Search Results

Search found 16836 results on 674 pages for 'power management'.

Page 96/674 | < Previous Page | 92 93 94 95 96 97 98 99 100 101 102 103  | Next Page >

  • Statistical Software Quality Control References

    - by Xodarap
    I'm looking for references about hypothesis testing in software management. For example, we might wonder whether "crunch time" leads to an increase in defect rate - this is a surprisingly difficult thing to do. There are many questions on how to measure quality - this isn't what I'm asking. And there are books like Kan which discuss various quality metrics and their utilities. I'm not asking this either. I want to know how one applies these metrics to make decisions. E.g. suppose we decide to go with critical errors / KLOC. One of the problems we'll have to deal with with that this is not a normally distributed data set (almost all patches have zero critical errors). And further, it's not clear that we really want to examine the difference in means. So what should our alternative hypothesis be? (Note: Based on previous questions, my guess is that I'll get a lot of answers telling me that this is a bad idea. That's fine, but I'd request that it's based on published data, instead of your own experience.)

    Read the article

  • Top Ten Reasons to Attend the 2015 Oracle Value Chain Summit

    - by Terri Hiskey
    Need justification to attend the 2015 Oracle Value Chain Summit? Check out these Top Ten Reasons you should register now for this event: 1. Get Results: 60% higher profits. 65% better earnings per share. 2-3x greater return on assets. Find out how leading organizations achieved these results when they transformed their supply chains. 2. Hear from the Experts: Listen to case studies from leading companies, and speak with top partners who have championed change. 3. Design Your Own Conference: Choose from more than 150 sessions offering deep dives on every aspect of supply chain management: Cross Value Chain, Maintenance, Manufacturing, Procurement, Product Value Chain, Value Chain Execution, and Value Chain Planning. 4. Get Inspired from Those Who Dare: Among the luminaries delivering keynote sessions are former SF 49ers quarterback Steve Young and Andrew Winston, co-author of one of the top-selling green business books, Green to Gold. 5. Expand Your Network: With 1500+ attendees, this summit is a networking bonanza. No other event gathers as many of the best and brightest professionals across industries, including tech experts and customers from the Oracle community. 6. Improve Your Skills: Enhance your expertise by joining NEW hands-on training sessions. 7. Perform a Road-Test: Try the latest IT solutions that generate operational excellence, manage risk, streamline production, improve the customer experience, and impact the bottom line. 8. Join Similar Birds-of-a-Feather: Engage industry peers with similar interests, or shared supply chain communities, in expanded roundtable discussions. 9. Gain Unique Insight: Speak directly with the product experts responsible for Oracle’s Value Chain Solutions. 10. Save $400: Take advantage of the Super Saver rate by registering before September 26, 2014.

    Read the article

  • How best to keep bumbling, non-technical managers at bay and still deliver good work?

    - by Curious
    This question may be considered subjective (I got a warning) and be closed, but I will risk it, as I need some good advice/experience on this. I read the following at the 'About' page of Fog Creek Software, the company that Joel Spolsky founded and is CEO of: Back in the year 2000, the founders of Fog Creek, Joel Spolsky and Michael Pryor, were having trouble finding a place to work where programmers had decent working conditions and got an opportunity to do great work, without bumbling, non-technical managers getting in the way. Every high tech company claimed they wanted great programmers, but they wouldn’t put their money where their mouth was. It started with the physical environment (with dozens of cubicles jammed into a noisy, dark room, where the salespeople shouting on the phone make it impossible for developers to concentrate). But it went much deeper than that. Managers, terrified of change, treated any new idea as a bizarre virus to be quarantined. Napoleon-complex junior managers insisted that things be done exactly their way or you’re fired. Corporate Furniture Police writhed in agony when anyone taped up a movie poster in their cubicle. Disorganization was so rampant that even if the ideas were good, it would have been impossible to make a product out of them. Inexperienced managers practiced hit-and-run management, issuing stern orders on exactly how to do things without sticking around to see the farcical results of their fiats. And worst of all, the MBA-types in charge thought that coding was a support function, basically a fancy form of typing. A blunt truth about most of today's big software companies! Unfortunately not every developer is as gutsy (or lucky, may I say?) as Joel Spolsky! So my question is: How best to work with such managers, keep them at bay and still deliver great work?

    Read the article

  • One-week release cycle: how do I make this feasible?

    - by Arkaaito
    At my company (3-yr-old web industry startup), we have frequent problems with the product team saying "aaaah this is a crisis patch it now!" (doesn't everybody?) This has an impact on the productivity (and morale) of engineering staff, self included. Management has spent some time thinking about how to reduce the frequency of these same-day requests and has come up with the solution that we are going to have a release every week. (Previously we'd been doing one every two weeks, which usually slipped by a couple of days or so.) There are 13 developers and 6 local / 9 offshore testers; the theory is that only 4 developers (and all testers) will work on even-numbered releases, unless a piece of work comes up that really requires some specific expertise from one of the other devs. Each cycle will contain two days of dev work and two days of QA work (plus 1 day of scoping / triage / ...). My questions are: (a) Does anyone have experience with this length of release cycle? (b) Has anyone heard of this length of release cycle even being attempted? (c) If (a) or (b), how on Earth do you make it work? (Any pitfalls to avoid, etc., are also appreciated.) (d) How can we minimize the damage if this effort fails?

    Read the article

  • What is the best way to track / record the current programming project you work on? [duplicate]

    - by user2424160
    This question already has an answer here: Methodology for Documenting Existing Code Base 6 answers When do you start documenting the code? 13 answers Where should a programmer explain the extended logic behind the code? 5 answers I have been in this problem for long time and I want to know how it's done in real / big companies project? Suppose I have the project to build a website. Now I divide the project into sub tasks and do it. But you know that suppose I have task1 in hand like export the page to pdf. Now I spend 3 days to do that , came across various problems, many Stack Overflow questions and in the end I solve it. Now 4 months after someone told me that there is some error in the code. Now by that I completely forgot about (60%) of how I did it and why I do this way. I document the code but I can't write the whole story of that in the code. Then I have to spend much time on code to find what was the problem so that I added this line etc. I want to know that is there any way that i can log steps in completing the project. So that I can see how I end up with code, what errors I got, what questions I asked on SO and etc. How people do it in real time? Which software to use? I know in our project management software called JIRA we have tasks but that does not cover what steps I took to solve that tasks. What is the best way so that when I look back at my 2 year old project, I know how I solve particular task?

    Read the article

  • Benefits of Masters of Engineering Professional Practice for the lowly (yet aspiring) programmer

    - by Peter Turner
    I've been looking into in state online degree programs 'to fit my busy lifestyle' (i.e. three children, wife and hour and a half commute). One interesting one I've found is that Master of Engineering in Professional Practice. It looks more useful and practical than a MBA in project management. I'll contact the admission dept there about the specifics. But here I'm just asking in general. Do the courses in this degree apply to software engineering/development in even an abstract sense. The university I'm looking at does not have a Software Engineering major in the school of engineering. I'm not interested in architecture astronomy, but I am interested in helping my company succeed and being able to communicate technical information at a high and effective level as well as being able to lead my co-programmers toward a more robust end product. So my multipart question is: What might be the real benefit to me and my brain and How do I convince my boss (the owner of the company, who does do some tuition reimbursement) that just because it doesn't say anything about software that it might still do us some good? Oh, and how do I get past the fact that a masters degree would make me more qualified to be the project manager than... the project manager? (who is my supervisor)

    Read the article

  • Oracle Value Chain Summit 2014 - Early Bird Registration Now Open

    - by Pam Petropoulos
    Get the Best Rate on the Biggest Supply Chain Event of the Year. Register Now and save $200. Join more than 1,000 of your peers at the Value Chain Summit to learn how smart companies are transforming their supply chains into information-driven value chains. This unparalleled experience will give you the tools you need to drive innovation and maximize revenue. Date: February 3-5, 2014 Location: San Jose McEnery Convention Center Click here to learn more Thought-Leading Speakers Top minds and tech experts across industries will share the secrets of their success, firsthand. Prepare to be inspired by speakers like Geoffrey Moore, business advisor to Cisco, HP, and Microsoft and best-selling author of six books, including Crossing the Chasm. Customized Experiences Choose from more than 200 sessions offering deep dives on every aspect of supply chain management: Product Value Chain, Procurement, Maintenance, Manufacturing, Value Chain Execution, and Value Chain Planning. Unrivaled Insight & Solutions Hands-on workshops, product demonstrations, and interactive breakouts will showcase new value chain solutions and best practices to help you: -  Grow profit margins -  Build products – faster and cheaper -  Expedite delivery -  Increase customer satisfaction You don't want to miss this once-a-year event. Register Now to secure the Early Bird rate of $495 - the lowest price available.

    Read the article

  • Finding a mentor online [closed]

    - by Athena Santos
    Possible Duplicate: How to find programming mentor? I'm a programming intern, but I want to "transition" into a product manager role after graduation. I just know that I will never be a super A++ Rockstar programmer, but from my internship I know that I can be a great program manager..one of those presumably rare people who can code well (enough)/speak programmer-ese and management-ese. Being a girl, I am looking for both male and female mentors. Female, because they know what its like to be a minority, and male, because..well, you guys are tough, and I believe to succeed in tech, a girl's gotta know how to act like a man (when appropriate). I've found some really amazing people I'd like to ask to be my mentor (in blogs, magazines, etc), but sadly, I live far, far away from them. Will be awkward/rude if I shoot them an email about being a mentor? What is the best way to establish a relationship with people like these that I admire? Any volunteers? :) Thank you in advance, and I hope you all have a great day/night.

    Read the article

  • How to manage and estimate unstructured requirements received from customers

    - by user20358
    A lot of the times I receive a software system's requirements from our customers in a very unstructured format. It is usually a bunch of "product development" guys from the customer's who come up with these "proposed solutions" to the business problems they have. While they are the experts at the business domain, a lot of the times they don't have the solutions right. This results in multiple versions of the same requirement mixing up of two requirements into one a few versions of the requirement later down the line, the requirements which were combined together get separated out again, each taking with it some of the new additions How do you work with such requirements coming in and sort them out into proper use cases and before development begins? What tools can we use to track a particular requirement's history, from the first time it was conceived till the time it gets crystallized into a proper use case? Estimating work against requirements received in such a fashion is a nightmare which ends up in making mistakes in understanding the requirement correctly and estimating the effort against it correctly. Any tips, tools, tricks to make this activity more manageable? I'm just trying to get some insights from someone more experienced than I am in requirements management and effort estimation.

    Read the article

  • How can I deal with a difficult developer that is holding back the project? [migrated]

    - by ILovePaperTowels
    Our entire project is being held up because of one piece which is being handled by a single developer. When we did finally got the latest version of his code and started reviewing it, we found the code was horrendous! Its a relatively simply workflow, however the code is so complex that it's very difficult to step through and review/debug. The developer responsible has a hard time accepting any kind of criticism, and feels he is more knowledgeable than others members of the team. It's difficult to even talk to him about his development work because it turns into "I know what I'm talking about and you're just wrong!" type of conversation. A request has already been put in to replace this developer but management is not doing anything. This is probably because devs are in short supply where we are, and this is a corporation has a lot of office drama. I'm just one of the developers, not the project manager, however I really want to see this project succeed. What can I do in this sort of situation to try and keep the project on track?

    Read the article

  • Best way: restructure an existing Team Foundation Server (TFS) solution

    - by dhh
    In my department we are developing several smaller AddOns for some unified communication server. For versioning and distributed development we use a Team Foundation Server 2012. But: there is only one large TFS solution for all of our applications and libraries: Main Solution Applications App 1 App 2 App 3 Externals Libraries Lib 1 Lib 2 Tools The "Application" path contains all main applications. Those are not depending on each other, but they depend on the Libraries and Externals projects. The "Externals" path contains some external DLLs referenced in our Applications and Libraries. The Libraries path contains commonly used libs (UI templates, Helper classes, etc.). They do not depend on each other and they are referenced in the Libraries and the Tools projects. The Tools path contains some helper programs like setup helpers, update web services, etc. Now, there's some major points why I'd like to change this structure: We can't use server builds. It's uncomfortable to manage TFS scrum management with sprints, impediments, etc. with a solution structure like that. Every developer always has access to all projects in the solution. A complete build lasts too long if one accidentally hits [F6] in Visual Studio... What would you change in this solution? How would you break those projects into smaller Solutions, how should those solutions be structured. My first approach would be, to create one TFS project for each Application, Library and Tool. But how can I ensure that e.g. App 2 always contains the newest version of Lib 1? Do I have to monitor changes on Lib 1 and update App 2 manually as soon as the Lib changes? Or can I somehow force Visual Studio to always use the newest version of an external project somehow?

    Read the article

  • What is the breakdown of jobs in game development?

    - by Destry Ullrich
    There's a project I'm trying to start for Indie Game Development; specifically, it's going to be a social networking website that lets developers meet through (It's a secret). One of the key components is showing what skills members have. Question: I need to know what MAJOR game development roles are not represented in the following list, keeping in mind that many specialist roles are being condensed into more broad, generalist roles: Art Animator (Characters, creatures, props, etc.) Concept Artist (2D scenes, environments, props, silhouettes, etc.) Technical Artist (UI artists, typefaces, graphic designers, etc.) 3D Artist (Modeling, rigging, texture, lighting, etc.) Audio Composer (Scores, music, etc.) Sound Engineer (SFX, mood setting, audio implementation, etc.) Voice (Dialog, acting, etc.) Design Creative Director (Initial direction, team management, communications, etc.) Gameplay Designer (Systems, mechanics, control mapping, etc.) World Designer (Level design, aesthetics, game progression, events, etc.) Writer (Story, mythos, dialog, flavor text, etc.) Programming Engine Programming (Engine creation, scripting, physics, etc.) Graphics Engineer (Sprites, lighting, GUI, etc.) Network Engineer (LAN, multiplayer, server support, etc.) Technical Director (I don't know what a technical director would even do.) Post Script: I have an art background, so i'm not familiar with what the others behind game creation actually do. What's missing from this list, and if you feel some things should be changed around how so?

    Read the article

  • Is using SVN for development and CM a bad practice?

    - by GatorGuy
    I have a bit of experience with SVN as a pure programmer/developer. Within my company, however, we use SVN as our configuration management tool. I thought using SVN for development at the same time was OK since we could use branches and the trunk for dev, and tags for releases. To me, the tags were the CM part, and the branches/trunk were the dev part. Recently a person, who develops high level code (but outside of the "pure SW" group) mentioned that the existing philosophy (mixing SVN for dev and CM) was wrong... in his opinion. His reasoning is that he thinks the company's CM tool should always link to run-able SW (so branches would break this rule). He also mentioned that a CM tool shouldn't be a backup utility for daily or incremental commits. Finally, he doesn't like the idea of having to jump from revision 143 to 89 in order to get a working copy... and further that CM tools shouldn't allow reversion to a broken state. In general he wants to separate the CM and back-up/dev utilties that SVN offers. Honestly, I am new and the person with this perspective is one of seniority, experience, and success, so I want to field this dilemma with the stackoverflow userbase to see if his approach has merit. My question: Should SVN be purely used for development, and another tool for CM (or vice versa)? Why? If so, what tools would you suggest for this combo? Or do you think that integrating both CM and dev into SVN is the best approach? Why? Thanks.

    Read the article

  • What to do as a new team lead on a project with maintainability problems?

    - by Mr_E
    I have just been put in charge of a code project with maintainability problems. What things can I do to get the project on a stable footing? I find myself in a place where we are working with a very large multi-tiered .NET system that is missing a lot of the important things such as unit tests, IOC, MEF, too many static classes, pure datasets etc. I'm only 24 but I've been here for almost three years (this app has been in development for 5) and mostly due to time constraints we've been just adding in more crap to fit the other crap. After doing a number of projects in my free time I have begun to understand just how important all those concepts are. Also due to employee shifting I find myself to now be the team lead on this project and I really want to come up with some smart ways to improve this app. Ways where the value can be explained to management. I have ideas of what I would like to do but they all seem so overwhelming without much upfront gain. Any stories of how people have or would have dealt with this would be a very interesting read. Thanks.

    Read the article

  • How to deal with bad developers who hold back the project

    - by ILovePaperTowels
    We're at the end of a project, but we continue to run into issues because of a single piece of the project. This piece is handled by a specific developer. Finally, we grabbed latest and started reviewing it. It's just horrendous code! Trying to step through it was difficult and it's a relatively simple workflow. The point of this question is, how to deal with this situation. The developer has a hard time accepting criticism (constructive or otherwise) and feels he is more knowledgeable than others on the team who are, well, highly decorated, experienced and accomplished developers. It's difficult to even get into a topic about development because it turns into "I know what I'm talking about and you're just wrong!" type of conversation. A request has already been put in to replace this developer but it is a hard sell since devs are in short supply where we are and this is a corporation with a LOT of political bs. Management has been notified a few times but nothing is happening.

    Read the article

  • SANS Mobility Policy Survey Webcast follow up

    - by Darin Pendergraft
    Hello Everyone!  If you missed the SANS mobility survey webcast on October 23 - here is a link to the replay and to the slides: [Warning -  you have to register to see the replay and to get the slides] https://www.sans.org/webcasts/byod-security-lists-policies-mobility-policy-management-survey-95429 The webcast had a lot of great information about how organizations are setting up and managing their mobile access policies.  Here are a couple of key takeaways: 1.  Who is most concerned about mobile access policy? Security Analysts >> CISOs >> CIOs - the focus is coming from the risk and security office - so what does that mean for the IT teams? 2. How important is mobile policy? 77% said "Critical" or "Extremely Important" - so this means mobile access policies will get a lot of attention.  3. When asked about the state of their mobile policies: Over 35% said they didn't have a mobile access policy and another 35% said they simply ask their employees to sign a usage agreement.  So basically ~70% of the respondents were not actively managing or monitoring mobile access. Be sure to watch the webcast replay for all of the details. Box, Oracle and RSA were all co-sponsors of the survey and webcast and all were invited to give a brief presentation at the end.

    Read the article

  • Should developers do their own software releases (if there is a prod support team in place)?

    - by leora
    I know there are going to always be differences depending on the particular size, staff etc, but i wanted to get feedback in general around: In an environment where you have a production support team doing first line support and release management, is it better to simply have developers manage their own releases instead? In this case, its internal software at an insurance company but the question should be valid at any company, size, etc I think. Currently, we have our production team do releases but there is an argument that its inefficient and that if you allowed developers the ability to do it, they will focus more on making it simple and efficient and avoid basically passing on scripts, etc to run to another team. The counter argument is that if you don't have a check and balance, you could get a software team (or an individual) that doesn't a very hacky job about getting their software out there (making on the fly changes, not documenting the process, etc) and that by forcing the prod support team to do the actual release, it enforces consistency and proper checks and balances. I know this is not a black or white issue but I wanted to see what folks thought on this so the discipline and consistency is there but without the feeling that an inefficient process is in place.

    Read the article

  • Windows - put HDD stand-by and sleep mode

    - by iulianchira
    How can I put a hard disk drive in stand-by or sleep mode in Windows, in a programmatic manner. Does the Windows API or any .Net libraries provide any functions to achieve this? (I am aware that I should probably not interfere with Windows's power management mechanism, but this is not something I intend to use in a production environment, it is a proof of concept for some algorithms).

    Read the article

  • How to turn on monitor after wake-up from suspend mode?

    - by alek.sys
    Hi all, I need wake up PC from sleep to perform some actions - from C#. I've used CreateWaitableTimer functions, everything goes fine, at given time PC wakes up - but monitor stays in power save mode (turned off). So i want to know - how possible to turn on monitor after wake up? PS I've tried "Complete Guide on How To Turn A Monitor On/Off/Standby" - with SendMessage (Codeproject) and SetThreadExecutionState(ES_DISPLAY_REQUIRED) - it doesn't work Any ideas?

    Read the article

  • Overriding SetThreadExecutionState

    - by unixman83
    I am not sure if this belongs on serverfault or superuser. I would like to override SetThreadExecutionState(ES_DISPLAY_REQUIRED) to be a no-op. How is this accomplished? Is there some registry setting that can be altered instead of API hooking? Blocking ES_DISPLAY_REQUIRED will prevent apps from keeping the monitor powered on. I have an application (likely the antivirus) that is preventing some monitors from entering power-save and I think this function is the culprit.

    Read the article

  • Do we need to adopt a black-box asset our project is inheriting from its predecessor?

    - by Tom Anderson
    Our client has an eCommerce site which was developed by an in-house team, and is now showing its age. I work for a firm brought in as external contractors to build a replacement. Part of the current site is a Flash viewer applet which displays media about the product - zoom-able images, 360-degree views, movies, and so on. We need to show the same media the current site does, so we are simply reusing the viewer. The viewer is embedded on a page in the usual way, and told what media to show by means of an XML file it loads from our server, which is pretty simple for us to generate. We've got this working; it was pretty straightforward. But what else do we need to do? The thing is, as far as we're concerned, the viewer is a binary blob which is served from the client's content-distribution network. We embed it, feed it some XML, and it does its job, but we have no power over its internals. It's completely opaque to us - a black box. We can use it to do what it does, but we can't change it, so if we ever need to do something different, we're stuffed. We're building this site for the client, and when we're done, we'll hand it over for them to maintain. We won't be doing the maintenance ourselves. There's a small team within the client who are working as part of our team, and who will be the ones doing the maintenance. That team only includes one person from the team that built the old site, and it's not someone who knows the image viewer. The people who do know the image viewer are not slated to join our team when our system replaces theirs - they'll be moved to other projects. The documentation on the viewer is extremely thin, and as far as i know doesn't cover the internals at all. My worry is that if someone doesn't take some positive action, all knowledge of the internal workings of the viewer - even down to where the source code for it is - will be lost. It's possible it already has been. Is this something to worry about? If so, whose job is it to worry about it? What should they do about it once they've got worried?

    Read the article

  • What speed are Wi-Fi management and control frames sent at?

    - by Bryce Thomas
    There are a bunch of different 802.11 Wi-Fi standards, e.g. 802.11a, 802.11b, 802.11g, 802.11n etc. that all support different speeds. Wi-Fi frames are generally categorised as one of the following: Data frames - carry the actual application data Control frames - coordinate when its safe to send/reduce collisions Management frames - handle connection discovery/setup/tear down (e.g. AP discovery, association, disassociation) My question is about whether all these frames, and specifically management frames, are transmitted at the fastest supported speed available, or whether certain classes of frames are transmitted at some lowest common denominator speed. I have noticed that when I put an 802.11b/g only device into monitor mode and capture traffic over the air, I still see management frames (e.g. association/disassociation) being transmitted between my phone and AP which are both 802.11n, even though 802.11n has a higher transfer rate. So I am imagining one of two possibilities: My 802.11n phone/AP had to negotiate a slower speed for some reason and that's why I can see their frames on my 802.11b/g monitoring device. Management frames (and perhaps control frames also?) are sent at a lower speed, and it's only data frames that are transmitted faster with newer 802.11 standards. The reason I would like to know which one of these two possibilities (or perhaps a third possibility) is the case is that I want to capture management frames, and need to know whether using an 802.11b/g card is going to lead to me missing some frames sent at higher speeds than the monitoring card can observe. If management frames are indeed sent at a slower rate, then it's all good. If I just happen to be seeing the management frames because my phone/AP have negotiated a slower rate though, then I need to reconsider what card I use for packet capture.

    Read the article

  • SQL SERVER – Copy Data from One Table to Another Table – SQL in Sixty Seconds #031 – Video

    - by pinaldave
    Copy data from one table to another table is one of the most requested questions on forums, Facebook and Twitter. The question has come in many formats and there are places I have seen developers are using cursor instead of this direct method. Earlier I have written the similar article a few years ago - SQL SERVER – Insert Data From One Table to Another Table – INSERT INTO SELECT – SELECT INTO TABLE. The article has been very popular and I have received many interesting and constructive comments. However there were two specific comments keep on ending up on my mailbox. 1) SQL Server AdventureWorks Samples Database does not have table I used in the example 2) If there is a video tutorial of the same example. After carefully thinking I decided to build a new set of the scripts for the example which are very similar to the old one as well video tutorial of the same. There was no better place than our SQL in Sixty Second Series to cover this interesting small concept. Let me know what you think of this video. Here is the updated script. -- Method 1 : INSERT INTO SELECT USE AdventureWorks2012 GO ----Create TestTable CREATE TABLE TestTable (FirstName VARCHAR(100), LastName VARCHAR(100)) ----INSERT INTO TestTable using SELECT INSERT INTO TestTable (FirstName, LastName) SELECT FirstName, LastName FROM Person.Person WHERE EmailPromotion = 2 ----Verify that Data in TestTable SELECT FirstName, LastName FROM TestTable ----Clean Up Database DROP TABLE TestTable GO --------------------------------------------------------- --------------------------------------------------------- -- Method 2 : SELECT INTO USE AdventureWorks2012 GO ----Create new table and insert into table using SELECT INSERT SELECT FirstName, LastName INTO TestTable FROM Person.Person WHERE EmailPromotion = 2 ----Verify that Data in TestTable SELECT FirstName, LastName FROM TestTable ----Clean Up Database DROP TABLE TestTable GO Related Tips in SQL in Sixty Seconds: SQL SERVER – Insert Data From One Table to Another Table – INSERT INTO SELECT – SELECT INTO TABLE Powershell – Importing CSV File Into Database – Video SQL SERVER – 2005 – Export Data From SQL Server 2005 to Microsoft Excel Datasheet SQL SERVER – Import CSV File into Database Table Using SSIS SQL SERVER – Import CSV File Into SQL Server Using Bulk Insert – Load Comma Delimited File Into SQL Server SQL SERVER – 2005 – Generate Script with Data from Database – Database Publishing Wizard What would you like to see in the next SQL in Sixty Seconds video? Reference: Pinal Dave (http://blog.sqlauthority.com)   Filed under: Database, Pinal Dave, PostADay, SQL, SQL Authority, SQL in Sixty Seconds, SQL Query, SQL Scripts, SQL Server, SQL Server Management Studio, SQL Tips and Tricks, T SQL, Technology, Video Tagged: Excel

    Read the article

< Previous Page | 92 93 94 95 96 97 98 99 100 101 102 103  | Next Page >