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  • Stright Talk Nokia Lumia 920 MMS Fix

    - by mrad
    Originally posted on: http://geekswithblogs.net/mrad/archive/2013/06/17/stright-talk-nokia-lumia-920-mms-fix.aspxWas enjoying my Stright Talk service until receiving several MMS messages.. that showed "Get media content now (1KB)" and then upon selecting the message would get "Media content not available" here is the fix: 1. go to "Settings / cellular / edit mms apn" and make sure you got thisMMS APN: att.mvnoUser name: leave blankPassword: leave blankWAP gateway (URL): 66.209.11.33WAP gateway port: 80Btw, here are the Interned settings for "edit internet apn"Internet APN: att.mvnoUser Name: leave blankPassword: leave blankProxy server (URL): proxy.mvno.tracfone.comProxy port: 80video from Mark  (http://thenokiablog.com)

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  • Oracle Social Network Developer Challenge: TEAM Informatics

    - by Kellsey Ruppel
    Originally posted by Jake Kuramoto on The Apps Lab blog. Here comes another Oracle Social Network Developer Challenge entry, this one courtesy of TEAM Informatics (@teaminformatics). As their name suggests, their entry was a true team effort, featuring the work of Jon Chartrand, Deepthi Sanikommu, Dmitry Shtulman, Raghavendra Joshi, and Daniel Stitely with Wayne Boerger doing the presentation honors. Speaking of the presentation, Wayne’s laptop wouldn’t project onto the plasma we had in the OTN Lounge, but luckily, Noel (@noelportugal) had his iPad and VGA dongle in his backpack of goodies, so they were able to improvise by using the iPad camera to capture Wayne’s demo and project the video to the plasma. Code will find a way. Anyway, TEAM built Do Over, an integration with Atlassian’s JIRA, coincidentally something I’ve chatted with Rich (@rmanalan) about in the past. The basic idea is simple; integrate JIRA issues with Oracle Social Network to expand and centralize the conversation around issue resolution. In Dmitry’s words: We were able to put together a team on fairly short notice and, after batting a few ideas around, decided to pursue an integration with JIRA, an issue and project tracking tool used in-house at TEAM.  After getting to know WebCenter Social, we saw immediate benefits that a JIRA integration could bring, primarily due to the fact that JIRA only allows assignment of an issue to one person at a time.  Integrating Social would allow collaboration and issue resolution to happen right from the JIRA Issue interface. TEAM tackled a very common pain point among developers, i.e. including everyone who needs to be involved in issue resolution into a single thread. If you’ve ever fixed bugs or participated in that process, you’ll know that not everyone has access to the issue resolution system, which makes consolidating discussion time-consuming and fragmented. Why? Because we typically use email as the tool for collaboration. Oracle Social Network allows for all parties involved to work in a single, private and secure conversation, and through its RESTful Public API, information from external systems like JIRA can be brought in for context. TEAM only had time to address half the solution, but given more time, I’m sure they would have made the integration bidirectional, allowing for relevant commentary to be pushed back to JIRA, closing the loop. Here are some screenshot of their integration. #gallery-1 { margin: auto; } #gallery-1 .gallery-item { float: left; margin-top: 10px; text-align: center; width: 33%; } #gallery-1 img { border: 2px solid #cfcfcf; } #gallery-1 .gallery-caption { margin-left: 0; } When Oracle Social Network is released, TEAM will have something they use internally to work on issues, and maybe they’ll even productize their work and add it to the Atlassian Marketplace so that other JIRA users can benefit from the combination of Oracle Social Network and JIRA. Thanks to everyone at TEAM for participating in our challenge. We hope they had a good experience. Look for the details of the other entries this week. Be sure to check out a full recap from Dmitry over on the TEAM blog.

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  • RSS Feeds currently on Simple-Talk

    - by Andrew Clarke
    There are a number of news-feeds for the Simple-Talk site, but for some reason they are well hidden. Whilst we set about reorganizing them, I thought it would be a good idea to list some of the more important ones. The most important one for almost all purposes is the Homepage RSS feed which represents the blogs and articles that are placed on the homepage. Main Site Feed representing the Homepage ..which is good for most purposes but won't always have all the blogs, or maybe it will occasionally miss an article. If you aren't interested in all the content, you can just use the RSS feeds that are more relevant to your interests. (We'll be increasing these categories soon) The newsfeed for SQL articles The .NET section newsfeed The newsfeed for Red Gate books The newsfeed for Opinion articles The SysAdmin section newsfeed if you want to get a more refined feed, then you can pick and choose from these feeds for each category so as to make up your custom news-feed in the SQL section, SQL Training Learn SQL Server Database Administration TSQL Programming SQL Server Performance Backup and Recovery SQL Tools SSIS SSRS (Reporting Services) in .NET there are... ASP.NET Windows Forms .NET Framework ,NET Performance Visual Studio .NET tools in Sysadmin there are Exchange General Virtualisation Unified Messaging Powershell in opinion, there is... Geek of the Week Opinion Pieces in Books, there is .NET Books SQL Books SysAdmin Books And all the blogs have got feeds. So although you can get all the blogs from here.. Main Blog Feed          You can get individual RSS feeds.. AdamRG's Blog       Alex.Davies's Blog       AliceE's Blog       Andrew Clarke's Blog       Andrew Hunter's Blog       Bart Read's Blog       Ben Adderson's Blog       BobCram's Blog       bradmcgehee's Blog       Brian Donahue's Blog       Charles Brown's Blog       Chris Massey's Blog       CliveT's Blog       Damon's Blog       David Atkinson's Blog       David Connell's Blog       Dr Dionysus's Blog       drsql's Blog       FatherJack's Blog       Flibble's Blog       Gareth Marlow's Blog       Helen Joyce's Blog       James's Blog       Jason Crease's Blog       John Magnabosco's Blog       Laila's Blog       Lionel's Blog       Matt Lee's Blog       mikef's Blog       Neil Davidson's Blog       Nigel Morse's Blog       Phil Factor's Blog       red@work's Blog       reka.burmeister's Blog       Richard Mitchell's Blog       RobbieT's Blog       RobertChipperfield's Blog       Rodney's Blog       Roger Hart's Blog       Simon Cooper's Blog       Simon Galbraith's Blog       TheFutureOfMonitoring's Blog       Tim Ford's Blog       Tom Crossman's Blog       Tony Davis's Blog       As well as these blogs, you also have the forums.... SQL Server for Beginners Forum     Programming SQL Server Forum    Administering SQL Server Forum    .NET framework Forum    .Windows Forms Forum   ASP.NET Forum   ADO.NET Forum 

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  • Is it relatively safe to install kernel from "Canonical Kernel Team ppa" than "Mainline"

    - by tijybba
    I already referred most of the questions stating Upgrade from Mainline Builds or Compiling from latest source or PPA and also concluded that it can cause breakage to Current stable installed system. My question is regarding the kernel builds from Canonical Kernel Team which i have subscribed in Ubuntu 12.04 64-bit , states This is the core kernel team as hired by Canonical. Do not use this team, use ubuntu-kernel-team instead. My stable kernel states 3.2.0-27.42 from Ubuntu repository , also i consider Canonical Kernel Team to be Official ,currently urging me to Upgrade 3.2.0-27.43 , so from the Odd numbered and through the PPA description it is categorized as Unstable. From this ,it can be said next stable release would be 3.2.0-27.44. Is upgrading to .43 version is stable enough to continue , since .44 will be provide by Ubuntu itself based on .43 version and so on. Though i can't expect a lot of Changes ,but does it provide new Improvements or just Bug Fixes since it is just a preceding Release. Also , apart from Ubuntu mainline kernel , is Canonical Kernel Team different. If so , in what development or contribution terms. Is the Ubuntu kernel developed by Two different teams or same team. P.S.: Just noticed that sudo apt-get update && sudo apt-get upgrade provides me upgrade to .43 kernel , which normally requires sudo apt-get dist-upgrade to upgrade to newer kernel available , unless it normally provides message like " Following packages were not upgraded..." , is it an error or an exception to this Canonical Kernel PPA.

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  • Does a mature agile team requires any management?

    - by ashy_32bit
    After a recent heated debate over Scrum, I realized my problem is that I think of management as a quite unnecessary and redundant activity in a fully agile team. I believe a mature Agile team does not require management or any non-technical decision making process whatsoever. To my (apparently erring) eyes it is more than obvious that the only one suitable and capable of managing a mature development team is their coach (who is the most technically competent colleague with proper communication skills). I can't imagine how a Scrum master can contribute to such a team. I am having great difficulty realizing and understanding the value of such things in Scrum and the manager as someone who is not a veteran developer but is well skilled in planning the production cycles when a coach exists in the team. What does that even mean? How on earth can someone with no edge-skills of development manage a highly technical team? Perhaps management here means something else? I see management as a total waste of time and a by-product of immaturity. In my understanding a mature team is fully self-managing. Apparently I'm mistaken since many great people say the contrary but I can't convince myself.

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  • Comparing Apples and Pairs

    - by Tony Davis
    A recent study, High Costs and Negative Value of Pair Programming, by Capers Jones, pulls no punches in its assessment of the costs-to- benefits ratio of pair programming, two programmers working together, at a single computer, rather than separately. He implies that pair programming is a method rushed into production on a wave of enthusiasm for Agile or Extreme Programming, without any real regard for its effectiveness. Despite admitting that his data represented a far from complete study of the economics of pair programming, his conclusions were stark: it was 2.5 times more expensive, resulted in a 15% drop in productivity, and offered no significant quality benefits. The author provides a more scientific analysis than Jon Evans’ Pair Programming Considered Harmful, but the theme is the same. In terms of upfront-coding costs, pair programming is surely more expensive. The claim of productivity loss is dubious and contested by other studies. The third claim, though, did surprise me. The author’s data suggests that if both the pair and the individual programmers employ static code analysis and testing, then there is no measurable difference in the resulting code quality, in terms of defects per function point. In other words, pair programming incurs a massive extra cost for no tangible return in investment. There were, inevitably, many criticisms of his data and his conclusions, a few of which are persuasive. Firstly, that the driver/observer model of pair programming, on which the study bases its findings, is far from the most effective. For example, many find Ping-Pong pairing, based on use of test-driven development, far more productive. Secondly, that it doesn’t distinguish between “expert” and “novice” pair programmers– that is, independently of other programming skills, how skilled was an individual at pair programming. Thirdly, that his measure of quality is too narrow. This point rings true, certainly at Red Gate, where developers don’t pair program all the time, but use the method in short bursts, while tackling a tricky problem and needing a fresh perspective on the best approach, or more in-depth knowledge in a particular domain. All of them argue that pair programming, and collective code ownership, offers significant rewards, if not in terms of immediate “bug reduction”, then in removing the likelihood of single points of failure, and improving the overall quality and longer-term adaptability/maintainability of the design. There is also a massive learning benefit for both participants. One developer told me how he once worked in the same team over consecutive summers, the first time with no pair programming and the second time pair-programming two-thirds of the time, and described the increased rate of learning the second time as “phenomenal”. There are a great many theories on how we should develop software (Scrum, XP, Lean, etc.), but woefully little scientific research in their effectiveness. For a group that spends so much time crunching other people’s data, I wonder if developers spend enough time crunching data about themselves. Capers Jones’ data may be incomplete, but should cause a pause for thought, especially for any large IT departments, supporting commerce and industry, who are considering pair programming. It certainly shouldn’t discourage teams from exploring new ways of developing software, as long as they also think about how to gather hard data to gauge their effectiveness.

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  • Professional Scrum Developer (.NET) Training in London

    - by Martin Hinshelwood
    On the 26th - 30th July in Microsoft’s offices in London Adam Cogan from SSW will be presenting the first Professional Scrum Developer course in the UK. I will be teaching this course along side Adam and it is a fantastic experience. You are split into teams and go head-to-head to deliver units of potentially shippable work in four two hour sprints. The Professional Scrum Developer course is the only course endorsed by both Microsoft and Ken Schwaber and they have worked together very effectively in brining this course to fruition. This course is the brain child of Richard Hundhausen, a Microsoft Regional Director, and both Adam and I attending the Trainer Prep in Sydney when he was there earlier this year. He is a fantastic trainer and no matter where you do this course you can be safe in the knowledge that he has trained and vetted all of the teachers. A tools version of Ken if you will Find a course and register Download this syllabus Download the Scrum Guide What is the Professional Scrum Developer course all about? Professional Scrum Developer course is a unique and intensive five-day experience for software developers. The course guides teams on how to turn product requirements into potentially shippable increments of software using the Scrum framework, Visual Studio 2010, and modern software engineering practices. Attendees will work in self-organizing, self-managing teams using a common instance of Team Foundation Server 2010. Who should attend this course? This course is suitable for any member of a software development team – architect, programmer, database developer, tester, etc. Entire teams are encouraged to attend and experience the course together, but individuals are welcome too. Attendees will self-organize to form cross-functional Scrum teams. These teams require an aggregate of skills specific to the selected case study. Please see the last page of this document for specific details. Product Owners, ScrumMasters, and other stakeholders are welcome too, but keep in mind that everyone who attends will be expected to commit to work and pull their weight on a Scrum team. What should you know by the end of the course? Scrum will be experienced through a combination of lecture, demonstration, discussion, and hands-on exercises. Attendees will learn how to do Scrum correctly while being coached and critiqued by the instructor, in the following topic areas: Form effective teams Explore and understand legacy “Brownfield” architecture Define quality attributes, acceptance criteria, and “done” Create automated builds How to handle software hotfixes Verify that bugs are identified and eliminated Plan releases and sprints Estimate product backlog items Create and manage a sprint backlog Hold an effective sprint review Improve your process by using retrospectives Use emergent architecture to avoid technical debt Use Test Driven Development as a design tool Setup and leverage continuous integration Use Test Impact Analysis to decrease testing times Manage SQL Server development in an Agile way Use .NET and T-SQL refactoring effectively Build, deploy, and test SQL Server databases Create and manage test plans and cases Create, run, record, and play back manual tests Setup a branching strategy and branch code Write more maintainable code Identify and eliminate people and process dysfunctions Inspect and improve your team’s software development process What does the week look like? This course is a mix of lecture, demonstration, group discussion, simulation, and hands-on software development. The bulk of the course will be spent working as a team on a case study application delivering increments of new functionality in mini-sprints. Here is the week at a glance: Monday morning and most of the day Friday will be spent with the computers powered off, so you can focus on sharpening your game of Scrum and avoiding the common pitfalls when implementing it. The Sprints Timeboxing is a critical concept in Scrum as well as in this course. We expect each team and student to understand and obey all of the timeboxes. The timebox duration will always be clearly displayed during each activity. Expect the instructor to enforce it. Each of the ½ day sprints will roughly follow this schedule: Component Description Minutes Instruction Presentation and demonstration of new and relevant tools & practices 60 Sprint planning meeting Product owner presents backlog; each team commits to delivering functionality 10 Sprint planning meeting Each team determines how to build the functionality 10 The Sprint The team self-organizes and self-manages to complete their tasks 120 Sprint Review meeting Each team will present their increment of functionality to the other teams = 30 Sprint Retrospective A group retrospective meeting will be held to inspect and adapt 10 Each team is expected to self-organize and manage their own work during the sprint. Pairing is highly encouraged. The instructor/product owner will be available if there are questions or impediments, but will be hands-off by default. You should be prepared to communicate and work with your team members in order to achieve your sprint goal. If you have development-related questions or get stuck, your partner or team should be your first level of support. Module 1: INTRODUCTION This module provides a chance for the attendees to get to know the instructors as well as each other. The Professional Scrum Developer program, as well as the day by day agenda, will be explained. Finally, the Scrum team will be selected and assembled so that the forming, storming, norming, and performing can begin. Trainer and student introductions Professional Scrum Developer program Agenda Logistics Team formation Retrospective Module 2: SCRUMDAMENTALS This module provides a level-setting understanding of the Scrum framework including the roles, timeboxes, and artifacts. The team will then experience Scrum firsthand by simulating a multi-day sprint of product development, including planning, review, and retrospective meetings. Scrum overview Scrum roles Scrum timeboxes (ceremonies) Scrum artifacts Simulation Retrospective It’s required that you read Ken Schwaber’s Scrum Guide in preparation for this module and course. MODULE 3: IMPLEMENTING SCRUM IN VISUAL STUDIO 2010 This module demonstrates how to implement Scrum in Visual Studio 2010 using a Scrum process template*. The team will learn the mapping between the Scrum concepts and how they are implemented in the tool. After connecting to the shared Team Foundation Server, the team members will then return to the simulation – this time using Visual Studio to manage their product development. Mapping Scrum to Visual Studio 2010 User Story work items Task work items Bug work items Demonstration Simulation Retrospective Module 4: THE CASE STUDY In this module the team is introduced to their problem domain for the week. A kickoff meeting by the Product Owner (the instructor) will set the stage for the why and what that will take during the upcoming sprints. The team will then define the quality attributes of the project and their definition of “done.” The legacy application code will be downloaded, built, and explored, so that any bugs can be discovered and reported. Introduction to the case study Download the source code, build, and explore the application Define the quality attributes for the project Define “done” How to file effective bugs in Visual Studio 2010 Retrospective Module 5: HOTFIX This module drops the team directly into a Brownfield (legacy) experience by forcing them to analyze the existing application’s architecture and code in order to locate and fix the Product Owner’s high-priority bug(s). The team will learn best practices around finding, testing, fixing, validating, and closing a bug. How to use Architecture Explorer to visualize and explore Create a unit test to validate the existence of a bug Find and fix the bug Validate and close the bug Retrospective Module 6: PLANNING This short module introduces the team to release and sprint planning within Visual Studio 2010. The team will define and capture their goals as well as other important planning information. Release vs. Sprint planning Release planning and the Product Backlog Product Backlog prioritization Acceptance criteria and tests Sprint planning and the Sprint Backlog Creating and linking Sprint tasks Retrospective At this point the team will have the knowledge of Scrum, Visual Studio 2010, and the case study application to begin developing increments of potentially shippable functionality that meet their definition of done. Module 7: EMERGENT ARCHITECTURE This module introduces the architectural practices and tools a team can use to develop a valid design on which to develop new functionality. The teams will learn how Scrum supports good architecture and design practices. After the discussion, the teams will be presented with the product owner’s prioritized backlog so that they may select and commit to the functionality they can deliver in this sprint. Architecture and Scrum Emergent architecture Principles, patterns, and practices Visual Studio 2010 modeling tools UML and layer diagrams SPRINT 1 Retrospective Module 8: TEST DRIVEN DEVELOPMENT This module introduces Test Driven Development as a design tool and how to implement it using Visual Studio 2010. To maximize productivity and quality, a Scrum team should setup Continuous Integration to regularly build every team member’s code changes and run regression tests. Refactoring will also be defined and demonstrated in combination with Visual Studio’s Test Impact Analysis to efficiently re-run just those tests which were impacted by refactoring. Continuous integration Team Foundation Build Test Driven Development (TDD) Refactoring Test Impact Analysis SPRINT 2 Retrospective Module 9: AGILE DATABASE DEVELOPMENT This module lets the SQL Server database developers in on a little secret – they can be agile too. By using the database projects in Visual Studio 2010, the database developers can join the rest of the team. The students will see how to apply Agile database techniques within Visual Studio to support the SQL Server 2005/2008/2008R2 development lifecycle. Agile database development Visual Studio database projects Importing schema and scripts Building and deploying Generating data Unit testing SPRINT 3 Retrospective Module 10: SHIP IT Teams need to know that just because they like the functionality doesn’t mean the Product Owner will. This module revisits acceptance criteria as it pertains to acceptance testing. By refining acceptance criteria into manual test steps, team members can execute the tests, recording the results and reporting bugs in a number of ways. Manual tests will be defined and executed using the Microsoft Test Manager tool. As the Sprint completes and an increment of functionality is delivered, the team will also learn why and when they should create a branch of the codeline. Acceptance criteria Testing in Visual Studio 2010 Microsoft Test Manager Writing and running manual tests Branching SPRINT 4 Retrospective Module 11: OVERCOMING DYSFUNCTION This module introduces the many types of people, process, and tool dysfunctions that teams face in the real world. Many dysfunctions and scenarios will be identified, along with ideas and discussion for how a team might mitigate them. This module will enable you and your team to move toward independence and improve your game of Scrum when you depart class. Scrum-butts and flaccid Scrum Best practices working as a team Team challenges ScrumMaster challenges Product Owner challenges Stakeholder challenges Course Retrospective What will be expected of you and you team? This is a unique course in that it’s technically-focused, team-based, and employs timeboxes. It demands that the members of the teams self-organize and self-manage their own work to collaboratively develop increments of software. All attendees must commit to: Pay attention to all lectures and demonstrations Participate in team and group discussions Work collaboratively with other team members Obey the timebox for each activity Commit to work and do your best to deliver All teams should have these skills: Understanding of Scrum Familiarity with Visual Studio 201 C#, .NET 4.0 & ASP.NET 4.0 experience*  SQL Server 2008 development experience Software testing experience * Check with the instructor ahead of time for the exact technologies Self-organising teams Another unique attribute of this course is that it’s a technical training class being delivered to teams of developers, not pairs, and not individuals. Ideally, your actual software development team will attend the training to ensure that all necessary skills are covered. However, if you wish to attend an open enrolment course alone or with just a couple of colleagues, realize that you may be placed on a team with other attendees. The instructor will do his or her best to ensure that each team is cross-functional to tackle the case study, but there are no guarantees. You may be required to try a new role, learn a new skill, or pair with somebody unfamiliar to you. This is just good Scrum! Who should NOT take this course? Because of the nature of this course, as explained above, certain types of people should probably not attend this course: Students requiring command and control style instruction – there are no prescriptive/step-by-step (think traditional Microsoft Learning) labs in this course Students who are unwilling to work within a timebox Students who are unwilling to work collaboratively on a team Students who don’t have any skill in any of the software development disciplines Students who are unable to commit fully to their team – not only will this diminish the student’s learning experience, but it will also impact their team’s learning experience Find a course and register Download this syllabus Download the Scrum Guide Technorati Tags: Scrum,SSW,Pro Scrum Dev

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  • Building The Right SharePoint Team For Your Organization

    - by Mark Rackley
    I see the question posted fairly often asking what kind SharePoint team an organization should have. How many people do I need? What roles do I need to fill? What is best for my organization? Well, just like every other answer in SharePoint, the correct answer is “it depends”. Do you ever get sick of hearing that??? I know I do… So, let me give you my thoughts and opinions based upon my experience and what I’ve seen and let you come to your own conclusions. What are the possible SharePoint roles? I guess the first thing you need to understand are the different roles that exist in SharePoint (and their are LOTS). Remember, SharePoint is a massive beast and you will NOT find one person who can do it all. If you are hoping to find that person you will be sorely disappointed. For the most part this is true in SharePoint 2007 and 2010. However, generally things are improved in 2010 and easier for junior individuals to grasp. SharePoint Administrator The absolutely positively only role that you should not be without no matter the size of your organization or SharePoint deployment is a SharePoint administrator. These guys are essential to keeping things running and figuring out what’s wrong when things aren’t running well. These unsung heroes do more before 10 am than I do all day. The bad thing is, when these guys are awesome, you don’t even know they exist because everything is running so smoothly. You should definitely invest some time and money here to make sure you have some competent if not rockstar help. You need an admin who truly loves SharePoint and will go that extra mile when necessary. Let me give you a real world example of what I’m talking about: We have a rockstar admin… and I’m sure she’s sick of my throwing her name around so she’ll just have to live with remaining anonymous in this post… sorry Lori… Anyway! A couple of weeks ago our Server teams came to us and said Hi Lori, I’m finalizing the MOSS servers and doing updates that require a restart; can I restart them? Seems like a harmless request from your server team does it not? Sure, go ahead and apply the patches and reboot during our scheduled maintenance window. No problem? right? Sounded fair to me… but no…. not to our fearless SharePoint admin… I need a complete list of patches that will be applied. There is an update that is out there that will break SharePoint… KB973917 is the patch that has been shown to cause issues. What? You mean Microsoft released a patch that would actually adversely affect SharePoint? If we did NOT have a rockstar admin, our server team would have applied these patches and then when some problem occurred in SharePoint we’d have to go through the fun task of tracking down exactly what caused the issue and resolve it. How much time would that have taken? If you have a junior SharePoint admin or an admin who’s not out there staying on top of what’s going on you could have spent days tracking down something so simple as applying a patch you should not have applied. I will even go as far to say the only SharePoint rockstar you NEED in your organization is a SharePoint admin. You can always outsource really complicated development projects or bring in a rockstar contractor every now and then to make sure you aren’t way off track in other areas. For your day-to-day sanity and to keep SharePoint running smoothly, you need an awesome Admin. Some rockstars in this category are: Ben Curry, Mike Watson, Joel Oleson, Todd Klindt, Shane Young, John Ferringer, Sean McDonough, and of course Lori Gowin. SharePoint Developer Another essential role for your SharePoint deployment is a SharePoint developer. Things do start to get a little hazy here and there are many flavors of “developers”. Are you writing custom code? using SharePoint Designer? What about SharePoint Branding?  Are all of these considered developers? I would say yes. Are they interchangeable? I’d say no. Development in SharePoint is such a large beast in itself. I would say that it’s not so large that you can’t know it all well, but it is so large that there are many people who specialize in one particular category. If you are lucky enough to have someone on staff who knows it all well, you better make sure they are well taken care of because those guys are ready-made to move over to a consulting role and charge you 3 times what you are probably paying them. :) Some of the all-around rockstars are Eric Shupps, Andrew Connell (go Razorbacks), Rob Foster, Paul Schaeflein, and Todd Bleeker SharePoint Power User/No-Code Solutions Developer These SharePoint Swiss Army Knives are essential for quick wins in your organization. These people can twist the out-of-the-box functionality to make it do things you would not even imagine. Give these guys SharePoint Designer, jQuery, InfoPath, and a little time and they will create views, dashboards, and KPI’s that will blow your mind away and give your execs the “wow” they are looking for. Not only can they deliver that wow factor, but they can mashup, merge, and really help make your SharePoint application usable and deliver an overall better user experience. Before you hand off a project to your SharePoint Custom Code developer, let one of these rockstars look at it and show you what they can do (in probably less time). I would say the second most important role you can fill in your organization is one of these guys. Rockstars in this category are Christina Wheeler, Laura Rogers, Jennifer Mason, and Mark Miller SharePoint Developer – Custom Code If you want to really integrate SharePoint into your legacy systems, or really twist it and make it bend to your will, you are going to have to open up Visual Studio and write some custom code.  Remember, SharePoint is essentially just a big, huge, ginormous .NET application, so you CAN write code to make it do ANYTHING, but do you really want to spend the time and effort to do so? At some point with every other form of SharePoint development you are going to run into SOME limitation (SPD Workflows is the big one that comes to mind). If you truly want to knock down all the walls then custom development is the way to go. PLEASE keep in mind when you are looking for a custom code developer that a .NET developer does NOT equal a SharePoint developer. Just SOME of the things these guys write are: Custom Workflows Custom Web Parts Web Service functionality Import data from legacy systems Export data to legacy systems Custom Actions Event Receivers Service Applications (2010) These guys are also the ones generally responsible for packaging everything up into solution packages (you are doing that, right?). Rockstars in this category are Phil Wicklund, Christina Wheeler, Geoff Varosky, and Brian Jackett. SharePoint Branding “But it LOOKS like SharePoint!” Somebody call the WAAAAAAAAAAAAHMbulance…   Themes, Master Pages, Page Layouts, Zones, and over 2000 styles in CSS.. these guys not only have to be comfortable with all of SharePoint’s quirks and pain points when branding, but they have to know it TWICE for publishing and non-publishing sites.  Not only that, but these guys really need to have an eye for graphic design and be able to translate the ramblings of business into something visually stunning. They also have to be comfortable with XSLT, XML, and be able to hand off what they do to your custom developers for them to package as solutions (which you are doing, right?). These rockstars include Heater Waterman, Cathy Dew, and Marcy Kellar SharePoint Architect SharePoint Architects are generally SharePoint Admins or Developers who have moved into more of a BA role? Is that fair to say? These guys really have a grasp and understanding for what SharePoint IS and what it can do. These guys help you structure your farms to meet your needs and help you design your applications the correct way. It’s always a good idea to bring in a rockstar SharePoint Architect to do a sanity check and make sure you aren’t doing anything stupid.  Most organizations probably do not have a rockstar architect on staff. These guys are generally brought in at the deployment of a farm, upgrade of a farm, or for large development projects. I personally also find architects very useful for sitting down with the business to translate their needs into what SharePoint can do. A good architect will be able to pick out what can be done out-of-the-box and what has to be custom built and hand those requirements to the development Staff. Architects can generally fill in as an admin or a developer when needed. Some rockstar architects are Rick Taylor, Dan Usher, Bill English, Spence Harbar, Neil Hodgkins, Eric Harlan, and Bjørn Furuknap. Other Roles / Specialties On top of all these other roles you also get these people who specialize in things like Reporting, BDC (BCS in 2010), Search, Performance, Security, Project Management, etc... etc... etc... Again, most organizations will not have one of these gurus on staff, they’ll just pay out the nose for them when they need them. :) SharePoint End User Everyone else in your organization that touches SharePoint falls into this category. What they actually DO in SharePoint is determined by your governance and what permissions you give these guys. Hopefully you have these guys on a fairly short leash and are NOT giving them access to tools like SharePoint Designer. Sadly end users are the ones who truly make your deployment a success by using it, but are also your biggest enemy in breaking it.  :)  We love you guys… really!!! Okay, all that’s fine and dandy, but what should MY SharePoint team look like? It depends! Okay… Are you just doing out of the box team sites with no custom development? Then you are probably fine with a great Admin team and a great No-Code Solution Development team. How many people do you need? Depends on how busy you can keep them. Sorry, can’t answer the question about numbers without knowing your specific needs. I can just tell you who you MIGHT need and what they will do for you. I’ll leave you with what my ideal SharePoint Team would look like for a particular scenario: Farm / Organization Structure Dev, QA, and 2 Production Farms. 5000 – 10000 Users Custom Development and Integration with legacy systems Team Sites, My Sites, Intranet, Document libraries and overall company collaboration Team Rockstar SharePoint Administrator 2-3 junior SharePoint Administrators SharePoint Architect / Lead Developer 2 Power User / No-Code Solution Developers 2-3 Custom Code developers Branding expert With a team of that size and skill set, they should be able to keep a substantial SharePoint deployment running smoothly and meet your business needs. This does NOT mean that you would not need to bring in contract help from time to time when you need an uber specialist in one area. Also, this team assumes there will be ongoing development for the life of your SharePoint farm. If you are just going to be doing sporadic custom development, it might make sense to partner with an awesome firm that specializes in that sort of work (I can give you the name of a couple if you are interested).  Again though, the size of your team depends on the number of requests you are receiving and how much active deployment you are doing. So, don’t bring in a team that looks like this and then yell at me because they are sitting around with nothing to do or are so overwhelmed that nothing is getting done. I do URGE you to take the proper time to asses your needs and determine what team is BEST for your organization. Also, PLEASE PLEASE PLEASE do not skimp on the talent. When it comes to SharePoint you really do get what you pay for when it comes to employees, contractors, and software.  SharePoint can become absolutely critical to your business and because you skimped on hiring a developer he created a web part that brings down the farm because he doesn’t know what he’s doing, or you hire an admin who thinks it’s fine to stick everything in the same Content Database and then can’t figure out why people are complaining. SharePoint can be an enormous blessing to an organization or it’s biggest curse. Spend the time and money to do it right, or be prepared to spending even more time and money later to fix it.

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  • What’s the use of code reuse?

    - by Tony Davis
    All great developers write reusable code, don’t they? Well, maybe, but as with all statements regarding what “great” developers do or don’t do, it’s probably an over-simplification. A novice programmer, in particular, will encounter in the literature a general assumption of the importance of code reusability. They spend time worrying about DRY (don’t repeat yourself), moving logic into specific “helper” modules that they can then reuse, agonizing about the minutiae of the class structure, inheritance and interface design that will promote easy reuse. Unfortunately, writing code specifically for reuse often leads to complicated object hierarchies and inheritance models that are anything but reusable. If, instead, one strives to write simple code units that are highly maintainable and perform a single function, in a concise, isolated fashion then the potential for reuse simply “drops out” as a natural by-product. Programmers, of course, care about these principles, about encapsulation and clean interfaces that don’t expose inner workings and allow easy pluggability. This is great when it helps with the maintenance and development of code but how often, in practice, do we actually reuse our code? Most DBAs and database developers are familiar with the practical reasons for the limited opportunities to reuse database code and its potential downsides. However, surely elsewhere in our code base, reuse happens often. After all, we can all name examples, such as date/time handling modules, which if we write with enough care we can plug in to many places. I spoke to a developer just yesterday who looked me in the eye and told me that in 30+ years as a developer (a successful one, I’d add), he’d never once reused his own code. As I sat blinking in disbelief, he explained that, of course, he always thought he would reuse it. He’d often agonized over its design, certain that he was creating code of great significance that he and other generations would reuse, with grateful tears misting their eyes. In fact, it never happened. He had in his head, most of the algorithms he needed and would simply write the code from scratch each time, refining the algorithms and tailoring the code to meet the specific requirements. It was, he said, simply quicker to do that than dig out the old code, check it, correct the mistakes, and adapt it. Is this a common experience, or just a strange anomaly? Viewed in a certain light, building code with a focus on reusability seems to hark to a past age where people built cars and music systems with the idea that someone else could and would replace and reuse the parts. Technology advances so rapidly that the next time you need the “same” code, it’s likely a new technique, or a whole new language, has emerged in the meantime, better equipped to tackle the task. Maybe we should be less fearful of the idea that we could write code well suited to the system requirements, but with little regard for reuse potential, and then rewrite a better version from scratch the next time.

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  • Crime Scene Investigation: SQL Server

    - by Rodney Landrum
    “The packages are running slower in Prod than they are in Dev” My week began with this simple declaration from one of our lead BI developers, quickly followed by an emailed spreadsheet demonstrating that, over 5 executions, an extensive ETL process was running average 630 seconds faster on Dev than on Prod. The situation needed some scientific investigation to determine why the same code, the same data, the same schema would yield consistently slower results on a more powerful server. Prod had yet to be officially christened with a “Go Live” date so I had the time, and having recently been binge watching CSI: New York, I also had the inclination. An inspection of the two systems, Prod and Dev, revealed the first surprise: although Prod was indeed a “bigger” system, with double the amount of RAM of Dev, the latter actually had twice as many processor cores. On neither system did I see much sign of resources being heavily taxed, while the ETL process was running. Without any real supporting evidence, I jumped to a conclusion that my years of performance tuning should have helped me avoid, and that was that the hardware differences explained the better performance on Dev. We spent time setting up a Test system, similarly scoped to Prod except with 4 times the cores, and ported everything across. The results of our careful benchmarks left us truly bemused; the ETL process on the new server was slower than on both other systems. We burned more time tweaking server configurations, monitoring IO and network latency, several times believing we’d uncovered the smoking gun, until the results of subsequent test runs pitched us back into confusion. Finally, I decided, enough was enough. Hadn’t I learned very early in my DBA career that almost all bottlenecks were caused by code and database design, not hardware? It was time to get back to basics. With over 100 SSIS packages and hundreds of queries, each handling specific tasks such as file loads, bulk inserts, transforms, logging, and so on, the task seemed formidable. And yet, after barely an hour spent with Profiler, Extended Events, and wait statistics DMVs, I had a lead in the shape of a query that joined three tables, containing millions of rows, returned 3279 results, but performed 239K logical reads. As soon as I looked at the execution plans for the query in Dev and Test I saw the culprit, an implicit conversion warning on a join predicate field that was numeric in one table and a varchar(50) in another! I turned this information over to the BI developers who quickly resolved the data type mismatches and found and fixed “several” others as well. After the schema changes the same query with the same databases ran in under 1 second on all systems and reduced the logical reads down to fewer than 300. The analysis also revealed that on Dev, the ETL task was pulling data across a LAN, whereas Prod and Test were connected across slower WAN, in large part explaining why the same process ran slower on the latter two systems. Loading the data locally on Prod delivered a further 20% gain in performance. As we progress through our DBA careers we learn valuable lessons. Sometimes, with a project deadline looming and pressure mounting, we choose to forget them. I was close to giving into the temptation to throw more hardware at the problem. I’m pleased at least that I resisted, though I still kick myself for not looking at the code on day one. It can seem a daunting prospect to return to the fundamentals of the code so close to roll out, but with the right tools, and surprisingly little time, you can collect the evidence that reveals the true problem. It is a lesson I trust I will remember for my next 20 years as a DBA, if I’m ever again tempted to bypass the evidence.

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  • We have our standards, and we need them

    - by Tony Davis
    The presenter suddenly broke off. He was midway through his section on how to apply to the relational database the Continuous Delivery techniques that allowed for rapid-fire rounds of development and refactoring, while always retaining a “production-ready” state. He sighed deeply and then launched into an astonishing diatribe against Database Administrators, much of his frustration directed toward Oracle DBAs, in particular. In broad strokes, he painted the picture of a brave new deployment philosophy being frustratingly shackled by the relational database, and by especially by the attitudes of the guardians of these databases. DBAs, he said, shunned change and “still favored tools I’d have been embarrassed to use in the ’80′s“. DBAs, Oracle DBAs especially, were more attached to their vendor than to their employer, since the former was the primary source of their career longevity and spectacular remuneration. He contended that someone could produce the best IDE or tool in the world for Oracle DBAs and yet none of them would give a stuff, unless it happened to come from the “mother ship”. I sat blinking in astonishment at the speaker’s vehemence, and glanced around nervously. Nobody in the audience disagreed, and a few nodded in assent. Although the primary target of the outburst was the Oracle DBA, it made me wonder. Are we who work with SQL Server, database professionals or merely SQL Server fanbois? Do DBAs, in general, have an image problem? Is it a good career-move to be seen to be holding onto a particular product by the whites of our knuckles, to the exclusion of all else? If we seek a broad, open-minded, knowledge of our chosen technology, the database, and are blessed with merely mortal powers of learning, then we like standards. Vendors of RDBMSs generally don’t conform to standards by instinct, but by customer demand. Microsoft has made great strides to adopt the international SQL Standards, where possible, thanks to considerable lobbying by the community. The implementation of Window functions is a great example. There is still work to do, though. SQL Server, for example, has an unusable version of the Information Schema. One cast-iron rule of any RDBMS is that we must be able to query the metadata using the same language that we use to query the data, i.e. SQL, and we do this by running queries against the INFORMATION_SCHEMA views. Developers who’ve attempted to apply a standard query that works on MySQL, or some other database, but doesn’t produce the expected results on SQL Server are advised to shun the Standards-based approach in favor of the vendor-specific one, using the catalog views. The argument behind this is sound and well-documented, and of course we all use those catalog views, out of necessity. And yet, as database professionals, committed to supporting the best databases for the business, whatever they are now and in the future, surely our heart should sink somewhat when we advocate a vendor specific approach, to a developer struggling with something as simple as writing a guard clause. And when we read messages on the Microsoft documentation informing us that we shouldn’t rely on INFORMATION_SCHEMA to identify reliably the schema of an object, in SQL Server!

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  • Google I/O 2010 - Fireside chat with the Android team

    Google I/O 2010 - Fireside chat with the Android team Google I/O 2010 - Fireside chat with the Android team Fireside Chats The Android team with Chris DiBona moderating Pull up a chair and join the Android team at Google for a fireside chat. It's your opportunity to ask us about the platform and to tell us where you'd like to see it go in the future. For all I/O 2010 sessions, please go to code.google.com From: GoogleDevelopers Views: 303 1 ratings Time: 01:01:39 More in Science & Technology

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  • Scrum and Team Consolidation

    - by John K. Hines
    I’m still working my way through one of the more painful team consolidations of my career.  One thing that’s made it hard was my assumption that the use of Agile methods and Scrum would make everything easy.  Take three teams, make all work visible, track it, and presto: An efficient, functioning software development team. What I’ve come to realize is that the primary benefit of Scrum is that Scrum brings teams closer to their customers.  Frequent meetings, short iterations, and phased deployments are all meant to keep the customer in the loop.  It’s true that as teams become proficient with Scrum they tend to become more efficient.  But I don’t think it’s true that Scrum automatically helps people work together. Instead, Scrum can point out when teams aren’t good at working together.   And it really illustrates when teams, especially teams in sustaining mode, are reacting to their customers instead of innovating with them.  At the moment we’ve inherited a huge backlog of tools, processes, and personalities.  It’s up to us to sort them all out.  Unfortunately, after 7 &frac12; months we’re still sorting. What I’d recommend for any blended team is to look at your current product lifecycles and work on a single lifecycle for all work.  If you can’t objectively come up with one process, that’s a good indication that the new team might not be a good fit for being a single unit (which happens all the time in bigger companies).  Go ahead & self-organize into sub-teams.  Then repeat the process. If you can come up with a single process, tackle each piece and standardize all of them.  Do this as soon as possible, as it can be uncomfortable.  Standardize your requirements gathering and tracking, your exploration and technical analysis, your project planning, development standards, validation and sustaining processes.  Standardize all of it.  Make this your top priority, get it out of the way, and get back to work. Lastly, managers of blended teams should realize what I’m suggesting is a disruptive process.  But you’ve just reorganized the team is already disrupted.   Don’t pull the bandage off slowly and force the team through a prolonged transition phase, lowering their productivity over the long term.  You can role model leadership to your team and drive a true consolidation.  Destroy roadblocks, reassure those on your team who are afraid of change, and push forward to create something efficient and beautiful.  Then use Scrum to reengage your customers in a way that they’ll love. Technorati tags: Scrum Scrum Process

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  • How to recreate missing Team Foundation Server database?

    - by Amadiere
    I've been trying out TFS 2010 Beta 2 on my local machine, or at least, had installed ready to do so. I had some issues with my MSSQL2008 server so I completely uninstalled and re-installed it and that sorted it. However, I'm now in limbo with TFS. I have the software installed, but it has none of the SQL databases installed that go with it. I had no data and am not precious about how to go about it. I figure completely uninstalling and re-installing might be an idea and will most likely fix it (repair didn't work). Is there a quicker way? Is there a command line utility that I can run, or a SQL script to recreate it all?

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  • How to build a team of people not working together?

    - by Bernd
    I am in charge of a group of about 30 software development experts and architects. While these people are co-located in the companies organization chart, they do not really feel as a team. This is due to their work enviroment: 1) The people are spread over eight locations, with a max. distance of about 1000km (this is Europe). 2) The people don't work as team but instead get called as single people (and sometimes small groups into projects for as long as the projects run. 3) Travelling is somewhat limited as this requires business reasons. Lot is done via phone. Do you have ideas or suggestions on how I could make these people feeling part of a joint organization where they support others and get supported by others. So that they get to know their peers, build a network, informally exchange information? So that they generally get the feeling of having common ground and derive motivation and job satisfaction?

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  • MIX10 Talk - Slides and Code

    At MIX10, I presented the Developing with WCF RIA Services Quickly and Effectively talk. For the demos I used a BookClub application - the scenario is a team application for team members to use to share books and browse/search/request shared books. The following are the concepts that the demos and code cover: [Full post continued here...]...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • A colourblind member of our team...

    - by dbramhall
    We rely a lot on colour within our code within our team to outline features that need working on and what needs attention, we we think can be improved (we mainly colour the line of the code) for the application we're developing, however we have a close friend that is colourblind and he wants to join our team despite our heavily reliance on colour. Do you have any other recommendations as to how a team can highlight what needs work on without the use of colour - our team is about 25 people that are all accustom to the line colouring system and we have found it be most efficient.

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  • Does your team develop their supporting tools or this should be outsourced out of it?

    - by Pierre 303
    By supporting tools, I mean: reference data manager, like virus definition for anti-virus software test data generator level builders for games simulators or advanced mocking systems Does the team building the core product (in the case above, the game or the anti-virus) should be part of the development of the supporting tools significantly, or this is a task you would outsourced out of the team to help it focus on the product? I don't have enough experience to evaluate the pros & cons of each, so I'm hopping you would come up with personal experiences to share, or even studies or papers you read on the subject.

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  • How large administrators team should be? [closed]

    - by Artyom
    I'm trying to find an answer about how many server administrators/technicians are required to run a server farm with 7/24 availability of let's 10, 100, 1000 Linux servers? Are there any studies for this? Edit I was not expected this question to be closed. There are lots of studies about for example software development where from "lines of code" you can approximate the software development cost (COCOMO), so I was searching for something similar in administration. Note, I'm 100% understand that it is not a straightforward or easy to answer question, but it is a real question...

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  • How (and where) to organize a team to make a website?

    - by yes123
    Please take this question seriously. I have some moneys and ideas and I would like to hire developers/graphics to write down my ideas into a website. I could do it all myself, I have the right knowledge but I don't have time. Now the problem is: If i hire some good developers and tell him my ideas who assures me he will not steal my idea and build the website on his own? (take the social network film) The best thing to do would be to create a team with firends and make it, But sincerly in my city and in my country my friends maximum are able to do is start pc - open facebook.com What would be your moves? Other than the "steal part" I would like to know tips for the team-management too

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  • Uninstalling demo/trial of Visual Studio 2008 Team System

    - by Ian Ringrose
    I wish to uninstall the trail copy of VS 2008 Team System, as the trial is coming to its end. I had VS 2008 Professional Edition installed on the machine to start with and it still shows up in Add/Remove Problems. I am hoping that when I uninstall VS 2008 Team System I will be left with a working VS 2008 Professional Edition. When I try to uninstall VS 2008 Team System, I very quickly get an error dialog that says: A problem has been encountered while loading the setup components. Canceling setup. Help! Progress or lack there of so fare I have done dir %temp%*.log in a command prompt and can see any log files that are recent I am going to read http://en.wikipedia.org/wiki/Windows_Installer#Diagnostic_logging to see if I can get any logging Aaron Stebner's WebLog has a post on where VS put's is log files, he also has a post on were some other products put there log files gives some info about where VS setup puts it's logs etc Aaron Ruckman provided me with the solution after I sent him the log files.

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  • Unit testing newbie team needs to unit test

    - by Walter
    I'm working with a new team that has historically not done ANY unit testing. My goal is for the team to eventually employ TDD (Test Driven Development) as their natural process. But since TDD is such a radical mind shift for a non-unit testing team I thought I would just start off with writing unit tests after coding. Has anyone been in a similar situation? What's an effective way to get a team to be comfortable with TDD when they've not done any unit testing? Does it make sense to do this in a couple of steps? Or should we dive right in and face all the growing pains at once?? EDIT Just for clarification, there is no one on the team (other than myself) who has ANY unit testing exposure/experience. And we are planning on using the unit testing functionality built into Visual Studio.

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  • “Unplugged” LIDNUG online talk with me on Monday (April 16th)

    - by ScottGu
    This coming Monday (April 16th) I’m doing another online LIDNUG session.  The talk will be from 10am to 11:30am (Pacific Time).  I do these talks a few times a year and they tend to be pretty fun.  Attendees can ask any questions they want to me, and listen to me answer them live via LiveMeeting.  We usually end up having some really good discussions on a wide variety of topics.  Any topic or question is fair game. You can learn more and register to attend the online event for free here. I’ll update this post with a download link to a recorded audio version of the talk after the event is over. Hope to get a chance to chat with some of you there! Scott P.S. In addition to blogging, I am also now using Twitter for quick updates and to share links. Follow me at: twitter.com/scottgu

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