every package installed on my system—is everything under ~ that needs to be backed up to a remote (rsync-over-ssh) host with client-side encryption and signing from GPG. I already believe that duplicity is the most appropriate program to do that. What isn't as clear-cut is how to make duplicity use the exact same set of files when it runs a backup; it would be simple if duplicity would follow symlinks, but it does not and the manpage lists no option for enabling any such behavior. Comparing unison's file selection algorithm to duplicity's, I don't think I can write a program that could compute a ruleset for one program given one for the other. For the record, I would rather not keep the symlinks manually synchronized with duplicity file-selection rules, as they can change thanks to the above-mentioned complications regarding ~/bin. I don't think running duplicity on the external hard disk is such a good idea either; I usually keep that hard disk unmounted and unplugged in case of a power failure or other physical problem with the computer, plus I'm not sure about duplicity's performance given that: the hard disk is NTFS-formatted in order to be useable at my Windows-imprisoned place of occupation. despite being a USB 3.0 disk, my computer has no USB 3.0 ports so it acts as a USB 2.0 disk. How can I have duplicity (or is there a better program that I have overlooked?) back up the exact same set of files that is bidirectionally synchronized with my external hard disk?

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  • Share the same subnet between Internal network and VPN Clients

    - by Pascal
    I would like to set up a configuration where VPN clients connecting to my Forefront TMG can access all the resources of my Internal network without having the to use the option "Use default gateway on remote network" on the VPN's TCP/IP Ipv4 Advanced Settings. This is important to me, since they can use their own internet while accessing my network through VPN (the security implications of this are acceptable on my cenario) My Internal network runs on 10.50.75.x, and I set up Forefront TMG to relay the DHCP of my Internal network to the VPN clients, so they get IPs from the same range as the Internal network. This setup initially works, and the VPN clients use their own internet, and can access anything that is on the internal network. However, after a while, HTTP Proxy Traffic from the Internal network starts getting routed to the IP of the RRAS Dial In Interface, instead of the IP of the Internal's network gateway. When this happens, the HTTP Proxy starts getting denied for obvious reasons. My first question is: does this happen because Forefront TMG wasn't designed to handle a cenario that I described above, and it "loses itself"? My second question is: Is there any way to solve this problem, either through configuration or firewall policies? My third question is: If there's no way that it can work with the cenario above, is there another cenario that will solve my problem, and do what I'd like it to do properly? Below are my network routes: 1 => Local Host Access => Route => Local Host => All Networks 2 => VPN Clients to Internal Network => Route => VPN Clients => Internal 3 => Internet Access => NAT => Internal, Perimeter, VPN Clients => External 4 => Internal to Perimeter => Route => Internal, VPN Clients => Perimeter Tks!

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  • Laptops on Windows Domain sometimes have problems accessing internet when off-site

    - by FSUScoot
    Hi all-- We've had this problem for a long time. When users travel, sometimes they can't get internet access from a wired or wireless connection. Here are a couple examples: 1) A user goes to a hotel and tries to access the wireless in their room. They can connect to the access point. They open a web browser and they can't get re-directed to the hotel's login page. Because they can't log in, there's no internet access. 2) A user goes to another laboratory/university and tries to access the wired network. They connect, link is fine, PC gets IP from DHCP but no internet access. There's no login page to be re-directed to. It should just "work". What I've found is that it's a DNS issue. Because the computer is on a Windows Domain, it seems it MUST use our DNS servers. Even if you connect to an outside network and do an ipconfig /all, it looks like everything is ok. It'll even show their DNS servers listed in the config. The computer just won't use the other network's DNS server. I found a reg key that keeps our DNS servers listed and it seems that they take priority every time: HKLM\SOFTWARE\Policies\Microsoft\Windows NT\DNSClient All the values under that key are for our AD domain. NameServer and Searchlist never change. What I've found is if the user edits the NameServer string and puts the DNS server of the network they're on, everything works just fine. They get re-directed to the hotel's correct login page or their internet access starts working. It's only a problem if the network they're on blocks outside DNS or a hotel that uses an internal name in their front page redirection that only their DNS server knows about, i.e., not public. If the re-direct page starts with an IP, like 10.10.10.10, it'll work just fine. Obviously this isn't a fix for everyone. Most of my users are pretty knowledgeable so it’s easy for me to walk them through or send them a .reg file that they can edit and run. This problem isn't limited to Windows 7. It was like this with XP as well. It's not hardware related. The problem exists on both wired and wireless, Intel or Broadcom, laptops or desktops. Anyone else have this problem? Is there a GPO I can change that I missed? Got a good work-around for this? Thanks for any help!

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  • Is there a Telecommunications Reference Architecture?

    - by raul.goycoolea
    @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Abstract   Reference architecture provides needed architectural information that can be provided in advance to an enterprise to enable consistent architectural best practices. Enterprise Reference Architecture helps business owners to actualize their strategies, vision, objectives, and principles. It evaluates the IT systems, based on Reference Architecture goals, principles, and standards. It helps to reduce IT costs by increasing functionality, availability, scalability, etc. Telecom Reference Architecture provides customers with the flexibility to view bundled service bills online with the provision of multiple services. It provides real-time, flexible billing and charging systems, to handle complex promotions, discounts, and settlements with multiple parties. This paper attempts to describe the Reference Architecture for the Telecom Enterprises. It lays the foundation for a Telecom Reference Architecture by articulating the requirements, drivers, and pitfalls for telecom service providers. It describes generic reference architecture for telecom enterprises and moves on to explain how to achieve Enterprise Reference Architecture by using SOA.   Introduction   A Reference Architecture provides a methodology, set of practices, template, and standards based on a set of successful solutions implemented earlier. These solutions have been generalized and structured for the depiction of both a logical and a physical architecture, based on the harvesting of a set of patterns that describe observations in a number of successful implementations. It helps as a reference for the various architectures that an enterprise can implement to solve various problems. It can be used as the starting point or the point of comparisons for various departments/business entities of a company, or for the various companies for an enterprise. It provides multiple views for multiple stakeholders.   Major artifacts of the Enterprise Reference Architecture are methodologies, standards, metadata, documents, design patterns, etc.   Purpose of Reference Architecture   In most cases, architects spend a lot of time researching, investigating, defining, and re-arguing architectural decisions. It is like reinventing the wheel as their peers in other organizations or even the same organization have already spent a lot of time and effort defining their own architectural practices. This prevents an organization from learning from its own experiences and applying that knowledge for increased effectiveness.   Reference architecture provides missing architectural information that can be provided in advance to project team members to enable consistent architectural best practices.   Enterprise Reference Architecture helps an enterprise to achieve the following at the abstract level:   ·       Reference architecture is more of a communication channel to an enterprise ·       Helps the business owners to accommodate to their strategies, vision, objectives, and principles. ·       Evaluates the IT systems based on Reference Architecture Principles ·       Reduces IT spending through increasing functionality, availability, scalability, etc ·       A Real-time Integration Model helps to reduce the latency of the data updates Is used to define a single source of Information ·       Provides a clear view on how to manage information and security ·       Defines the policy around the data ownership, product boundaries, etc. ·       Helps with cost optimization across project and solution portfolios by eliminating unused or duplicate investments and assets ·       Has a shorter implementation time and cost   Once the reference architecture is in place, the set of architectural principles, standards, reference models, and best practices ensure that the aligned investments have the greatest possible likelihood of success in both the near term and the long term (TCO).     Common pitfalls for Telecom Service Providers   Telecom Reference Architecture serves as the first step towards maturity for a telecom service provider. During the course of our assignments/experiences with telecom players, we have come across the following observations – Some of these indicate a lack of maturity of the telecom service provider:   ·       In markets that are growing and not so mature, it has been observed that telcos have a significant amount of in-house or home-grown applications. In some of these markets, the growth has been so rapid that IT has been unable to cope with business demands. Telcos have shown a tendency to come up with workarounds in their IT applications so as to meet business needs. ·       Even for core functions like provisioning or mediation, some telcos have tried to manage with home-grown applications. ·       Most of the applications do not have the required scalability or maintainability to sustain growth in volumes or functionality. ·       Applications face interoperability issues with other applications in the operator's landscape. Integrating a new application or network element requires considerable effort on the part of the other applications. ·       Application boundaries are not clear, and functionality that is not in the initial scope of that application gets pushed onto it. This results in the development of the multiple, small applications without proper boundaries. ·       Usage of Legacy OSS/BSS systems, poor Integration across Multiple COTS Products and Internal Systems. Most of the Integrations are developed on ad-hoc basis and Point-to-Point Integration. ·       Redundancy of the business functions in different applications • Fragmented data across the different applications and no integrated view of the strategic data • Lot of performance Issues due to the usage of the complex integration across OSS and BSS systems   However, this is where the maturity of the telecom industry as a whole can be of help. The collaborative efforts of telcos to overcome some of these problems have resulted in bodies like the TM Forum. They have come up with frameworks for business processes, data, applications, and technology for telecom service providers. These could be a good starting point for telcos to clean up their enterprise landscape.   Industry Trends in Telecom Reference Architecture   Telecom reference architectures are evolving rapidly because telcos are facing business and IT challenges.   “The reality is that there probably is no killer application, no silver bullet that the telcos can latch onto to carry them into a 21st Century.... Instead, there are probably hundreds – perhaps thousands – of niche applications.... And the only way to find which of these works for you is to try out lots of them, ramp up the ones that work, and discontinue the ones that fail.” – Martin Creaner President & CTO TM Forum.   The following trends have been observed in telecom reference architecture:   ·       Transformation of business structures to align with customer requirements ·       Adoption of more Internet-like technical architectures. The Web 2.0 concept is increasingly being used. ·       Virtualization of the traditional operations support system (OSS) ·       Adoption of SOA to support development of IP-based services ·       Adoption of frameworks like Service Delivery Platforms (SDPs) and IP Multimedia Subsystem ·       (IMS) to enable seamless deployment of various services over fixed and mobile networks ·       Replacement of in-house, customized, and stove-piped OSS/BSS with standards-based COTS products ·       Compliance with industry standards and frameworks like eTOM, SID, and TAM to enable seamless integration with other standards-based products   Drivers of Reference Architecture   The drivers of the Reference Architecture are Reference Architecture Goals, Principles, and Enterprise Vision and Telecom Transformation. The details are depicted below diagram. @font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }div.Section1 { page: Section1; } Figure 1. Drivers for Reference Architecture @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Today’s telecom reference architectures should seamlessly integrate traditional legacy-based applications and transition to next-generation network technologies (e.g., IP multimedia subsystems). This has resulted in new requirements for flexible, real-time billing and OSS/BSS systems and implications on the service provider’s organizational requirements and structure.   Telecom reference architectures are today expected to:   ·       Integrate voice, messaging, email and other VAS over fixed and mobile networks, back end systems ·       Be able to provision multiple services and service bundles • Deliver converged voice, video and data services ·       Leverage the existing Network Infrastructure ·       Provide real-time, flexible billing and charging systems to handle complex promotions, discounts, and settlements with multiple parties. ·       Support charging of advanced data services such as VoIP, On-Demand, Services (e.g.  Video), IMS/SIP Services, Mobile Money, Content Services and IPTV. ·       Help in faster deployment of new services • Serve as an effective platform for collaboration between network IT and business organizations ·       Harness the potential of converging technology, networks, devices and content to develop multimedia services and solutions of ever-increasing sophistication on a single Internet Protocol (IP) ·       Ensure better service delivery and zero revenue leakage through real-time balance and credit management ·       Lower operating costs to drive profitability   Enterprise Reference Architecture   The Enterprise Reference Architecture (RA) fills the gap between the concepts and vocabulary defined by the reference model and the implementation. Reference architecture provides detailed architectural information in a common format such that solutions can be repeatedly designed and deployed in a consistent, high-quality, supportable fashion. This paper attempts to describe the Reference Architecture for the Telecom Application Usage and how to achieve the Enterprise Level Reference Architecture using SOA.   • Telecom Reference Architecture • Enterprise SOA based Reference Architecture   Telecom Reference Architecture   Tele Management Forum’s New Generation Operations Systems and Software (NGOSS) is an architectural framework for organizing, integrating, and implementing telecom systems. NGOSS is a component-based framework consisting of the following elements:   ·       The enhanced Telecom Operations Map (eTOM) is a business process framework. ·       The Shared Information Data (SID) model provides a comprehensive information framework that may be specialized for the needs of a particular organization. ·       The Telecom Application Map (TAM) is an application framework to depict the functional footprint of applications, relative to the horizontal processes within eTOM. ·       The Technology Neutral Architecture (TNA) is an integrated framework. TNA is an architecture that is sustainable through technology changes.   NGOSS Architecture Standards are:   ·       Centralized data ·       Loosely coupled distributed systems ·       Application components/re-use  ·       A technology-neutral system framework with technology specific implementations ·       Interoperability to service provider data/processes ·       Allows more re-use of business components across multiple business scenarios ·       Workflow automation   The traditional operator systems architecture consists of four layers,   ·       Business Support System (BSS) layer, with focus toward customers and business partners. Manages order, subscriber, pricing, rating, and billing information. ·       Operations Support System (OSS) layer, built around product, service, and resource inventories. ·       Networks layer – consists of Network elements and 3rd Party Systems. ·       Integration Layer – to maximize application communication and overall solution flexibility.   Reference architecture for telecom enterprises is depicted below. @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Figure 2. Telecom Reference Architecture   The major building blocks of any Telecom Service Provider architecture are as follows:   1. Customer Relationship Management   CRM encompasses the end-to-end lifecycle of the customer: customer initiation/acquisition, sales, ordering, and service activation, customer care and support, proactive campaigns, cross sell/up sell, and retention/loyalty.   CRM also includes the collection of customer information and its application to personalize, customize, and integrate delivery of service to a customer, as well as to identify opportunities for increasing the value of the customer to the enterprise.   The key functionalities related to Customer Relationship Management are   ·       Manage the end-to-end lifecycle of a customer request for products. ·       Create and manage customer profiles. ·       Manage all interactions with customers – inquiries, requests, and responses. ·       Provide updates to Billing and other south bound systems on customer/account related updates such as customer/ account creation, deletion, modification, request bills, final bill, duplicate bills, credit limits through Middleware. ·       Work with Order Management System, Product, and Service Management components within CRM. ·       Manage customer preferences – Involve all the touch points and channels to the customer, including contact center, retail stores, dealers, self service, and field service, as well as via any media (phone, face to face, web, mobile device, chat, email, SMS, mail, the customer's bill, etc.). ·       Support single interface for customer contact details, preferences, account details, offers, customer premise equipment, bill details, bill cycle details, and customer interactions.   CRM applications interact with customers through customer touch points like portals, point-of-sale terminals, interactive voice response systems, etc. The requests by customers are sent via fulfillment/provisioning to billing system for ordering processing.   2. Billing and Revenue Management   Billing and Revenue Management handles the collection of appropriate usage records and production of timely and accurate bills – for providing pre-bill usage information and billing to customers; for processing their payments; and for performing payment collections. In addition, it handles customer inquiries about bills, provides billing inquiry status, and is responsible for resolving billing problems to the customer's satisfaction in a timely manner. This process grouping also supports prepayment for services.   The key functionalities provided by these applications are   ·       To ensure that enterprise revenue is billed and invoices delivered appropriately to customers. ·       To manage customers’ billing accounts, process their payments, perform payment collections, and monitor the status of the account balance. ·       To ensure the timely and effective fulfillment of all customer bill inquiries and complaints. ·       Collect the usage records from mediation and ensure appropriate rating and discounting of all usage and pricing. ·       Support revenue sharing; split charging where usage is guided to an account different from the service consumer. ·       Support prepaid and post-paid rating. ·       Send notification on approach / exceeding the usage thresholds as enforced by the subscribed offer, and / or as setup by the customer. ·       Support prepaid, post paid, and hybrid (where some services are prepaid and the rest of the services post paid) customers and conversion from post paid to prepaid, and vice versa. ·       Support different billing function requirements like charge prorating, promotion, discount, adjustment, waiver, write-off, account receivable, GL Interface, late payment fee, credit control, dunning, account or service suspension, re-activation, expiry, termination, contract violation penalty, etc. ·       Initiate direct debit to collect payment against an invoice outstanding. ·       Send notification to Middleware on different events; for example, payment receipt, pre-suspension, threshold exceed, etc.   Billing systems typically get usage data from mediation systems for rating and billing. They get provisioning requests from order management systems and inquiries from CRM systems. Convergent and real-time billing systems can directly get usage details from network elements.   3. Mediation   Mediation systems transform/translate the Raw or Native Usage Data Records into a general format that is acceptable to billing for their rating purposes.   The following lists the high-level roles and responsibilities executed by the Mediation system in the end-to-end solution.   ·       Collect Usage Data Records from different data sources – like network elements, routers, servers – via different protocol and interfaces. ·       Process Usage Data Records – Mediation will process Usage Data Records as per the source format. ·       Validate Usage Data Records from each source. ·       Segregates Usage Data Records coming from each source to multiple, based on the segregation requirement of end Application. ·       Aggregates Usage Data Records based on the aggregation rule if any from different sources. ·       Consolidates multiple Usage Data Records from each source. ·       Delivers formatted Usage Data Records to different end application like Billing, Interconnect, Fraud Management, etc. ·       Generates audit trail for incoming Usage Data Records and keeps track of all the Usage Data Records at various stages of mediation process. ·       Checks duplicate Usage Data Records across files for a given time window.   4. Fulfillment   This area is responsible for providing customers with their requested products in a timely and correct manner. It translates the customer's business or personal need into a solution that can be delivered using the specific products in the enterprise's portfolio. This process informs the customers of the status of their purchase order, and ensures completion on time, as well as ensuring a delighted customer. These processes are responsible for accepting and issuing orders. They deal with pre-order feasibility determination, credit authorization, order issuance, order status and tracking, customer update on customer order activities, and customer notification on order completion. Order management and provisioning applications fall into this category.   The key functionalities provided by these applications are   ·       Issuing new customer orders, modifying open customer orders, or canceling open customer orders; ·       Verifying whether specific non-standard offerings sought by customers are feasible and supportable; ·       Checking the credit worthiness of customers as part of the customer order process; ·       Testing the completed offering to ensure it is working correctly; ·       Updating of the Customer Inventory Database to reflect that the specific product offering has been allocated, modified, or cancelled; ·       Assigning and tracking customer provisioning activities; ·       Managing customer provisioning jeopardy conditions; and ·       Reporting progress on customer orders and other processes to customer.   These applications typically get orders from CRM systems. They interact with network elements and billing systems for fulfillment of orders.   5. Enterprise Management   This process area includes those processes that manage enterprise-wide activities and needs, or have application within the enterprise as a whole. They encompass all business management processes that   ·       Are necessary to support the whole of the enterprise, including processes for financial management, legal management, regulatory management, process, cost, and quality management, etc.;   ·       Are responsible for setting corporate policies, strategies, and directions, and for providing guidelines and targets for the whole of the business, including strategy development and planning for areas, such as Enterprise Architecture, that are integral to the direction and development of the business;   ·       Occur throughout the enterprise, including processes for project management, performance assessments, cost assessments, etc.     (i) Enterprise Risk Management:   Enterprise Risk Management focuses on assuring that risks and threats to the enterprise value and/or reputation are identified, and appropriate controls are in place to minimize or eliminate the identified risks. The identified risks may be physical or logical/virtual. Successful risk management ensures that the enterprise can support its mission critical operations, processes, applications, and communications in the face of serious incidents such as security threats/violations and fraud attempts. Two key areas covered in Risk Management by telecom operators are:   ·       Revenue Assurance: Revenue assurance system will be responsible for identifying revenue loss scenarios across components/systems, and will help in rectifying the problems. The following lists the high-level roles and responsibilities executed by the Revenue Assurance system in the end-to-end solution. o   Identify all usage information dropped when networks are being upgraded. o   Interconnect bill verification. o   Identify where services are routinely provisioned but never billed. o   Identify poor sales policies that are intensifying collections problems. o   Find leakage where usage is sent to error bucket and never billed for. o   Find leakage where field service, CRM, and network build-out are not optimized.   ·       Fraud Management: Involves collecting data from different systems to identify abnormalities in traffic patterns, usage patterns, and subscription patterns to report suspicious activity that might suggest fraudulent usage of resources, resulting in revenue losses to the operator.   The key roles and responsibilities of the system component are as follows:   o   Fraud management system will capture and monitor high usage (over a certain threshold) in terms of duration, value, and number of calls for each subscriber. The threshold for each subscriber is decided by the system and fixed automatically. o   Fraud management will be able to detect the unauthorized access to services for certain subscribers. These subscribers may have been provided unauthorized services by employees. The component will raise the alert to the operator the very first time of such illegal calls or calls which are not billed. o   The solution will be to have an alarm management system that will deliver alarms to the operator/provider whenever it detects a fraud, thus minimizing fraud by catching it the first time it occurs. o   The Fraud Management system will be capable of interfacing with switches, mediation systems, and billing systems   (ii) Knowledge Management   This process focuses on knowledge management, technology research within the enterprise, and the evaluation of potential technology acquisitions.   Key responsibilities of knowledge base management are to   ·       Maintain knowledge base – Creation and updating of knowledge base on ongoing basis. ·       Search knowledge base – Search of knowledge base on keywords or category browse ·       Maintain metadata – Management of metadata on knowledge base to ensure effective management and search. ·       Run report generator. ·       Provide content – Add content to the knowledge base, e.g., user guides, operational manual, etc.   (iii) Document Management   It focuses on maintaining a repository of all electronic documents or images of paper documents relevant to the enterprise using a system.   (iv) Data Management   It manages data as a valuable resource for any enterprise. For telecom enterprises, the typical areas covered are Master Data Management, Data Warehousing, and Business Intelligence. It is also responsible for data governance, security, quality, and database management.   Key responsibilities of Data Management are   ·       Using ETL, extract the data from CRM, Billing, web content, ERP, campaign management, financial, network operations, asset management info, customer contact data, customer measures, benchmarks, process data, e.g., process inputs, outputs, and measures, into Enterprise Data Warehouse. ·       Management of data traceability with source, data related business rules/decisions, data quality, data cleansing data reconciliation, competitors data – storage for all the enterprise data (customer profiles, products, offers, revenues, etc.) ·       Get online update through night time replication or physical backup process at regular frequency. ·       Provide the data access to business intelligence and other systems for their analysis, report generation, and use.   (v) Business Intelligence   It uses the Enterprise Data to provide the various analysis and reports that contain prospects and analytics for customer retention, acquisition of new customers due to the offers, and SLAs. It will generate right and optimized plans – bolt-ons for the customers.   The following lists the high-level roles and responsibilities executed by the Business Intelligence system at the Enterprise Level:   ·       It will do Pattern analysis and reports problem. ·       It will do Data Analysis – Statistical analysis, data profiling, affinity analysis of data, customer segment wise usage patterns on offers, products, service and revenue generation against services and customer segments. ·       It will do Performance (business, system, and forecast) analysis, churn propensity, response time, and SLAs analysis. ·       It will support for online and offline analysis, and report drill down capability. ·       It will collect, store, and report various SLA data. ·       It will provide the necessary intelligence for marketing and working on campaigns, etc., with cost benefit analysis and predictions.   It will advise on customer promotions with additional services based on loyalty and credit history of customer   ·       It will Interface with Enterprise Data Management system for data to run reports and analysis tasks. It will interface with the campaign schedules, based on historical success evidence.   (vi) Stakeholder and External Relations Management   It manages the enterprise's relationship with stakeholders and outside entities. Stakeholders include shareholders, employee organizations, etc. Outside entities include regulators, local community, and unions. Some of the processes within this grouping are Shareholder Relations, External Affairs, Labor Relations, and Public Relations.   (vii) Enterprise Resource Planning   It is used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the enterprise and manage the connections to outside stakeholders. ERP systems consolidate all business operations into a uniform and enterprise wide system environment.   The key roles and responsibilities for Enterprise System are given below:   ·        It will handle responsibilities such as core accounting, financial, and management reporting. ·       It will interface with CRM for capturing customer account and details. ·       It will interface with billing to capture the billing revenue and other financial data. ·       It will be responsible for executing the dunning process. Billing will send the required feed to ERP for execution of dunning. ·       It will interface with the CRM and Billing through batch interfaces. Enterprise management systems are like horizontals in the enterprise and typically interact with all major telecom systems. E.g., an ERP system interacts with CRM, Fulfillment, and Billing systems for different kinds of data exchanges.   6. External Interfaces/Touch Points   The typical external parties are customers, suppliers/partners, employees, shareholders, and other stakeholders. External interactions from/to a Service Provider to other parties can be achieved by a variety of mechanisms, including:   ·       Exchange of emails or faxes ·       Call Centers ·       Web Portals ·       Business-to-Business (B2B) automated transactions   These applications provide an Internet technology driven interface to external parties to undertake a variety of business functions directly for themselves. These can provide fully or partially automated service to external parties through various touch points.   Typical characteristics of these touch points are   ·       Pre-integrated self-service system, including stand-alone web framework or integration front end with a portal engine ·       Self services layer exposing atomic web services/APIs for reuse by multiple systems across the architectural environment ·       Portlets driven connectivity exposing data and services interoperability through a portal engine or web application   These touch points mostly interact with the CRM systems for requests, inquiries, and responses.   7. Middleware   The component will be primarily responsible for integrating the different systems components under a common platform. It should provide a Standards-Based Platform for building Service Oriented Architecture and Composite Applications. The following lists the high-level roles and responsibilities executed by the Middleware component in the end-to-end solution.   ·       As an integration framework, covering to and fro interfaces ·       Provide a web service framework with service registry. ·       Support SOA framework with SOA service registry. ·       Each of the interfaces from / to Middleware to other components would handle data transformation, translation, and mapping of data points. ·       Receive data from the caller / activate and/or forward the data to the recipient system in XML format. ·       Use standard XML for data exchange. ·       Provide the response back to the service/call initiator. ·       Provide a tracking until the response completion. ·       Keep a store transitional data against each call/transaction. ·       Interface through Middleware to get any information that is possible and allowed from the existing systems to enterprise systems; e.g., customer profile and customer history, etc. ·       Provide the data in a common unified format to the SOA calls across systems, and follow the Enterprise Architecture directive. ·       Provide an audit trail for all transactions being handled by the component.   8. Network Elements   The term Network Element means a facility or equipment used in the provision of a telecommunications service. Such terms also includes features, functions, and capabilities that are provided by means of such facility or equipment, including subscriber numbers, databases, signaling systems, and information sufficient for billing and collection or used in the transmission, routing, or other provision of a telecommunications service.   Typical network elements in a GSM network are Home Location Register (HLR), Intelligent Network (IN), Mobile Switching Center (MSC), SMS Center (SMSC), and network elements for other value added services like Push-to-talk (PTT), Ring Back Tone (RBT), etc.   Network elements are invoked when subscribers use their telecom devices for any kind of usage. These elements generate usage data and pass it on to downstream systems like mediation and billing system for rating and billing. They also integrate with provisioning systems for order/service fulfillment.   9. 3rd Party Applications   3rd Party systems are applications like content providers, payment gateways, point of sale terminals, and databases/applications maintained by the Government.   Depending on applicability and the type of functionality provided by 3rd party applications, the integration with different telecom systems like CRM, provisioning, and billing will be done.   10. Service Delivery Platform   A service delivery platform (SDP) provides the architecture for the rapid deployment, provisioning, execution, management, and billing of value added telecom services. SDPs are based on the concept of SOA and layered architecture. They support the delivery of voice, data services, and content in network and device-independent fashion. They allow application developers to aggregate network capabilities, services, and sources of content. SDPs typically contain layers for web services exposure, service application development, and network abstraction.   SOA Reference Architecture   SOA concept is based on the principle of developing reusable business service and building applications by composing those services, instead of building monolithic applications in silos. It’s about bridging the gap between business and IT through a set of business-aligned IT services, using a set of design principles, patterns, and techniques.   In an SOA, resources are made available to participants in a value net, enterprise, line of business (typically spanning multiple applications within an enterprise or across multiple enterprises). It consists of a set of business-aligned IT services that collectively fulfill an organization’s business processes and goals. We can choreograph these services into composite applications and invoke them through standard protocols. SOA, apart from agility and reusability, enables:   ·       The business to specify processes as orchestrations of reusable services ·       Technology agnostic business design, with technology hidden behind service interface ·       A contractual-like interaction between business and IT, based on service SLAs ·       Accountability and governance, better aligned to business services ·       Applications interconnections untangling by allowing access only through service interfaces, reducing the daunting side effects of change ·       Reduced pressure to replace legacy and extended lifetime for legacy applications, through encapsulation in services   ·       A Cloud Computing paradigm, using web services technologies, that makes possible service outsourcing on an on-demand, utility-like, pay-per-usage basis   The following section represents the Reference Architecture of logical view for the Telecom Solution. The new custom built application needs to align with this logical architecture in the long run to achieve EA benefits.   Packaged implementation applications, such as ERP billing applications, need to expose their functions as service providers (as other applications consume) and interact with other applications as service consumers.   COT applications need to expose services through wrappers such as adapters to utilize existing resources and at the same time achieve Enterprise Architecture goal and objectives.   The following are the various layers for Enterprise level deployment of SOA. This diagram captures the abstract view of Enterprise SOA layers and important components of each layer. Layered architecture means decomposition of services such that most interactions occur between adjacent layers. However, there is no strict rule that top layers should not directly communicate with bottom layers.   The diagram below represents the important logical pieces that would result from overall SOA transformation. @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoCaption, li.MsoCaption, div.MsoCaption { margin: 0cm 0cm 10pt; font-size: 9pt; font-family: "Times New Roman"; color: rgb(79, 129, 189); font-weight: bold; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } Figure 3. Enterprise SOA Reference Architecture 1.          Operational System Layer: This layer consists of all packaged applications like CRM, ERP, custom built applications, COTS based applications like Billing, Revenue Management, Fulfilment, and the Enterprise databases that are essential and contribute directly or indirectly to the Enterprise OSS/BSS Transformation.   ERP holds the data of Asset Lifecycle Management, Supply Chain, and Advanced Procurement and Human Capital Management, etc.   CRM holds the data related to Order, Sales, and Marketing, Customer Care, Partner Relationship Management, Loyalty, etc.   Content Management handles Enterprise Search and Query. Billing application consists of the following components:   ·       Collections Management, Customer Billing Management, Invoices, Real-Time Rating, Discounting, and Applying of Charges ·       Enterprise databases will hold both the application and service data, whether structured or unstructured.   MDM - Master data majorly consists of Customer, Order, Product, and Service Data.     2.          Enterprise Component Layer:   This layer consists of the Application Services and Common Services that are responsible for realizing the functionality and maintaining the QoS of the exposed services. This layer uses container-based technologies such as application servers to implement the components, workload management, high availability, and load balancing.   Application Services: This Service Layer enables application, technology, and database abstraction so that the complex accessing logic is hidden from the other service layers. This is a basic service layer, which exposes application functionalities and data as reusable services. The three types of the Application access services are:   ·       Application Access Service: This Service Layer exposes application level functionalities as a reusable service between BSS to BSS and BSS to OSS integration. This layer is enabled using disparate technology such as Web Service, Integration Servers, and Adaptors, etc.   ·       Data Access Service: This Service Layer exposes application data services as a reusable reference data service. This is done via direct interaction with application data. and provides the federated query.   ·       Network Access Service: This Service Layer exposes provisioning layer as a reusable service from OSS to OSS integration. This integration service emphasizes the need for high performance, stateless process flows, and distributed design.   Common Services encompasses management of structured, semi-structured, and unstructured data such as information services, portal services, interaction services, infrastructure services, and security services, etc.   3.          Integration Layer:   This consists of service infrastructure components like service bus, service gateway for partner integration, service registry, service repository, and BPEL processor. Service bus will carry the service invocation payloads/messages between consumers and providers. The other important functions expected from it are itinerary based routing, distributed caching of routing information, transformations, and all qualities of service for messaging-like reliability, scalability, and availability, etc. Service registry will hold all contracts (wsdl) of services, and it helps developers to locate or discover service during design time or runtime.   • BPEL processor would be useful in orchestrating the services to compose a complex business scenario or process. • Workflow and business rules management are also required to support manual triggering of certain activities within business process. based on the rules setup and also the state machine information. Application, data, and service mediation layer typically forms the overall composite application development framework or SOA Framework.   4.          Business Process Layer: These are typically the intermediate services layer and represent Shared Business Process Services. At Enterprise Level, these services are from Customer Management, Order Management, Billing, Finance, and Asset Management application domains.   5.          Access Layer: This layer consists of portals for Enterprise and provides a single view of Enterprise information management and dashboard services.   6.          Channel Layer: This consists of various devices; applications that form part of extended enterprise; browsers through which users access the applications.   7.          Client Layer: This designates the different types of users accessing the enterprise applications. The type of user typically would be an important factor in determining the level of access to applications.   8.          Vertical pieces like management, monitoring, security, and development cut across all horizontal layers Management and monitoring involves all aspects of SOA-like services, SLAs, and other QoS lifecycle processes for both applications and services surrounding SOA governance.     9.          EA Governance, Reference Architecture, Roadmap, Principles, and Best Practices:   EA Governance is important in terms of providing the overall direction to SOA implementation within the enterprise. This involves board-level involvement, in addition to business and IT executives. At a high level, this involves managing the SOA projects implementation, managing SOA infrastructure, and controlling the entire effort through all fine-tuned IT processes in accordance with COBIT (Control Objectives for Information Technology).   Devising tools and techniques to promote reuse culture, and the SOA way of doing things needs competency centers to be established in addition to training the workforce to take up new roles that are suited to SOA journey.   Conclusions   Reference Architectures can serve as the basis for disparate architecture efforts throughout the organization, even if they use different tools and technologies. Reference architectures provide best practices and approaches in the independent way a vendor deals with technology and standards. Reference Architectures model the abstract architectural elements for an enterprise independent of the technologies, protocols, and products that are used to implement an SOA. Telecom enterprises today are facing significant business and technology challenges due to growing competition, a multitude of services, and convergence. Adopting architectural best practices could go a long way in meeting these challenges. The use of SOA-based architecture for communication to each of the external systems like Billing, CRM, etc., in OSS/BSS system has made the architecture very loosely coupled, with greater flexibility. Any change in the external systems would be absorbed at the Integration Layer without affecting the rest of the ecosystem. The use of a Business Process Management (BPM) tool makes the management and maintenance of the business processes easy, with better performance in terms of lead time, quality, and cost. Since the Architecture is based on standards, it will lower the cost of deploying and managing OSS/BSS applications over their lifecycles.

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  • Agile Development

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

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  • Install SharePoint 2013 on a two server farm

    - by sreejukg
    When SharePoint 2010 was released, I published an article on how to install SharePoint on a two server farm. You can find that article from the below link. http://weblogs.asp.net/sreejukg/archive/2010/09/28/install-sharepoint-2010-in-a-farm-environment.aspx Now it is the time for SharePoint 2013. SharePoint 2013 brings lots of improvements to the topologies, but still supports two-server architecture. Be noted that “two-server architecture” is meant for small implementations with limited service applications. Refer the below link to understand more about the SharePoint architecture http://technet.microsoft.com/en-us/sharepoint/fp123594.aspx A two tier farm consists of a database server and a web/application server as follows. In this article I am going to explain how to install SharePoint in a two server farm. I prepared 2 servers, both of them joined to a domain(SP2013Domain), and in one server I installed SQL Server 2012 (Server name: SP2013_DB). Now I am going to install SharePoint 2013 in the second server (Server Name: SP2013). The following domain accounts are created for the installation.   User Account Purpose Server roles required SQLService - SQL Server service account - This account is used as the service account for SQL Server. - domain user account / local account spSetup - You will be running SharePoint setup and SharePoint products and configuration wizard using this account. -domain user account - Member of the Administrators group on each server on which Setup is run(In our case SP2013) - SQL Server login on the computer running SQL Server - Member of the Server admin SQL Server security role spDataaccess - Configure and manage server farm. This - Application pool identity for central admin website - Microsoft SharePoint Foundation Workflow Timer Service Domain user account (Other permissions will be set to this account automatically)   The above are the minimum list of accounts needed for SharePoint 2013 installation. Now you need additional accounts for services, application pool identities for web applications etc. Refer the service accounts requirements for SharePoint from the below link. http://technet.microsoft.com/en-us/library/cc263445.aspx In order to install SharePoint 2013 login to the server using setup account(spsetup). Now run the setup from the installation media. First you need to install the pre-requisites. During the installation process, the server may restart several times. The installation wizard will guide you through the installation. In the next step, you need to agree on the terms and conditions as usual. Once you click next, the installation will start immediately. The installation wizard will let you know the progress of the installation. During the installation you may receive notifications to restart the server, you need to just click the finish button so that the system will be restarted. Once all the pre-requisites are installed, you will get the success message as below. Click finish to close the dialog. Now from the media, run the setup again and this time you choose install SharePoint server. In the next screen, you need to enter the product key, and then click continue. Now you need to agree on the terms and conditions for SharePoint 2013, and click continue. Choose the file location as per your policies and click on the install now button. You will see the installation progress. Once completed, you will see the installation completed dialog. Make sure you select the run products and configuration wizard option and click close. From the start screen, click next to start the configuration wizard. You will receive warning telling you some of the services will be stopped during the installation. Select “create new server farm” radio button and click next. In the next step, you need to enter the configuration database settings. Enter the database server details and then specify the database access account. You need to specify the farm account(spdataaccess). The wizard will grant additional privileges to the account as needed. In the next step you need to specify the passphrase, you need to note this as you need this passphrase if you add additional server to the farm. In the next step, you need to enter the central administration website port and security settings. You can choose a port or just keep it as suggested by the wizard. Click next, you will see the summary of what you have been selected. Verify the selected settings and if you want to change any, just click back and change them, or click continue to start the configuration. The configuration may take some time, you can view the progress, in case of any error, you will get the log file, you need to fix any error and again start the configuration wizard. Once the configuration successful, you will see the success message. Just click finish. Now you can browse the central administration website. It is good to check the health analyzer to review whether there are any errors/warnings. No warnings/errors indicate a good installation. Two-Server architecture is the least configuration for production environments. For small firms with less number of employees can implement SharePoint 2013 using this topology and as the workload increases, they can add more servers to the farm without reconstructing everything.

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