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  • Tuning GlassFish for Production

    - by arungupta
    The GlassFish distribution is optimized for developers and need simple deployment and server configuration changes to provide the performance typically required for production usage. The formal Performance Tuning Guide provides an explanation of capacity planning and tuning tips for application, GlassFish, JVM, and the operating system. The GlassFish Server Control (only with the commercial edition) also comes with Performance Tuner that optimizes the runtime for optimal throughput and scalability. And then there are multiple blogs that provide more insights as well: • Optimizing GlassFish for Production (Diego Silva, Mar 2012) • GlassFish Production Tuning (Vegard Skjefstad, Nov 2011) • GlassFish in Production (Sunny Saxena, Jul 2011) • Putting GlassFish v3 in Production: Essential Surviving Guide (JeanFrancois, Nov 2009) • A GlassFish Tuning Primer (Scott Oaks, Dec 2007) What is your favorite source for GlassFish Performance Tuning ?

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  • iPad and User Assistance

    - by ultan o'broin
    What possibilities does the iPad over for user assistance in the enterprise space? We will research the possibilities but I can see a number of possibilities already for remote workers who need access to trouble-shooting information on-site, implementers who need reference information and diagrams, business analysts or technical users accessing reports and dashboards for metrics or issues, functional users who need org charts and other data visualizations, and so on. It could also open up more possibilities for collaborative problem solving. User assistance content can take advantage of the device's superb display, graphics capability, connectivity, and long battery life. The possibility of opening up more innovative user assistance solutions (such as comics) is an exciting one for everyone in the UX space. Aligned to this possibility we need to research how users would use the device as they work.

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  • O modelo diamante para gerenciamento de projetos

    - by fernando.galdino
    Este ano comecei a fazer o mestrado em Gestão de Projetos. No decorrer deste período estudamos vários assuntos envolvendo abordagens de gerenciamento de projetos. Uma dessas abordagens é o Modelo Diamante. Elaborada por Aaron Shenhar e Dov Dvir, e explicada em detalhes no livro “Reinventando Gerenciamento de Projetos”, trata-se de uma estrutura que permite avaliar um projeto, e com base nos resultados, permite que o gerente de projetos possa usar uma abordagem como o descrito no PMBOK (PMI), de modo a aproveitar da melhor forma possível, as boas práticas listadas. A apresentação abaixo foi realizada por mim, numa das aulas do curso. Explica com alguns detalhes, e ao mesmo tempo fornece uma visão geral, sobre o modelo NTCP, que é uma estrutura que permite avaliar um projeto em termos de novidade, incerteza tecnológica, complexidade e ritmo.   Modelo NTCP View more presentations from Fernando Galdino.

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  • Project Nashorn Slides & Talks

    - by $utils.escapeXML($entry.author)
    At the Eclipse Demo Camp in Hamburg last week I got asked about resources on Project Nashorn. So, I compiled a quick list:slides from Jim Laskey's JavaOne 2011 talk titled "The Future of JavaScript in the JDK".slides from Bernard Traversat's JavaOne 2011 talk titled "HTLM5 and Java: The Facts and the Myths".slides and video from Jim Laskey's JVM Language Simmit talk titled "Adventures in JSR 292 (Nashorn)".

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  • Cloud Computing : publication du volet 3 du Syntec Numérique

    - by Eric Bezille
    Une vision client/fournisseur réunie autour d'une ébauche de cadre contractuel Lors de la Cloud Computing World Expo qui se tenait au CNIT la semaine dernière, j'ai assisté à la présentation du nouveau volet du Syntec numérique sur le Cloud Computing et les "nouveaux modèles" induits : modèles économiques, contrats, relations clients-fournisseurs, organisation de la DSI. L'originalité de ce livre blanc vis à vis de ceux déjà existants dans le domaine est de s'être attaché à regrouper l'ensemble des acteurs clients (au travers du CRIP) et fournisseurs, autour d'un cadre de formalisation contractuel, en s'appuyant sur le modèle e-SCM. Accélération du passage en fournisseur de Services et fin d'une IT en silos ? Si le Cloud Computing permet d'accélérer le passage de l'IT en fournisseur de services (dans la suite d'ITIL v3), il met également en exergue le challenge pour les DSI d'un modèle en rupture nécessitant des compétences transverses permettant de garantir les qualités attendues d'un service de Cloud Computing : déploiement en mode "self-service" à la demande, accès standardisé au travers du réseau,  gestion de groupes de ressources partagées,  service "élastique" : que l'on peut faire croitre ou diminuer rapidement en fonction de la demande mesurable On comprendra bien ici, que le Cloud Computing va bien au delà de la simple virtualisation de serveurs. Comme le décrit fort justement Constantin Gonzales dans son blog ("Three Enterprise Principles for Building Clouds"), l'important réside dans le respect du standard de l'interface d'accès au service. Ensuite, la façon dont il est réalisé (dans le nuage), est de la charge et de la responsabilité du fournisseur. A lui d'optimiser au mieux pour être compétitif, tout en garantissant les niveaux de services attendus. Pour le fournisseur de service, bien entendu, il faut maîtriser cette implémentation qui repose essentiellement sur l'intégration et l'automatisation des couches et composants nécessaires... dans la durée... avec la prise en charge des évolutions de chacun des éléments. Pour le client, il faut toujours s'assurer de la réversibilité de la solution au travers du respect des standards... Point également abordé dans le livre blanc du Syntec, qui rappelle les points d'attention et fait un état des lieux de l'avancement des standards autour du Cloud Computing. En vous souhaitant une bonne lecture...

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  • Undeploying Apps Running JDev 11g WLS

    - by Christian David Straub
    Guest post from Jeanne Waldman:I was running my application in JDeveloper when I noticed log messages in the console for a different application, let's call it OldApp. I stopped and started the my application server, the WLS server, re-ran my application, and still I'd see messages for OldApp. I shut down JDeveloper, restarted, and still when I ran my application, I'd see the OldApp's messages   Well, it turns out that at some point in time the OldApp was not properly undeployed. To really stop OldApp, I had to:   Go to http://127.0.0.1:7101/console.   This deployed the console app where you configure WLS. By default the login credentials are:   username: weblogic password: weblogic1 I clicked on Deployments and I saw that OldApp was still running. I selected the checkbox next to OldApp and clicked on the Stop -> Force Stop Now.  Now when I run my application, I do not see the OldApp log messages.

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  • Gamify your Web

    - by Isabel F. Peñuelas
    Yesterday Valencia welcomed the Gamification World Congress that I follow virtually through #GWC2012. BBVA, Iberia, Ligeresa, Axe, Wayra, ESADE, GlaxoSmithKline, Macmillan, Gamisfaction, Nomaders, Blaffin were among the companies presenting success stories on gaming. It has been proved that people remember things easily when an emotion is created. The marketing expectations around Gamification techniques have a lot to do with Neuromarketing theories. There are a lot of expectations on internal enterprise Gamification. In the public Web some sectors are taking the lead on following the trend. The Gartner Analyst Brian Burke opened another Gamification recent event in Madrid remembering that “Gamification is mostly about Engagement”, and this can be applied both to customers or employees. Gamification and Banking The experience of the Spanish Financial Group BBVA that just launched BBVA Game was also presented a week ago at the BBVA Innovation Centre during the event “Gamification & Banking: a fad or a serious business?” . One of the objectives of the BBVA Game was to double the name of registered users. “People like the efficiency of the online channel want to keep a one-to-one contact with the brand”-explained Bernardo Crespo. Another interested data coming out the BBVA presentation was that “only 20% of Spanish users –out of the total holders of Bank Accounts in the country- is familiar with the use of a Web Site to consult their bank accounts”, the project aims also to reverse this situation helping people to learn making a heavy use of the Video in the gaming context. In general Banking presenters seem to agree that Gamification techniques are helping to increase the time spent on the Web. Gamification and Health Using Gamification techniques for chronic illness rehabilitation was another topic of the World Congress. Here you can find some ideas and experiences What can games do for the health (In Spanish) I have personally started my own mental-health gaming project at http://www.lumosity.com/ Gamification in the Enterprise I really recommend Reading this excellent post of Ultan ÓBroin my Introduction to Gamification and Applications. Employee´s motivation and learning are experiencing a 360º turn and it looks than some of us will become soon the Dragon of the year instead of the Employee of the Year. Using Web 2.0 Tools for Gamification Projects  What type of tools do we need for a quick-win Gamification project? To certain extend Gamification can be considered an evolution of the participative Web. Badging, avatars, points and awards, leader boards, progress charts, virtual currencies, gifting and giving challenges and quests are common components and elements. The Web is offering new development frameworks to that purpose as this Avatar Framework from Paypal or Badgeville to include in web applications. Besides, tools to create communities around a game are required to comment, share and vote players as well as for an efficient multimedia management. Due to its entirely open architecture, its community features, and its multimedia and imaging solutions is were I see WebCenter as a tool helping brands to success. Link to Sources & Recommended Readings YouTube Video of BBVAGame presentation Where To Apply Gamification In Your Incentive Jim Calhoun Cancer Challenge Ride and Walkh For my Spanish Readers El aburrimiento es el enemigo número uno del éxito

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  • Want to Run OS Commands From WLST?

    - by Bala Kothandaraman
    If you spend a lot of time with WLST in the interactive mode, I am sure you have opened another command prompt/shell to check something at the OS file system level. If you wonder whether can execute an OS command from within WLST prompt, the answer is "Yes". This is very convenient similar to how you can execute OS commands from within "Vi" editor. In fact this feature is not from WLST but from underlying Jython. There is "os" module in Jython that provides a unified interface to a number of operating system functions. There is "system" function in the "os" module that can take a OS command as a string input and returns either "0" or "1" depends on whether the command was successful or failed. So this feature can also be used with scripting mode where the return code can be verified for further processing in the script. For eg. os.system(r'dir c:\bea') can list the contents of the bea folder under c drive. Notice the use of the preceding 'r' for escaping the entire string.

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  • SOA Governance Starts with People and Processes

    - by Jyothi Swaroop
    While we all agree that SOA Governance is about People, Processes and Technology. Some experts are of the opinion that SOA Governance begins with People and Processes but needs to be empowered with technology to achieve the best results. Here's an interesting piece from David Linthicum on eBizq: In the world of SOA, the concept of SOA governance is getting a lot of attention. However, how SOA governance is defined and implemented really depends on the SOA governance vendor who just left the building within most enterprises. Indeed, confusion is a huge issue when considering SOA governance, and the core issues are more about the fundamentals of people and processes, and not about the technology. SOA governance is a concept used for activities related to exercising control over services in an SOA, including tracking the services, monitoring the service, and controlling changes made to the services, simple put. The trouble comes in when SOA governance vendors attempt to define SOA governance around their technology, all with different approaches to SOA governance. Thus, it's important that those building SOAs within the enterprise take a step back and understand what really need to support the concept of SOA governance. The value of SOA governance is pretty simple. Since services make up the foundation of an SOA, and are at their essence the behavior and information from existing systems externalized, it's critical to make sure that those accessing, creating, and changing services do so using a well controlled and orderly mechanism. Those of you, who already have governance in place, typically around enterprise architecture efforts, will be happy to know that SOA governance does not replace those processes, but becomes a mechanism within the larger enterprise governance concept. People and processes are first thing on the list to get under control before you begin to toss technology at this problem. This means establishing an understanding of SOA governance within the team members, including why it's important, who's involved, and the core processes that are to be follow to make SOA governance work. Indeed, when creating the core SOA governance strategy should really be independent of the technology. The technology will change over the years, but the core processes and discipline should be relatively durable over time.

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  • Understanding the value of Customer Experience & Loyalty for the Telecommunications Industry

    - by raul.goycoolea
    Worried by economic woes and market forces, especially in mature markets, communications service providers (CSPs) increasingly focus on improving customer experience. In fact, it seems difficult to find a major message by a C-level executive in the developed world that does not include something on "meeting and exceeding customers' needs". Frequently in customer satisfaction studies by prominent firms, CSPs fall short of the leadership demonstrated by other industries that take customer-centric approaches to their bottom-line strategies. Consider the following:Despite the continued impact of global economic crisis, in July 2010, Apple Computer posted record revenue and net quarterly profit. Those who attribute the results primarily to the iPhone 4 launch should note that Apple also shipped around 30% more Macintosh computers than the same period the previous year. Even sales of the iPod line increased by 8% in a highly commoditized, shrinking media player market. Finally, Apple began selling iPads during the quarter, with total sales of more than 3 million units. What does Apple have that the others lack? Well, some great products (and services) to be sure, but it also excels at customer service and support, marketing, and distribution, and has one of the strongest brands globally. Its products are useful, simple to use, easy to acquire and augment, high quality, and considered very cool. They also evoke such an emotional response from many of Apple's customers, which they turn up their noses at competitive products.In other words, Apple appears to have mastered virtually every aspect of customer experience and the resultant loyalty of its customer base - even in difficult financial times. Through that unwavering customer focus, Apple continues to drive its revenues and profits to new heights. Other customer loyalty leaders like Wal-Mart, Google, Toyota and Honda are also doing well by focusing on customer experience as an essential driver of profitability. Service providers should note this performance and ask themselves how they might leverage the same principles to increase their own profitability. After all, that is what customer experience and loyalty are all about: profitability.To successfully manage all the critical touch points of customer experience, CSPs must shun the one-size-fits-all approach. They can no longer afford to view customer service fundamentally as an act of altruism - which mentality dates back to the industry's civil service days, when CSPs were typically government organizations that were critical to economic development and public safety.As regulators and public officials have pushed, and continue to push, service providers to new heights of reliability - using incentives and punishments - most CSPs already have some of the fundamental building blocks of customer service in place. Yet despite that history and experience, service providers still lag other industries in providing what is seen as good customer service.As we observed in the TMF's 2009 Insights Research report, Customer Experience Management: Driving Loyalty & Profitability there has been resurgence in interest by CSPs. More and more of them have stated ambitions to catch up other industries, and they are realizing that good customer service is a powerful strategy for increasing business performance and profitability, not an act of good will.CSPs are recognizing the connection between customer experience and profitability, as demonstrated in many studies. For example, according to research by Bain & Company, a 5 percent improvement in customer retention rates can yield as much as a 75 percent increase in profits for companies across a range of industries.After decades of customer experience strategy formulation, Bain partner and business author, Frederick Reichheld, considers "would you recommend us to a friend?" as the ultimate question for a customer. How many times have you or your friends recommended an iPod, iPhone or a Mac? What do your children recommend to their peers? Their peers to them?There are certain steps service providers have to take to create more personalized relationships with their customers, as well as reduce churn and increase profitability, all while becoming leaner and more agile. First, they have to define customer experience, we define it as the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s). Virtually every customer touch point - whether directly or indirectly linked to service providers and their partners - contributes to customer perception, satisfaction, loyalty, and ultimately profitability. Gaining leadership in customer experience and satisfaction will not be a simple task, as it is affected by virtually every customer-facing aspect of the service provider, and in turn impacts the service provider deeply - especially on the all-important bottom line. The scope of issues affecting customer experience is complex and dynamic.With new services, devices and applications extending the basis of customer experience to domains beyond the direct control of the service provider, it is likely to increase in complexity and dynamism.Customer loyalty = increased profitsAs stated earlier, customer experience programs are not fundamentally altruistic exercises, but a strategic means of improving competitiveness and profitability in the short and long term. Loyalty is essential to deriving long term profits from customers.Some of the earliest loyalty programs date back to the 1930s, when packaged goods companies offered embedded coupons for rewards to buyers, and eventually retail chains began offering reward programs to frequent shoppers. These programs continued for decades but were leapfrogged in the 1980s by more aggressive programs from the airlines.This movement was led by American Airlines, which launched the first full-scale loyalty marketing program of the modern era with the AAdvantage frequent flyer scheme. It was the first to reward frequent fliers with notional air miles that could be accumulated and later redeemed for free travel. Figure 1: Opportunities example of Customer loyalty driven profitOther airlines and travel providers were quick to grasp the incredible value of providing customers with an incentive to use their company exclusively. Within a few years, dozens of travel industry companies launched similar initiatives and now loyalty programs are achieving near-ubiquity in many service industries, especially those in which it is difficult to differentiate offerings by product attributes.The belief is that increased profitability will result from customer retention efforts because:•    The cost of acquisition occurs only at the beginning of a relationship: the longer the relationship, the lower the amortized cost;•    Account maintenance costs decline as a percentage of total costs, or as a percentage of revenue, over the lifetime of the relationship;•    Long term customers tend to be less inclined to switch and less price sensitive which can result in stable unit sales volume and increases in dollar-sales volume;•    Long term customers may initiate word-of-mouth promotions and referrals, which cost the company nothing and arguably are the most effective form of advertising;•    Long-term customers are more likely to buy ancillary products and higher margin supplemental products;•    Long term customers tend to be satisfied with their relationship with the company and are less likely to switch to competitors, making market entry or competitors gaining market share difficult;•    Regular customers tend to be less expensive to service, as they are familiar with the processes involved, require less 'education', and are consistent in their order placement;•    Increased customer retention and loyalty makes the employees' jobs easier and more satisfying. In turn, happy employees feed back into higher customer satisfaction in a virtuous circle. Figure 2: The virtuous circle of customer loyaltyFigure 2 represents a high-level example of a virtuous cycle driven by customer satisfaction and loyalty, depicting how superiority in product and service offerings, as well as strong customer support by competent employees, lead to higher sales and ultimately profitability. As stated above, this is not a new concept, but succeeding with it is difficult. It has eluded many a company driven to achieve profitability goals. Of course, for this circle to be virtuous, the customer relationship(s) must be profitable.Trying to maintain the loyalty of unprofitable customers is not a viable business strategy. It is, therefore, important that marketers can assess the profitability of each customer (or customer segment), and either improve or terminate relationships that are not profitable. This means each customer's 'relationship costs' must be understood and compared to their 'relationship revenue'. Customer lifetime value (CLV) is the most commonly used metric here, as it is generally accepted as a representation of exactly how much each customer is worth in monetary terms, and therefore a determinant of exactly how much a service provider should be willing to spend to acquire or retain that customer.CLV models make several simplifying assumptions and often involve the following inputs:•    Churn rate represents the percentage of customers who end their relationship with a company in a given period;•    Retention rate is calculated by subtracting the churn rate percentage from 100;•    Period/horizon equates to the units of time into which a customer relationship can be divided for analysis. A year is the most commonly used period for this purpose. Customer lifetime value is a multi-period calculation, often projecting three to seven years into the future. In practice, analysis beyond this point is viewed as too speculative to be reliable. The model horizon is the number of periods used in the calculation;•    Periodic revenue is the amount of revenue collected from a customer in a given period (though this is often extended across multiple periods into the future to understand lifetime value), such as usage revenue, revenues anticipated from cross and upselling, and often some weighting for referrals by a loyal customer to others; •    Retention cost describes the amount of money the service provider must spend, in a given period, to retain an existing customer. Again, this is often forecast across multiple periods. Retention costs include customer support, billing, promotional incentives and so on;•    Discount rate means the cost of capital used to discount future revenue from a customer. Discounting is an advanced method used in more sophisticated CLV calculations;•    Profit margin is the projected profit as a percentage of revenue for the period. This may be reflected as a percentage of gross or net profit. Again, this is generally projected across the model horizon to understand lifetime value.A strong focus on managing these inputs can help service providers realize stronger customer relationships and profits, but there are some obstacles to overcome in achieving accurate calculations of CLV, such as the complexity of allocating costs across the customer base. There are many costs that serve all customers which must be properly allocated across the base, and often a simple proportional allocation across the whole base or a segment may not accurately reflect the true cost of serving that customer;  This is made worse by the fragmentation of customer information, which is likely to be across a variety of product or operations groups, and may be difficult to aggregate due to different representations.In addition, there is the complexity of account relationships and structures to take into consideration. Complex account structures may not be understood or properly represented. For example, a profitable customer may have a separate account for a second home or another family member, which may appear to be unprofitable. If the service provider cannot relate the two accounts, CLV is not properly represented and any resultant cancellation of the apparently unprofitable account may result in the customer churning from the profitable one.In summary, if service providers are to realize strong customer relationships and their attendant profits, there must be a very strong focus on data management. This needs to be coupled with analytics that help business managers and those who work in customer-facing functions offer highly personalized solutions to customers, while maintaining profitability for the service provider. It's clear that acquiring new customers is expensive. Advertising costs, campaign management expenses, promotional service pricing and discounting, and equipment subsidies make a serious dent in a new customer's profitability. That is especially true given the rising subsidies for Smartphone users, which service providers hope will result in greater profits from profits from data services profitability in future.  The situation is made worse by falling prices and greater competition in mature markets.Customer acquisition through industry consolidation isn't cheap either. A North American service provider spent about $2,000 per subscriber in its acquisition of a smaller company earlier this year. While this has allowed it to leapfrog to become the largest mobile service provider in the country, it required a total investment of more than $28 billion (including assumption of the acquiree's debt).While many operating cost synergies clearly made this deal more attractive to the acquiring company, this is certainly an expensive way to acquire customers: the cost per subscriber in this case is not out of line with the prices others have paid for acquisitions.While growth by acquisition certainly increases overall revenues, it often creates tremendous challenges for profitability. Organic growth through increased customer loyalty and retention is a more effective driver of profit, as well as a stronger predictor of future profitability. Service providers, especially those in mature markets, are increasingly recognizing this and taking steps toward a creating a more personalized, flexible and satisfying experience for their customers.In summary, the clearest path to profitability for companies in virtually all industries is through customer retention and maximization of lifetime value. Service providers would do well to recognize this and focus attention on profitable customer relationships.

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  • BIP BIServer Query Debug

    - by Tim Dexter
    With some help from Bryan, I have uncovered a way of being able to debug or at least log what BIServer is doing when BIP sends it a query request. This is not for those of you querying the database directly but if you are using the BIServer and its datamodel to fetch data for a BIP report. If you have written or used the query builder against BIServer and when you run the report it chokes with a cryptic message, that you have no clue about, read on. When BIP runs a piece of BIServer logical SQL to fetch data. It does not appear to validate it, it just passes it through, so what is BIServer doing on its end? As you may know, you are not writing regular physical sql its actually logical sql e.g. select Jobs."Job Title" as "Job Title", Employees."Last Name" as "Last Name", Employees.Salary as Salary, Locations."Department Name" as "Department Name", Locations."Country Name" as "Country Name", Locations."Region Name" as "Region Name" from HR.Locations Locations, HR.Employees Employees, HR.Jobs Jobs The tables might not even be a physical tables, we don't care, that's what the BIServer and its model are for. You have put all the effort into building the model, just go get me the data from where ever it might be. The BIServer takes the logical sql and uses its vast brain to work out what the physical SQL is, executes it and passes the result back to BIP. select distinct T32556.JOB_TITLE as c1, T32543.LAST_NAME as c2, T32543.SALARY as c3, T32537.DEPARTMENT_NAME as c4, T32532.COUNTRY_NAME as c5, T32577.REGION_NAME as c6 from JOBS T32556, REGIONS T32577, COUNTRIES T32532, LOCATIONS T32569, DEPARTMENTS T32537, EMPLOYEES T32543 where ( T32532.COUNTRY_ID = T32569.COUNTRY_ID and T32532.REGION_ID = T32577.REGION_ID and T32537.DEPARTMENT_ID = T32543.DEPARTMENT_ID and T32537.LOCATION_ID = T32569.LOCATION_ID and T32543.JOB_ID = T32556.JOB_ID ) Not a very tough example I know but you get the idea. How do I know what the BIServer is up to? How can I find out what the issue might be if BIServer chokes on my query? There are a couple of steps: In the Administrator tool you need to set the logging level for the Administrator user to something greater than the default '0'. '7' is going to give you the max. Just remember to take it back down after you have finished the debug. I needed to bounce my BIServer service Now here's the secret sauce. Prefix the following to your BIP query set variable LOGLEVEL = 7; Set the log level to that you have in the admin tool Now run your BIP report. With the prefix in place; BIServer will write to the NQQuery.log file. This is located in the ./OracleBI/server/Log directory. In there you are going to find the complete process the BIServer has gone through to try and get the data back for you A quick note, if the BIServer can, its going to hit that great BIEE cache to get your data and you may not see the full log. IF this is the case. Get inot hte Administration page (via the browser login) and clear out your BIP report cursor. Then re-run. This will hopefully help out if you are trying to debug that annoying BIP report that will not run or is getting some strange data. Don't forget to turn that logging level back down once you are done. This will avoid the DBA screaming at you for sucking up all the disk space on the system.

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  • Finally home - and something fully off topic

    - by Mike Dietrich
    Arrived at Munich Pasing last night at 0:50am ... finally :-) On Sunday I've left the Dylan Hotel in Dublin (thanks to the staff there as well: you were REALLY helpful!!) around 7:30pm to go to the port - and came home on Tuesday morning 1:15am. So all together 29:45hrs door-to-door - not bad for nearly 2000km just relying on public transport. And could have been faster if there were seats in ealier TGV's left. But I don't complain at all ;-) Just checked the website of Dublin Airport - it says currently: 17.00pm: Latest on flight disruptions at Dublin Airport The IAA have advised us that based on the latest Volcanic Ash Advisory Centre London Dublin Airport will remain closed for all inbound and outbound commercial flights until 20.00hours. This effectively means that no flights will land or take off at Dublin Airport until then. A further update will be posted this afternoon. When traveling I have always my iPod with me. It has gotten a bit old now (I think I've bought it 3 years ago in November 2007) but it has a 160GB hard disk in it so it fits most of my music collection (not the entire collection anymore as I'm currently re-riping everything to Apple Lossless because at least for my ears it makes a big difference - but I listen to good ol' vinyl as well ...and I don't download compressed music ;-) ). The battery of my little travel companion is still good for more than 20 hours consistent music playback - and there was a band from Texas being in my ears most of the whole journey called Midlake. I haven't heard of them before until I asked a lady at a Munich store some few weeks ago what she's playing on the speakers in the shop. She was amazed and came back with the CD cover but I hesitated to buy it as I always want to listen the tunes before - and at this day I had no time left to do so. But in Dublin I had a bit of spare time on Saturday and I always enter record stores - and the Tower Records was the sort of store I really enjoy and so I've spent there nearly two hours - leaving with 3 Midlake CDs in my bag. So if you are interested just listen those tunes which may remind some people on Fleetwood Mac: As I said in the title, fully off topic ;-)

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  • New Experts Direct Contribution - Multiple Currency in Analytics

    - by Cheryl
    We do our best to anticipate what you need to know when we design and write our courses for CRM On Demand. But we know that we cannot hit on every situation or implementation scenario that you might encounter. That's why I love our Experts Direct program - this is where we encourage our wide network of CRM On Demand experts to contribute knowledge that they have gained from working directly with companies on their specific challenges or questions. (See Direct From Our Experts!) The latest Experts Direct contribution comes from Leon Dolman, who works with CRM On Demand customers every day. Leon addresses what you should expect to see in your reports and in the application when your company's users enter opportunity revenue information in more than one currency. He works through a scenario to show how currency settings can affect the data that you see in your reports. For example, do you know what will you see in your Opportunity reports if you have two different currencies represented, besides your company's default currency, but your company administrator has only set exchange rates for one of them? Leon knows...and now he has shared that knowledge - and more - with the rest of us. Go to the Multiple Currency in Analytics item in the Training and Support Center to read more - and while you're there, take a look at the other Experts Direct content to tap into that expert knowledge that we're collecting for you. Just click the Browse More Topics link in the Experts Direct box on the home page to see the full list. And let us know if there are other topics that you'd like to see our experts address. Post a comment to start a conversation or send us an email.

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  • Calendário de Formação OPN

    - by Claudia Costa
    Está disponível a versão actualizada do Calendário de Formação que pode aceder clicando no seguinte link:  Calendário OPN - versão Dezembro 2010Nota: Estão ainda por confirmar as datas de alguns eventos, as mesmas serão acrescentadas oportunamente. Mantenha-se atento às últimas atualizações do calendário que vão sendo publicadas no Blogue e inscreva-se!  --------------------------------------------- Para mais informação e inscrições contacte Claudia Costa - Tel. 214235027

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  • NetBeans Podcast #61

    - by TinuA
    Download mp3: 39 minutes – 31.6 MB Subscribe to the NetBeans Podcast on iTunes NetBeans Community News with Geertjan and Tinu What's NEW? The Smarter and NOW FASTER NetBeans IDE 7.2 available since July. Is it faster for you too? Tell us about it on Twitter! (#netbeans) NetBeans Community Day at JavaOne is BACK!!! Join the NetBeans team in San Francisco on Sunday, September 30th for a full day of sessions about how various Java EE, JavaFX, and NetBeans Platform experts are using NetBeans in the real-world. NetBeans Community Day is just the start of the fun at JavaOne 2012, check out the full listing of ALL NetBeans-related sessions at the conference. NetBeans Governance Board elections are around the corner. Nominate yourself or someone who you think can represent the interest of the NetBeans Community. Email us at nbpodcast at netbeans dot org to get on the ballot in September. Community Interview: Çagatay Çivici, PrimeFaces Çagatay Çivici is the lead architect and founder of PrimeFaces , the popular JSF component library. Find out what the project is about, its inception, how to create PrimeFaces-based application inside NetBeans IDE, and more. Learn more about PrimeFaces at NetBeans Community Day at JavaOne 2012. Dig deeper into PrimeFaces at JavaOne 2012: CON6139 - Lessons Learned in Building Enterprise and Desktop Applications with the NetBeans IDE Community Interview: Timon Veenstra, Agrosense Timon Veenstra is the architect behind Agrosense , an open-source farm management system built on the NetBeans Platform. Find out how Agrosense helps farms run more efficiently and productively, and why NetBeans is the platform of choice for Timon and the Agrosense team. Catch a demo of Agrosense at NetBeans Community Day at JavaOne 2012. API Design with Jarda Tulach Geertjan has been using the Lookup API incorrectly; Jarda sets him on the right path. *Have ideas for NetBeans Podcast topics? Send them to nbpodcast at netbeans dot org. *Subscribe to the official NetBeans page on Facebook! Check us out as well on Twitter, YouTube, and Google+.

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  • Url Navigation

    - by russ.bishop
    One of the new features is URL-based navigation which is useful for creating intranet links or auto-generating email links (such as from workflow systems, etc). For IIS 6 and earlier, the format is as follows: http://machine/drm-client/Logon.aspx? app=<appname>&action=go&ver=<version name>&hier=<hier name>&node=<node name> Just replace the fields with their appropriate values (URL-encoded of course). <node name> is optional. If provided it will open the hierarchy and expand directly to the target node. Otherwise the hierarchy is opened to the top node. Note that if the specified version is not loaded it will be loaded automatically.

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  • Save 10% when you by this Java mascot stress toy

    - by hinkmond
    That's right! Attention Java online shoppers! We have a blue-light special for a limited time. Buy a squishy Duke stress reliever toy and get 10% off. See: Java mascot stress toy Here's a quote: Polyfoam stress toy is shaped like Java mascot, Duke. 2-1/4" x 3-1/2" x 1-3/4". Custom mold. Red/White/Black. Stress Reliever Toy? Now, why would you be stressed out if you're a Java technology fan..? Don't answer that. Hinkmond

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  • LightFish, Adam Bien's lightweight telemetry application

    - by alexismp
    Adam Bien (Java Champion, JavaEE expert, book author, etc...), has been a GlassFish enthusiast for a while and he proves it again with his new open source project - LightFish, a lightweight monitoring and visualization application for GlassFish. Adam has a short intro and screencast about this standalone WAR application. The tool uses the new JavaEE 6 self-described JDBC connection and the GlassFish-bundled Derby database to provide drag-and-drop install. At runtime, once monitoring is enabled, calls to the RESTful admin API for GlassFish are emitted from a JavaFX dashboard plotting in real-time telemetry data on charts and graphs, including data for "Paranormal Activity". Check it out!

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  • Tab Sweep: FacesMessage enhancements, Look up thread pool resources, JQuery/JSF integration, Galleria, ...

    - by arungupta
    Recent Tips and News on Java, Java EE 6, GlassFish & more : • Fixing remote GlassFish server errors on NetBeans (Igor Cardoso) • FacesMessage Enhancements (PrimeFaces) • How to create and look up thread pool resource in GlassFish (javahowto) • Jersey 1.12 is released (Jakub Podlesak) • VisualVM problem connecting to monitor Glassfish (Raymond Reid) • JSF 2.0 JQuery-JSF Integration (John Yeary) • JDBC-ODBC Bridge Example (John Yeary) • The Java EE 6 Example - Gracefully dealing with Errors in Galleria - Part 6 (Markus Eisele) • Logout functionality in Java web applications (JavaOnly) • LDAP PASSWORD POLICIES AND JAVAEE (Ricky's Hodgepodge) • Java User Groups Promote Java Education (java.net Editor's Daily Blog) • JavaEE Revisits Design Patterns: Aspects (Interceptor) (Developer Chronicles) • Java EE 6 Hand-on Workshop @ IIUI (Shahzad Badar) • javaee6-crud-example (Arjan Tims) • Sample CRUD application with JSF and RichFaces (Mark van der Tol) • 5 useful methods JSF developers should know (Java Code Geeks) Here are some tweets from this week ... Almost 9000 Parleys views at the #JavaEE6 #Devoxx talk I did with @BertErtman. Not even made available for free yet! #JavaEE6 is hot :-) Sent three proposals for Øredev, about #JavaEE6, #OSGi and a case study about Leren-op-Maat (OSGi in the cloud) together with @m4rr5 [blog] The Java EE 6 #Example - Gracefully dealing with #Errors in #Galleria - Part 6 http://t.co/Drg1EQvf #javaee6 Tomorrow, there is a session about Java EE6 #javaee6 at islamia university #bahawalpur under #pakijug.about 150 students going to attend it.

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  • The JRockit Book is Now in Print!

    - by Marcus Hirt
    Yes. I know. It’s been in print for some days already, but I haven’t found time to write about it until now. The book is a good guide for JVM’s in general, and for JRockit in particular. If you’ve ever wondered how the innards of the Java Virtual Machine works, or how to use the JRockit Mission Control to hunt down problems in your Java applications, this book is for you. The book is written for intermediate to advanced Java Developers. These are the chapters: Getting Started Adaptive Code Generation Adaptive Memory Management Threads and Synchronization Benchmarking and Tuning JRockit Mission Control The Management Console The Runtime Analyzer The Flight Recorder The Memory Leak Detector JRCMD Using the JRockit Management APIs JRockit Virtual Edition Appendix A: Bibliography Appendix B: Glossary Index The book is 588 pages long. For more information about the book, see the book page at Packt.

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  • Using the JRockit Flight Recorder as an Exception Profiler.

    - by Marcus Hirt
    There is a lot of new data points in the JRockit Flight Recorder compared to the data available in the old JRA. One set of data deals with exceptions and where they are thrown. In JRA, it was possible to tell how many exceptions were thrown, but it was not possible to determine from where they were thrown. Here is how to do a recording with exception profiling enabled from JRockit Mission Control. 1. Right click on the JVM to profile, select Start Flight Recording. 2. Select the Profiling with Exceptions template.   3. Wait for the recording to finish. The count down for the time left will show in the Flight Recorder Control view. 4. When done the recording will automatically be downloaded and displayed. To show the exceptions, go to the Code | Exceptions tab.

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  • BIEE Answer Parameter Passing

    - by Tim Dexter
    A little off BIP topic today but I spent some time researching how to pass parameters between Answer reports and knocked up a document for a client this morning and thought, what the heck someone might find it useful. If you have a source Answer request and you want to link to another Answer in another subject area and pass values to the target request, read this.

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