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  • where does windows vista hide the path environment variable?

    - by Bec
    i think that's what i need? i'm not sure i'm trying to run a command line program (BLAST, from NCBI) but it won't recognise the commands (blastall, formatdb, etc.) so i think i need to add the folder the bin is in to the path environment variable? i think that's what i need to do? i think that's what it's called? I think i've been shown this a few times, but i don't need to do it often, so i keep forgetting.

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  • What stereotypes about developers are there?

    - by lkessler
    I was filling out a Delphi Developer Survey and two questions were asking about developer stereotypes: Which stereotype about developers do you think is most true? Which stereotype about developers do you think is least true? That was a hard one for me to answer. I couldn't even think of very many developer stereotypes to choose from. What do you think are the most common ones?

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  • ArchBeat Link-o-Rama Top 10 for October 28 - November 3, 2012

    - by Bob Rhubart
    The Top 10 most popular items shared on the OTN ArchBeat Facebook Page for the week of Oct 28 - Nov 3, 2012. Eventually, 90% of tech budgets will be outside IT departments | ZDNet Another interesting post from ZDNet blogger Joe McKendrick about changing roles in IT. ADF Mobile - Login Functionality | Andrejus Baranovskis "The new ADF Mobile approach with native deployment is cool when you want to access phone functionality (camera, email, sms and etc.), also when you want to build mobile applications with advanced UI," reports Oracle ACE Director Andrejus Baranovskis. Mobile Development Platform Strategy Chart: ADF Mobile, WebCenter Sites, Portal, Content and Social "Unlike desktop web focused efforts, the world of mobile has undergone change at a feverish pace," says social enterprise expert John Brunswick. His extensive post charts various resources that will help you keep up. ADF Essentials - The Bare Necessities | Floyd Teter The experiment is over… And now Oracle ACE Director Floyd Teter shares his impressions after spending some time with Oracle ADF Essentials, the free version of Oracle ADF. A review of Oracle SOA Suite 11g Administrator’s Handbook | RedStack "More so than any other single piece of content that I have seen on the topic, it provides the information that a SOA administrator needs to know in order to successfully configure, manage, monitor, troubleshoot and backup an Oracle SOA environment." So says Oracle Fusion Middleware A-Team solution architect Mark Nelson of Oracle SOA Suite 11g Administrator’s Handbook, by Ahmed Aboulnaga and Arun Pareek. Expanding the Oracle Enterprise Repository with functional documentation Capgemini middleware specialist Marc Kuijpers shares information on how Oracle Enterprise Repository can be configured "to contain functional assets, i.e. functional designs, use cases and a logical data model" to aid in SOA governance efforts. Podcast: Are You Future Proof? - Part 2 In Part 2, practicing architects and Oracle ACE Directors Ron Batra (AT&T), Basheer Khan (Innowave Technology), and Ronald van Luttikhuizen discuss re-tooling one’s skill set to reflect changes in enterprise IT, including the knowledge to steer stakeholders around the hype to what’s truly valuable. Easy way to access JPA with REST (JSON / XML) | Edwin Biemond Oracle ACE Edwin Biemond shows you "what is possible with JPA-RS, how easy it is and howto setup your own EclipseLink REST service." Clustering ODI11g for High-Availability Part 1: Introduction and Architecture | Richard Yeardley "JEE agents can be deployed alongside, or instead of, standalone agents," says Rittman Meade's Richard Yeardley. "But there is one key advantage in using JEE agents and WebLogic: when you deploy JEE agents as part of a WebLogic cluster they can be configured together to form a high availability cluster." Learn more in Yeardley's extensive post. 2012 IOUG Virtualization SIG – Online Symposium on Nov 7 and Nov 8 | Kai Yu Oracle ACE Director Kai Yu shares information on this week's IOUG Virtualization SIG online event. Does that make it a virtual virtualization event? Thought for the Day "If McDonalds were run like a software company, one out of every hundred Big Macs would give you food poisoning — and the response would be, 'We’re sorry, here’s a coupon for two more.'" — Mark Minasi Source: SoftwareQuotes.com

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  • MVP Summit 2011 summary and thoughts: The &ldquo;I hope I don&rsquo;t cross a line and lose my MVP status&rdquo; post

    - by George Clingerman
    I've been wanting to write this post summarizing my thoughts about the MVP summit but have been dragging my feet since it's a very difficult one to write. However seeing Andy (http://forums.create.msdn.com/forums/t/77625.aspx) and Catalin (http://www.catalinzima.com/2011/03/mvp-summit-2011/) and Chris (http://geekswithblogs.net/cwilliams/archive/2011/03/07/144229.aspx) post about it has encouraged me to finally take the plunge. I'm going to have to write carefully though because I'm going to be dancing around a ton of NDA mine fields as well as having to walk the tight-rope of not sending the wrong message or having people read too much into what I'm saying. I want to note that most of what I'm about to say is just based on my observations, they're not thoughts that Microsoft has asked me to pass along and they're not things I heard Microsoft say. It's just me sharing what I think after going to the MVP summit. Let's start off with a short imaginary question and answer session.     Has the App Hub forums and XBLIG management been rather poor by Microsoft? Yes.     Do I think we're going to see changes to that overnight? No.     Will it continue to look bad from the outside? Somewhat. Confusing right? Well that's kind of how things are right now. Lots of confusion. XNA is doing AWESOME. Like, really, really awesome. As a result of that awesomeness, XNA is on three major platforms: Xbox 360, WP7 and PC. This means that internally Microsoft is really excited and invested in the technology. That's fantastic for XNA and really should show you the future the framework has. It's here to stay. So why are Xbox LIVE Indie Game developers feeling so much pain? The ironic thing is that pain is being caused by the success of XNA. When XNA was just a small thing, there was more freedom and more focus. It was just us and them. We were an only child. Now our family has grown and everyone has and wants some time with XNA. This gets XNA pulled in all directions and as it moves onto new platforms, it plays catch up trying to get those platforms up to speed to where Xbox LIVE Indie Games has grown. Forums, documentation, educational content. They all need to be there because Xbox LIVE Indie Games has all of that and more. Along with the catch up in features/documentation/awesomeness there's the catch up that the people on the team have to play. New platforms and new areas of development mean new players and those new guys don't have the history of being around from the beginning. This leads to a lack of understanding at times just how important some things are because they seem so small and insignificant (Rich Text defaulting for new forum profiles would be one things that jumps to mind). If you're not aware that the forums have become more than just a basic Q&A, if you're not aware that they're a central hub to a very active community, then you don't understand why that small change should be prioritized over something else. New people have to get caught up and figure out how to make a framework and central forum site work for everyone it's now serving. So yeah, a lot of our pain this last year has been simply that XNA is doing well and XBLIG is doing well so the focus was shifted to catch other things up. It hurts when a parent seems to not have any time for you and they're spending some much time with your new baby brother. Growing pains. All families and in our case our product family experience it to some degree. I think as WP7 matures we'll see the team figuring out how to give everyone the right amount of attention. While we're talking about some of our growing pains, it is also important to note (although not really an excuse) that the Xbox LIVE Arcade developers complain about many of the same things that we do. If you paid attention to talks and information coming out of GDC 2011, most of the the XBLA guys were saying things that sounded eerily similar to what the XBLIG developers are saying (Scott Nichols from GayGamer.net noticed http://twitter.com/#!/NaviFairyGG/status/43540379206811650). Does this mean we should just accept the status quo since we're being treated exactly the same? No way. However it DOES show that the way we're being treated is no indication of the stability and future of the platform, it's just Microsoft dropping the communication ball on two playing fields. We're not alone and we're not even being treated worse. Not great, but also in a weird way a very good sign. Now on to a few tidbits I think I CAN share from the summit (I'm really crossing my fingers I'm not stepping over some NDA line I shouldn't be). First, I discovered that the XBLIG user base is bigger than I personally had originally estimated. I won't give the exact numbers (although we did beg Microsoft to release some of these numbers so maybe someday?) but it was much larger than my original guestimates and I was pleasantly surprised. Maybe some of you guys had the right number when you were guessing, but I know that mine was much too low. And even MORE importantly the number of users/shoppers is growing at a steady pace as well. Our market is growing! That was fantastic news and really something that I had to share. On to the community manager discussion. It was mentioned. I was mentioned. I blushed. Nothing more to report there than the blush in my cheeks was a light crimson color. If I ever see a job description posted for that position I have a resume waiting in the wings. I can't deny that I think that would be my dream job... ...so after I finished blushing, the MVPs did make it very, very clear that the communication has to improve. Community manager or not the single biggest pain point with the Xbox LIVE Indie Game community has been a lack of communication. I have seen dramatic improvement in the team responding to MVPs and I'm even seeing more communication from them on the forums so I'm hoping that's a long term change. I really think they understood the issue, the problem remains how to open that communication channel in a way that was sustainable. I think they'll get it figured out and hopefully that's sooner rather than later. During the summit, you may have seen me tweeting about how I was "that guy" (http://twitter.com/#!/clingermangw/status/42740432471470081). You also may have noticed that Andy and Catalin both mentioned me in their summit write ups. I may have come on a bit strong while I was there...went a little out of character for myself. I've been agitated for a while with the way things have been and I've been listening to you guys and hearing you guys be agitated. I'm also watching some really awesome indie game developers looking elsewhere and leaving the platform. Some of them we might not have been able to keep even with changes, but others are only leaving because of perceptions and lack of communication from Microsoft. And that pisses me off. And I let Microsoft know that I was pissed off. You made your list and I took that list and verbalized it. I verbalized the hell out of it. [It was actually mentioned that I'm a lot nicer on the forums and in email than I am in person...I felt bad about that, but I couldn't stay silent]. Hopefully it did something guys, I really did try hard to get the message across. Along with my agitation, I also brought some pride. I mentioned several things in person to the team that I was particularly proud of. From people in the community that are doing an awesome job, to the re-launch of XboxIndies that was going on that week and even gamers like Steven Hurdle (http://writingsofmassdeduction.com/) who have purchased one XBLIG every day for over 100 days now. The community is freaking rocking it and I made sure to highlight that. So in conclusion, I'd just like to say hang in there (you know, like that picture of the cat). If you've been worried about investing in Xbox LIVE Indie Games because you think it's on shaky ground. It's not. Dream Build Play being about the Xbox 360 should have helped a little to point that out. The team is really scrambling around trying to figure things out and make improvements all around. There’s quite a few new gals and guys and it's going to take them time to catch up and there are a lot of constantly shifting priorities. We all have one toy, one team and we're fighting for time with it. It's also time for the community to continue spreading our wings and going out on our own more often. The Indie Game Winter Uprising was a fantastic example of that. We took things into our own hands and it got noticed and Microsoft got behind it. They do every time we stand up and do something (look at how many Microsoft employees tweeted, wrote about the re-launch of XboxIndies.com or the support I've gotten from them for my weekly XNA Notes). XNA is here to stay, it's time for us to stop being scared of that and figure out how to make our own games the successes they should be. There's definitely a list of things that need to be fixed, things that should be improved and I think we should definitely keep vocal about that with Microsoft. Keep it short, focused and prioritized. There's also a lot of things we can do ourselves while we're waiting on them to fix and change things. Lots of ways we can compensate for particular weaknesses in the channel. The kind of stuff that we can step up and do ourselves. Do it on our own, you know, the way Indies always do. And I'm really looking forward to watching us do just that.

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  • Particle and Physics problem.

    - by Quincy
    This was originally a forum post so I hope you guys don't mind it being 2 questions in one. I am making a game and I got some basic physics implemented. I have 2 problems, 1 with particles being drawn in the wrong place and one with going through walls while jumping in corners. Skip over to about 15 sec video showing the 2 problems : http://youtube.com/watch?v=Tm9nfWsWfiM So the problem with the particles seems to be coming from the removal, as soon as I remove that piece of code it instantly works, but there shouldn't be a problem since they shouldn't even draw when their energy gets to 0 (and then they get removed) So my first question is, how are these particles getting warped all over the screen ? Relevant code : Particle class : class Particle { //Physics public Vector2 position = new Vector2(0,0); public float direction = 180; public float speed = 100; public float energy = 1; protected float startEnergy = 1; //Visual public Sprite sprite; public float rotation = 0; public float scale = 1; public byte alpha = 255; public BlendMode blendMode { get { return sprite.BlendMode; } set { sprite.BlendMode = value; } } public Particle() { } public virtual void Think(float frameTime) { if (energy - frameTime < 0) energy = 0; else energy -= frameTime; position += new Vector2((float)Math.Cos(MathHelper.DegToRad(direction)), (float)Math.Sin(MathHelper.DegToRad(direction))) * speed * frameTime; alpha = (byte)(255 * energy / startEnergy); sprite.Rotation = rotation; sprite.Position = position; sprite.Color = new Color(sprite.Color.R, sprite.Color.G, sprite.Color.B, alpha); } public virtual void Draw(float frameTime) { if (energy > 0) { World.camera.DrawSprite(sprite); } } // Basic particle implementation class BasicSprite : Particle { public BasicSprite(Sprite _sprite) { sprite = _sprite; } } Emitter : class Emitter { protected static Random rand = new Random(); protected List<Particle> particles = new List<Particle>(); public BaseEntity target = null; public Vector2 position = new Vector2(0, 0); public bool Active = true; public float timeAlive = 0; public int particleCount = 0; public int ParticlesPerSeccond { get { return (int)(1 / particleSpawnTime); } set { particleSpawnTime = 1 / (float)value; } } public float dieTime = float.MaxValue; float particleSpawnTime = 0.05f; float spawnTime = 0; public Emitter() { } public virtual void Think(float frametime) { spawnTime += frametime; if (dieTime != float.MaxValue) { timeAlive += frametime; if (timeAlive >= dieTime) Active = false; } if (Active) { if (target != null) position = target.Position; while (spawnTime > particleSpawnTime) { spawnTime -= particleSpawnTime; AddParticle(); particleCount++; } } for (int i = 0; i < particles.Count; i++) { particles[i].Think(frametime); if (particles[i].energy <= 0) { particles.Remove(particles[i]); // As soon as this is removed, it works particleCount--; } } } public virtual void AddParticle() { } public virtual void Draw(float frametime) { foreach (Particle particle in particles) { particle.Draw(frametime); } } } class BloodEmitter : Emitter { Image image; public BloodEmitter() { image = new Image(@"Content/Particles/TinyCircle.png"); image.CreateMaskFromColor(new Color(255, 0, 255, 255)); this.dieTime = 0.5f; this.ParticlesPerSeccond = 100; } public override void AddParticle() { Sprite sprite = new Sprite(image); sprite.Color = new Color((byte)(rand.NextDouble() * 255), (byte)(rand.NextDouble() * 255), (byte)(rand.NextDouble() * 255)); BasicSprite particle = new BasicSprite(sprite); particle.direction = (float)rand.NextDouble() * 360; particle.position = position; particle.blendMode = BlendMode.Alpha; particles.Add(particle); } } The seccond problem is the physics problem, for some reason I can get through the right bottom corner while jumping. I think this is coming from me switching animations but I thought I made it compensate for that. Relevant code : PhysicsEntity : class PhysicsEntity : BaseEntity { // Horizontal movement constants protected const float maxHorizontalSpeed = 1000; protected const float horizontalAcceleration = 15; protected const float horizontalDragAir = 0.95f; protected const float horizontalDragGround = 0.95f; // Vertical movement constants protected const float maxVerticalSpeed = 1000; protected const float verticalAcceleration = 20; // Everything needed for movement and correct animations protected float movement = 0; protected bool onGround = false; protected Vector2 Velocity = new Vector2(0, 0); protected float maxSpeed = 0; float lastThink = 0; float thinkTime = 1f/60f; public PhysicsEntity(Vector2 position, Sprite sprite) : base(position, sprite) { } public override void Draw(float frameTime) { base.Draw(frameTime); } public override void Think(float frameTime) { CalculateMovement(frameTime); base.Think(frameTime); } protected void CalculateMovement(float frameTime) { lastThink += frameTime; while (lastThink > thinkTime) { onGround = false; Velocity.X = MathHelper.Clamp(Velocity.X + horizontalAcceleration * movement, -maxHorizontalSpeed, maxHorizontalSpeed); if (onGround) Velocity.X *= horizontalDragGround; else Velocity.X *= horizontalDragAir; if (maxSpeed < Velocity.X) maxSpeed = Velocity.X; Velocity.Y = MathHelper.Clamp(Velocity.Y + verticalAcceleration, -maxVerticalSpeed, maxVerticalSpeed); lastThink -= thinkTime; DoCollisions(thinkTime); DoAnimations(thinkTime); } } public virtual void DoAnimations(float frameTime) { } public void DoCollisions(float frameTime) { Position.Y += Velocity.Y * frameTime; Vector2 tileCollision = GetTileCollision(); if (tileCollision.X != -1 || tileCollision.Y != -1) { Vector2 collisionDepth = CollisionRectangle.DepthIntersection( new Rectangle( tileCollision.X * World.tileEngine.TileWidth, tileCollision.Y * World.tileEngine.TileHeight, World.tileEngine.TileWidth, World.tileEngine.TileHeight ) ); Position.Y += collisionDepth.Y; if (collisionDepth.Y < 0) onGround = true; Velocity.Y = 0; } Position.X += Velocity.X * frameTime; tileCollision = GetTileCollision(); if (tileCollision.X != -1 || tileCollision.Y != -1) { Vector2 collisionDepth = CollisionRectangle.DepthIntersection( new Rectangle( tileCollision.X * World.tileEngine.TileWidth, tileCollision.Y * World.tileEngine.TileHeight, World.tileEngine.TileWidth, World.tileEngine.TileHeight ) ); Position.X += collisionDepth.X; Velocity.X = 0; } } public void DoCollisions(Vector2 difference) { CollisionRectangle.Y = Position.Y - difference.Y; CollisionRectangle.Height += difference.Y; Vector2 tileCollision = GetTileCollision(); if (tileCollision.X != -1 || tileCollision.Y != -1) { Vector2 collisionDepth = CollisionRectangle.DepthIntersection( new Rectangle( tileCollision.X * World.tileEngine.TileWidth, tileCollision.Y * World.tileEngine.TileHeight, World.tileEngine.TileWidth, World.tileEngine.TileHeight ) ); Position.Y += collisionDepth.Y; if (collisionDepth.Y < 0) onGround = true; Velocity.Y = 0; } CollisionRectangle.X = Position.X - difference.X; CollisionRectangle.Width += difference.X; tileCollision = GetTileCollision(); if (tileCollision.X != -1 || tileCollision.Y != -1) { Vector2 collisionDepth = CollisionRectangle.DepthIntersection( new Rectangle( tileCollision.X * World.tileEngine.TileWidth, tileCollision.Y * World.tileEngine.TileHeight, World.tileEngine.TileWidth, World.tileEngine.TileHeight ) ); Position.X += collisionDepth.X; Velocity.X = 0; } } Vector2 GetTileCollision() { int topLeftTileX = (int)(CollisionRectangle.TopLeft.X / World.tileEngine.TileWidth); int topLeftTileY = (int)(CollisionRectangle.TopLeft.Y / World.tileEngine.TileHeight); int BottomRightTileX = (int)(CollisionRectangle.DownRight.X / World.tileEngine.TileWidth); int BottomRightTileY = (int)(CollisionRectangle.DownRight.Y / World.tileEngine.TileHeight); if (CollisionRectangle.DownRight.Y % World.tileEngine.TileHeight == 0) // If your exactly against the tile don't count that as being inside the tile BottomRightTileY -= 1; if (CollisionRectangle.DownRight.X % World.tileEngine.TileWidth == 0) // If your exactly against the tile don't count that as being inside the tile BottomRightTileX -= 1; for (int i = topLeftTileX; i <= BottomRightTileX; i++) { for (int j = topLeftTileY; j <= BottomRightTileY; j++) { if (World.tileEngine.TileIsSolid(i, j)) { return new Vector2(i, j); } } } return new Vector2(-1, -1); } } Player : enum State { Standing, Running, Jumping, Falling, Sliding, WallSlide } class Player : PhysicsEntity { private State state { get { return currentState; } set { if (currentState != value) { currentState = value; animationChanged = true; } } } private State currentState = State.Standing; private BasicEmitter basicEmitter = new BasicEmitter(); public bool flipped; public bool animationChanged = false; protected const float jumpPower = 600; AnimationManager animationManager; Rectangle DrawRectangle; public override Rectangle CollisionRectangle { get { return new Rectangle( Position.X - DrawRectangle.Width / 2f, Position.Y - DrawRectangle.Height / 2f, DrawRectangle.Width, DrawRectangle.Height ); } } public Player(Vector2 position, Sprite sprite) : base(position, sprite) { // Only posted the relevant bit DrawRectangle = animationManager.currentAnimation.drawingRectangle; } public override void Draw(float frameTime) { World.camera.DrawSprite( Sprite, Position + new Vector2(DrawRectangle.X, DrawRectangle.Y), animationManager.currentAnimation.drawingRectangle ); } public override void Think(float frameTime) { //I only posted the relevant stuff if (animationChanged) { // if the animation has changed make sure we compensate for the change in with and height animationChanged = false; DoCollisions(animationManager.getSizeDifference()); } DoCustomMovement(); base.Think(frameTime); if (!onGround && Velocity.Y > 0) { state = State.Falling; } } void DoCustomMovement() { if (onGround) { if (World.renderWindow.Input.IsKeyDown(KeyCode.W)) { Velocity.Y = -jumpPower; state = State.Jumping; } } } public override void DoAnimations(float frameTime) { string stateName = Enum.GetName(typeof(State), state); if (!animationManager.currentAnimationIs(stateName)) { animationManager.PlayAnimation(stateName); } animationManager.Think(frameTime); DrawRectangle = animationManager.currentAnimation.drawingRectangle; Sprite.Center = new Vector2( DrawRectangle.X + DrawRectangle.Width / 2, DrawRectangle.Y + DrawRectangle.Height / 2 ); Sprite.FlipX(flipped); } So why am I warping through walls ? I have given this some thought but I just can't seem to find out why this is happening. Full source if needed : source : http://www.mediafire.com/?rc7ddo09gnr68zd (download link)

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  • Are your personal insecurities screwing up your internal communications?

    - by Lucy Boyes
    I do some internal comms as part of my job. Quite a lot of it involves talking to people about stuff. I’m spending the next couple of weeks talking to lots of people about internal comms itself, because we haven’t done a lot of audience/user feedback gathering, and it turns out that if you talk to people about how they feel and what they think, you get some pretty interesting insights (and an idea of what to do next that isn’t just based on guesswork and generalising from self). Three things keep coming up from talking to people about what we suck at  in terms of internal comms. And, as far as I can tell, they’re all examples where personal insecurity on the part of the person doing the communicating makes the experience much worse for the people on the receiving end. 1. Spending time telling people how you’re going to do something, not what you’re doing and why Imagine you’ve got to give an update to a lot of people who don’t work in your area or department but do have an interest in what you’re doing (either because they want to know because they’re curious or because they need to know because it’s going to affect their work too). You don’t want to look bad at your job. You want to make them think you’ve got it covered – ideally because you do*. And you want to reassure them that there’s lots of exciting work going on in your area to make [insert thing of choice] happen to [insert thing of choice] so that [insert group of people] will be happy. That’s great! You’re doing a good job and you want to tell people about it. This is good comms stuff right here. However, you’re slightly afraid you might secretly be stupid or lazy or incompetent. And you’re exponentially more afraid that the people you’re talking to might think you’re stupid or lazy or incompetent. Or pointless. Or not-adding-value. Or whatever the thing that’s the worst possible thing to be in your company is. So you open by mentioning all the stuff you’re going to do, spending five minutes or so making sure that everyone knows that you’re DOING lots of STUFF. And the you talk for the rest of the time about HOW you’re going to do the stuff, because that way everyone will know that you’ve thought about this really hard and done tons of planning and had lots of great ideas about process and that you’ve got this one down. That’s the stuff you’ve got to say, right? To prove you’re not fundamentally worthless as a human being? Well, maybe. But probably not. See, the people who need to know how you’re going to do the stuff are the people doing the stuff. And those are the people in your area who you’ve (hopefully-please-for-the-love-of-everything-holy) already talked to in depth about how you’re going to do the thing (because else how could they help do it?). They are the only people who need to know the how**. It’s the difference between strategy and tactics. The people outside of your bubble of stuff-doing need to know the strategy – what it is that you’re doing, why, where you’re going with it, etc. The people on the ground with you need the strategy and the tactics, because else they won’t know how to do the stuff. But the outside people don’t really need the tactics at all. Don’t bother with the how unless your audience needs it. They probably don’t. It might make you feel better about yourself, but it’s much more likely that Bob and Jane are thinking about how long this meeting has gone on for already than how personally impressive and definitely-not-an-idiot you are for knowing how you’re going to do some work. Feeling marginally better about yourself (but, let’s face it, still insecure as heck) is not worth the cost, which in this case is the alienation of your audience. 2. Talking for too long about stuff This is kinda the same problem as the previous problem, only much less specific, and I’ve more or less covered why it’s bad already. Basic motivation: to make people think you’re not an idiot. What you do: talk for a very long time about what you’re doing so as to make it sound like you know what you’re doing and lots about it. What your audience wants: the shortest meaningful update. Some of this is a kill your darlings problem – the stuff you’re doing that seems really nifty to you seems really nifty to you, and thus you want to share it with everyone to show that you’re a smart person who thinks up nifty things to do. The downside to this is that it’s mostly only interesting to you – if other people don’t need to know, they likely also don’t care. Think about how you feel when someone is talking a lot to you about a lot of stuff that they’re doing which is at best tangentially interesting and/or relevant. You’re probably not thinking that they’re really smart and clearly know what they’re doing (unless they’re talking a lot and being really engaging about it, which is not the same as talking a lot). You’re probably thinking about something totally unrelated to the thing they’re talking about. Or the fact that you’re bored. You might even – and this is the opposite of what they’re hoping to achieve by talking a lot about stuff – be thinking they’re kind of an idiot. There’s another huge advantage to paring down what you’re trying to say to the barest possible points – it clarifies your thinking. The lightning talk format, as well as other formats which limit the time and/or number of slides you have to say a thing, are really good for doing this. It’s incredibly likely that your audience in this case (the people who need to know some things about your thing but not all the things about your thing) will get everything they need to know from five minutes of you talking about it, especially if trying to condense ALL THE THINGS into a five-minute talk has helped you get clear in your own mind what you’re doing, what you’re trying to say about what you’re doing and why you’re doing it. The bonus of this is that by being clear in your thoughts and in what you say, and in not taking up lots of people’s time to tell them stuff they don’t really need to know, you actually come across as much, much smarter than the person who talks for half an hour or more about things that are semi-relevant at best. 3. Waiting until you’ve got every detail sorted before announcing a big change to the people affected by it This is the worst crime on the list. It’s also human nature. Announcing uncertainty – that something important is going to happen (big reorganisation, product getting canned, etc.) but you’re not quite sure what or when or how yet – is scary. There are risks to it. Uncertainty makes people anxious. It might even paralyse them. You can’t run a business while you’re figuring out what to do if you’ve paralysed everyone with fear over what the future might bring. And you’re scared that they might think you’re not the right person to be in charge of [thing] if you don’t even know what you’re doing with it. Best not to say anything until you know exactly what’s going to happen and you can reassure them all, right? Nope. The people who are going to be affected by whatever it is that you don’t quite know all the details of yet aren’t stupid***. You wouldn’t have hired them if they were. They know something’s up because you’ve got your guilty face on and you keep pulling people into meeting rooms and looking vaguely worried. Here’s the deal: it’s a lot less stressful for everyone (including you) if you’re up front from the beginning. We took this approach during a recent company-wide reorganisation and got really positive feedback. People would much, much rather be told that something is going to happen but you’re not entirely sure what it is yet than have you wait until it’s all fixed up and then fait accompli the heck out of them. They will tell you this themselves if you ask them. And here’s why: by waiting until you know exactly what’s going on to communicate, you remove any agency that the people that the thing is going to happen to might otherwise have had. I know you’re scared that they might get scared – and that’s natural and kind of admirable – but it’s also patronising and infantilising. Ask someone whether they’d rather work on a project which has an openly uncertain future from the beginning, or one where everything’s great until it gets shut down with no forewarning, and very few people are going to tell you they’d prefer the latter. Uncertainty is humanising. It’s you admitting that you don’t have all the answers, which is great, because no one does. It allows you to be consultative – you can actually ask other people what they think and how they feel and what they’d like to do and what they think you should do, and they’ll thank you for it and feel listened to and respected as people and colleagues. Which is a really good reason to start talking to them about what’s going on as soon as you know something’s going on yourself. All of the above assumes you actually care about talking to the people who work with you and for you, and that you’d like to do the right thing by them. If that’s not the case, you can cheerfully disregard the advice here, but if it is, you might want to think about the ways above – and the inevitable countless other ways – that making internal communication about you and not about your audience could actually be doing the people you’re trying to communicate with a huge disservice. So take a deep breath and talk. For five minutes or so. About the important things. Not the other things. As soon as you possibly can. And you’ll be fine.   *Of course you do. You’re good at your job. Don’t worry. **This might not always be true, but it is most of the time. Other people who need to know the how will either be people who you’ve already identified as needing-to-know and thus part of the same set as the people in you’re area you’ve already discussed this with, or else they’ll ask you. But don’t bring this stuff up unless someone asks for it, because most of the people in the audience really don’t care and you’re wasting their time. ***I mean, they might be. But let’s give them the benefit of the doubt and assume they’re not.

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  • Big Data&rsquo;s Killer App&hellip;

    - by jean-pierre.dijcks
    Recently Keith spent  some time talking about the cloud on this blog and I will spare you my thoughts on the whole thing. What I do want to write down is something about the Big Data movement and what I think is the killer app for Big Data... Where is this coming from, ok, I confess... I spent 3 days in cloud land at the Cloud Connect conference in Santa Clara and it was quite a lot of fun. One of the nice things at Cloud Connect was that there was a track dedicated to Big Data, which prompted me to some extend to write this post. What is Big Data anyways? The most valuable point made in the Big Data track was that Big Data in itself is not very cool. Doing something with Big Data is what makes all of this cool and interesting to a business user! The other good insight I got was that a lot of people think Big Data means a single gigantic monolithic system holding gazillions of bytes or documents or log files. Well turns out that most people in the Big Data track are talking about a lot of collections of smaller data sets. So rather than thinking "big = monolithic" you should be thinking "big = many data sets". This is more than just theoretical, it is actually relevant when thinking about big data and how to process it. It is important because it means that the platform that stores data will most likely consist out of multiple solutions. You may be storing logs on something like HDFS, you may store your customer information in Oracle and you may store distilled clickstream information in some distilled form in MySQL. The big question you will need to solve is not what lives where, but how to get it all together and get some value out of all that data. NoSQL and MapReduce Nope, sorry, this is not the killer app... and no I'm not saying this because my business card says Oracle and I'm therefore biased. I think language is important, but as with storage I think pragmatic is better. In other words, some questions can be answered with SQL very efficiently, others can be answered with PERL or TCL others with MR. History should teach us that anyone trying to solve a problem will use any and all tools around. For example, most data warehouses (Big Data 1.0?) get a lot of data in flat files. Everyone then runs a bunch of shell scripts to massage or verify those files and then shoves those files into the database. We've even built shell script support into external tables to allow for this. I think the Big Data projects will do the same. Some people will use MapReduce, although I would argue that things like Cascading are more interesting, some people will use Java. Some data is stored on HDFS making Cascading the way to go, some data is stored in Oracle and SQL does do a good job there. As with storage and with history, be pragmatic and use what fits and neither NoSQL nor MR will be the one and only. Also, a language, while important, does in itself not deliver business value. So while cool it is not a killer app... Vertical Behavioral Analytics This is the killer app! And you are now thinking: "what does that mean?" Let's decompose that heading. First of all, analytics. I would think you had guessed by now that this is really what I'm after, and of course you are right. But not just analytics, which has a very large scope and means many things to many people. I'm not just after Business Intelligence (analytics 1.0?) or data mining (analytics 2.0?) but I'm after something more interesting that you can only do after collecting large volumes of specific data. That all important data is about behavior. What do my customers do? More importantly why do they behave like that? If you can figure that out, you can tailor web sites, stores, products etc. to that behavior and figure out how to be successful. Today's behavior that is somewhat easily tracked is web site clicks, search patterns and all of those things that a web site or web server tracks. that is where the Big Data lives and where these patters are now emerging. Other examples however are emerging, and one of the examples used at the conference was about prediction churn for a telco based on the social network its members are a part of. That social network is not about LinkedIn or Facebook, but about who calls whom. I call you a lot, you switch provider, and I might/will switch too. And that just naturally brings me to the next word, vertical. Vertical in this context means per industry, e.g. communications or retail or government or any other vertical. The reason for being more specific than just behavioral analytics is that each industry has its own data sources, has its own quirky logic and has its own demands and priorities. Of course, the methods and some of the software will be common and some will have both retail and service industry analytics in place (your corner coffee store for example). But the gist of it all is that analytics that can predict customer behavior for a specific focused group of people in a specific industry is what makes Big Data interesting. Building a Vertical Behavioral Analysis System Well, that is going to be interesting. I have not seen much going on in that space and if I had to have some criticism on the cloud connect conference it would be the lack of concrete user cases on big data. The telco example, while a step into the vertical behavioral part is not really on big data. It used a sample of data from the customers' data warehouse. One thing I do think, and this is where I think parts of the NoSQL stuff come from, is that we will be doing this analysis where the data is. Over the past 10 years we at Oracle have called this in-database analytics. I guess we were (too) early? Now the entire market is going there including companies like SAS. In-place btw does not mean "no data movement at all", what it means that you will do this on data's permanent home. For SAS that is kind of the current problem. Most of the inputs live in a data warehouse. So why move it into SAS and back? That all worked with 1 TB data warehouses, but when we are looking at 100TB to 500 TB of distilled data... Comments? As it is still early days with these systems, I'm very interested in seeing reactions and thoughts to some of these thoughts...

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  • PASS: 2013 Summit Location

    - by Bill Graziano
    HQ recently posted a brief update on our search for a location for 2013.  It includes links to posts by four Board members and two community members. I’d like to add my thoughts to the mix and ask you a question.  But I can’t give you a real understanding without telling you some history first. So far we’ve had the Summit in Chicago, San Francisco, Orlando, Dallas, Denver and Seattle.  Each has a little different feel and distinct memories.  I enjoyed getting drinks by the pool in Orlando after the sessions ended.  I didn’t like that our location in Dallas was so far away from all the nightlife.  Denver was in downtown but we had real challenges with hotels.  I enjoyed the different locations.  I always enjoyed the announcement during the third keynote with the location of the next Summit. There are two big events that impacted my thinking on the Summit location.  The first was our transition to the new management company in early 2007.  The event that September in Denver was put on with a six month planning cycle by a brand new headquarters staff.  It wasn’t perfect but came off much better than I had dared to hope.  It also moved us out of the cookie cutter conferences that we used to do into a model where we have a lot more control.  I think you’ll all agree that the production values of our last few Summits have been fantastic.  That Summit also led to our changing relationship with Microsoft.  Microsoft holds two seats on the PASS Board.  All the PASS Board members face the same challenge: we all have full-time jobs and PASS comes in second place professionally (or sometimes further back).  Starting in 2008 we were assigned a liaison from Microsoft that had a much larger block of time to coordinate with us.  That changed everything between PASS and Microsoft.  Suddenly we were talking to product marketing, Microsoft PR, their event team, the Tech*Ed team, the education division, their user group team and their field sales team – locally and internationally.  We strengthened our relationship with CSS, SQLCAT and the engineering teams.  We had exposure at the executive level that we’d never had before.  And their level of participation at the Summit changed from under 100 people to 400-500 people.  I think those 400+ Microsoft employees have value at a conference on Microsoft SQL Server.  For the first time, Seattle had a real competitive advantage over other cities. I’m one that looked very hard at staying in Seattle for a long, long time.  I think those Microsoft engineers have value to our attendees.  I think the increased support that Microsoft can provide when we’re in Seattle has value to our attendees.  But that doesn’t tell the whole story.  There’s a significant (and vocal!) percentage of our membership that wants the Summit outside Seattle.  Post-2007 PASS doesn’t know what it’s like to have a Summit outside of Seattle.  I think until we have a Summit in another city we won’t really know the trade-offs. I think a model where we move every third or every other year is interesting.  But until we have another Summit outside Seattle and we can evaluate the logistics and how important it is to have depth and variety in our Microsoft participation we won’t really know. Another benefit that comes with a move is variety or diversity.  I learn more when I’m exposed to new things and new people.  I believe that moving the Summit will give a different set of people an opportunity to attend. Grant Fritchey writes “It seems that the board is leaning, extremely heavily, towards making it a permanent fixture in Seattle.”  I don’t believe that’s true.  I know there was discussion of that earlier but I don’t believe it’s true now. And that brings me to my question.  Do we announce the city now or do we wait until the 2012 Summit?  I’m happy to announce Seattle vs. not-Seattle as soon as we sign the contract.  But I’d like to leave the actual city announcement until the 2011 Summit.  I like the drama and mystery of it.  I also like that it doesn’t give you a reason to skip a Summit and wait for the next one if it’s closer or back in Seattle.  The other side of the coin is that your planning is easier if you know where it is.  What do you think?

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  • How I Work: Staying Productive Whilst Traveling

    - by BuckWoody
    I travel a lot. Not like some folks that are gone every week, mind you, although in the last month I’ve been to: Cambridge, UK; Anchorage, AK; San Jose, CA; Copenhagen, DK, Boston, MA; and I’m currently en-route to Anaheim, CA.  While this many places in a month is a bit unusual for me, I would say I travel frequently. I’ve travelled most of my 28+ years in IT, and at one time was a consultant traveling weekly.   With that much time away from my primary work location, I have to find ways to stay productive. Some might say “just rest – take a nap!” – but I’m not able to do that. For one thing, I’m a very light sleeper and I’ve never slept on a plane - even a 30+ hour trip to New Zealand in Business Class - so that just isn’t option. I also am not always in the plane, of course. There’s the hotel, the taxi/bus/train, the airport and then all that over again when I arrive. Since my regular jobs have many demands, I have to get work done.   Note: No, I’m not always focused on work. I need downtime just like everyone else. Sometimes I just think, watch a movie or listen to tunes – and I give myself permission to do that anytime – sometimes the whole trip. I have too fewheartbeats left in life to only focus on work – it’s just not that important, and neither am I. Some of these tasks are letters to friends and family, or other personal things. What I’m talking about here is a plan, not some task list I have to follow. When I get to the location I’m traveling to, I always build in as much time as I can to ensure I enjoy those sights and the people I’m with. I would find traveling to be a waste if not for that.   The Unrealistic Expectation As I would evaluate the trip I was taking – say a 6-8 hour flight – I would expect to get 10-12 hours of work done. After all, there’s the time at the airport, the taxi and so on, and then of course the time in the air with all of the room, power, internet and everything else I needed to get my work done. I would pile up tasks at home, pack my bags, and head happily to the magical land of the TSA.   Right. On return from the trip, I had accomplished little, had more e-mails and other work that had piled up, and I was tired, hungry, and unorganized. This had to change. So, I decided to do three things: Segment my work Set realistic expectations Plan accordingly  Segmenting By Available Resources The first task was to decide what kind of work I could do in each location – if any. I found that I was dependent on a few things to get work done, such as power, the Internet, and a place to sit down. Before I fly, I take some time at home to get all of the work I’d like to accomplish while away segmented into these areas, and print that out on paper, which goes in my suit-coat pocket along with a mechanical pencil. I print my tickets, and I’m all set for the adventure ahead. Then I simply do each kind of work whenever I’m in that situation. No power There are certain times when I don’t have power available. But not only that, I might not even be able to use most of my electronics. So I now schedule as many phone calls as I can for the taxi/bus/train ride and the airports as I can. I have a paper notebook (Moleskine, of course) and a pencil and I print out any notes or numbers I need prior to the trip. Once I’m airborne or at the airport, I work on my laptop. I check and respond to e-mails, create slides, write code, do architecture, whatever I can.  If I can’t use any electronics, or once the power runs out, I schedule time for reading. I can read at the airport or anywhere, actually, even in-flight or any other transport. I “read with a pencil”, meaning I take a lot of notes, which I liketo put in OneNote, but since in most cases I don’t have power, I use the Moleskine to do that. Speaking of which, sometimes as I’m thinking I come up with new topics, ideas, blog posts, or things to teach in my classes. Once again I take out the notebook and write it down. All of these notes get a check-mark when I get back to the office and transfer the writing to OneNote. I’ve tried those “smart pens” and so on to automate this, but it just never works out. Pencil and paper are just fine. As I mentioned, sometime I just need to think. I’ll do nothing, and let my mind wander, thinking of nothing in particular, or some math problem or science question I’m interested in. My only issue with this is that I communicate tothink, and I don’t want to drive people crazy by being that guy that won’t shut up, so I think in a different way. Power, but no Internet or Phone If I have power but no Internet or phone, I focus on the laptop and the tablet as before, and I also recharge my other gadgets. Power, Internet, Phone and a Place to Work At first I thought that when I arrived at the hotel or event I could get the same amount of work done that I do at the office. Not so. There’s simply too many distractions, things you need, or other issues that allow this. Of course, Ican work on any device, read, think, write or whatever, but I am simply not as productive as I am in my home office. So I plan for about 25-50% as much work getting done in this environment as I think I could really do. I’ve done some measurements, and this holds out to be true almost every time. The key is that I re-set my expectations (and my co-worker’s expectations as well) that this is the case. I use the Out-Of-Office notices to let people know that I’m just not going to be 100% at this time – it’s hard for everyone, but it’s more honest and realistic, and I’d rather they know that – and that I realize that – than to let them think I’m totally available. Because I’m not – I’m traveling. I don’t tend to put too much detail, because after all I don’t necessarily want to let people know when I’m not home :) but I do think it’s important to let people that depend on my know that I’ll get back with them later. I hope this helps you think through your own methodology of staying productive when you travel. Or perhaps you just go offline, and don’t worry about any of this – good for you! That’s completely valid as well.   (Oh, and yes, I wrote this at 35K feet, on Alaska Airlines on a trip. :)  Practice what you preach, Buck.)

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  • Windows 8/Surface Lunch Event Summary

    - by Tim Murphy
    Today was a big day for Microsoft with two separate launch event.  The first for Windows 8 and all of it’s hardware partners.  The second was specifically to introduce the Microsoft Windows 8 Surface tablet.  Below are some of the take-aways I got from the webcasts. Windows 8 Launch The three general area that Microsoft focused on were the release of the OS itself, the public unveiling of the Windows Store and the new devices available from its hardware partners. The release of the OS focused on the fact that it will be available at mid-night tonight for both new PCs and for upgrades.  I can’t say that this interested me that much since it was already known to most people.  I think what they did show well was how easy the OS really is to use. The Windows Store is also not a new feature to those of us who have been running the pre-release versions of Windows 8 or have owned Windows Phone 7 for the past 2 years.  What was interesting is that the Windows Store launches with more apps available than any other platforms store at their respective launch.  I think this says a lot about how Microsoft focuses on the ability of developers to create software and make it available.  The of course were sure to emphasize that the Windows Store has better monetary terms for developers than its competitors. The also showed off the fact that XBox Music streaming is available for to all Windows 8 user for free.  Couple this with the Bing suite of apps that give you news, weather, sports and finance right out of the box and I think most people will find the environment a joy to use. I think the hardware demo, while quick and furious, really show where Windows shine: CHOICE!  They made a statement that over 1000 devices have been certified for Windows 8.  They showed tablets, laptops, desktops, all-in-ones and convertibles.  Since these devices have industry standard connectors they give a much wider variety of accessories and devices that you can use with them. Steve Balmer then came on stage and tried to see how many times he could use the “magical”.  He focused on how the Windows 8 OS is designed to integrate with SkyDrive, Skype and Outlook.com.  He also enforced that they think Windows 8 is the best choice for the Enterprise when it comes to protecting data and integrating across devices including Windows Phone 8. With that we were left to wait for the second event of the day. Surface Launch The second event of the day started with kids with magnets.  Ok, they were adults, but who doesn’t like playing with magnets.  Steven Sinofsky detached and reattached the Surface keyboard repeatedly, clearly enjoying himself.  It turns out that there are 4 magnets in the cover, 2 for alignment and 2 as connectors. They then went to giving us the details on the display.  The 10.6” display is optically bonded to the case and is optimized to reduce glare.  I think this came through very well in the demonstrations. The properties of the case were also a great selling point.  The VaporMg allowed them to drop the device on stage, on purpose, and continue working.  Of course they had to bring out the skate boards made from Surface devices. “It just has to feel right” was the reason they gave for many of their design decisions from the weight and size of the device to the way the kickstand and camera work together.  While this gave you the feeling that the whole process was trial and error you could tell that a lot of science went into the specs.  This included making sure that the magnets were strong enough to hold the cover on and still have a 3 year old remove the cover without effort. I am glad that they also decided the a USB port would be part of the spec since it give so many options.  They made the point that this allows Surface to leverage over 420 million existing devices.  That works for me. The last feature that I really thought was important was the microSD port.  Begin stuck with the onboard memory has been an aggravation of mine with many of the devices in the market today. I think they did job of really getting the audience to understand why you want this platform and this particular device.  Using personal examples like creating a video of a birthday party and being in it or the fact that the device was being used to live blog the event and control the lights and presentation.  They showed very well that it was not only fun but very capable of getting real work done.  Handing out tablets to the crowd didn’t hurt either.  In the end I really wanted a Surface even though I really have no need for one on a daily basis.  Great job Microsoft! del.icio.us Tags: Windows 8,Win8,Windows 8 Luanch

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  • Technology vs. Antiquated Methods

    - by AreYouSerious
    So Here I am talking with my Program lead, about technology, and how while my father is the VP of a major company, he still doesn't have a blackberry, or a smart phone. and I think it's funny. Most people would say it's a generational thing. That because he's older, he dosen't accept technology, and that's why. I have trouble swallowing that because this is the same man, who bought a satellite radio for his car, and made sure that the printer for the house was networked so that his and my mom's laptop could print wirelessly from the living room through their wireless network. I think it has to do with more with necessity, and partially with finical responsibility. My father is very financially conciencious. Think about it yourself. you pay for internet at your home. You have internet access at your office. But if you get a smart phone you're going to pay almost the same amount just for that access. A lot of people take it as just another fixed cost... I'm one of those. I don't even think about it, as I check my facebook from the bus, train, or even while sitting in traffic... The convience of having connection everywhere outweigh the financial responsible person screaming at in the back of my mind. However This conversation lead us to another venue of discussion.... what happens when the power dies. if you left your charger at home, or you phone or navi just stops working... are you going to be able to continue on as you did when it was working... let take the navi as an example... if your navi stops working, how many of you know how to use a map, and navigate? can you even find where you are on a map using the cross streets that your stopped at? This is a skill that unfortunatelly is overlooked these days in the child rearing process. Most people don't see the value, while some others can't do it themselves, so how can they teach their offspring? Take another example.... what if your phone gets lost... or stolen, or you drive over it? do you have the numbers in their memorized? are they recorded somewhere? I know that if it weren't for google sync I wouldn't have them backed up... not sufficiently. And what good does that do if you're in timbuckto and your phone dies, think you can get on the internet to look up those numbers? Don't get me wrong. I'm the first to see the value in technology, and am willing to pay the price to not have to wait for prices to come down. I will pay extra to have that newest thing right now. but let me tell you what.... I know that should I ever procreate it will be a requirement for my offspring (children) to learn how to do something manually before I'll let them use technology. Food for thought?? Let everyone else know what you think.... just sayin'

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  • Extending NerdDinner: Adding Geolocated Flair

    - by Jon Galloway
    NerdDinner is a website with the audacious goal of “Organizing the world’s nerds and helping them eat in packs.” Because nerds aren’t likely to socialize with others unless a website tells them to do it. Scott Hanselman showed off a lot of the cool features we’ve added to NerdDinner lately during his popular talk at MIX10, Beyond File | New Company: From Cheesy Sample to Social Platform. Did you miss it? Go ahead and watch it, I’ll wait. One of the features we wanted to add was flair. You know about flair, right? It’s a way to let folks who like your site show it off in their own site. For example, here’s my StackOverflow flair: Great! So how could we add some of this flair stuff to NerdDinner? What do we want to show? If we’re going to encourage our users to give up a bit of their beautiful website to show off a bit of ours, we need to think about what they’ll want to show. For instance, my StackOverflow flair is all about me, not StackOverflow. So how will this apply to NerdDinner? Since NerdDinner is all about organizing local dinners, in order for the flair to be useful it needs to make sense for the person viewing the web page. If someone visits from Egypt visits my blog, they should see information about NerdDinners in Egypt. That’s geolocation – localizing site content based on where the browser’s sitting, and it makes sense for flair as well as entire websites. So we’ll set up a simple little callout that prompts them to host a dinner in their area: Hopefully our flair works and there is a dinner near your viewers, so they’ll see another view which lists upcoming dinners near them: The Geolocation Part Generally website geolocation is done by mapping the requestor’s IP address to a geographic area. It’s not an exact science, but I’ve always found it to be pretty accurate. There are (at least) three ways to handle it: You pay somebody like MaxMind for a database (with regular updates) that sits on your server, and you use their API to do lookups. I used this on a pretty big project a few years ago and it worked well. You use HTML 5 Geolocation API or Google Gears or some other browser based solution. I think those are cool (I use Google Gears a lot), but they’re both in flux right now and I don’t think either has a wide enough of an install base yet to rely on them. You might want to, but I’ve heard you do all kinds of crazy stuff, and sometimes it gets you in trouble. I don’t mean talk out of line, but we all laugh behind your back a bit. But, hey, it’s up to you. It’s your flair or whatever. There are some free webservices out there that will take an IP address and give you location information. Easy, and works for everyone. That’s what we’re doing. I looked at a few different services and settled on IPInfoDB. It’s free, has a great API, and even returns JSON, which is handy for Javascript use. The IP query is pretty simple. We hit a URL like this: http://ipinfodb.com/ip_query.php?ip=74.125.45.100&timezone=false … and we get an XML response back like this… <?xml version="1.0" encoding="UTF-8"?> <Response> <Ip>74.125.45.100</Ip> <Status>OK</Status> <CountryCode>US</CountryCode> <CountryName>United States</CountryName> <RegionCode>06</RegionCode> <RegionName>California</RegionName> <City>Mountain View</City> <ZipPostalCode>94043</ZipPostalCode> <Latitude>37.4192</Latitude> <Longitude>-122.057</Longitude> </Response> So we’ll build some data transfer classes to hold the location information, like this: public class LocationInfo { public string Country { get; set; } public string RegionName { get; set; } public string City { get; set; } public string ZipPostalCode { get; set; } public LatLong Position { get; set; } } public class LatLong { public float Lat { get; set; } public float Long { get; set; } } And now hitting the service is pretty simple: public static LocationInfo HostIpToPlaceName(string ip) { string url = "http://ipinfodb.com/ip_query.php?ip={0}&timezone=false"; url = String.Format(url, ip); var result = XDocument.Load(url); var location = (from x in result.Descendants("Response") select new LocationInfo { City = (string)x.Element("City"), RegionName = (string)x.Element("RegionName"), Country = (string)x.Element("CountryName"), ZipPostalCode = (string)x.Element("CountryName"), Position = new LatLong { Lat = (float)x.Element("Latitude"), Long = (float)x.Element("Longitude") } }).First(); return location; } Getting The User’s IP Okay, but first we need the end user’s IP, and you’d think it would be as simple as reading the value from HttpContext: HttpContext.Current.Request.UserHostAddress But you’d be wrong. Sorry. UserHostAddress just wraps HttpContext.Current.Request.ServerVariables["REMOTE_ADDR"], but that doesn’t get you the IP for users behind a proxy. That’s in another header, “HTTP_X_FORWARDED_FOR". So you can either hit a wrapper and then check a header, or just check two headers. I went for uniformity: string SourceIP = string.IsNullOrEmpty(Request.ServerVariables["HTTP_X_FORWARDED_FOR"]) ? Request.ServerVariables["REMOTE_ADDR"] : Request.ServerVariables["HTTP_X_FORWARDED_FOR"]; We’re almost set to wrap this up, but first let’s talk about our views. Yes, views, because we’ll have two. Selecting the View We wanted to make it easy for people to include the flair in their sites, so we looked around at how other people were doing this. The StackOverflow folks have a pretty good flair system, which allows you to include the flair in your site as either an IFRAME reference or a Javascript include. We’ll do both. We have a ServicesController to handle use of the site information outside of NerdDinner.com, so this fits in pretty well there. We’ll be displaying the same information for both HTML and Javascript flair, so we can use one Flair controller action which will return a different view depending on the requested format. Here’s our general flow for our controller action: Get the user’s IP Translate it to a location Grab the top three upcoming dinners that are near that location Select the view based on the format (defaulted to “html”) Return a FlairViewModel which contains the list of dinners and the location information public ActionResult Flair(string format = "html") { string SourceIP = string.IsNullOrEmpty( Request.ServerVariables["HTTP_X_FORWARDED_FOR"]) ? Request.ServerVariables["REMOTE_ADDR"] : Request.ServerVariables["HTTP_X_FORWARDED_FOR"]; var location = GeolocationService.HostIpToPlaceName(SourceIP); var dinners = dinnerRepository. FindByLocation(location.Position.Lat, location.Position.Long). OrderByDescending(p => p.EventDate).Take(3); // Select the view we'll return. // Using a switch because we'll add in JSON and other formats later. string view; switch (format.ToLower()) { case "javascript": view = "JavascriptFlair"; break; default: view = "Flair"; break; } return View( view, new FlairViewModel { Dinners = dinners.ToList(), LocationName = string.IsNullOrEmpty(location.City) ? "you" : String.Format("{0}, {1}", location.City, location.RegionName) } ); } Note: I’m not in love with the logic here, but it seems like overkill to extract the switch statement away when we’ll probably just have two or three views. What do you think? The HTML View The HTML version of the view is pretty simple – the only thing of any real interest here is the use of an extension method to truncate strings that are would cause the titles to wrap. public static string Truncate(this string s, int maxLength) { if (string.IsNullOrEmpty(s) || maxLength <= 0) return string.Empty; else if (s.Length > maxLength) return s.Substring(0, maxLength) + "..."; else return s; }   So here’s how the HTML view ends up looking: <%@ Page Title="" Language="C#" Inherits="System.Web.Mvc.ViewPage<FlairViewModel>" %> <%@ Import Namespace="NerdDinner.Helpers" %> <%@ Import Namespace="NerdDinner.Models" %> <!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Strict//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-strict.dtd"> <html xmlns="http://www.w3.org/1999/xhtml"> <head> <title>Nerd Dinner</title> <link href="/Content/Flair.css" rel="stylesheet" type="text/css" /> </head> <body> <div id="nd-wrapper"> <h2 id="nd-header">NerdDinner.com</h2> <div id="nd-outer"> <% if (Model.Dinners.Count == 0) { %> <div id="nd-bummer"> Looks like there's no Nerd Dinners near <%:Model.LocationName %> in the near future. Why not <a target="_blank" href="http://www.nerddinner.com/Dinners/Create">host one</a>?</div> <% } else { %> <h3> Dinners Near You</h3> <ul> <% foreach (var item in Model.Dinners) { %> <li> <%: Html.ActionLink(String.Format("{0} with {1} on {2}", item.Title.Truncate(20), item.HostedBy, item.EventDate.ToShortDateString()), "Details", "Dinners", new { id = item.DinnerID }, new { target = "_blank" })%></li> <% } %> </ul> <% } %> <div id="nd-footer"> More dinners and fun at <a target="_blank" href="http://nrddnr.com">http://nrddnr.com</a></div> </div> </div> </body> </html> You’d include this in a page using an IFRAME, like this: <IFRAME height=230 marginHeight=0 src="http://nerddinner.com/services/flair" frameBorder=0 width=160 marginWidth=0 scrolling=no></IFRAME> The Javascript view The Javascript flair is written so you can include it in a webpage with a simple script include, like this: <script type="text/javascript" src="http://nerddinner.com/services/flair?format=javascript"></script> The goal of this view is very similar to the HTML embed view, with a few exceptions: We’re creating a script element and adding it to the head of the document, which will then document.write out the content. Note that you have to consider if your users will actually have a <head> element in their documents, but for website flair use cases I think that’s a safe bet. Since the content is being added to the existing page rather than shown in an IFRAME, all links need to be absolute. That means we can’t use Html.ActionLink, since it generates relative routes. We need to escape everything since it’s being written out as strings. We need to set the content type to application/x-javascript. The easiest way to do that is to use the <%@ Page ContentType%> directive. <%@ Page Language="C#" Inherits="System.Web.Mvc.ViewPage<NerdDinner.Models.FlairViewModel>" ContentType="application/x-javascript" %> <%@ Import Namespace="NerdDinner.Helpers" %> <%@ Import Namespace="NerdDinner.Models" %> document.write('<script>var link = document.createElement(\"link\");link.href = \"http://nerddinner.com/content/Flair.css\";link.rel = \"stylesheet\";link.type = \"text/css\";var head = document.getElementsByTagName(\"head\")[0];head.appendChild(link);</script>'); document.write('<div id=\"nd-wrapper\"><h2 id=\"nd-header\">NerdDinner.com</h2><div id=\"nd-outer\">'); <% if (Model.Dinners.Count == 0) { %> document.write('<div id=\"nd-bummer\">Looks like there\'s no Nerd Dinners near <%:Model.LocationName %> in the near future. Why not <a target=\"_blank\" href=\"http://www.nerddinner.com/Dinners/Create\">host one</a>?</div>'); <% } else { %> document.write('<h3> Dinners Near You</h3><ul>'); <% foreach (var item in Model.Dinners) { %> document.write('<li><a target=\"_blank\" href=\"http://nrddnr.com/<%: item.DinnerID %>\"><%: item.Title.Truncate(20) %> with <%: item.HostedBy %> on <%: item.EventDate.ToShortDateString() %></a></li>'); <% } %> document.write('</ul>'); <% } %> document.write('<div id=\"nd-footer\"> More dinners and fun at <a target=\"_blank\" href=\"http://nrddnr.com\">http://nrddnr.com</a></div></div></div>'); Getting IP’s for Testing There are a variety of online services that will translate a location to an IP, which were handy for testing these out. I found http://www.itouchmap.com/latlong.html to be most useful, but I’m open to suggestions if you know of something better. Next steps I think the next step here is to minimize load – you know, in case people start actually using this flair. There are two places to think about – the NerdDinner.com servers, and the services we’re using for Geolocation. I usually think about caching as a first attack on server load, but that’s less helpful here since every user will have a different IP. Instead, I’d look at taking advantage of Asynchronous Controller Actions, a cool new feature in ASP.NET MVC 2. Async Actions let you call a potentially long-running webservice without tying up a thread on the server while waiting for the response. There’s some good info on that in the MSDN documentation, and Dino Esposito wrote a great article on Asynchronous ASP.NET Pages in the April 2010 issue of MSDN Magazine. But let’s think of the children, shall we? What about ipinfodb.com? Well, they don’t have specific daily limits, but they do throttle you if you put a lot of traffic on them. From their FAQ: We do not have a specific daily limit but queries that are at a rate faster than 2 per second will be put in "queue". If you stay below 2 queries/second everything will be normal. If you go over the limit, you will still get an answer for all queries but they will be slowed down to about 1 per second. This should not affect most users but for high volume websites, you can either use our IP database on your server or we can whitelist your IP for 5$/month (simply use the donate form and leave a comment with your server IP). Good programming practices such as not querying our API for all page views (you can store the data in a cookie or a database) will also help not reaching the limit. So the first step there is to save the geolocalization information in a time-limited cookie, which will allow us to look up the local dinners immediately without having to hit the geolocation service.

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  • A new name for unit tests

    - by Will
    I never used to like unit testing. I always thought it increased the amount of work I had to do. Turns out, that's only true in terms of the actual number of lines of code you write and furthermore, this is completely offset by the increase in the number of lines of useful code that you can write in an hour with tests and test driven development. Now I love unit tests as they allow me to write useful code, that quite often works first time! (knock on wood) I have found that people are reluctant to do unit tests or start a project with test driven development if they are under strict time-lines or in an environment where others don't do it, so they don't. Kinda like, a cultural refusal to even try. I think one of the most powerful things about unit testing is the confidence that it gives you to undertake refactoring. It also gives new found hope, that I can give my code to someone else to refactor/improve, and if my unit tests still work, I can use the new version of the library that they modified, pretty much, without fear. It's this last aspect of unit testing that I think needs a new name. The unit test is more like a contract of what this code should do now, and in the future. When I hear the word testing, I think of mice in cages, with multiple experiments done on them to see the effectiveness of a compound. This is not what unit testing is, we're not trying out different code to see what is the most affective approach, we're defining what outputs we expect with what inputs. In the mice example, unit tests are more like the definitions of how the universe will work as opposed to the experiments done on the mice. Am I on crack or does anyone else see this refusal to do testing and do they think it's a similar reason they don't want to do it? What reasons do you / others give for not testing? What do you think their motivations are in not unit testing? And as a new name for unit testing that might get over some of the objections, how about jContract? (A bit Java centric I know :), or Unit Contracts?

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  • How and when to ask for a pay raise?

    - by Nico
    When should one ask for a pay raise? Will I know when the time is right for a pay raise? or should I just think "I deserve a pay raise for X and Y." When would be a moment to ask for a pay grade? For instance, if you are in a company that outsources to others, could it be the right moment to ask when they move you to a different physical workplace? Maybe a few weeks/months after you started working as a consultant at the client? Should you ask for one after engaging new technologies or something you've never worked with before? In short, should you ask for a raise for a "business motive" (they move you, they assign you new responsibilities), a "professional motive" (you are required to learn new languages or technologies), or a "personal motive" (you are having twins, your mother died and you need to arrange the funeral), or are all of the above potentially valid motives? How should one ask for it? Asking for a pay raise can be difficult for some people, how you deal with this? Do you just walk up to your manager and tell him "I need more money", "I think I deserve a pay raise"? Do you suggest you might have other offers on the table? Couldn't this be counterproductive if you actually really want to stay in the company you are in (because you like the environment, made a few friends, and like all the features they give you besides your pay grade; say: free sodas, parties, after-offices that happen pretty often, a ps3 you can grab when you are tired or want to chill out, courses, english classes, football games, etc, etc. [these would be my reasons not to leave]). I mean, how would you ask for a pay raise, effectively, but without pretending to threaten to leave the company if you don't get it? Because you don't actually want to. How would you deal with their answer? If they tell you they don't think you deserve a raise, would you ask for their reasons, would you get furious and trash the room? If they give you their reasons why they think you don't deserve a pay raise yet, would you discuss this with them or just take their opinion as factual? What if they ask you how much more you think you deserve to be being paid? Should you have thought this before-hand, or expect them to set the new grade? If they do agree to a pay raise, should you expect extra work to be thrown your way, or should everything remain the same, except your pay grade?

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  • Documenting sp_ssiscatalog

    - by jamiet
    What is the best way to document an API? Moreover, what is the best way to document a T-SQL API? Before I try to answer those questions I should explain what I mean by “a T-SQL API”. I think of an API as being a collection of well-defined, known, code modules that provide some notion of a service to whomever uses it; in T-SQL terms I tend to think of a collection of stored procedures and functions as a form of API. Its a loose definition, I admit, and in SQL Server circles we don’t tend to think of stored procedures collectively as an API but if you think about it that’s exactly what they are. The question of how to document a T-SQL API came to my mind as I worked on sp_ssiscatalog. How could I make it easy for people to learn about the capabilities of sp_ssiscatalog without forcing them to dig through the code and find out for themselves? My opening gambit was to write documentation pages on the wiki at http://ssisreportingpack.codeplex.com. That’s kinda useful but it does suffer the disadvantage that someone using sp_ssiscatalog needs to go visit a webpage to read it – I want the documentation to be available wherever the user is using sp_ssiscatalog. Moreover, maintaining the wiki is a real PITA. Intellisense works up to a point, I guess: but that only shows whatever SQL Server knows about the various parameters, which isn’t all that much! I wanted a better way for my API users to learn about its capabilities and so I hit upon the idea of simply using PRINT statements within the code itself to inform the user what options are available; hence I added such PRINT statements in the latest check-in. Now when you execute (for example): EXEC sp_ssiscatalog @operation_type='execs' you can hit F6 a few times to view the messages pane and you shall see something like this: Notice that I’m returning information about all the parameters that can be used to affect the results that just got returned. I really do think this will be very useful to anyone using sp_ssiscatalog; I myself am always forgetting what the parameters are and I wrote the damn thing so I can’t really expect anyone else to remember them. I have not yet made available a release that has these changes in it but when I do I’ll blog about it right here. At the time of writing the latest available release of sp_ssiscatalog is DB v1.0.1.0 but if you want to the latest and greatest simply download it straight from source. Feedback is welcome as always. @Jamiet

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  • Podcast Show Notes: Collaborate 10 Wrap-Up - Conclusion

    - by Bob Rhubart
    Both parts of my conversation with a small army of people at Collaborate 10 are now available. Listen to Part 1 Listen to Part 2   Here’s the complete list of participants: Floyd Teter - Project Manager at Jet Propulsion Lab, OAUG Board Blog | Twitter | LinkedIn | Oracle Mix | Oracle ACE Profile Mark Rittman - EMEA Technical Director and Co-Founder, Rittman Mead,  ODTUG Board Blog | Twitter | LinkedIn | Oracle Mix | Oracle ACE Profile Chet Justice - OBI Consultant at BI Wizards Blog | Twitter | LinkedIn | Oracle Mix | Oracle ACE Profile Elke Phelps - Oracle Applications DBA at Humana, OAUG SIG Chair Blog | LinkedIn | Oracle Mix | Book | Oracle ACE Profile Paul Jackson - Oracle Applications DBA at Humana Blog | LinkedIn | Oracle Mix | Book Srini Chavali - Enterprise Database & Tools Leader at Cummins, Inc Blog | LinkedIn | Oracle Mix Dave Ferguson – President, Oracle Applications Users Group LinkedIn | OAUG Profile John King - Owner, King Training Resources Website | LinkedIn | Oracle Mix Gavyn Whyte - Project Portfolio Manager at iFactory Consulting Blog | Twitter | LinkedIn | Oracle Mix John Nicholson - Channels & Alliances at Greenlight Technologies Website | LinkedIn   del.icio.us Tags: oracle,otn,collborate 10,c10,oracle ace program,archbeat,arch2arch,oaug,odtug,las vegas Technorati Tags: oracle,otn,collborate 10,c10,oracle ace program,archbeat,arch2arch,oaug,odtug,las vegas

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  • The Changing Face of PASS

    - by Bill Graziano
    I’m starting my sixth year on the PASS Board.  I served two years as the Program Director, two years as the Vice-President of Marketing and I’m starting my second year as the Executive Vice-President of Finance.  There’s a pretty good chance that if PASS has done something you don’t like or is doing something you don’t like, that I’m involved in one way or another. Andy Leonard asked in a comment on his blog if the Board had ever reversed itself based on community input.  He asserted that it hadn’t.  I disagree.  I’m not going to try and list all the changes we make inside portfolios based on feedback from and meetings with the community.  I’m going to focus on major governance issues since I was elected to the Board. Management Company The first big change was our management company.  Our old management company had a standard approach to running a non-profit.  It worked well when PASS was launched.  Having a ready-made structure and process to run the organization enabled the organization to grow quickly.  As time went on we were limited in some of the things we wanted to do.  The more involved you were with PASS, the more you saw these limitations.  Key volunteers were regularly providing feedback that they wanted certain changes that were difficult for us to accomplish.  The Board at that time wanted changes that were difficult or impossible to accomplish under that structure. This was not a simple change.  Imagine a $2.5 million dollar company letting all its employees go on a Friday and starting with a new staff on Monday.  We also had a very narrow window to accomplish that so that we wouldn’t affect the Summit – our only source of revenue.  We spent the year after the change rebuilding processes and putting on the Summit in Denver.  That’s a concrete example of a huge change that PASS made to better serve its members.  And it was a change that many in the community were telling us we needed to make. Financials We heard regularly from our members that they wanted our financials posted.  Today on our web site you can find audited financials going back to 2004.  We publish our budget at the start of each year.  If you ask a question about the financials on the PASS site I do my best to answer it.  I’m also trying to do a better job answering financial questions posted in other locations.  (And yes, I know I owe a few of you some blog posts.) That’s another concrete example of a change that our members asked for that the Board agreed was a good decision. Minutes When I started on the Board the meeting minutes were very limited.  The minutes from a two day Board meeting might fit on one page.  I think we did the bare minimum we were legally required to do.  Today Board meeting minutes run from 5 to 12 pages and go into incredible detail on what we talk about.  There are certain topics that are NDA but where possible we try to list the topic we discussed but that the actual discussion was under NDA.  We also publish the agenda of Board meetings ahead of time. This is another specific example where input from the community influenced the decision.  It was certainly easier to have limited minutes but I think the extra effort helps our members understand what’s going on. Board Q&A At the 2009 Summit the Board held its first public Q&A with our members.  We’d always been available individually to answer questions.  There’s a benefit to getting us all in one room and asking the really hard questions to watch us squirm.  We learn what questions we don’t have good answers for.  We get to see how many people in the crowd look interested in the various questions and answers. I don’t recall the genesis of how this came about.  I’m fairly certain there was some community pressure though. Board Votes Until last November, the Board only reported the vote totals and not how individual Board members voted.  That was one of the topics at a great lunch I had with Tim Mitchell and Kendal van Dyke at the Summit.  That was also the topic of the first question asked at the Board Q&A by Kendal.  Kendal expressed his opposition to to anonymous votes clearly and passionately and without trying to paint anyone into a corner.  Less than 24 hours later the PASS Board voted to make individual votes public unless the topic was under NDA.  That’s another area where the Board decided to change based on feedback from our members. Summit Location While this isn’t actually a governance issue it is one of the more public decisions we make that has taken some public criticism.  There is a significant portion of our members that want the Summit near them.  There is a significant portion of our members that like the Summit in Seattle.  There is a significant portion of our members that think it should move around the country.  I was one that felt strongly that there were significant, tangible benefits to our attendees to being in Seattle every year.  I’m also one that has been swayed by some very compelling arguments that we need to have at least one outside Seattle and then revisit the decision.  I can’t tell you how the Board will vote but I know the opinion of our members weighs heavily on the decision. Elections And that brings us to the grand-daddy of all governance issues.  My thesis for this blog post is that the PASS Board has implemented policy changes in response to member feedback.  It isn’t to defend or criticize our election process.  It’s just to say that is has been under going continuous change since I’ve been on the Board.  I ran for the Board in the fall of 2005.  I don’t know much about what happened before then.  I was actively volunteering for PASS for four years prior to that as a chapter leader and on the program committee.  I don’t recall any complaints about elections but that doesn’t mean they didn’t occur.  The questions from the Nominating Committee (NomCom) were trivial and the selection process rudimentary (For example, “Tell us about your accomplishments”).  I don’t even remember who I ran against or how many other people ran.  I ran for the VP of Marketing in the fall of 2007.  I don’t recall any significant changes the Board made in the election process for that election.  I think a lot of the changes in 2007 came from us asking the management company to work on the election process.  I was expecting a similar set of puff ball questions from my previous election.  Boy, was I in for a shock.  The NomCom had found a much better set of questions and really made the interview portion difficult.  The questions were much more behavioral in nature.  I’d already written about my vision for PASS and my goals.  They wanted to know how I handled adversity, how I handled criticism, how I handled conflict, how I handled troublesome volunteers, how I motivated people and how I responded to motivation. And many, many other things. They grilled me for over an hour.  I’ve done a fair bit of technical sales in my time.  I feel I speak well under pressure addressing pointed questions.  This interview intentionally put me under pressure.  In addition to wanting to know about my interpersonal skills, my work experience, my volunteer experience and my supervisory experience they wanted to see how I’d do under pressure.  They wanted to see who would respond under pressure and who wouldn’t.  It was a bit of a shock. That was the first big change I remember in the election process.  I know there were other improvements around the process but none of them stick in my mind quite like the unexpected hour-long grilling. The next big change I remember was after the 2009 elections.  Andy Warren was unhappy with the election process and wanted to make some changes.  He worked with Hannes at HQ and they came up with a better set of processes.  I think Andy moved PASS in the right direction.  Nonetheless, after the 2010 election even more people were very publicly clamoring for changes to our election process.  In August of 2010 we had a choice to make.  There were numerous bloggers criticizing the Board and our upcoming election.  The easy change would be to announce that we were changing the process in a way that would satisfy our critics.  I believe that a knee-jerk response to criticism is seldom correct. Instead the Board spent August and September and October and November listening to the community.  I visited two SQLSaturdays and asked questions of everyone I could.  I attended chapter meetings and asked questions of as many people as they’d let me.  At Summit I made it a point to introduce myself to strangers and ask them about the election.  At every breakfast I’d sit down at a table full of strangers and ask about the election.  I’m happy to say that I left most tables arguing about the election.  Most days I managed to get 2 or 3 breakfasts in. I spent less time talking to people that had already written about the election.  They were already expressing their opinion.  I wanted to talk to people that hadn’t spoken up.  I wanted to know what the silent majority thought.  The Board all attended the Q&A session where our members expressed their concerns about a variety of issues including the election. The PASS Board also chose to create the Election Review Committee.  We wanted people from the community that had been involved with PASS to look at our election process with fresh eyes while listening to what the community had to say and give us some advice on how we could improve the process.  I’m a part of this as is Andy Warren.  None of the other members are on the Board.  I’ve sat in numerous calls and interviews with this group and attended an open meeting at the Summit.  We asked anyone that wanted to discuss the election to come speak with us.  The ERC held an open meeting at the Summit and invited anyone to attend.  There are forums on the ERC web site where we’ve invited people to participate.  The ERC has reached to key people involved in recent elections.  The years that I haven’t mentioned also saw minor improvements in the election process.  Off the top of my head I don’t recall what exact changes were made each year.  Specifically since the 2010 election we’ve gone out of our way to seek input from the community about the process.  I’m not sure what more we could have done to invite feedback from the community. I think to say that we haven’t “fixed” the election process isn’t a fair criticism at this time.  We haven’t rushed any changes through the process.  If you don’t see any changes in our election process in July or August then I think it’s fair to criticize us for ignoring the community or ask for an explanation for what we’ve done. In Summary Andy’s main point was that the PASS Board hasn’t changed in response to our members wishes.  I think I’ve shown that time and time again the PASS Board has changed in response to what our members want.  There are only two outstanding issues: Summit location and elections.  The 2013 Summit location hasn’t been decided yet.  Our work on the elections is also in progress.  And at every step in the election review we’ve gone out of our way to listen to the community and incorporate their feedback on the process. I also hope I’m not encouraging everyone that wants some change in the organization to organize a “blog rush” against the Board.  We take public suggestions very seriously but we also take the time to evaluate those suggestions and learn what the rest of our members think and make a measured decision.

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  • links for 2010-06-14

    - by Bob Rhubart
    White Paper: Application Portfolio Rationalization: How IT Standardization Fuels Growth Co-authors Hamidou Dia and Roy Hunter describe an Enterprise Architecture approach to application portfolio rationalization. (tags: oracle otn entarch) @soatoday: Cloud & Compliance: Write a Solid Prenup "Think of your cloud contract as a prenuptial agreement," says Oracle ACE Director Jordan Braunstein. "There must be clear recourse and commitments." (tags: soa cloud oracleace entarch) @fteter: Resilience and Relationships "Take a look at your own enterprise architecture with these ideas in mind," suggests Oracle ACE Director Floyd Teter, "and see if your outlook doesn't change." (tags: entarch complexity oracleace) @lucasjellema: Calling an EJB from a SOA Composite Application using the EJB Binding based on Java Interface Oracle ACE Director Lucas Jellema illustrates the use of one of several new capabilities in Oracle SOA Suite 11g R1 Patch Set 2 (11.1.1.3.0). (tags: soa oracleace middleware soasuite oracle)

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  • PASS: Bylaw Changes

    - by Bill Graziano
    While you’re reading this, a post should be going up on the PASS blog on the plans to change our bylaws.  You should be able to find our old bylaws, our proposed bylaws and a red-lined version of the changes.  We plan to listen to feedback until March 31st.  At that point we’ll decide whether to vote on these changes or take other action. The executive summary is that we’re adding a restriction to prevent more than two people from the same company on the Board and eliminating the Board’s Officer Appointment Committee to have Officers directly elected by the Board.  This second change better matches how officer elections have been conducted in the past. The Gritty Details Our scope was to change bylaws to match how PASS actually works and tackle a limited set of issues.  Changing the bylaws is hard.  We’ve been working on these changes since the March board meeting last year.  At that meeting we met and talked through the issues we wanted to address.  In years past the Board has tried to come up with language and then we’ve discussed and negotiated to get to the result.  In March, we gave HQ guidance on what we wanted and asked them to come up with a starting point.  Hannes worked on building us an initial set of changes that we could work our way through.  Discussing changes like this over email is difficult wasn’t very productive.  We do a much better job on this at the in-person Board meetings.  Unfortunately there are only 2 or 3 of those a year. In August we met in Nashville and spent time discussing the changes.  That was also the day after we released the slate for the 2010 election. The discussion around that colored what we talked about in terms of these changes.  We talked very briefly at the Summit and again reviewed and revised the changes at the Board meeting in January.  This is the result of those changes and discussions. We made numerous small changes to clean up language and make wording more clear.  We also made two big changes. Director Employment Restrictions The first is that only two people from the same company can serve on the Board at the same time.  The actual language in section VI.3 reads: A maximum of two (2) Directors who are employed by, or who are joint owners or partners in, the same for-profit venture, company, organization, or other legal entity, may concurrently serve on the PASS Board of Directors at any time. The definition of “employed” is at the sole discretion of the Board. And what a mess this turns out to be in practice.  Our membership is a hodgepodge of interlocking relationships.  Let’s say three Board members get together and start a blog service for SQL Server bloggers.  It’s technically for-profit.  Let’s assume it makes $8 in the first year.  Does that trigger this clause?  (Technically yes.)  We had a horrible time trying to write language that covered everything.  All the sample bylaws that we found were just as vague as this. That led to the third clause in this section.  The first sentence reads: The Board of Directors reserves the right, strictly on a case-by-case basis, to overrule the requirements of Section VI.3 by majority decision for any single Director’s conflict of employment. We needed some way to handle the trivial issues and exercise some judgment.  It seems like a public vote is the best way.  This discloses the relationship and gets each Board member on record on the issue.   In practice I think this clause will rarely be used.  I think this entire section will only be invoked for actual employment issues and not for small side projects.  In either case we have the mechanisms in place to handle it in a public, transparent way. That’s the first and third clauses.  The second clause says that if your situation changes and you fall afoul of this restriction you need to notify the Board.  The clause further states that if this new job means a Board members violates the “two-per-company” rule the Board may request their resignation.  The Board can also  allow the person to continue serving with a majority vote.  I think this will also take some judgment.  Consider a person switching jobs that leads to three people from the same company.  I’m very likely to ask for someone to resign if all three are two weeks into a two year term.  I’m unlikely to ask anyone to resign if one is two weeks away from ending their term.  In either case, the decision will be a public vote that we can be held accountable for. One concern that was raised was whether this would affect someone choosing to accept a job.  I think that’s a choice for them to make.  PASS is clearly stating its intent that only two directors from any one organization should serve at any time.  Once these bylaws are approved, this policy should not come as a surprise to any potential or current Board members considering a job change.  This clause isn’t perfect.  The biggest hole is business relationships that aren’t defined above.  Let’s say that two employees from company “X” serve on the Board.  What happens if I accept a full-time consulting contract with that company?  Let’s assume I’m working directly for one of the two existing Board members.  That doesn’t violate section VI.3.  But I think it’s clearly the kind of relationship we’d like to prevent.  Unfortunately that was even harder to write than what we have now.  I fully expect that in the next revision of the bylaws we’ll address this.  It just didn’t make it into this one. Officer Elections The officer election process received a slightly different rewrite.  Our goal was to codify in the bylaws the actual process we used to elect the officers.  The officers are the President, Executive Vice-President (EVP) and Vice-President of Marketing.  The Immediate Past President (IPP) is also an officer but isn’t elected.  The IPP serves in that role for two years after completing their term as President.  We do that for continuity’s sake.  Some organizations have a President-elect that serves for one or two years.  The group that founded PASS chose to have an IPP. When I started on the Board, the Nominating Committee (NomCom) selected the slate for the at-large directors and the slate for the officers.  There was always one candidate for each officer position.  It wasn’t really an election so much as the NomCom decided who the next person would be for each officer position.  Behind the scenes the Board worked to select the best people for the role. In June 2009 that process was changed to bring it line with what actually happens.  An Officer Appointment Committee was created that was a subset of the Board.  That committee would take time to interview the candidates and present a slate to the Board for approval.  The majority vote of the Board would determine the officers for the next two years.  In practice the Board itself interviewed the candidates and conducted the elections.  That means it was time to change the bylaws again. Section VII.2 and VII.3 spell out the process used to select the officers.  We use the phrase “Officer Appointment” to separate it from the Director election but the end result is that the Board elects the officers.  Section VII.3 starts: Officers shall be appointed bi-annually by a majority of all the voting members of the Board of Directors. Everything else revolves around that sentence.  We use the word appoint but they truly are elected.  There are details in the bylaws for term limits, minimum requirements for President (1 prior term as an officer), tie breakers and filling vacancies. In practice we will have an election for President, then an election for EVP and then an election for VP Marketing.  That means that losing candidates will be able to fall down the ladder and run for the next open position.  Another point to note is that officers aren’t at-large directors.  That means if a current sitting officer loses all three elections they are off the Board.  Having Board member votes public will help with the transparency of this approach. This process has a number of positive and negatives.  The biggest concern I expect to hear is that our members don’t directly choose the officers.  I’m going to try and list all the positives and negatives of this approach. Many non-profits value continuity and are slower to change than a business.  On the plus side this promotes that.  On the negative side this promotes that.  If we change too slowly the members complain that we aren’t responsive.  If we change too quickly we make mistakes and fail at various things.  We’ve been criticized for both of those lately so I’m not entirely sure where to draw the line.  My rough assumption to this point is that we’re going too slow on governance and too quickly on becoming “more than a Summit.”  This approach creates competition in the officer elections.  If you are an at-large director there is no consequence to losing an election.  If you are an officer the only way to stay on the Board is to win an officer election or an at-large election.  If you are an officer and lose an election you can always run for the next office down.  This makes it very easy for multiple people to contest an election. There is value in a person moving through the officer positions up to the Presidency.  Having the Board select the officers promotes this.  The down side is that it takes a LOT of time to get to the Presidency.  We’ve had good people struggle with burnout.  We’ve had lots of discussion around this.  The process as we’ve described it here makes it possible for someone to move quickly through the ranks but doesn’t prevent people from working their way up through each role. We talked long and hard about having the officers elected by the members.  We had a self-imposed deadline to complete these changes prior to elections this summer. The other challenge was that our original goal was to make the bylaws reflect our actual process rather than create a new one.  I believe we accomplished this goal. We ran out of time to consider this option in the detail it needs.  Having member elections for officers needs a number of problems solved.  We would need a way for candidates to fall through the election.  This is what promotes competition.  Without this few people would risk an election and we’ll be back to one candidate per slot.  We need to do this without having multiple elections.  We may be able to copy what other organizations are doing but I was surprised at how little I could find on other organizations.  We also need a way for people that lose an officer election to win an at-large election.  Otherwise we’ll have very little competition for officers. This brings me to an area that I think we as a Board haven’t done a good job.  We haven’t built a strong process to tell you who is doing a good job and who isn’t.  This is a double-edged sword.  I don’t want to highlight Board members that are failing.  That’s not a good way to get people to volunteer and run for the Board.  But I also need a way let the members make an informed choice about who is doing a good job and would make a good officer.  Encouraging Board members to blog, publishing minutes and making votes public helps in that regard but isn’t the final answer.  I don’t know what the final answer is yet.  I do know that the Board members themselves are uniquely positioned to know which other Board members are doing good work.  They know who speaks up in meetings, who works to build consensus, who has good ideas and who works with the members.  What I Could Do Better I’ve learned a lot writing this about how we communicated with our members.  The next time we revise the bylaws I’d do a few things differently.  The biggest change would be to provide better documentation.  The March 2009 minutes provide a very detailed look into what changes we wanted to make to the bylaws.  Looking back, I’m a little surprised at how closely they matched our final changes and covered the various arguments.  If you just read those you’d get 90% of what we eventually changed.  Nearly everything else was just details around implementation.  I’d also consider publishing a scope document defining exactly what we were doing any why.  I think it really helped that we had a limited, defined goal in mind.  I don’t think we did a good job communicating that goal outside the meeting minutes though. That said, I wish I’d blogged more after the August and January meeting.  I think it would have helped more people to know that this change was coming and to be ready for it. Conclusion These changes address two big concerns that the Board had.  First, it prevents a single organization from dominating the Board.  Second, it codifies and clearly spells out how officers are elected.  This is the process that was previously followed but it was somewhat murky.  These changes bring clarity to this and clearly explain the process the Board will follow. We’re going to listen to feedback until March 31st.  At that time we’ll decide whether to approve these changes.  I’m also assuming that we’ll start another round of changes in the next year or two.  Are there other issues in the bylaws that we should tackle in the future?

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  • This week in the OTN Architect Center

    - by Bob Rhubart
    Updated every Monday, the Oracle Technology Network Architect Center is your one-stop for the latest content drawn from across the architect community. You find the articles and white papers, the latest ArchBeat Podcast, selected blog posts from community leaders, a list of events for architects, along with the latest information on Oracle products. Featured this week: A Fusion Applications Technical Overview A sample chapter from Managing Oracle Fusion Applications by Richard Bingham, new from Oracle Press. Oracle Optimized Solution for Lifecycle Content Management A new white paper from Donna Harland and Nick Kloski. Toronto Architect Day Panel Discussion - Part 2 The second of a four-part program featuring a live recording of the panel discussion from OTN Architect Day in Toronto, featuring Oracle ACE Director Cary Millsap, InfoQ.com editor and co-founder Floyd Marinescu, and members of Oracle's Enterprise Architecture team. Check it out: OTN Architect Center

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  • Being a more attractive job candidate - Certs XOR Degree

    - by Zephyr Pellerin
    I'm currently working in an IT position, where I do helpdesk stuff, and predominantly security related issues/consulting (In the loosest sense of the term) In-House and for Service-Contract clients (as the only/acting CCSP [I guess I should say only person with Cisco experience] in my organization). I've professionally written Kernel Mode drivers for a gaming company. Among other things that I'm proud to put on a resume. I think of myself as very reasonably qualified as a System Administrator, With excellent Cisco experience, among other things I think would make a good addition to almost any IT staff in need of a new employee. However, Something has always tripped me up - Human Resources. Let me explain, I decided to skip the university route - I'm immensely glad that I did, The computer science graduates that I've met and work with rarely know much of anything about Computers (Until they gain some 'real' experience), Even when asked about Theoretical Computing fundamentals they can rattle something off about Turing Completeness but rarely do they understand the mathematical underpinnings. In short, I think instead of going to college, I'd rather pick up some real world experience. However, Apparently, Employers rarely think the same way. A quick perusal of jobs through the standard job search engine yields nothing short of a conspiracy to exclude anyone without 'A Bachelors Degree in Computer Science or Equivalent'. Interviews I've had in the past have almost always been entangled with - 1. My Age (Which I can't really change) and 2. Lack of Degree. Employers frequently disregard the CCNA/CCSP, The experience I've gained through internships, My extensive experience in x86 assembly and C, among so many other things I like to think are valuable to employers - In lieu of the fact that I don't have a piece of paper. So, AS AN EMPLOYER - Is it even worth working on my CCIE? Or should I pad my resume with certifications that are easier to acquire (Like CISSP, MSCE, Network+, etc.). Or should I ditch the whole idea and head back to get a Mathematics or CS degree?

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  • Front-end structure of large scale Django project

    - by Saike
    Few days ago, I started to work in new company. Before me, all front-end and backend code was written by one man (oh my...). As you know, Django app contains two main directories for front-end: /static - for static(public) files and /templates - for django templates Now, we have large application with more than 10 different modules like: home, admin, spanel, mobile etc. This is current structure of files and directories: FIRST - /static directory. As u can see, it is mixed directories with some named like modules, some contains global libs. one more: SECOND - /templates directory. Some directories named like module with mixed templates, some depends on new version =), some used only in module, but placed globally. and more: I think, that this is ugly, non-maintable, put-in-stress structure! After some time spend, i suggest to use this scheme, that based on module-structure. At first, we have version directories, used for save full project backup, includes: /DEPRECATED directory - for old, unused files and /CURRENT (Active) directory, that contains production version of project. I think it's right, because we can access to older or newer version files fast and easy. Also, we are saved from broken or wrong dependencies between different versions. Second, in every version we have standalone modules and global module. Every module contains own /static and /templates directories. This structure used to avoid broken or wrong dependencies between different modules, because every module has own js app, css tables and local images. Global module contains all libraries, main stylesheets and images like logos or favicon. I think, this structure is much better to maintain, update, refactoring etc. My question is: How do you think, is this scheme better than current? Can this scheme live, or it is not possible to implement this in Django app?

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  • Pagination, Duplicate Content, and SEO

    - by Iamtotallylost
    Please consider a list of items (forum comments, articles, shoes, doesn't matter) which are spread over multiple pages. Different sort orders are supported (by date, by popularity, by price, etc). So, an URL might look like this (I use the query style here to simplify things): /items?id=1234&page=42&sort=popularity /items?id=1234&page=5&sort=date Now, in terms of SEO, I think I should be worried about duplicate content. After all, each item appears at least as many times as there are sort orders. I've seen Matt Cutts talking about the rel=canonical link tag, but he also said that the canonical page should have very similar content. But this is not the case here because page #1 in a non-canonical sort order might have completely different items than page #1 in the canonical sort order. For a given non-canonical page, there is no clear canonical page listing all the same items, so I think rel=canonical won't help here. Then I thought about using the noindex meta tag on all pages with non-canonical sort order, and not using it on all pages with canonical sort order. However, if I use that method, what will happen with backlinks that are going to non-canonical pages -- will they still spread their page rank juice, even though the first page googlebot (or any other crawler) is going to encounter is marked as "noindex"? Can you please comment on my problem and what you think is the best solution? If you think you have a better solution, please consider that 1) I do not want to use Javascript for this, 2) I do not want all the items to be on one page. Thank you.

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  • /planes and /clubs or /wiki/planes and /wiki/clubs

    - by Jelmer
    I am currently working on a nice application about which I can't share all the details, but it will have some sort of a wiki part. In this wiki, you will be able to change the planes as well as the clubs, maybe in the future it will be possible to change the countries and manufacturers as well. But I have to think about this and I have to check how good this is. But, you will understand that it has to be expendable! That is really important. Use the planes controller with a edit page and the same for the clubs Route the planes and clubs controller to the wiki controller, so we have 1 nice "path" to edit this stuff. I want to have it called wiki that is for sure. Because that is what it is, but I am storing the planes and clubs data in its down table in my database. I think that is kinda obvious since it has to be maintainable. Right now you could edit a plane via the url: example.com/wiki/planes/edit/Duo_Discus.html Do you think that is better than example.com/planes/edit/Duo_Discus.html since it is easy to understand for the user, that he is working in the wiki instead of in the planes ? Or do you think this will break the user experience?

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