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  • How to outsource pieces of a web project

    - by Luke101
    I would like to outsource pieces of a new web application/site. I don't want one company working on the whole project because they can easily change a few things and sell the software to someone else. I will be using a freelenace website like elance or guru. A buddy of mine has given me this advice but he did not say how this can be done. Any ideas on how to go about this?

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  • How to project an ASP Classic Page?

    - by SH
    How to project an ASP Classic page with either HTTP AUTH (you must provide a username and password to OrderGroove) or a randomly generated access key that will be included as one of the parameters of the HTTP POST using the variable name access_key. Can anybody provide asp classic code in this regard? Quick help will be appreciated...

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  • Subversion: Addiing files to the project

    - by Ran
    Hi I am using library xyz where the files exists in folder xyz, and I want to update the files (eg. a upgrade to a new version), can I just copy the new xyz folder into my project using the file browser? The folder has both files and directories. /Subversion noob

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  • ReSharper 5 external sources in a .NET 4.0 project

    - by RasmusKL
    I've read about the ReSharper external sources feature in ReSharper 5. But when attempting to use it on a .NET 4.0 project, but my attempts to make it work / use it have failed. Whenever I attempt to navigate to "Sources from Symbol Files" - I just get the message that the symbols are not available. Are the debug symbols for .NET 4 not released yet or are they placed somewhere else? It works fine and downloads the proper symbols for .NET 3.5 projects.

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  • Adding C++ DLL's to a C# project

    - by WebDevHobo
    I'm trying to use the lame_enc.dll file from LAME in a C# project, but adding the thing seems impossible. I keep getting an error that says that a reference could not be added and to please check if the is accessible, a valid assembly or COM component. I have no C++ experience, though I would like to use the functionality. Right now I'm using Process from the .NET framework to call lame.exe and do stuff, but I'd like to know if there's another way.

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  • How to Add Tab to dotProject's Project page?

    - by userbiasa
    I'm a newbie in PHP. A friend of mine want me to help him set up a Project Management intranet with dotProject. The first request I receive from my friend is add a new tab on Projects page. Does anyone can give me clue on how to do it, since lack of documentation on dotProject website.

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

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

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  • Is Social Media The Vital Skill You Aren’t Tracking?

    - by HCM-Oracle
    By Mark Bennett - Originally featured in Talent Management Excellence The ever-increasing presence of the workforce on social media presents opportunities as well as risks for organizations. While on the one hand, we read about social media embarrassments happening to organizations, on the other we see that social media activities by workers and candidates can enhance a company’s brand and provide insight into what individuals are, or can become, influencers in the social media sphere. HR can play a key role in helping organizations make the most value out of the activities and presence of workers and candidates, while at the same time also helping to manage the risks that come with the permanence and viral nature of social media. What is Missing from Understanding Our Workforce? “If only HP knew what HP knows, we would be three-times more productive.”  Lew Platt, Former Chairman, President, CEO, Hewlett-Packard  What Lew Platt recognized was that organizations only have a partial understanding of what their workforce is capable of. This lack of understanding impacts the company in several negative ways: 1. A particular skill that the company needs to access in one part of the organization might exist somewhere else, but there is no record that the skill exists, so the need is unfulfilled. 2. As market conditions change rapidly, the company needs to know strategic options, but some options are missed entirely because the company doesn’t know that sufficient capability already exists to enable those options. 3. Employees may miss out on opportunities to demonstrate how their hidden skills could create new value to the company. Why don’t companies have that more complete picture of their workforce capabilities – that is, not know what they know? One very good explanation is that companies put most of their efforts into rating their workforce according to the jobs and roles they are filling today. This is the essence of two important talent management processes: recruiting and performance appraisals.  In recruiting, a set of requirements is put together for a job, either explicitly or indirectly through a job description. During the recruiting process, much of the attention is paid towards whether the candidate has the qualifications, the skills, the experience and the cultural fit to be successful in the role. This makes a lot of sense.  In the performance appraisal process, an employee is measured on how well they performed the functions of their role and in an effort to help the employee do even better next time, they are also measured on proficiency in the competencies that are deemed to be key in doing that job. Again, the logic is impeccable.  But in both these cases, two adages come to mind: 1. What gets measured is what gets managed. 2. You only see what you are looking for. In other words, the fact that the current roles the workforce are performing are the basis for measuring which capabilities the workforce has, makes them the only capabilities to be measured. What was initially meant to be a positive, i.e. identify what is needed to perform well and measure it, in order that it can be managed, comes with the unintended negative consequence of overshadowing the other capabilities the workforce has. This also comes with an employee engagement price, for the measurements and management of workforce capabilities is to typically focus on where the workforce comes up short. Again, it makes sense to do this, since improving a capability that appears to result in improved performance benefits, both the individual through improved performance ratings and the company through improved productivity. But this is based on the assumption that the capabilities identified and their required proficiencies are the only attributes of the individual that matter. Anything else the individual brings that results in high performance, while resulting in a desired performance outcome, often goes unrecognized or underappreciated at best. As social media begins to occupy a more important part in current and future roles in organizations, businesses must incorporate social media savvy and innovation into job descriptions and expectations. These new measures could provide insight into how well someone can use social media tools to influence communities and decision makers; keep abreast of trends in fast-moving industries; present a positive brand image for the organization around thought leadership, customer focus, social responsibility; and coordinate and collaborate with partners. These measures should demonstrate the “social capital” the individual has invested in and developed over time. Without this dimension, “short cut” methods may generate a narrow set of positive metrics that do not have real, long-lasting benefits to the organization. How Workforce Reputation Management Helps HR Harness Social Media With hundreds of petabytes of social media data flowing across Facebook, LinkedIn and Twitter, businesses are tapping technology solutions to effectively leverage social for HR. Workforce reputation management technology helps organizations discover, mobilize and retain talent by providing insight into the social reputation and influence of the workforce while also helping organizations monitor employee social media policy compliance and mitigate social media risk.  There are three major ways that workforce reputation management technology can play a strategic role to support HR: 1. Improve Awareness and Decisions on Talent Many organizations measure the skills and competencies that they know they need today, but are unaware of what other skills and competencies their workforce has that could be essential tomorrow. How about whether your workforce has the reputation and influence to make their skills and competencies more effective? Many organizations don’t have insight into the social media “reach” their workforce has, which is becoming more critical to business performance. These features help organizations, managers, and employees improve many talent processes and decision making, including the following: Hiring and Assignments. People and teams with higher reputations are considered more valuable and effective workers. Someone with high reputation who refers a candidate also can have high credibility as a source for hires.   Training and Development. Reputation trend analysis can impact program decisions regarding training offerings by showing how reputation and influence across the workforce changes in concert with training. Worker reputation impacts development plans and goal choices by helping the individual see which development efforts result in improved reputation and influence.   Finding Hidden Talent. Managers can discover hidden talent and skills amongst employees based on a combination of social profile information and social media reputation. Employees can improve their personal brand and accelerate their career development.  2. Talent Search and Discovery The right technology helps organizations find information on people that might otherwise be hidden. By leveraging access to candidate and worker social profiles as well as their social relationships, workforce reputation management provides companies with a more complete picture of what their knowledge, skills, and attributes are and what they can in turn access. This more complete information helps to find the right talent both outside the organization as well as the right, perhaps previously hidden talent, within the organization to fill roles and staff projects, particularly those roles and projects that are required in reaction to fast-changing opportunities and circumstances. 3. Reputation Brings Credibility Workforce reputation management technology provides a clearer picture of how candidates and workers are viewed by their peers and communities across a wide range of social reputation and influence metrics. This information is less subject to individual bias and can impact critical decision-making. Knowing the individual’s reputation and influence enables the organization to predict how well their capabilities and behaviors will have a positive effect on desired business outcomes. Many roles that have the highest impact on overall business performance are dependent on the individual’s influence and reputation. In addition, reputation and influence measures offer a very tangible source of feedback for workers, providing them with insight that helps them develop themselves and their careers and see the effectiveness of those efforts by tracking changes over time in their reputation and influence. The following are some examples of the different reputation and influence measures of the workforce that Workforce Reputation Management could gather and analyze: Generosity – How often the user reposts other’s posts. Influence – How often the user’s material is reposted by others.  Engagement – The ratio of recent posts with references (e.g. links to other posts) to the total number of posts.  Activity – How frequently the user posts. (e.g. number per day)  Impact – The size of the users’ social networks, which indicates their ability to reach unique followers, friends, or users.   Clout – The number of references and citations of the user’s material in others’ posts.  The Vital Ingredient of Workforce Reputation Management: Employee Participation “Nothing about me, without me.” Valerie Billingham, “Through the Patient’s Eyes”, Salzburg Seminar Session 356, 1998 Since data resides primarily in social media, a question arises: what manner is used to collect that data? While much of social media activity is publicly accessible (as many who wished otherwise have learned to their chagrin), the social norms of social media have developed to put some restrictions on what is acceptable behavior and by whom. Disregarding these norms risks a repercussion firestorm. One of the more recognized norms is that while individuals can follow and engage with other individual’s public social activity (e.g. Twitter updates) fairly freely, the more an organization does this unprompted and without getting permission from the individual beforehand, the more likely the organization risks a totally opposite outcome from the one desired. Instead, the organization must look for permission from the individual, which can be met with resistance. That resistance comes from not knowing how the information will be used, how it will be shared with others, and not receiving enough benefit in return for granting permission. As the quote above about patient concerns and rights succinctly states, no one likes not feeling in control of the information about themselves, or the uncertainty about where it will be used. This is well understood in consumer social media (i.e. permission-based marketing) and is applicable to workforce reputation management. However, asking permission leaves open the very real possibility that no one, or so few, will grant permission, resulting in a small set of data with little usefulness for the company. Connecting Individual Motivation to Organization Needs So what is it that makes an individual decide to grant an organization access to the data it wants? It is when the individual’s own motivations are in alignment with the organization’s objectives. In the case of workforce reputation management, when the individual is motivated by a desire for increased visibility and career growth opportunities to advertise their skills and level of influence and reputation, they are aligned with the organizations’ objectives; to fill resource needs or strategically build better awareness of what skills are present in the workforce, as well as levels of influence and reputation. Individuals can see the benefit of granting access permission to the company through multiple means. One is through simple social awareness; they begin to discover that peers who are getting more career opportunities are those who are signed up for workforce reputation management. Another is where companies take the message directly to the individual; we think you would benefit from signing up with our workforce reputation management solution. Another, more strategic approach is to make reputation management part of a larger Career Development effort by the company; providing a wide set of tools to help the workforce find ways to plan and take action to achieve their career aspirations in the organization. An effective mechanism, that facilitates connecting the visibility and career growth motivations of the workforce with the larger context of the organization’s business objectives, is to use game mechanics to help individuals transform their career goals into concrete, actionable steps, such as signing up for reputation management. This works in favor of companies looking to use workforce reputation because the workforce is more apt to see how it fits into achieving their overall career goals, as well as seeing how other participation brings additional benefits.  Once an individual has signed up with reputation management, not only have they made themselves more visible within the organization and increased their career growth opportunities, they have also enabled a tool that they can use to better understand how their actions and behaviors impact their influence and reputation. Since they will be able to see their reputation and influence measurements change over time, they will gain better insight into how reputation and influence impacts their effectiveness in a role, as well as how their behaviors and skill levels in turn affect their influence and reputation. This insight can trigger much more directed, and effective, efforts by the individual to improve their ability to perform at a higher level and become more productive. The increased sense of autonomy the individual experiences, in linking the insight they gain to the actions and behavior changes they make, greatly enhances their engagement with their role as well as their career prospects within the company. Workforce reputation management takes the wide range of disparate data about the workforce being produced across various social media platforms and transforms it into accessible, relevant, and actionable information that helps the organization achieve its desired business objectives. Social media holds untapped insights about your talent, brand and business, and workforce reputation management can help unlock them. Imagine - if you could find the hidden secrets of your businesses, how much more productive and efficient would your organization be? Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use. Follow him @mpbennett

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  • client problems - misaligned expectations & not following SDLC protocols

    - by louism
    hi guys, im having some serious problems with a client on a project - i could use some advice please the short version i have been working with this client now for almost 6 months without any problems (a classified website project in the range of 500 hours) over the last few days things have drastically deteriorated to the point where ive had to place the project on-hold whilst i work-out what to do (this has pissed the client off even more) to be simplistic, the root cause of the issue is this: the client doesnt read the specs i make for him, i code the feature, he than wants to change things, i tell him its not to the agreed spec and that that change will have to be postponed and possibly charged for, he gets upset and rants saying 'hes paid for the feature' and im not keeping to the agreement (<- misalignment of expectations) i think the root cause of the root cause is my clients failure to take my SDLC protocols seriously. i have a bug tracking system in place which he practically refuses to use (he still emails me bugs), he doesnt seem to care to much for the protocols i use for dealing with scope creep and change control the whole situation came to a head recently where he 'cracked it' (an aussie term for being fed-up). the more terms like 'postponed for post-launch implementation', 'costed feature addition', and 'not to agreed spec' i kept using, the worse it got finally, he began to bully me - basically insisting i shut-up and do the work im being paid for. i wrote a long-winded email explaining how wrong he was on all these different points, and explaining what all the SDLC protocols do to protect the success of the project. than i deleted that email and wrote a new one in the new email, i suggested as a solution i write up a list of grievances we both had. we than review the list and compromise on different points: he gets some things he wants, i get some things i want. sometimes youve got to give ground to get ground his response to this suggestion was flat-out refusal, and a restatement that i should just get on with the work ive been paid to do so there you have the very subjective short version. if you have the time and inclination, the long version may be a little less bias as it has the email communiques between me and my client the long version (with background) the long version works by me showing you the email communiques which lead to the situation coming to a head. so here it is, judge for yourself where the trouble started... 1. client asked me why something was missing from a feature i just uploaded, my response was to show him what was in the spec: it basically said the item he was looking for was never going to be included 2. [clients response...] Memo Louis, We are following your own title fields and keeping a consistent layout. Why the big fuss about not adding "Part". It simply replaces "model" and is consistent with your current title fields. 3. [my response...] hi [client], the 'part' field appeared to me as a redundancy / mistake. i requested clarification but never received any in a timely manner (about 2 weeks ago) the specification for this feature also indicated it wasnt going to be included: RE: "Why the big fuss about not adding "Part" " it may not appear so, but it would actually be a lot of work for me to now add a 'Part' field it could take me up to 15-20 minutes to properly explain why its such a big undertaking to do this, but i would prefer to use that time instead to work on completing your v1.1 features as a simplistic explanation - it connects to the change in paradigm from a 'generic classified ad' model to a 'specific attributes for specific categories' model basically, i am saying it is a big fuss, but i understand that it doesnt look that way - after all, it is just one ity-bitty field :) if you require a fuller explanation, please let me know and i will commit the time needed to write that out also, if you recall when we first started on the project, i said that with the effort/time required for features, you would likely not know off the top of your head. you may think something is really complex, but in reality its quite simple, you might think something is easy - but it could actually be a massive trauma to code (which is the case here with the 'Part' field). if you also recalled, i said the best course of action is to just ask, and i would let you know on a case-by-case basis 4. [email from me to client...] hi [client], the online catalogue page is now up live (see my email from a few days ago for information on how it works) note: the window of opportunity for input/revisions on what data the catalogue stores has now closed (as i have put the code up live now) RE: the UI/layout of the online catalogue page you may still do visual/ui tweaks to the page at the moment (this window for input/revisions will close in a couple of days time) 5. [email from client to me...] *(note: i had put up the feature & asked the client to review it, never heard back from them for a few days)* Memo Louis, Here you go again. CLOSED without a word of input from the customer. I don't think so. I will reply tomorrow regarding the content and functionality we require from this feature. 5. [from me to client...] hi [client]: RE: from my understanding, you are saying that the mini-sale yard control would change itself based on the fact someone was viewing for parts & accessories <- is that correct? this change is outside the scope of the v1.1 mini-spec and therefore will need to wait 'til post launch for costing/implementation 6. [email from client to me...] Memo Louis, Following your v1.1 mini-spec and all your time paid in full for the work selected. We need to make the situation clear. There will be no further items held for post-launch. Do not expect us to pay for any further items other than those we have agreed upon. You have undertaken to complete the Parts and accessories feature as follows. Obviously, as part of this process the "mini search" will be effected, and will require "adaption to make sense". 7. [email from me to client...] hi [client], RE: "There will be no further items held for post-launch. Do not expect us to pay for any further items other than those we have agreed upon." a few points to consider: 1) the specification for the 'parts & accessories' feature was as follows: (i.e. [what] "...we have agreed upon.") 2) you have received the 'parts & accessories' feature free of charge (you have paid $0 for it). ive spent two days coding that feature as a gesture of good will i would request that you please consider these two facts carefully and sincerely 8. [email from client to me...] Memo Louis, I don't see how you are giving us anything for free. From your original fee proposal you have deleted more than 30 hours of included features. Your title "shelved features". Further you have charged us twice by adding back into the site, at an addition cost, some of those "shelved features" features. See v1.1 mini-spec. Did include in your original fee proposal a change request budget but then charge without discussion items included in v1.1 mini-spec. Included a further Features test plan for a regression test, a fee of 10 hours that would not have been required if the "shelved features" were not left out of the agreed fee proposal. I have made every attempt to satisfy your your uneven business sense by offering you everything your heart desired, in the v1.1 mini-spec, to be left once again with your attitude of "its too hard, lets leave it for post launch". I am no longer accepting anything less than what we have contracted you to do. That is clearly defined in v1.1 mini-spec, and you are paid in advance for delivering those items as an acceptable function. a few notes about the above email... i had to cull features from the original spec because it didnt fit into the budget. i explained this to the client at the start of the project (he wanted more features than he had budget hours to do them all) nothing has been charged for twice, i didnt charge the client for culled features. im charging him to now do those culled features the draft version of the project schedule included a change request budget of 10 hours, but i had to remove that to meet the budget (the client may not have been aware of this to be fair to them) what the client refers to as my attitude of 'too hard/leave it for post-launch', i called a change request protocol and a method for keeping scope creep under control 9. [email from me to client...] hi [client], RE: "...all your grievances..." i had originally written out a long email response; it was fantastic, it had all these great points of how 'you were wrong' and 'i was right', you would of loved it (and by 'loved it', i mean it would of just infuriated you more) so, i decided to deleted it start over, for two reasons: 1) a long email is being disrespectful of your time (youre a busy businessman with things to do) 2) whos wrong or right gets us no closer to fixing the problems we are experiencing what i propose is this... i prepare a bullet point list of your grievances and my grievances (yes, im unhappy too about how things are going - and it has little to do with money) i submit this list to you for you to add to as necessary we then both take a good hard look at this list, and we decide which areas we are willing to give ground on as an example, the list may look something like this: "louis, you keep taking away features you said you would do" [your grievance 2] [your grievance 3] [your grievance ...] "[client], i feel you dont properly read the specs i prepare for you..." [my grievance 2] [my grievance 3] [my grievance ...] if you are willing to give this a try, let me know will it work? who knows. but if it doesnt, we can always go back to arguing some more :) obviously, this will only work if you are willing to give it a genuine try, and you can accept that you may have to 'give some ground to get some ground' what do you think? 10. [email from client to me ...] Memo Louis, Instead of wasting your time listing grievances, I would prefer you complete the items in v1.1 mini-spec, to a satisfactory conclusion. We almost had the website ready for launch until you brought the v1.1 mini-spec into the frame. Obviously I expected you could complete the v1.1 mini-spec in a two-week time frame as you indicated and give the site a more profession presentation. Most of the problems have been caused by you not following our instructions, but deciding to do what you feel like at the time. And then arguing with us how the missing information is not necessary. For instance "Parts and Accessories". Why on earth would you leave out the parts heading, when it ties-in with the fields you have already developed. It replaces "model" and is just as important in the context of information that appears in the "Details" panel. We are at a stage where the the v1.1 mini-spec needs to be completed without further time wasting and the site is complete (subject to all features working). We are on standby at this end to do just that. Let me know when you are back, working on the site and we will process and complete each v1.1 mini-spec, item by item, until the job is complete. 11. [last email from me to client...] hi [client], based on this reply, and your demonstrated unwillingness to compromise/give any ground on issues at hand, i have decided to place your project on-hold for the moment i will be considering further options on how to over-come our challenges over the next few days i will contact you by monday 17/may to discuss any new options i have come up with, and if i believe it is appropriate to restart work on your project at that point or not told you it was long... what do you think?

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  • Aspnet_merge error has no detail

    - by dang57
    I have been attempting to add a Deployment Project to my web app. When I build it, I get a message "An error occurred when merging assemblies: Exception from HRESULT: 0x806D0004". There is no other detail, like ILMerge error, or Duplicate Name. I have "verbosity" set to "Diagnostic", and this is the output: Command: C:\Program Files\MSBuild\Microsoft\WebDeployment\v8.0\aspnet_merge.exe "\...XXX...\My Documents\Visual Studio 2005\Projects\XXX_deploy\Debug" -o XXX_deploy -debug -copyattrs The "AspNetMerge" task is using "aspnet_merge.exe" from "C:\Program Files\MSBuild\Microsoft\WebDeployment\v8.0\aspnet_merge.exe". Utility to merge precompiled ASP.NET assemblies. An error occurred when merging assemblies: Exception from HRESULT: 0x806D0004 C:\Program Files\MSBuild\Microsoft\WebDeployment\v8.0\Microsoft.WebDeployment.targets(474,9): error MSB6006: "aspnet_merge.exe" exited with code 1. Done executing task "AspNetMerge" -- FAILED. Done building target "AspNetMerge" in project "XXX_deploy.wdproj" -- FAILED. Done building project "XXX_deploy.wdproj" -- FAILED. Build FAILED. I have tried running the command via the Command prompt, but it does not give any additional information. I have also removed EVERYTHING from the project, including references, style sheets, forms, tableadapters. I still have a web.config, but deleted all app-specific lines. I added a single new form named Default. I have even tried renaming that form to DefaultX, just in case there was another Default out there. I still get the error. What else can I look for? I'm running VS 2005 v8.05. Thanks Dan

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  • ASP.NET MVC WAP, SharePoint Designer and SVN

    - by David Lively
    All, I'm starting a new ASP.NET MVC project which requires some content management capabilities. The people who will be managing the content prefer to use SharePoint Designer (successor to FrontPage) to modify content. I'd like to allow them to keep doing that. The issues are: Since I'd like this to be a WAP, not a website project, how can I allow them to see their changes in action without requiring them to have Visual Studio on their local machines? Can I specify a "default" action for a controller so that given a url like /products/new_view_here Can I let them save pages (views) and see them in the browser without having to go through the check-in/build/deploy process? I'd like their changes to be stored in SVN; SharePoint designer seems to only support Visual SourceSafe (ugh) directly. The ideas I've come up with so far are Write an HTTP handler that implements the FrontPage Server Extensions protocol. This sounds time consuming, but I haven't yet looked at the protocol spec. However, it would allow me to perform whatever operations I want on the server side, including checking files into SVN. Ditch the WAP in favor of a website project. I do not like having the source present on the server, however. Also, will MVC work in a website project? Surely someone has tackled this problem before?

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  • Integrate SharePoint 2010 with Team Foundation Server 2010

    - by Martin Hinshelwood
    Our client is using a brand new shiny installation of SharePoint 2010, so we need to integrate our upgraded Team Foundation Server 2010 instance into it. In order to do that you need to run the Team Foundation Server 2010 install on the SharePoint 2010 server and choose to install only the “Extensions for SharePoint Products and Technologies”. We want out upgraded Team Project Collection to create any new portal in this SharePoint 2010 server farm. There a number of goodies above and beyond a solution file that requires the install, with the main one being the TFS2010 client API. These goodies allow proper integration with the creation and viewing of Work Items from SharePoint a new feature with TFS 2010. This works in both SharePoint 2007 and SharePoint 2010 with the level of integration dependant on the version of SharePoint that you are running. There are three levels of integration with “SharePoint Services 3.0” or “SharePoint Foundation 2010” being the lowest. This level only offers reporting services framed integration for reporting along with Work Item Integration and document management. The highest is Microsoft Office SharePoint Services (MOSS) Enterprise with Excel Services integration providing some lovely dashboards. Figure: Dashboards take the guessing out of Project Planning and estimation. Plus writing these reports would be boring!   The Extensions that you need are on the same installation media as the main TFS install and the only difference is the options you pick during the install. Figure: Installing the TFS 2010 Extensions for SharePoint Products and Technologies onto SharePoint 2010   Annoyingly you may need to reboot a couple of times, but on this server the process was MUCH smother than on our internal server. I think this was mostly to do with this being a clean install. Once it is installed you need to run the configuration. This will add all of the Solution and Templates that are needed for SharePoint to work properly with TFS. Figure: This is where all the TFS 2010 goodies are added to your SharePoint 2010 server and the TFS 2010 object model is installed.   Figure: All done, you have everything installed, but you still need to configure it Now that we have the TFS 2010 SharePoint Extensions installed on our SharePoint 2010 server we need to configure them both so that they will talk happily to each other. Configuring the SharePoint 2010 Managed path for Team Foundation Server 2010 In order for TFS to automatically create your project portals you need a wildcard managed path setup. This is where TFS will create the portal during the creation of a new Team project. To find the managed paths page for any application you need to first select the “Managed web applications”  link from the SharePoint 2010 Central Administration screen. Figure: Find the “Manage web applications” link under the “Application Management” section. On you are there you will see that the “Managed Paths” are there, they are just greyed out and selecting one of the applications will enable it to be clicked. Figure: You need to select an application for the SharePoint 2010 ribbon to activate.   Figure: You need to select an application before you can get to the Managed Paths for that application. Now we need to add a managed path for TFS 2010 to create its portals under. I have gone for the obvious option of just calling the managed path “TFS02” as the TFS 2010 server is the second TFS server that the client has installed, TFS 2008 being the first. This links the location to the server name, and as you can’t have two projects of the same name in two separate project collections there is unlikely to be any conflicts. Figure: Add a “tfs02” wildcard inclusion path to your SharePoint site. Configure the Team Foundation Server 2010 connection to SharePoint 2010 In order to have you new TFS 2010 Server talk to and create sites in SharePoint 2010 you need to tell the TFS server where to put them. As this TFS 2010 server was installed in out-of-the-box mode it has a SharePoint Services 3.0 (the free one) server running on the same box. But we want to change that so we can use the external SharePoint 2010 instance. Just open the “Team Foundation Server Administration Console” and navigate to the “SharePoint Web Applications” section. Here you click “Add” and enter the details for the Managed path we just created. Figure: If you have special permissions on your SharePoint you may need to add accounts to the “Service Accounts” section.    Before we can se this new SharePoint 2010 instance to be the default for our upgraded Team Project Collection we need to configure SharePoint to take instructions from our TFS server. Configure SharePoint 2010 to connect to Team Foundation Server 2010 On your SharePoint 2010 server open the Team Foundation Server Administration Console and select the “Extensions for SharePoint Products and Technologies” node. Here we need to “grant access” for our TFS 2010 server to create sites. Click the “Grant access” link and  fill out the full URL to the  TFS server, for example http://servername.domain.com:8080/tfs, and if need be restrict the path that TFS sites can be created on. Remember that when the users create a new team project they can change the default and point it anywhere they like as long as it is an authorised SharePoint location. Figure: Grant access for your TFS 2010 server to create sites in SharePoint 2010 Now that we have an authorised location for our team project portals to be created we need to tell our Team Project Collection that this is where it should stick sites by default for any new Team Projects created. Configure the Team Foundation Server 2010 Team Project Collection to create new sites in SharePoint 2010 Back on out TFS 2010 server we need to setup the defaults for our upgraded Team Project Collection to the new SharePoint 2010 integration we have just set up. On the TFS 2010 server open up the “Team Foundation Server Administration Console” again and navigate to the “Team Project Collections” node. Once you are there you will see a list of all of your TPC’s and in our case we have a DefaultCollection as well as out named and Upgraded collection for TFS 2008. If you select the “SharePoint Site” tab we can see that it is not currently configured. Figure: Our new Upgrade TFS2008 Team Project Collection does not have SharePoint configured Select to “Edit Default Site Location” and select the new integration point that we just set up for SharePoint 2010. Once you have selected the “SharePoint Web Application” (the thing we just configured) then it will give you an example based on that configuration point and the name of the Team Project Collection that we are configuring. Figure: Set the default location for new Team Project Portals to be created for this Team Project Collection This is where the reason for configuring the Extensions on the SharePoint 2010 server before doing this last bit becomes apparent. TFS 2010 is going to create a site at our http://sharepointserver/tfs02/ location called http://sharepointserver/tfs02/[TeamProjectCollection], or whatever we had specified, and it would have had difficulty doing this if we had not given it permission first. Figure: If there is no Team Project Collection site at this location the TFS 2010 server is going to create one This will create a nice Team Project Collection parent site to contain the Portals for any new Team Projects that are created. It is with noting that it will not create portals for existing Team Projects as this process is run during the Team Project Creation wizard. Figure: Just a basic parent site to host all of your new Team Project Portals as sub sites   You will need to add all of the users that will be creating Team Projects to be Administrators of this site so that they will not get an error during the Project Creation Wizard. You may also want to customise this as a proper portal to your projects if you are going to be having lots of them, but it is really just a default placeholder so you have a top level site that you can backup and point at. You have now integrated SharePoint 2010 and team Foundation Server 2010! You can now go forth and multiple your Team Projects for this Team Project Collection or you can continue to add portals to your other Collections.   Technorati Tags: TFS 2010,Sharepoint 2010,VS ALM

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  • How do I get Visual Studio build process to pass condition to library(external) project

    - by Billy Talented
    I have tried several solutions for this problem. Enough to know I do not know enough about MSBuild to do this elegantly but I feel like there should be a method. I have a set of libraries for working with .net projects. A few of the projects utilize System.Web.Mvc - which recently released Version 2 - and we are looking forward to the upgrade. Currently sites which reference this library reference it directly by the project(csproj) on the developer's computer - not a built version of the library so that changes and source code case easily be viewed when dealing code from this library. This works quite well and would prefer to not have to switch to binary references (but will if this is the only solution). The problem I have is that because of some of the functionality that was added onto the MVC1 based library (view engines, model binders etc) several of the sites reliant on these libraries need to stay on MVC1 until we have full evaluated and tested them on MVC2. I would prefer to not have to fork or have two copies on each dev machine. So what I would like to be able to do is set a property group value in the referencing web application and have this read by the above mentions library with the caviat that when working directly on the library via its containing solution I would like to be able to control this via Configuration Manager by selecting a build type and that property overriding the build behavior of the solution (i.e. 'Debug - MVC1' vs 'Debug -MVC2') - I have this working via: <Choose> <When Condition=" '$(Configuration)|$(Platform)' == 'Release - MVC2|AnyCPU' Or '$(Configuration)|$(Platform)' == 'Debug - MVC2|AnyCPU'"> <ItemGroup> <Reference Include="System.Web.Mvc, Version=2.0.0.0, Culture=neutral, PublicKeyToken=31bf3856ad364e35, processorArchitecture=MSIL"> </Reference> <Reference Include="Microsoft.Web.Mvc, Version=1.0.0.0, Culture=neutral, processorArchitecture=MSIL"> <SpecificVersion>False</SpecificVersion> <HintPath>..\Dependancies\Web\MVC2\Microsoft.Web.Mvc.dll</HintPath> </Reference> </ItemGroup> </When> <Otherwise> <ItemGroup> <Reference Include="System.Web.Mvc, Version=1.0.0.0, Culture=neutral, PublicKeyToken=31bf3856ad364e35, processorArchitecture=MSIL"> <SpecificVersion>False</SpecificVersion> <HintPath>..\Dependancies\Web\MVC\System.Web.Mvc.dll</HintPath> </Reference> </ItemGroup> </Otherwise> The item that I am struggling with is the cross solution issue(solution TheWebsite references this project and needs to control which build property to use) that I have not found a way to work with that I think is a solid solution that enabled the build within visual studio to work as it has to date. Other bits: we are using VS2008, Resharper, TeamCity for CI, SVN for source control.

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  • Hudson + Jboss AS 7.1 + Maven 3 Project Build Error

    - by Zehra Gül Çabuk
    I've wanted to prepare an environment that I'm able to build my project and run my tests on a integration server. So I've installed an Jboss application server 7.1 and deployed hudson.war to it. Then I've created a project to trigger "mvn clean install" and when I built it I've got following exception. [INFO] Using bundled Maven 3 installation [INFO] Checking Maven 3 installation environment [workspace] $ /disk7/hudson_home/maven/slavebundle/bundled-maven/bin/mvn --help [INFO] Checking Maven 3 installation version [INFO] Detected Maven 3 installation version: 3.0.3 [workspace] $ /disk7/hudson_home/maven/slavebundle/bundled-maven/bin/mvn clean install -V -B -Dmaven.ext.class.path=/disk7/hudson_home/maven/slavebundle/resources:/disk7/hudson_home/maven/slavebundle/lib/maven3-eventspy-3.0.jar:/disk7/jboss-as-7.1.0.Final/standalone/tmp/vfs/deploymentdf2a6dfa59ee3407/hudson-remoting-2.2.0.jar-407215e5de02980f/contents -Dhudson.eventspy.port=37183 -f pom.xml [DEBUG] Waiting for connection on port: 37183 Apache Maven 3.0.3 (r1075438; 2011-02-28 19:31:09+0200) Maven home: /disk7/hudson_home/maven/slavebundle/bundled-maven Java version: 1.7.0_04, vendor: Oracle Corporation Java home: /usr/lib/jvm/jdk1.7.0_04/jre Default locale: en_US, platform encoding: UTF-8 OS name: "linux", version: "3.2.0-24-generic", arch: "amd64", family: "unix" [ERROR] o.h.m.e.DelegatingEventSpy - Init failed java.lang.NoClassDefFoundError: hudson/remoting/Channel at org.hudsonci.maven.eventspy.common.RemotingClient.open(RemotingClient.java:103) ~[maven3-eventspy-runtime.jar:na] at org.hudsonci.maven.eventspy_30.RemotingEventSpy.openChannel(RemotingEventSpy.java:86) ~[maven3-eventspy-3.0.jar:na] at org.hudsonci.maven.eventspy_30.RemotingEventSpy.init(RemotingEventSpy.java:114) ~[maven3-eventspy-3.0.jar:na] at org.hudsonci.maven.eventspy_30.DelegatingEventSpy.init(DelegatingEventSpy.java:128) ~[maven3-eventspy-3.0.jar:na] at org.apache.maven.eventspy.internal.EventSpyDispatcher.init(EventSpyDispatcher.java:84) [maven-core-3.0.3.jar:3.0.3] at org.apache.maven.cli.MavenCli.container(MavenCli.java:403) [maven-embedder-3.0.3.jar:3.0.3] at org.apache.maven.cli.MavenCli.doMain(MavenCli.java:191) [maven-embedder-3.0.3.jar:3.0.3] at org.apache.maven.cli.MavenCli.main(MavenCli.java:141) [maven-embedder-3.0.3.jar:3.0.3] at sun.reflect.NativeMethodAccessorImpl.invoke0(Native Method) ~[na:1.7.0_04] at sun.reflect.NativeMethodAccessorImpl.invoke(NativeMethodAccessorImpl.java:57) ~[na:1.7.0_04] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:43) ~[na:1.7.0_04] at java.lang.reflect.Method.invoke(Method.java:601) ~[na:1.7.0_04] at org.codehaus.plexus.classworlds.launcher.Launcher.launchEnhanced(Launcher.java:290) [plexus-classworlds-2.4.jar:na] at org.codehaus.plexus.classworlds.launcher.Launcher.launch(Launcher.java:230) [plexus-classworlds-2.4.jar:na] at org.codehaus.plexus.classworlds.launcher.Launcher.mainWithExitCode(Launcher.java:409) [plexus-classworlds-2.4.jar:na] at org.codehaus.plexus.classworlds.launcher.Launcher.main(Launcher.java:352) [plexus-classworlds-2.4.jar:na] Caused by: java.lang.ClassNotFoundException: hudson.remoting.Channel at org.codehaus.plexus.classworlds.strategy.SelfFirstStrategy.loadClass(SelfFirstStrategy.java:50) ~[plexus-classworlds-2.4.jar:na] at org.codehaus.plexus.classworlds.realm.ClassRealm.loadClass(ClassRealm.java:244) ~[plexus-classworlds-2.4.jar:na] at org.codehaus.plexus.classworlds.realm.ClassRealm.loadClass(ClassRealm.java:230) ~[plexus-classworlds-2.4.jar:na] ... 16 common frames omitted [ERROR] ABORTED [ERROR] Failed to initialize [ERROR] Caused by: hudson/remoting/Channel [ERROR] Caused by: hudson.remoting.Channel [ERROR] Failure: java.net.SocketException: Connection reset FATAL: Connection reset java.net.SocketException: Connection reset at java.net.SocketInputStream.read(SocketInputStream.java:189) at java.net.SocketInputStream.read(SocketInputStream.java:121) at java.io.FilterInputStream.read(FilterInputStream.java:133) at java.io.BufferedInputStream.fill(BufferedInputStream.java:235) at java.io.BufferedInputStream.read(BufferedInputStream.java:254) at hudson.remoting.Channel.<init>(Channel.java:385) at hudson.remoting.Channel.<init>(Channel.java:347) at hudson.remoting.Channel.<init>(Channel.java:320) at hudson.remoting.Channel.<init>(Channel.java:315) at hudson.slaves.Channels$1.<init>(Channels.java:71) at hudson.slaves.Channels.forProcess(Channels.java:71) at org.hudsonci.maven.plugin.builder.internal.PerformBuild.doExecute(PerformBuild.java:174) at org.hudsonci.utils.tasks.PerformOperation.execute(PerformOperation.java:58) at org.hudsonci.maven.plugin.builder.MavenBuilder.perform(MavenBuilder.java:169) at hudson.tasks.BuildStepMonitor$1.perform(BuildStepMonitor.java:19) at hudson.model.AbstractBuild$AbstractRunner.perform(AbstractBuild.java:630) at hudson.model.Build$RunnerImpl.build(Build.java:175) at hudson.model.Build$RunnerImpl.doRun(Build.java:137) at hudson.model.AbstractBuild$AbstractRunner.run(AbstractBuild.java:429) at hudson.model.Run.run(Run.java:1366) at hudson.model.FreeStyleBuild.run(FreeStyleBuild.java:46) at hudson.model.ResourceController.execute(ResourceController.java:88) at hudson.model.Executor.run(Executor.java:145) I want to point out the command which is tried to execute by hudson : /disk7/hudson_home/maven/slavebundle/bundled-maven/bin/mvn clean install -V -B -Dmaven.ext.class.path=/disk7/hudson_home/maven/slavebundle/resources:/disk7/hudson_home/maven/slavebundle/lib/maven3-eventspy-3.0.jar:/disk7/jboss-as-7.1.0.Final/standalone/tmp/vfs/deploymentdf2a6dfa59ee3407/hudson-remoting-2.2.0.jar-407215e5de02980f/contents -Dhudson.eventspy.port=37183 -f pom.xml It tries to find "hudson-remoting-2.2.0.jar" to put it to build path but it searches it at the wrong place because when I look where the hudson-remoting jar I found it at /disk7/jboss-as-7.1.0.Final/standalone/tmp/vfs/deploymentdf2a6dfa59ee3407/hudson-remoting-2.2.0.jar-407215e5de02980f/hudson-remoting-2.2.0.jar for this build(not in contents). So how can I configure the hudson to force it looking at the right place for jars? Is there anyone has an idea? Thanks in advance.

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  • Xcode - "Preference Pane" project - how to access bundle?

    - by Nippysaurus
    I have created a "Preference Pane" project. In this project I would like to load an image from my bundles resources folder. This seems difficult because "[NSBundle mainBundle]" seems to return the following: 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </Applications/System Preferences.app> (loaded) Iterating through "[NSBundle allBundles]" reveals that my projects bundle appears, but does not appear to be loaded: 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Mouse.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Sound.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Spotlight.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/TimeMachine.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </Library/PreferencePanes/DivX.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Trackpad.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/UniversalAccessPref.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Dock.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/DateAndTime.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Keyboard.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/MobileMe.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/FibreChannel.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Appearance.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/DigiHubDiscs.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Ink.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Security.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/EnergySaver.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Speech.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </Users/michael/Library/PreferencePanes/MyPrefPane.prefPane> (loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </Users/michael/Code/MyPrefPane/build/Debug/MyPrefPane.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/SharingPref.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Expose.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/SoftwareUpdate.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/ParentalControls.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/PrintAndFax.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Accounts.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/DesktopScreenEffectsPref.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Bluetooth.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Localization.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/StartupDisk.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Network.prefPane> (not yet loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </Applications/System Preferences.app> (loaded) 27/12/10 9:24:18 PM System Preferences[5076] NSBundle </System/Library/PreferencePanes/Displays.prefPane> (not yet loaded) I'm not sure whats going on here. How can I access my prefpane bundle?

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  • Clickonce installation fails after addition of WCF service project

    - by Ant
    So I have a winform solution, deployed via clickonce. Eveything worked fine until i added a WCF project. (see error in parsing the manifest file at end of post) Now I notice that MSBuild compiles the service into a _PublishedWebsites dir. I don't know what the need for this is, but I am suspecting this is the cause of the problem. This wcf project references some other projects within the solution. I am actually hosting the wcf service within the application so I don't really need MSBuild to do all this for me. Any ideas? ===================================================================================== PLATFORM VERSION INFO Windows : 5.1.2600.131072 (Win32NT) Common Language Runtime : 2.0.50727.3603 System.Deployment.dll : 2.0.50727.3053 (netfxsp.050727-3000) mscorwks.dll : 2.0.50727.3603 (GDR.050727-3600) dfdll.dll : 2.0.50727.3053 (netfxsp.050727-3000) dfshim.dll : 2.0.50727.3053 (netfxsp.050727-3000) SOURCES Deployment url : file:///C:/applications/abc/dev/abc.Application.application IDENTITIES Deployment Identity : Flow Management System.app, Version=1.4.0.0, Culture=neutral, PublicKeyToken=8453086392175e0f, processorArchitecture=msil APPLICATION SUMMARY * Installable application. * Trust url parameter is set. ERROR SUMMARY Below is a summary of the errors, details of these errors are listed later in the log. * Activation of C:\applications\abc\dev\abc.Application.application resulted in exception. Following failure messages were detected: + Exception reading manifest from file:///C:/applications/abc/dev/1.4.0.0/abc.Application.exe.manifest: the manifest may not be valid or the file could not be opened. + Parsing and DOM creation of the manifest resulted in error. Following parsing errors were noticed: -HRESULT: 0x80070c81 Start line: 0 Start column: 0 Host file: + Exception from HRESULT: 0x80070C81 COMPONENT STORE TRANSACTION FAILURE SUMMARY No transaction error was detected. WARNINGS There were no warnings during this operation. OPERATION PROGRESS STATUS * [12/03/2010 6:33:53 PM] : Activation of C:\applications\abc\dev\abc.Application.application has started. * [12/03/2010 6:33:53 PM] : Processing of deployment manifest has successfully completed. * [12/03/2010 6:33:53 PM] : Installation of the application has started. ERROR DETAILS Following errors were detected during this operation. * [12/03/2010 6:33:53 PM] System.Deployment.Application.InvalidDeploymentException (ManifestParse) - Exception reading manifest from file:///C:/applications/abc/dev/1.4.0.0/abc.Application.exe.manifest: the manifest may not be valid or the file could not be opened. - Source: System.Deployment - Stack trace: at System.Deployment.Application.ManifestReader.FromDocument(String localPath, ManifestType manifestType, Uri sourceUri) at System.Deployment.Application.DownloadManager.DownloadManifest(Uri& sourceUri, String targetPath, IDownloadNotification notification, DownloadOptions options, ManifestType manifestType, ServerInformation& serverInformation) at System.Deployment.Application.DownloadManager.DownloadApplicationManifest(AssemblyManifest deploymentManifest, String targetDir, Uri deploymentUri, IDownloadNotification notification, DownloadOptions options, Uri& appSourceUri, String& appManifestPath) at System.Deployment.Application.ApplicationActivator.DownloadApplication(SubscriptionState subState, ActivationDescription actDesc, Int64 transactionId, TempDirectory& downloadTemp) at System.Deployment.Application.ApplicationActivator.InstallApplication(SubscriptionState& subState, ActivationDescription actDesc) at System.Deployment.Application.ApplicationActivator.PerformDeploymentActivation(Uri activationUri, Boolean isShortcut, String textualSubId, String deploymentProviderUrlFromExtension, BrowserSettings browserSettings, String& errorPageUrl) at System.Deployment.Application.ApplicationActivator.ActivateDeploymentWorker(Object state) --- Inner Exception --- System.Deployment.Application.InvalidDeploymentException (ManifestParse) - Parsing and DOM creation of the manifest resulted in error. Following parsing errors were noticed: -HRESULT: 0x80070c81 Start line: 0 Start column: 0 Host file: - Source: System.Deployment - Stack trace: at System.Deployment.Application.Manifest.AssemblyManifest.LoadCMSFromStream(Stream stream) at System.Deployment.Application.Manifest.AssemblyManifest..ctor(FileStream fileStream) at System.Deployment.Application.ManifestReader.FromDocument(String localPath, ManifestType manifestType, Uri sourceUri) --- Inner Exception --- System.Runtime.InteropServices.COMException - Exception from HRESULT: 0x80070C81 - Source: System.Deployment - Stack trace: at System.Deployment.Internal.Isolation.IsolationInterop.CreateCMSFromXml(Byte[] buffer, UInt32 bufferSize, IManifestParseErrorCallback Callback, Guid& riid) at System.Deployment.Application.Manifest.AssemblyManifest.LoadCMSFromStream(Stream stream) COMPONENT STORE TRANSACTION DETAILS No transaction information is available.

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