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  • Observations From The Corner of a Starbucks

    - by Chris Williams
    I’ve spent the last 3 days sitting in a Starbucks for 4-8 hours at a time. As a result, I’ve observed a lot of interesting behavior and people (most of whom were uninteresting themselves.) One of the things I’ve noticed is that most people don’t sit down. They come in, get their drink and go. The ones that do sit down, stay much longer than it takes to consume their drink. The drink is just an incidental purchase. Certainly not the reason they are here. Most of the people who sit also have laptops. Probably around 75%. Only a few have kids (with them) but the ones that do, have very small kids. Toddlers or younger. Of all the “campers” only a small percentage are wearing headphone, presumably because A) external noise doesn’t bother them or B) they aren’t working on anything important. My buddy George falls into category A, but he grew up in a house full of people. Silence freaks him out far more than noise. My brother and I, on the other hand, were both only children and don’t handle noisy distractions well. He needs it quiet (like a tomb) and I need music. Go figure… I can listen to Britney Spears mixed with Apoptygma Berzerk and Anthrax and crank out 30 pages, but if your toddler is banging his spoon on the table, you’re getting a dirty look… unless I have music, then all is right with the world. Anyway, enough about me. Most of the people who come in as a group are smiling when they enter. Half as many are smiling when they leave. People who come in alone typically aren’t smiling at all. The average age, over the last three days seems to be early 30s… with a couple of senior citizens and teenagers at either end of the curve. The teenagers almost never stay. They have better stuff to do on a nice day. The senior citizens are split nearly evenly between campers and in&outs. Most of the non-solo campers have 1 person with a laptop, while the other reads the paper or a book. Some campers bring multiple laptops… but only really look at one of them. This Starbucks has a drive through. The line is almost never more than 2-3 cars long but apparently a lot of the in&out people would rather come in and stand in line behind (up to) 5 people. The music in here sucks. My musical tastes can best be described as eclectic to bad, but I can still get work done (see above.) I find the music in this particular Starbucks to be discordant and jarring. At this Starbucks, the coffee lingo is apparently something that is meant to occur between employees only. The nice lady at the counter can handle orders in plain English and translate them to Baristaspeak (Baristese?) quite efficiently. If you order in Baristaspeak however, she will look confused and repeat your order back to you in plain English to confirm you actually meant what you said. Then she will say it in Baristaspeak to the lady making your drink. Nobody in this Starbucks (other than the Baristas) makes eye-contact… at least not with me. Of course that may be indicative of a separate issue. ;)

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  • SQLAuthority News – Random Thoughts and Random Ideas

    - by pinaldave
    There are days when I keep on wondering about SQL, and even my life overall. Today is Saturday so I decided to write about SQL Server. Just like any other mornings, I woke up at 5 and opened my blog editor. I usually do not open Twitter or Facebook when I am planning to focus on my work, as they are little distractions for me. But today I opened my Twitter account and came across a very interesting quote from a friend: ‘Can I expect you to be different today?’ Well, I think it was very powerful quote for me to read first thing on a new day. This quote froze me for a while and made me think, “Do I really want to write about an SQL Server tip, or something different?”  After a little thinking, I’ve realized that for today I would go on and write something different. I am going to write about a few of the ideas and thoughts I had yesterday. After writing all these, I realized that if I am thinking so much in a day, and if I write a blog post of my random musing of the week or month, it can be so long (and boring). Here are some of my random thoughts I’d like to share with you: When the airplane lands, why does everybody get up and try to rush out when their luggage would be coming probably 20-30 minutes later? I really do not like this question when it was asked to me: “SQL Server is not using optimal index which I just created – how can I force it?” I am not going elaborate on this statement but you are allowed to in the comment section. Why do some people wish Good Morning even when they meet us after 4 PM? Can I optimize a query so much that it gives me a result before I execute it? Is it corruption when someone does their personal household work at office? The lane where I drive is always the slowest lane. Why waste time on correcting others when there are a lot of pending improvements for ourselves? If I have to get Tattoo, which SQL Server Execution Plan symbol should I get? Why do I reach office so early that the coffee machine is yet running its daily cleaning job? Why does every laptop have a ‘Page Up’ key at different locations on the keyboard? While I like color movies, I really appreciate black and white photographs. I do not appreciate statements like, “If I receive your books in PDF, I will spread it to many people to give you much greater exposure. So would you please send them to me ASAP?” Do not tell me, “Why does the database grow back after shrinking it every day?” I suggest you use “Search this blog” for the explanation. Petrol prices are currently at INR 74. I hope the rate remains there. Let me ask you the same question which started my day today:  “Can I expect you to be different today?” Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: About Me, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • SQLAuthority News – Advantages of Distance Learning

    - by Pinal Dave
    Distance education is extremely popular – almost overnight, it seems.  Almost everyone has taken an online course, or knows someone who has, or is considering joining an online school.  There are many advantages and disadvantages to attending an online school – but the same can be said of attending a physical school!  Let’s take a look at the top reasons to use distance education. 1) Flexibility.  Physical universities are usually willing to make some concessions to student – like night classes, study hours, and online networks.  However, nothing is going to beat the flexibility of distance education.  You can attend classes and take notes anytime, anywhere, wearing anything you’d like! 2) Affordability.  We don’t need to get into hard numbers to understand how an expensive university can be.  Students are taking on more and more debt just to get an education.  Many of these fees pay for room, board, and facilities.   Distance education cuts out all these costs, and makes attending school much more affordable for the average student. 3) Try before you buy.  Did you know that the average college student changes his or her major 10 times before they graduate?  You can imagine that this kind of indecision plays a huge part in WHEN you graduate – not being able to make up your mind can cost you big bucks if you have to stay in school for extra years!  Distance education allows you to take different classes from a wide range of disciplines.  Do you want to study forensic science or English literature?  Now you don’t have to pay for classes you can’t afford just to find out. 4) Pace yourself.  Some students struggle in a traditional classroom setting – classes can be taught too fast, too slow, or there are too many distractions.  Distance education allows mature students to set the pace themselves.  They can rewatch lectures they didn’t catch the first time, or go through classes quickly if they are already familiar with the material – cutting out the chance of burning out or getting bored. 5) Lifelong learning.  Maybe you already have a degree, but would like to learn more about your field, or a related field, or maybe even about something completely unrelated – just because you are curious!  Distance education allows you to learn whatever you want ,whenever you want (and yes, wearing anything you’d like!). 6) Attend whatever college you want.  Because of the popularity of distance education, physical campuses are getting in on the game by offering online courses – often just uploaded versions of classes already taught at their campus.  Ever wanted to attend Harvard, but knew you couldn’t get in?  Take a class online!  Of course, you probably should not attempt to lie and say you have a Harvard degree, but Ivy League colleges are prestigious because they are the best in their field – take advantage of the best by taking an online course! I am a big believer in continuing education, whether it is online courses, returning to school, or even take informal classes online.  Distance education can be a great way to accomplish these goals and become a lifelong learner. My friends at provides training through virtual classrooms for students who want to avoid travelling. Distance learning course allows IT aspirants to connect with trainers using the internet.  I encourage everyone to check it out! Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, SQL Training, T SQL, Technology

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  • prevent outlook stationery from showing up in my email (Outlook 2007)

    - by KevinDeus
    There are some people in my office who insist on using cute stationery and some of it makes messages difficult to read. I really just want to read email on a white background with no distractions. Is there a way to disable stationery on incoming mail in Outlook? (Without switching to "plain text only") yeah, I yanked that description from here but it is very accurate however I've had no luck in finding a solution. Most solutions I see solve the problem by pushing out something to a bunch of users. like : this I don't really have the authority to do that. Not only that, that only prevents ME from setting stationery. this has been asked before to no avail: I don't have time to deal with this, so hopefully there is something I have overlooked. Without switching to "plain text only" I want to be able to change a setting on my computer (it can be. a reg hack, I don't care) that will prevent outlook stationery from showing up in my email it would also be helpful to know how to do it for Outlook 2003 as well.

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  • Dealing with "Coder's Block" (or blank form syndrome)

    - by robsoft
    I know this is the sort of somewhat open-ended question that we're discouraged from asking, but there are lots of open-ended questions around already, and this is something quite relevant to me right now. Do you ever get those times when you're about to start work on a new function/feature of an established system, and you get "coder's block"?. It's like a mental freeze at the sight of a large, completely unpopulated dialog, or an empty code file with just the stub reference headers etc. Do you ever have that 'ulp' moment that seems to sap all your momentum and leave you wide open to distractions (surfing the web for inspiration, checking out 'crackoverflow' etc)? Not that I'd wish it on anyone, but hopefully some of you do, and hopefully some of you can suggest tips or strategies for overcoming the situation, regaining your momentum and becoming productive again. I usually try to reduce what I'm about to do down to absurdly small steps, in the hope that as the job becomes just a series of 'doh' tasks, I'll kickstart myself into working through them. However sometimes, particularly when a deadline is looming, I'll get overwhelmed by this approach as I realise I probably don't have enough time to do all of those tiny steps properly. Those are the darkest moments, (often literally) just before dawn! This situation can be particularly crippling if you mostly work alone, too. Any thoughts or suggestions? Any methods that you found helpful yourself?

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  • Remote Workers...We're Not That Bad!

    - by user12601034
    I work from home a lot – my team is located in different cities and countries, my manager is in a different city, and most of our work is done via conference calls, email and collaboration through Oracle Social Network. We’ve figured out how to be effective and involve team members, regardless of where we are all located. When I mention that I work from home, a lot of my friends will laugh, roll their eyes or use their fingers to make quotation marks around “work from home.” Their belief is that I’m sitting at home, eating bon-bons and watching television. The attempts at humor only multiply when they know that my husband also mostly works from home. So, it was with great joy that I read the Lifehacker article Why Remote Workers Are More (Yes, More) Engaged. I’m not going to re-write the article for you, but four highlights from the article include: Proximity breeds complacency –because communicating with employees sitting next to you is so easy, you may not do it well. Absence makes people try harder to connect – because you have to make an effort to connect to your team, you tend to pay better attention when you do connect Leaders of virtual team make better use of tools – when working remotely, you will use technology (many different forms of it) to connect with your team. This daily use of the tools makes you more proficient with those tools Leaders of far-flung teams maximize the time spent together – getting together takes effort, time and money, so leaders tend to filter out distractions when teams do get together. These points made me happy because I’ve seen the same things play out in my team located around the world. And I’m not saying that a virtual team is more effective than a co-located team – but my virtual team doesn’t have the option of filing into a conference room for a face-to-face meeting whenever we want. Instead, we have to figure out how to work effectively without meeting face-to-face. Am I more engaged as a remote worker? I’d like to think that I am. I’ve been on calls with colleagues at 3am – this would never happen if my only option was to be in the office. I can leave my “office” to pick up my kids from school…and I’m willingly back online after kids are in bed to finish up anything I need to. Oracle Social Network lets me use my iPad to engage with my teammates when I’m waiting at music lessons, the doctor’s office or any place else with a network connection. I feel like I’m more connected with my team, and I feel like I’m more connected with my family life. So yes, I am a remote worker, and I am engaged. If you lead a virtual team, I challenge you to increase the ways that you communicate to effectively engage your team. If you are on a virtual team, I challenge you to think about how you might interact with team members to keep both them and yourself engaged in your work. And if you have some great ideas on how to make virtual teams (and workers) effective and engaged, please share those ideas in the comments! Now, if you’ll excuse me, I need to go get a bon-bon...   :) Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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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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  • Webcast Q&A: Qualcomm Provides a Seamless Experience for Customers with Oracle WebCenter

    - by kellsey.ruppel
    Last Thursday we had the second webcast in our WebCenter in Action webcast series, "Qualcomm Provides a Seamless Experience for Customers with Oracle WebCenter, where customer Michael Chander from Qualcomm and Vince Casarez & Gourav Goyal from Oracle Partner Keste shared how Oracle WebCenter is powering Qualcomm’s externally facing website and providing a seamless experience for their customers. In case you missed it, here's a recap of the Q&A.   Mike Chandler, Qualcomm Q: Did you run into any issues when integrating all of the different applications together?A: Definitely, our main challenges were in the area of user provisioning and security propagation, all the standard stuff you might expect when hooking up SSO for authentication and authorization. In addition, we spent several iterations getting the UI’s in sync. While everyone was given the same digital material to build too, each team interpreted and implemented it their own way. Initially as a user navigated, if you were looking for it, you could slight variations in color or font or width , stuff like that. So we had to pull all the developers responsible for the UI together and get pixel level agreement on a lot of things so we could ensure seamless transitions across applications. Q: What has been the biggest benefit your end users have seen?A: Wow, there have been several. An SSO enabled environment was huge a win for our users. The portal application that this replaced had not really been invested in by the business. With this project, we had full business participation and backing, and it really showed in some key areas like the shopping experience. For example, while ordering in the previous site, the items did not have any pictures or really usable descriptions. A tremendous amount of work was done to try and make the site more intuitive and user friendly. Site performance has also drastically improved thanks to new hardware, improved database design, and of course the fact that ADF has made great strides in runtime performance. Q: Was there any resistance internally when implementing the solution? If so, how did you overcome that?A: Within a large company, I’m sure there is always going to be competition for large projects, as there was here. Once we got through the technical analysis and settled on the technology choices, it was actually no resistance to implementing the solution. This project was fully driven by the business with the aim of long term growth. I can confidently say that the fact that this project was given the utmost importance by both the business and IT really help put down any resistance that you would typically see while implementing a new solution. Q: Given the performance, what do you estimate to be the top end capacity of the system? A:I think our top end capacity is really only limited by our hardware. I’m comfortable saying we could grow 10x on our current hardware, both in terms of transactions and users. We can easily spin up new JVM instances if needed. We already use less JVM’s than we had planned. In addition, ADF is doing a very good job with his connection pooling and application module pooling, so we see a very good ratio of users connected to the systems vs db connections, without impacting performace. Q: What's the overview or summary of feedback from the users interacting with the site?A: Feedback has been overwhelmingly positive from both the business and our customers. They’re very happy with the new SSO environment , the new LAF, and the performance of the site. Of course, it’s not all roses. No matter what, there are always going to be people that don’t like the layout or the color scheme, etc. By and large though, customers are happy and the business is happy. Q: Can you describe the impressions about the site before and after the project within Qualcomm?A: Before the project, the site worked and people were using it, but most people were not happy with it. It was slow and tended to be a bit tempermental, for example a user would perform a transaction and the system would throw and unexpected error. The user could back up and retry the steps and things would work fine, so why didn’t work the first time?. From a UI perspective, we’d hear comments like it looked like it was built by a high school student.  Vince Casarez & Gourav Goyal, Keste Q: Did you run into any obstacles when implementing the solution?A: It's interesting some people call them "obstacles" on this project we just called them "dependencies".  There were both technical and business related dependencies that we had to work out. Mike points out the SSO dependencies and the coordination and synchronization between the teams to have a seamless login experience and a seamless end user experience.  There was also a set of dependencies on the User Acceptance testing to make sure that everyone understood the use cases for how the system would be used.  With a branching into a new market and trying to match a simple user experience as many consumer sites have today, there was always a tendency for the team members to provide their suggestions on how things could be simpler.  But with all the work up front on the user design and getting the business driving this set of experiences, this minimized the downstream suggestions that tend to distract a team.  In this case, all the work up front allowed us to enumerate the "dependencies" and keep the distractions to a minimum. Q: Was there a lot of custom work that needed to be done for this particular solution?A: The focus for this particular solution was really on the custom processes. The interesting thing is that with the data flows and the integration with applications, there are some pre-built integrations, but realistically for the process flow, we had to build those. The framework and tooling we used made things easier so we didn’t have to implement core functionality, like transitioning from screen to screen or from flow to flow. The design feature of Task Flows really helped speed the development and keep the component infrastructure in line with the dynamic processes.  Task flows and other elements like Skins are core to the infrastructure or technology stack of Oracle. This then allowed the team to center the project focus around the business flows and use cases to meet the core requirements and keep the project on time. Q: What do you think were the keys to success for rolling out WebCenter?A:  The 5 main keys to success were: 1) Sponsorship from the whole organization around this project from senior executive agreement, business owners driving functionality, and IT development alignment; 2) Upfront design planning and use case definition to clearly define the project scope and requirements; 3) Focussed development and project management aligned with the top level goals and drivers; 4) User acceptance and usability testing along the way to identify potential issues and direct resolution of the issues;  and 5) Constant prioritization of the issues for development to fix by the business.  It also helps to have great team chemistry and really smart people working on the project. If you missed the webcast, be sure to catch the replay to see a live demonstration of WebCenter in action!  Qualcomm Provides a Seamless Experience for Customers with Oracle WebCenter from Oracle WebCenter

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  • CodePlex Daily Summary for Wednesday, September 19, 2012

    CodePlex Daily Summary for Wednesday, September 19, 2012Popular ReleasesWinRT XAML Toolkit: WinRT XAML Toolkit - 1.2.3: WinRT XAML Toolkit based on the Windows 8 RTM SDK. Download the latest source from the SOURCE CODE page. For compiled version use NuGet. You can add it to your project in Visual Studio by going to View/Other Windows/Package Manager Console and entering: PM> Install-Package winrtxamltoolkit Features AsyncUI extensions Controls and control extensions Converters Debugging helpers Imaging IO helpers VisualTree helpers Samples Recent changes NOTE: Namespace changes DebugConsol...Python Tools for Visual Studio: 1.5 RC: PTVS 1.5RC Available! We’re pleased to announce the release of Python Tools for Visual Studio 1.5 RC. Python Tools for Visual Studio (PTVS) is an open-source plug-in for Visual Studio which supports programming with the Python language. PTVS supports a broad range of features including CPython/IronPython, Edit/Intellisense/Debug/Profile, Cloud, HPC, IPython, etc. support. The primary new feature for the 1.5 release is Django including Azure support! The http://www.djangoproject.com is a pop...Launchbar: Lanchbar 4.0.0: First public release.AssaultCube Reloaded: 2.5.4 -: Linux has Ubuntu 11.10 32-bit precompiled binaries and Ubuntu 10.10 64-bit precompiled binaries, but you can compile your own as it also contains the source. If you are using Mac or other operating systems, please wait while we try to package for those OSes. Try to compile it. If it fails, download a virtual machine. The server pack is ready for both Windows and Linux, but you might need to compile your own for Linux (source included) Changelog: New logo Improved airstrike! Reset nukes...JayData - The cross-platform HTML5 data-management library for JavaScript: JayData 1.2: JayData is a unified data access library for JavaScript to CRUD + Query data from different sources like OData, MongoDB, WebSQL, SqLite, Facebook or YQL. The library can be integrated with Knockout.js or Sencha Touch 2 and can be used on Node.js as well. See it in action in this 6 minutes video Sencha Touch 2 example app using JayData: Netflix browser. What's new in JayData 1.2 For detailed release notes check the release notes. JayData core: all async operations now support promises JayDa...fastJSON: v2.0.5: 2.0.5 - fixed number parsing for invariant format - added a test for German locale number testing (,. problems)????????API for .Net SDK: SDK for .Net ??? Release 4: 2012?9?17??? ?????,???????????????。 ?????Release 3??????,???????,???,??? ??????????????????SDK,????????。 ??,??????? That's all.VidCoder: 1.4.0 Beta: First Beta release! Catches up to HandBrake nightlies with SVN 4937. Added PGS (Blu-ray) subtitle support. Additional framerates available: 30, 50, 59.94, 60 Additional sample rates available: 8, 11.025, 12 and 16 kHz Additional higher bitrates available for audio. Same as Source Constant Framerate available. Added Apple TV 3 preset. Added new Bob deinterlacing option. Introduced process isolation for encodes. Now if HandBrake crashes, VidCoder will keep running and continue pro...DNN Metro7 style Skin package: Metro7 style Skin for DotNetNuke 06.02.01: Stabilization release fixed this issues: Links not worked on FF, Chrome and Safari Modified packaging with own manifest file for install and source package. Moved the user Image on the Login to the left side. Moved h2 font-size to 24px. Note : This release Comes w/o source package about we still work an a solution. Who Needs the Visual Studio source files please go to source and download it from there. Known 16 CSS issues that related to the skin.css. All others are DNN default o...Visual Studio Icon Patcher: Version 1.5.1: This fixes a bug in the 1.5 release where it would crash when no language packs were installed for VS2010.sheetengine - Isometric HTML5 JavaScript Display Engine: sheetengine v1.1.0: This release of sheetengine introduces major drawing optimizations. A background canvas is created with the full drawn scenery onto which only the changed parts are redrawn. For example a moving object will cause only its bounding box to be redrawn instead of the full scene. This background canvas is copied to the main canvas in each iteration. For this reason the size of the bounding box of every object needs to be defined and also the width and height of the background canvas. The example...VFPX: Desktop Alerts 1.0.2: This update for the Desktop Alerts contains changes to behavior for setting custom sounds for alerts. I have removed ALERTWAV.TXT from the project, and also removed DA_DEFAULTSOUND from the VFPALERT.H file. The AlertManager class and Alert class both have a "default" cSound of ADDBS(JUSTPATH(_VFP.ServerName))+"alert.wav" --- so, as long as you distribute a sound file with the file name "alert.wav" along with the EXE, that file will be used. You can set your own sound file globally by setti...MCEBuddy 2.x: MCEBuddy 2.2.15: Changelog for 2.2.15 (32bit and 64bit) 1. Added support for %originalfilepath% to get the source file full path. Used for custom commands only. 2. Added support for better parsing of Media Portal XML files to extract ShowName and Episode Name and download additional details from TVDB (like Season No, Episode No etc). 3. Added support for TVDB seriesID in metadata 4. Added support for eMail non blocking UI testCrashReporter.NET : Exception reporting library for C# and VB.NET: CrashReporter.NET 1.2: *Added html mail format which shows hierarchical exception report for better understanding.PDF Viewer Web part: PDF Viewer Web Part: PDF Viewer Web PartIIS Express Manager: IIS Express Manager v 0.5B: Several added features, including adding site and right click menu for sites; which allows you to start/stop site, view it directly in browser etc.Chris on SharePoint Solutions: View Grid Banding - v1.0: Initial release of the View Creation and Management Page Column Selector Banding solution.Microsoft Ajax Minifier: Microsoft Ajax Minifier 4.67: Fix issue #18629 - incorrectly handling null characters in string literals and not throwing an error when outside string literals. update for Issue #18600 - forgot to make the ///#DEBUG= directive also set a known-global for the given debug namespace. removed the kill-switch for disregarding preprocessor define-comments (///#IF and the like) and created a separate CodeSettings.IgnorePreprocessorDefines property for those who really need to turn that off. Some people had been setting -kil...Lakana - WPF Framework: Lakana V2: Lakana V2 contains : - Lakana WPF Forms (with sample project) - Lakana WPF Navigation (with sample project)Microsoft SQL Server Product Samples: Database: OData QueryFeed workflow activity: The OData QueryFeed sample activity shows how to create a workflow activity that consumes an OData resource, and renders entity properties in a Microsoft Excel 2010 worksheet or Microsoft Word 2010 document. Using the sample QueryFeed activity, you can consume any OData resource. The sample activity uses LINQ to project OData metadata into activity designer expression items. By setting activity expressions, a fully qualified OData query string is constructed consisting of Resource, Filter, Or...New ProjectsCachalote-Todo: Cachalote TodoCommerce Server Tools: A collection of tools and samples for Microsoft and Ascentium Commerce ServerCopiarArquivosNaRede: facilitate the process of copying files from one machine to host several machines,should be used primarily for network administrators and support teams.CS 3750 Team Ghana: Weber State University's Computer Science Department students are working on feature completing the Ghana Hospital inventory system in Asp.Net C#.CUDAFY TSP: Solving the Traveling Salesman Problem in C# on the GPGPU.Deixei Software Factory: Line Of Business application are one of the most important assets in a enterprise environment. You do not need to build the basis over and over. FocusMeter: Tiny tray application for tracking distractions.FrontTest: ????????generalshop: Host a number of ASP.NET controls I developed overtime: 1, RolloverImageButtonjschome: ??????。OVS Web App: OVS web appPeoplePicker Port Tester: The PeoplePicker Port Tester helps with troubleshooting PeoplePicker issues.Project Demo: hajshjdhfjkhdskfhdkhfkahdkjProyectoLenguaje2: proyecto de lenguaje de programación II Por: Moreira Kennedy Palma LuisSharePoint 2010 and 2013 jQuery / JS code samples: Various code samples for SharePoint 2010 and SharePoint 2013Strom: A projectsuperScheduler: A TDD project to help the contributors learn and have fun. The result should be something that looks like a cross platform task scheduler.......Troll Face SDK: Application project using the Face SDK for Windows Phone for demonstration purposeUseful PowerShell Scripts: Powerful & useful PowerShell scriptsWeiTalk: Sina weibo for Windows PhoneXML.NET Serializer: Striving for: - Great performance - Very easy to use - Very flexible and configurable - Ability to configure both via configuration file and/or attributes

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  • Project Jigsaw: Late for the train: The Q&A

    - by Mark Reinhold
    I recently proposed, to the Java community in general and to the SE 8 (JSR 337) Expert Group in particular, to defer Project Jigsaw from Java 8 to Java 9. I also proposed to aim explicitly for a regular two-year release cycle going forward. Herewith a summary of the key questions I’ve seen in reaction to these proposals, along with answers. Making the decision Q Has the Java SE 8 Expert Group decided whether to defer the addition of a module system and the modularization of the Platform to Java SE 9? A No, it has not yet decided. Q By when do you expect the EG to make this decision? A In the next month or so. Q How can I make sure my voice is heard? A The EG will consider all relevant input from the wider community. If you have a prominent blog, column, or other communication channel then there’s a good chance that we’ve already seen your opinion. If not, you’re welcome to send it to the Java SE 8 Comments List, which is the EG’s official feedback channel. Q What’s the overall tone of the feedback you’ve received? A The feedback has been about evenly divided as to whether Java 8 should be delayed for Jigsaw, Jigsaw should be deferred to Java 9, or some other, usually less-realistic, option should be taken. Project Jigsaw Q Why is Project Jigsaw taking so long? A Project Jigsaw started at Sun, way back in August 2008. Like many efforts during the final years of Sun, it was not well staffed. Jigsaw initially ran on a shoestring, with just a handful of mostly part-time engineers, so progress was slow. During the integration of Sun into Oracle all work on Jigsaw was halted for a time, but it was eventually resumed after a thorough consideration of the alternatives. Project Jigsaw was really only fully staffed about a year ago, around the time that Java 7 shipped. We’ve added a few more engineers to the team since then, but that can’t make up for the inadequate initial staffing and the time lost during the transition. Q So it’s really just a matter of staffing limitations and corporate-integration distractions? A Aside from these difficulties, the other main factor in the duration of the project is the sheer technical difficulty of modularizing the JDK. Q Why is modularizing the JDK so hard? A There are two main reasons. The first is that the JDK code base is deeply interconnected at both the API and the implementation levels, having been built over many years primarily in the style of a monolithic software system. We’ve spent considerable effort eliminating or at least simplifying as many API and implementation dependences as possible, so that both the Platform and its implementations can be presented as a coherent set of interdependent modules, but some particularly thorny cases remain. Q What’s the second reason? A We want to maintain as much compatibility with prior releases as possible, most especially for existing classpath-based applications but also, to the extent feasible, for applications composed of modules. Q Is modularizing the JDK even necessary? Can’t you just put it in one big module? A Modularizing the JDK, and more specifically modularizing the Java SE Platform, will enable standard yet flexible Java runtime configurations scaling from large servers down to small embedded devices. In the long term it will enable the convergence of Java SE with the higher-end Java ME Platforms. Q Is Project Jigsaw just about modularizing the JDK? A As originally conceived, Project Jigsaw was indeed focused primarily upon modularizing the JDK. The growing demand for a truly standard module system for the Java Platform, which could be used not just for the Platform itself but also for libraries and applications built on top of it, later motivated expanding the scope of the effort. Q As a developer, why should I care about Project Jigsaw? A The introduction of a modular Java Platform will, in the long term, fundamentally change the way that Java implementations, libraries, frameworks, tools, and applications are designed, built, and deployed. Q How much progress has Project Jigsaw made? A We’ve actually made a lot of progress. Much of the core functionality of the module system has been prototyped and works at both compile time and run time. We’ve extended the Java programming language with module declarations, worked out a structure for modular source trees and corresponding compiled-class trees, and implemented these features in javac. We’ve defined an efficient module-file format, extended the JVM to bootstrap a modular JRE, and designed and implemented a preliminary API. We’ve used the module system to make a good first cut at dividing the JDK and the Java SE API into a coherent set of modules. Among other things, we’re currently working to retrofit the java.util.ServiceLoader API to support modular services. Q I want to help! How can I get involved? A Check out the project page, read the draft requirements and design overview documents, download the latest prototype build, and play with it. You can tell us what you think, and follow the rest of our work in real time, on the jigsaw-dev list. The Java Platform Module System JSR Q What’s the relationship between Project Jigsaw and the eventual Java Platform Module System JSR? A At a high level, Project Jigsaw has two phases. In the first phase we’re exploring an approach to modularity that’s markedly different from that of existing Java modularity solutions. We’ve assumed that we can change the Java programming language, the virtual machine, and the APIs. Doing so enables a design which can strongly enforce module boundaries in all program phases, from compilation to deployment to execution. That, in turn, leads to better usability, diagnosability, security, and performance. The ultimate goal of the first phase is produce a working prototype which can inform the work of the Module-System JSR EG. Q What will happen in the second phase of Project Jigsaw? A The second phase will produce the reference implementation of the specification created by the Module-System JSR EG. The EG might ultimately choose an entirely different approach than the one we’re exploring now. If and when that happens then Project Jigsaw will change course as necessary, but either way I think that the end result will be better for having been informed by our current work. Maven & OSGi Q Why not just use Maven? A Maven is a software project management and comprehension tool. As such it can be seen as a kind of build-time module system but, by its nature, it does nothing to support modularity at run time. Q Why not just adopt OSGi? A OSGi is a rich dynamic component system which includes not just a module system but also a life-cycle model and a dynamic service registry. The latter two facilities are useful to some kinds of sophisticated applications, but I don’t think they’re of wide enough interest to be standardized as part of the Java SE Platform. Q Okay, then why not just adopt the module layer of OSGi? A The OSGi module layer is not operative at compile time; it only addresses modularity during packaging, deployment, and execution. As it stands, moreover, it’s useful for library and application modules but, since it’s built strictly on top of the Java SE Platform, it can’t be used to modularize the Platform itself. Q If Maven addresses modularity at build time, and the OSGi module layer addresses modularity during deployment and at run time, then why not just use the two together, as many developers already do? A The combination of Maven and OSGi is certainly very useful in practice today. These systems have, however, been built on top of the existing Java platform; they have not been able to change the platform itself. This means, among other things, that module boundaries are weakly enforced, if at all, which makes it difficult to diagnose configuration errors and impossible to run untrusted code securely. The prototype Jigsaw module system, by contrast, aims to define a platform-level solution which extends both the language and the JVM in order to enforce module boundaries strongly and uniformly in all program phases. Q If the EG chooses an approach like the one currently being taken in the Jigsaw prototype, will Maven and OSGi be made obsolete? A No, not at all! No matter what approach is taken, to ensure wide adoption it’s essential that the standard Java Platform Module System interact well with Maven. Applications that depend upon the sophisticated features of OSGi will no doubt continue to use OSGi, so it’s critical that implementations of OSGi be able to run on top of the Java module system and, if suitably modified, support OSGi bundles that depend upon Java modules. Ideas for how to do that are currently being explored in Project Penrose. Java 8 & Java 9 Q Without Jigsaw, won’t Java 8 be a pretty boring release? A No, far from it! It’s still slated to include the widely-anticipated Project Lambda (JSR 335), work on which has been going very well, along with the new Date/Time API (JSR 310), Type Annotations (JSR 308), and a set of smaller features already in progress. Q Won’t deferring Jigsaw to Java 9 delay the eventual convergence of the higher-end Java ME Platforms with Java SE? A It will slow that transition, but it will not stop it. To allow progress toward that convergence to be made with Java 8 I’ve suggested to the Java SE 8 EG that we consider specifying a small number of Profiles which would allow compact configurations of the SE Platform to be built and deployed. Q If Jigsaw is deferred to Java 9, would the Oracle engineers currently working on it be reassigned to other Java 8 features and then return to working on Jigsaw again after Java 8 ships? A No, these engineers would continue to work primarily on Jigsaw from now until Java 9 ships. Q Why not drop Lambda and finish Jigsaw instead? A Even if the engineers currently working on Lambda could instantly switch over to Jigsaw and immediately become productive—which of course they can’t—there are less than nine months remaining in the Java 8 schedule for work on major features. That’s just not enough time for the broad review, testing, and feedback which such a fundamental change to the Java Platform requires. Q Why not ship the module system in Java 8, and then modularize the platform in Java 9? A If we deliver a module system in one release but don’t use it to modularize the JDK until some later release then we run a big risk of getting something fundamentally wrong. If that happens then we’d have to fix it in the later release, and fixing fundamental design flaws after the fact almost always leads to a poor end result. Q Why not ship Jigsaw in an 8.5 release, less than two years after 8? Or why not just ship a new release every year, rather than every other year? A Many more developers work on the JDK today than a couple of years ago, both because Oracle has dramatically increased its own investment and because other organizations and individuals have joined the OpenJDK Community. Collectively we don’t, however, have the bandwidth required to ship and then provide long-term support for a big JDK release more frequently than about every other year. Q What’s the feedback been on the two-year release-cycle proposal? A For just about every comment that we should release more frequently, so that new features are available sooner, there’s been another asking for an even slower release cycle so that large teams of enterprise developers who ship mission-critical applications have a chance to migrate at a comfortable pace.

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  • SQLAuthority News – Job Interviewing the Right Way (and for the Right Reasons) – Guest Post by Feodor Georgiev

    - by pinaldave
    Feodor Georgiev is a SQL Server database specialist with extensive experience of thinking both within and outside the box. He has wide experience of different systems and solutions in the fields of architecture, scalability, performance, etc. Feodor has experience with SQL Server 2000 and later versions, and is certified in SQL Server 2008. Feodor has written excellent article on Job Interviewing the Right Way. Here is his article in his own language. A while back I was thinking to start a blog post series on interviewing and employing IT personnel. At that time I had just read the ‘Smart and gets things done’ book (http://www.joelonsoftware.com/items/2007/06/05.html) and I was hyped up on some debatable topics regarding finding and employing the best people in the branch. I have no problem with hiring the best of the best; it’s just the definition of ‘the best of the best’ that makes things a bit more complicated. One of the fundamental books one can read on the topic of interviewing is the one mentioned above. If you have not read it, then you must do so; not because it contains the ultimate truth, and not because it gives the answers to most questions on the subject, but because the book contains an extensive set of questions about interviewing and employing people. Of course, a big part of these questions have different answers, depending on location, culture, available funds and so on. (What works in the US may not necessarily work in the Nordic countries or India, or it may work in a different way). The only thing that is valid regardless of any external factor is this: curiosity. In my belief there are two kinds of people – curious and not-so-curious; regardless of profession. Think about it – professional success is directly proportional to the individual’s curiosity + time of active experience in the field. (I say ‘active experience’ because vacations and any distractions do not count as experience :)  ) So, curiosity is the factor which will distinguish a good employee from the not-so-good one. But let’s shift our attention to something else for now: a few tips and tricks for successful interviews. Tip and trick #1: get your priorities straight. Your status usually dictates your priorities; for example, if the person looking for a job has just relocated to a new country, they might tend to ignore some of their priorities and overload others. In other words, setting priorities straight means to define the personal criteria by which the interview process is lead. For example, similar to the following questions can help define the criteria for someone looking for a job: How badly do I need a (any) job? Is it more important to work in a clean and quiet environment or is it important to get paid well (or both, if possible)? And so on… Furthermore, before going to the interview, the candidate should have a list of priorities, sorted by the most importance: e.g. I want a quiet environment, x amount of money, great helping boss, a desk next to a window and so on. Also it is a good idea to be prepared and know which factors can be compromised and to what extent. Tip and trick #2: the interview is a two-way street. A job candidate should not forget that the interview process is not a one-way street. What I mean by this is that while the employer is interviewing the potential candidate, the job seeker should not miss the chance to interview the employer. Usually, the employer and the candidate will meet for an interview and talk about a variety of topics. In a quality interview the candidate will be presented to key members of the team and will have the opportunity to ask them questions. By asking the right questions both parties will define their opinion about each other. For example, if the candidate talks to one of the potential bosses during the interview process and they notice that the potential manager has a hard time formulating a question, then it is up to the candidate to decide whether working with such person is a red flag for them. There are as many interview processes out there as there are companies and each one is different. Some bigger companies and corporates can afford pre-selection processes, 3 or even 4 stages of interviews, small companies usually settle with one interview. Some companies even give cognitive tests on the interview. Why not? In his book Joel suggests that a good candidate should be pampered and spoiled beyond belief with a week-long vacation in New York, fancy hotels, food and who knows what. For all I can imagine, an interview might even take place at the top of the Eifel tower (right, Mr. Joel, right?) I doubt, however, that this is the optimal way to capture the attention of a good employee. The ‘curiosity’ topic What I have learned so far in my professional experience is that opinions can be subjective. Plus, opinions on technology subjects can also be subjective. According to Joel, only hiring the best of the best is worth it. If you ask me, there is no such thing as best of the best, simply because human nature (well, aside from some physical limitations, like putting your pants on through your head :) ) has no boundaries. And why would it have boundaries? I have seen many curious and interesting people, naturally good at technology, though uninterested in it as one  can possibly be; I have also seen plenty of people interested in technology, who (in an ideal world) should have stayed far from it. At any rate, all of this sums up at the end to the ‘supply and demand’ factor. The interview process big-bang boils down to this: If there is a mutual benefit for both the employer and the potential employee to work together, then it all sorts out nicely. If there is no benefit, then it is much harder to get to a common place. Tip and trick #3: word-of-mouth is worth a thousand words Here I would just mention that the best thing a job candidate can get during the interview process is access to future team members or other employees of the new company. Nowadays the world has become quite small and everyone knows everyone. Look at LinkedIn, look at other professional networks and you will realize how small the world really is. Knowing people is a good way to become more approachable and to approach them. Tip and trick #4: Be confident. It is true that for some people confidence is as natural as breathing and others have to work hard to express it. Confidence is, however, a key factor in convincing the other side (potential employer or employee) that there is a great chance for success by working together. But it cannot get you very far if it’s not backed up by talent, curiosity and knowledge. Tip and trick #5: The right reasons What really bothers me in Sweden (and I am sure that there are similar situations in other countries) is that there is a tendency to fill quotas and to filter out candidates by criteria different from their skill and knowledge. In job ads I see quite often the phrases ‘positive thinker’, ‘team player’ and many similar hints about personality features. So my guess here is that discrimination has evolved to a new level. Let me clear up the definition of discrimination: ‘unfair treatment of a person or group on the basis of prejudice’. And prejudice is the ‘partiality that prevents objective consideration of an issue or situation’. In other words, there is not much difference whether a job candidate is filtered out by race, gender or by personality features – it is all a bad habit. And in reality, there is no proven correlation between the technology knowledge paired with skills and the personal features (gender, race, age, optimism). It is true that a significantly greater number of Darwin awards were given to men than to women, but I am sure that somewhere there is a paper or theory explaining the genetics behind this. J This topic actually brings to mind one of my favorite work related stories. A while back I was working for a big company with many teams involved in their processes. One of the teams was occupying 2 rooms – one had the team members and was full of light, colorful posters, chit-chats and giggles, whereas the other room was dark, lighted only by a single monitor with a quiet person in front of it. Later on I realized that the ‘dark room’ person was the guru and the ultimate problem-solving-brain who did not like the chats and giggles and hence was in a separate room. In reality, all severe problems which the chatty and cheerful team members could not solve and all emergencies were directed to ‘the dark room’. And thus all worked out well. The moral of the story: Personality has nothing to do with technology knowledge and skills. End of story. Summary: I’d like to stress the fact that there is no ultimately perfect candidate for a job, and there is no such thing as ‘best-of-the-best’. From my personal experience, the main criteria by which I measure people (co-workers and bosses) is the curiosity factor; I know from experience that the more curious and inventive a person is, the better chances there are for great achievements in their field. Related stories: (for extra credit) 1) Get your priorities straight. A while back as a consultant I was working for a few days at a time at different offices and for different clients, and so I was able to compare and analyze the work environments. There were two different places which I compared and recently I asked a friend of mine the following question: “Which one would you prefer as a work environment: a noisy office full of people, or a quiet office full of faulty smells because the office is rarely cleaned?” My friend was puzzled for a while, thought about it and said: “Hmm, you are talking about two different kinds of pollution… I will probably choose the second, since I can clean the workplace myself a bit…” 2) The interview is a two-way street. One time, during a job interview, I met a potential boss that had a hard time phrasing a question. At that particular time it was clear to me that I would not have liked to work under this person. According to my work religion, the properly asked question contains at least half of the answer. And if I work with someone who cannot ask a question… then I’d be doing double or triple work. At another interview, after the technical part with the team leader of the department, I was introduced to one of the team members and we were left alone for 5 minutes. I immediately jumped on the occasion and asked the blunt question: ‘What have you learned here for the past year and how do you like your job?’ The team member looked at me and said ‘Nothing really. I like playing with my cats at home, so I am out of here at 5pm and I don’t have time for much.’ I was disappointed at the time and I did not take the job offer. I wasn’t that shocked a few months later when the company went bankrupt. 3) The right reasons to take a job: personality check. A while back I was asked to serve as a job reference for a coworker. I agreed, and after some weeks I got a phone call from the company where my colleague was applying for a job. The conversation started with the manager’s question about my colleague’s personality and about their social skills. (You can probably guess what my internal reaction was… J ) So, after 30 minutes of pouring common sense into the interviewer’s head, we finally agreed on the fact that a shy or quiet personality has nothing to do with work skills and knowledge. Some years down the road my former colleague is taking the manager’s position as the manager is demoted to a different department. Reference: Feodor Georgiev, Pinal Dave (http://blog.SQLAuthority.com) Filed under: PostADay, Readers Contribution, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • The Incremental Architect&acute;s Napkin &ndash; #3 &ndash; Make Evolvability inevitable

    - by Ralf Westphal
    Originally posted on: http://geekswithblogs.net/theArchitectsNapkin/archive/2014/06/04/the-incremental-architectacutes-napkin-ndash-3-ndash-make-evolvability-inevitable.aspxThe easier something to measure the more likely it will be produced. Deviations between what is and what should be can be readily detected. That´s what automated acceptance tests are for. That´s what sprint reviews in Scrum are for. It´s no small wonder our software looks like it looks. It has all the traits whose conformance with requirements can easily be measured. And it´s lacking traits which cannot easily be measured. Evolvability (or Changeability) is such a trait. If an operation is correct, if an operation if fast enough, that can be checked very easily. But whether Evolvability is high or low, that cannot be checked by taking a measure or two. Evolvability might correlate with certain traits, e.g. number of lines of code (LOC) per function or Cyclomatic Complexity or test coverage. But there is no threshold value signalling “evolvability too low”; also Evolvability is hardly tangible for the customer. Nevertheless Evolvability is of great importance - at least in the long run. You can get away without much of it for a short time. Eventually, though, it´s needed like any other requirement. Or even more. Because without Evolvability no other requirement can be implemented. Evolvability is the foundation on which all else is build. Such fundamental importance is in stark contrast with its immeasurability. To compensate this, Evolvability must be put at the very center of software development. It must become the hub around everything else revolves. Since we cannot measure Evolvability, though, we cannot start watching it more. Instead we need to establish practices to keep it high (enough) at all times. Chefs have known that for long. That´s why everybody in a restaurant kitchen is constantly seeing after cleanliness. Hygiene is important as is to have clean tools at standardized locations. Only then the health of the patrons can be guaranteed and production efficiency is constantly high. Still a kitchen´s level of cleanliness is easier to measure than software Evolvability. That´s why important practices like reviews, pair programming, or TDD are not enough, I guess. What we need to keep Evolvability in focus and high is… to continually evolve. Change must not be something to avoid but too embrace. To me that means the whole change cycle from requirement analysis to delivery needs to be gone through more often. Scrum´s sprints of 4, 2 even 1 week are too long. Kanban´s flow of user stories across is too unreliable; it takes as long as it takes. Instead we should fix the cycle time at 2 days max. I call that Spinning. No increment must take longer than from this morning until tomorrow evening to finish. Then it should be acceptance checked by the customer (or his/her representative, e.g. a Product Owner). For me there are several resasons for such a fixed and short cycle time for each increment: Clear expectations Absolute estimates (“This will take X days to complete.”) are near impossible in software development as explained previously. Too much unplanned research and engineering work lurk in every feature. And then pervasive interruptions of work by peers and management. However, the smaller the scope the better our absolute estimates become. That´s because we understand better what really are the requirements and what the solution should look like. But maybe more importantly the shorter the timespan the more we can control how we use our time. So much can happen over the course of a week and longer timespans. But if push comes to shove I can block out all distractions and interruptions for a day or possibly two. That´s why I believe we can give rough absolute estimates on 3 levels: Noon Tonight Tomorrow Think of a meeting with a Product Owner at 8:30 in the morning. If she asks you, how long it will take you to implement a user story or bug fix, you can say, “It´ll be fixed by noon.”, or you can say, “I can manage to implement it until tonight before I leave.”, or you can say, “You´ll get it by tomorrow night at latest.” Yes, I believe all else would be naive. If you´re not confident to get something done by tomorrow night (some 34h from now) you just cannot reliably commit to any timeframe. That means you should not promise anything, you should not even start working on the issue. So when estimating use these four categories: Noon, Tonight, Tomorrow, NoClue - with NoClue meaning the requirement needs to be broken down further so each aspect can be assigned to one of the first three categories. If you like absolute estimates, here you go. But don´t do deep estimates. Don´t estimate dozens of issues; don´t think ahead (“Issue A is a Tonight, then B will be a Tomorrow, after that it´s C as a Noon, finally D is a Tonight - that´s what I´ll do this week.”). Just estimate so Work-in-Progress (WIP) is 1 for everybody - plus a small number of buffer issues. To be blunt: Yes, this makes promises impossible as to what a team will deliver in terms of scope at a certain date in the future. But it will give a Product Owner a clear picture of what to pull for acceptance feedback tonight and tomorrow. Trust through reliability Our trade is lacking trust. Customers don´t trust software companies/departments much. Managers don´t trust developers much. I find that perfectly understandable in the light of what we´re trying to accomplish: delivering software in the face of uncertainty by means of material good production. Customers as well as managers still expect software development to be close to production of houses or cars. But that´s a fundamental misunderstanding. Software development ist development. It´s basically research. As software developers we´re constantly executing experiments to find out what really provides value to users. We don´t know what they need, we just have mediated hypothesises. That´s why we cannot reliably deliver on preposterous demands. So trust is out of the window in no time. If we switch to delivering in short cycles, though, we can regain trust. Because estimates - explicit or implicit - up to 32 hours at most can be satisfied. I´d say: reliability over scope. It´s more important to reliably deliver what was promised then to cover a lot of requirement area. So when in doubt promise less - but deliver without delay. Deliver on scope (Functionality and Quality); but also deliver on Evolvability, i.e. on inner quality according to accepted principles. Always. Trust will be the reward. Less complexity of communication will follow. More goodwill buffer will follow. So don´t wait for some Kanban board to show you, that flow can be improved by scheduling smaller stories. You don´t need to learn that the hard way. Just start with small batch sizes of three different sizes. Fast feedback What has been finished can be checked for acceptance. Why wait for a sprint of several weeks to end? Why let the mental model of the issue and its solution dissipate? If you get final feedback after one or two weeks, you hardly remember what you did and why you did it. Resoning becomes hard. But more importantly youo probably are not in the mood anymore to go back to something you deemed done a long time ago. It´s boring, it´s frustrating to open up that mental box again. Learning is harder the longer it takes from event to feedback. Effort can be wasted between event (finishing an issue) and feedback, because other work might go in the wrong direction based on false premises. Checking finished issues for acceptance is the most important task of a Product Owner. It´s even more important than planning new issues. Because as long as work started is not released (accepted) it´s potential waste. So before starting new work better make sure work already done has value. By putting the emphasis on acceptance rather than planning true pull is established. As long as planning and starting work is more important, it´s a push process. Accept a Noon issue on the same day before leaving. Accept a Tonight issue before leaving today or first thing tomorrow morning. Accept a Tomorrow issue tomorrow night before leaving or early the day after tomorrow. After acceptance the developer(s) can start working on the next issue. Flexibility As if reliability/trust and fast feedback for less waste weren´t enough economic incentive, there is flexibility. After each issue the Product Owner can change course. If on Monday morning feature slices A, B, C, D, E were important and A, B, C were scheduled for acceptance by Monday evening and Tuesday evening, the Product Owner can change her mind at any time. Maybe after A got accepted she asks for continuation with D. But maybe, just maybe, she has gotten a completely different idea by then. Maybe she wants work to continue on F. And after B it´s neither D nor E, but G. And after G it´s D. With Spinning every 32 hours at latest priorities can be changed. And nothing is lost. Because what got accepted is of value. It provides an incremental value to the customer/user. Or it provides internal value to the Product Owner as increased knowledge/decreased uncertainty. I find such reactivity over commitment economically very benefical. Why commit a team to some workload for several weeks? It´s unnecessary at beast, and inflexible and wasteful at worst. If we cannot promise delivery of a certain scope on a certain date - which is what customers/management usually want -, we can at least provide them with unpredecented flexibility in the face of high uncertainty. Where the path is not clear, cannot be clear, make small steps so you´re able to change your course at any time. Premature completion Customers/management are used to premeditating budgets. They want to know exactly how much to pay for a certain amount of requirements. That´s understandable. But it does not match with the nature of software development. We should know that by now. Maybe there´s somewhere in the world some team who can consistently deliver on scope, quality, and time, and budget. Great! Congratulations! I, however, haven´t seen such a team yet. Which does not mean it´s impossible, but I think it´s nothing I can recommend to strive for. Rather I´d say: Don´t try this at home. It might hurt you one way or the other. However, what we can do, is allow customers/management stop work on features at any moment. With spinning every 32 hours a feature can be declared as finished - even though it might not be completed according to initial definition. I think, progress over completion is an important offer software development can make. Why think in terms of completion beyond a promise for the next 32 hours? Isn´t it more important to constantly move forward? Step by step. We´re not running sprints, we´re not running marathons, not even ultra-marathons. We´re in the sport of running forever. That makes it futile to stare at the finishing line. The very concept of a burn-down chart is misleading (in most cases). Whoever can only think in terms of completed requirements shuts out the chance for saving money. The requirements for a features mostly are uncertain. So how does a Product Owner know in the first place, how much is needed. Maybe more than specified is needed - which gets uncovered step by step with each finished increment. Maybe less than specified is needed. After each 4–32 hour increment the Product Owner can do an experient (or invite users to an experiment) if a particular trait of the software system is already good enough. And if so, she can switch the attention to a different aspect. In the end, requirements A, B, C then could be finished just 70%, 80%, and 50%. What the heck? It´s good enough - for now. 33% money saved. Wouldn´t that be splendid? Isn´t that a stunning argument for any budget-sensitive customer? You can save money and still get what you need? Pull on practices So far, in addition to more trust, more flexibility, less money spent, Spinning led to “doing less” which also means less code which of course means higher Evolvability per se. Last but not least, though, I think Spinning´s short acceptance cycles have one more effect. They excert pull-power on all sorts of practices known for increasing Evolvability. If, for example, you believe high automated test coverage helps Evolvability by lowering the fear of inadverted damage to a code base, why isn´t 90% of the developer community practicing automated tests consistently? I think, the answer is simple: Because they can do without. Somehow they manage to do enough manual checks before their rare releases/acceptance checks to ensure good enough correctness - at least in the short term. The same goes for other practices like component orientation, continuous build/integration, code reviews etc. None of that is compelling, urgent, imperative. Something else always seems more important. So Evolvability principles and practices fall through the cracks most of the time - until a project hits a wall. Then everybody becomes desperate; but by then (re)gaining Evolvability has become as very, very difficult and tedious undertaking. Sometimes up to the point where the existence of a project/company is in danger. With Spinning that´s different. If you´re practicing Spinning you cannot avoid all those practices. With Spinning you very quickly realize you cannot deliver reliably even on your 32 hour promises. Spinning thus is pulling on developers to adopt principles and practices for Evolvability. They will start actively looking for ways to keep their delivery rate high. And if not, management will soon tell them to do that. Because first the Product Owner then management will notice an increasing difficulty to deliver value within 32 hours. There, finally there emerges a way to measure Evolvability: The more frequent developers tell the Product Owner there is no way to deliver anything worth of feedback until tomorrow night, the poorer Evolvability is. Don´t count the “WTF!”, count the “No way!” utterances. In closing For sustainable software development we need to put Evolvability first. Functionality and Quality must not rule software development but be implemented within a framework ensuring (enough) Evolvability. Since Evolvability cannot be measured easily, I think we need to put software development “under pressure”. Software needs to be changed more often, in smaller increments. Each increment being relevant to the customer/user in some way. That does not mean each increment is worthy of shipment. It´s sufficient to gain further insight from it. Increments primarily serve the reduction of uncertainty, not sales. Sales even needs to be decoupled from this incremental progress. No more promises to sales. No more delivery au point. Rather sales should look at a stream of accepted increments (or incremental releases) and scoup from that whatever they find valuable. Sales and marketing need to realize they should work on what´s there, not what might be possible in the future. But I digress… In my view a Spinning cycle - which is not easy to reach, which requires practice - is the core practice to compensate the immeasurability of Evolvability. From start to finish of each issue in 32 hours max - that´s the challenge we need to accept if we´re serious increasing Evolvability. Fortunately higher Evolvability is not the only outcome of Spinning. Customer/management will like the increased flexibility and “getting more bang for the buck”.

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