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  • SQL Server Version

    I'm continually trying to track down what service packs are installed on various SQL Servers I support. I can never find the right support page on Microsoft's site. So here's an article with all the SQL Server version information I can track down. If you know of any older versions or can help me fill out any missing data, please post in the comments and I'll update the article.

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  • More Maintenance Plan Weirdness

    - by AjarnMark
    I’m not a big fan of the built-in Maintenance Plan functionality in SQL Server.  I like the interface in SQL 2005 better than 2000 (it looks more like building an SSIS package) but it’s still a bit of a black box.  You don’t really know what commands are being run based on the selections you have made, and you can easily make some unwise choices without realizing it, such as shrinking your database on a regular basis.  I really prefer to know exactly what commands and with which options are being run on my servers. Recently I had another very strange thing happen with a Maintenance Plan, this time in SQL 2005, SP3.  I inherited this server and have done a bit of cleanup on it, but had not yet gotten around to replacing the Maintenance Plans with all my own scripts.  However, one of the maintenance plans which was just responsible for doing LOG backups was running more frequently than that system needed, and I thought I would just tweak the schedule a bit.  So I opened the Maintenance Plan and edited the properties of the Subplan, setting a new schedule, saved it and figured all was good to go.  But the next execution of the Scheduled Job that triggers the Maintenance Plan code failed with an error about the Owner of the job.  Specifically the error was, “Unable to determine if the owner (OldDomain\OldDBAUserID) of job MaintenancePlanName.Subplan has server access (reason: Could not obtain information about Windows NT group/user 'OldDomain\OldDBAUserID’..”  I was really confused because I had previously updated all of the jobs to have current accounts as the owners.  At first I thought it was just a fluke, but it happened on the next scheduled cycle so I investigated further and sure enough, that job had the old DBA’s account listed as the owner.  I fixed it and the job successfully ran to completion. Now, I don’t really like mysteries like that, so I did some more testing and verified that, sure enough, just editing the Subplan schedule and saving the Maintenance Job caused the Scheduled Job to be recreated with the old credentials.  I don’t know where it is getting those credentials, but I can only assume that it is the same as the original creator of the Maintenance Plan, and for some reason it insists on using that ID for the job owner.  I looked through the options in SSMA and could not find anything would let me easily set the value that I wanted it to use.  I suspect that if I did something like executing sp_changeobjectowner against the Maintenance Plan that it would use that new ID instead.  I’m sure that there is good reason that it works this way, but rather than mess around with it much more, I’m just going to spend my time rolling out my replacement scripts instead. Chalk this little hidden oddity up as yet one more reason I’m not a fan of Maintenance Plans.

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  • Provocative Tweets From the Dachis Social Business Summit

    - by Mike Stiles
    On June 20, all who follow social business and how social is changing how we do business and internal business structures, gathered in London for the Dachis Social Business Summit. In addition to Oracle SVP Product Development, Reggie Bradford, brands and thought leaders posed some thought-provoking ideas and figures. Here are some of the most oft-tweeted points, and our thoughts that they provoked. Tweet: The winners will be those who use data to improve performance.Thought: Everyone is dwelling on ROI. Why isn’t everyone dwelling on the opportunity to make their product or service better (as if that doesn’t have an effect on ROI)? Big data can improve you…let it. Tweet: High performance hinges on integrated teams that interact with each other.Thought: Team members may work well with each other, but does the team as a whole “get” what other teams are doing? That’s the key to an integrated, companywide workforce. (Internal social platforms can facilitate that by the way). Tweet: Performance improvements come from making the invisible visible.Thought: Many of the factors that drive customer behavior and decisions are invisible. Through social, customers are now showing us what we couldn’t see before…if we’re paying attention. Tweet: Games have continuous feedback, which is why they’re so engaging.  Apply that to business operations.Thought: You think your employees have an obligation to be 100% passionate and engaged at all times about making you richer. Think again. Like customers, they must be motivated. Visible insight that they’re advancing on their goals helps. Tweet: Who can add value to the data?  Data will tend to migrate to where it will be most effective.Thought: Not everybody needs all the data. One team will be able to make sense of, use, and add value to data that may be irrelevant to another team. Like a strategized football play, the data has to get sent to the spot on the field where it’s needed most. Tweet: The sale isn’t the light at the end of the tunnel, it’s the start of a new marketing cycle.Thought: Another reason the ROI question is fundamentally flawed. The sale is not the end of the potential return on investment. After-the-sale service and nurturing begins where the sales “victory” ends. Tweet: A dead sale is one that’s not shared.  People must be incentivized to share.Thought: Guess what, customers now know their value to you as marketers on your behalf. They’ll tell people about your product, but you’ve got to answer, “Why should I?” And you’ve got to answer it with something substantial, not lame trinkets. Tweet: Social user motivations are competition, affection, excellence and curiosity.Thought: Your followers will engage IF; they can get something for doing it, love your culture so much they want you to win, are consistently stunned at the perfection and coolness of your products, or have been stimulated enough to want to know more. Tweet: In Europe, 92% surveyed said they couldn’t care less about brands.Thought: Oh well, so much for loving you or being impressed enough with your products & service that they want you to win. We’ve got a long way to go. Tweet: A complaint is a gift.Thought: Our instinct where complaints are concerned is to a) not listen, b) dismiss the one who complains as a kook, c) make excuses, and d) reassure ourselves with internal group-think that they’re wrong and we’re right. It’s the perfect recipe for how to never, ever grow or get better. In a way, this customer cares more than you do. Tweet: 78% of consumers think peer recommendation is the best form of advertising.  Eventually, engagement is going to eat advertising.Thought: Why is peer recommendation best? Trust. If a friend tells me how great a movie was, I believe him. He has credibility with me. He’s seen it, and he could care less if I buy a ticket. He’s telling me it was awesome because he sincerely believes that it was.  That’s gold. Tweet: 86% of customers are willing to pay more for a better customer experience. Thought: This “how mad can we make our customers without losing them” strategy has to end. The customer experience has actual monetary value, money you’re probably leaving on the table. @mikestilesPhoto: stock.xchng

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  • WebCenter Customer Spotlight: Azul Brazilian Airlines

    - by me
    Author: Peter Reiser - Social Business Evangelist, Oracle WebCenter  Solution SummaryAzul Linhas Aéreas Brasileiras (Azul Brazilian Airlines) is the third-largest airline in Brazil serving  42 destinations with a fleet of 49 aircraft and employs 4,500 crew members. The company wanted to offer an innovative site with a simple purchasing process for customers to search for and buy tickets and for the company’s marketing team to more effectively conduct its campaigns. To this end, Azul implemented Oracle WebCenter Sites, succeeding in gathering all of the site’s key information onto a single platform. Azul can now complete the Web site content updating process—which used to take approximately 48 hours—in less than five minutes. Company OverviewAzul Linhas Aéreas Brasileiras (Azul Brazilian Airlines) has established itself as the third-largest airline in Brazil, based on a business model that combines low prices with a high level of service. Azul serves 42 destinations with a fleet of 49 aircraft. It operates 350 daily flights with a team of 4,500 crew members. Last year, the company transported 15 million passengers, achieving a 10% share of the Brazilian market, according to the Agência Nacional de Aviação Civil (ANAC, or the National Civil Aviation Agency). Business ChallengesThe company wanted to offer an innovative site with a simple purchasing process for customers to search for and buy tickets and for the company’s marketing team to more effectively conduct its campaigns. Provide customers with an  innovative Web site with a simple process for purchasing flight tickets Bring dynamism to the Web site’s content updating process to provide autonomy to the airline’s strategic departments, such as marketing and product development Facilitate integration among the site’s different application providers, such as ticket availability and payment process, on which ticket sales depend Solution DeployedAzul worked with the  Oracle partner TQI to implement Oracle WebCenter Sites, succeeding in gathering all of the site’s key information onto a single platform. Previously, at least three servers and corporate information environments had directed data to the portal. The single Oracle-based platform now facilitates site updates, which are daily and constant. Business Results Gained development freedom in all processes—from implementation to content editing Gathered all of the Web site’s key information onto a single platform, facilitating its daily and constant updating, whereas the information was previously spread among at least three IT environments and had to go through a complex process to be made available online to customers Reduced time needed to update banners and other Web site content from an average of 48 hours to less than five minutes Simplified the flight ticket sales process thanks to tool flexibility that enabled the company to improve Website usability “Oracle WebCenter Sites provides an easy-to-use platform that enables our marketing department to spend less time updating content and more time on innovative activities. Previously, it would take 48 hours to update content on our Web site; now it takes less than five minutes. We have shown the market that we are innovators, enabling customer convenience through an improved flight ticket purchase process.” Kleber Linhares, Information Technology and E-Commerce Director, Azul Linhas Aéreas Brasileiras Additional Information Azul Brazilian Airlines Case Study Oracle WebCenter Sites Oracle WebCenter Sites Satellite Server

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  • Tell me a Story

    - by Geoff N. Hiten
    I recently had a friend ask me to review his resume.  He is a very experienced DBA with excellent skills.  If I had an opening I would have hired him myself.  But not because of the resume.  I know his skill set and skill levels, but there is no way his standard resume can convey that.  A bare bones list of job titles and skills does not set you apart from your competition, nor does it convey whether you have junior or senior level skills and experience.  The solution is to not use the standard format. Tell me a story.  I want to know what you were responsible for.  Describe a tough project and how you saved time/money/personnel on that project.  Link your work activity to business value.  Drop some technical bits in there since we do work in a technical field, but show me what you can do to add value to my business well above what I would pay you.  That will get my attention. The resume exists for one primary and one secondary reason.  The primary reason is to get the interview.  A Resume won’t get you a job, so don’t expect it to.  The secondary reason is to give you and the interviewer a starting point for conversations.  If I can say “Tell me more about when….” and reference an item from your resume, then that is great for both of us.  Of course, you better be able to tell me more, both from the technical and the business side, at least if I am hiring a senior or higher level position.  As for the junior DBAs, go ahead and tell your story too.  Don’t worry about how simple or basic your projects or solutions seem.  It is how you solved the problem and what you learned that I am looking for.  If you learn rapidly and think like a DBA, I can work with that, regardless of you current skill level.

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  • SQLTeam.com Reader Survey

    I'm conducting a survey of the readers on the site. If you have a few moments I'd appreciate it if you could fill it out. It's only nine questions and will take just a few minutes. I'm trying to learn more about what topics are interesting to SQLTeam readers.

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  • UPK & Tutor Customer Roundtable Discussions

    - by [email protected]
    UPK & Tutor Developers are a creative bunch and we hear from lots of customers using our tools in a variety of ways that bring value to their organizations. A large retail organization uses UPK to teach cash handling skills at each of their stores, a national packaging company uses it for their phone system training. A university's technical team uses UPK to capture customizations that are being made to their HCM and FIN applications, building a library of topics purely for the technical team around how customizations were done including who requested them and why. When it comes time to upgrade, it's easy for them to determine if a customization needs to be carried forward and if so, they know exactly how it was done previously. Almost every customer has a story, and we've captured some of them via our quarterly UPK & Tutor Customer Roundtable iSeminar series and we continue to add more. Click this link to hear how customers like you are using UPK & Tutor in their organizations. Who knows, you may pick up some new tricks to wow your colleagues and management!

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  • To My 24 Year Old Self, Wherever You Are&hellip;

    - by D'Arcy Lussier
    A decade is a milestone in one’s life, regardless of when it occurs. 2011 might seem like a weird year to mark a decade, but 2001 was a defining year for me. It marked my emergence into the technology industry, an unexpected loss of innocence, and triggered an ongoing struggle with faith and belief. Once you go through a valley, climbing the mountain and looking back over where you travelled, you can take in the entirety of the journey. Over the last 10 years I kept journals, and in this new year I took some time to review them. For those today that are me a decade ago, I share with you what I’ve gleamed from my experiences. Take it for what it’s worth, and safe travels on your own journeys through life. Life is a Performance-Based Sport Have confidence, believe you’re capable, but realize that life is a performance-based sport. Everything you get in life is based on whether you can show that you deserve it. Performance is also your best defense against personal attacks. Just make sure you know what standards you’re expected to hit and if people want to poke holes at you let them do the work of trying to find them. Sometimes performance won’t matter though. Good things will happen to bad people, and bad things to good people. What’s important is that you do the right things and ensure the good and bad even out in your own life. How you finish is just as important as how you start. Start strong, end strong. Respect is Your Most Prized Reward Respect is more important than status or ego. The formula is simple: Performing Well + Building Trust + Showing Dedication = Respect Focus on perfecting your craft and helping your team and respect will come. Life is a Team Sport Whatever aspect of your life, you can’t do it alone. You need to rely on the people around you and ensure you’re a positive aspect of their lives; even those that may be difficult or unpleasant. Avoid criticism and instead find ways to help colleagues and superiors better whatever environment you’re in (work, home, etc.). Don’t just highlight gaps and issues, but also come to the table with solutions. At the same time though, stand up for yourself and hold others accountable for the commitments they make to the team. A healthy team needs accountability. Give feedback early and often, and make it verbal. Issues should be dealt with immediately, and positives should be celebrated as they happen. Life is a Contact Sport Difficult moments will happen. Don’t run from them or shield yourself from experiencing them. Embrace them. They will further mold you and reveal who you will become. Find Your Tribe and Embrace Your Community We all need a tribe: a group of people that we gravitate to for support, guidance, wisdom, and friendship. Discover your tribe and immerse yourself in them. Don’t look for a non-existent tribe just to fill the need of belonging though that will leave you empty and bitter when they don’t meet your unrealistic expectations. Try to associate with people more experienced and more knowledgeable than you. You’ll always learn, and you’ll always remember you have much to learn. Put yourself out there, get involved with the community. Opportunities will present themselves. When we open ourselves up to be vulnerable, we also give others the chance to do the same. This helps us all to grow and help each other, it’s very important. And listen to your wife. (Easter *is* a romantic holiday btw, regardless of what you may think.) Don’t Believe Your Own Press Clippings (and by that I mean the ones you write) Until you have a track record of performance to refer to, any notions of grandeur are just that: notions. You lose your rookie status through trials and tribulations, not by the number of stamps in your passport. Be realistic about your own “experience and leadership” and be honest when you aren’t ready for something. And always remember: nobody really cares about you as much as you think they do. Don’t Let Assholes Get You Down The world isn’t evil, but there is evil in the world. Know the difference and don’t paint all people with the same brush. Do be wary of those that use personal beliefs to describe their business (i.e. “We’re a [religion] company”). What matters is the culture of the organization, and that will tell you the moral compass and what is truly valued. Don’t make someone or something a priority that only makes you an option. Life is unfair and enemies/opponents will succeed when you fail. Don’t waste your energy getting upset at this; the only one that will lose out is you. As mentioned earlier, nobody really cares about you as much as you think they do. Misc Ecclesiastes is bullshit. Everything is certainly *not* meaningless. Software development is about delivery, not the process. Having a great process means nothing if you don’t produce anything. Watch “The Weatherman” (“It’s not easy, but easy doesn’t enter into grownup life.”). Read Tony Dungee’s autobiography, even if you don’t like football, and even if you aren’t a Christian. Say no, don’t feel like you have to commit right away when someone asks you to.

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  • ASP.NET Multi-Select Radio Buttons

    - by Ajarn Mark Caldwell
    “HERESY!” you say, “Radio buttons are for single-select items!  If you want multi-select, use checkboxes!”  Well, I would agree, and that is why I consider this a significant bug that ASP.NET developers need to be aware of.  Here’s the situation. If you use ASP:RadioButton controls on your WebForm, then you know that in order to get them to behave properly, that is, to define a group in which only one of them can be selected by the user, you use the Group attribute and set the same value on each one.  For example: 1: <asp:RadioButton runat="server" ID="rdo1" Group="GroupName" checked="true" /> 2: <asp:RadioButton runat="server" ID="rdo2" Group="GroupName" /> With this configuration, the controls will render to the browser as HTML Input / Type=radio tags and when the user selects one, the browser will automatically deselect the other one so that only one can be selected (checked) at any time. BUT, if you user server-side code to manipulate the Checked attribute of these controls, it is possible to set them both to believe that they are checked. 1: rdo2.Checked = true; // Does NOT change the Checked attribute of rdo1 to be false. As long as you remain in server-side code, the system will believe that both radio buttons are checked (you can verify this in the debugger).  Therefore, if you later have code that looks like this 1: if (rdo1.Checked) 2: { 3: DoSomething1(); 4: } 5: else 6: { 7: DoSomethingElse(); 8: } then it will always evaluate the condition to be true and take the first action.  The good news is that if you return to the client with multiple radio buttons checked, the browser tries to clean that up for you and make only one of them really checked.  It turns out that the last one on the screen wins, so in this case, you will in fact end up with rdo2 as checked, and if you then make a trip to the server to run the code above, it will appear to be working properly.  However, if your page initializes with rdo2 checked and in code you set rdo1 to checked also, then when you go back to the client, rdo2 will remain checked, again because it is the last one and the last one checked “wins”. And this gets even uglier if you ever set these radio buttons to be disabled.  In that case, although the client browser renders the radio buttons as though only one of them is checked the system actually retains the value of both of them as checked, and your next trip to the server will really frustrate you because the browser showed rdo2 as checked, but your DoSomething1() routine keeps getting executed. The following is sample code you can put into any WebForm to test this yourself. 1: <body> 2: <form id="form1" runat="server"> 3: <h1>Radio Button Test</h1> 4: <hr /> 5: <asp:Button runat="server" ID="cmdBlankPostback" Text="Blank Postback" /> 6: &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 7: <asp:Button runat="server" ID="cmdEnable" Text="Enable All" OnClick="cmdEnable_Click" /> 8: &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 9: <asp:Button runat="server" ID="cmdDisable" Text="Disable All" OnClick="cmdDisable_Click" /> 10: &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 11: <asp:Button runat="server" ID="cmdTest" Text="Test" OnClick="cmdTest_Click" /> 12: <br /><br /><br /> 13: <asp:RadioButton ID="rdoG1R1" GroupName="Group1" runat="server" Text="Group 1 Radio 1" Checked="true" /><br /> 14: <asp:RadioButton ID="rdoG1R2" GroupName="Group1" runat="server" Text="Group 1 Radio 2" /><br /> 15: <asp:RadioButton ID="rdoG1R3" GroupName="Group1" runat="server" Text="Group 1 Radio 3" /><br /> 16: <hr /> 17: <asp:RadioButton ID="rdoG2R1" GroupName="Group2" runat="server" Text="Group 2 Radio 1" /><br /> 18: <asp:RadioButton ID="rdoG2R2" GroupName="Group2" runat="server" Text="Group 2 Radio 2" Checked="true" /><br /> 19:  20: </form> 21: </body> 1: protected void Page_Load(object sender, EventArgs e) 2: { 3:  4: } 5:  6: protected void cmdEnable_Click(object sender, EventArgs e) 7: { 8: rdoG1R1.Enabled = true; 9: rdoG1R2.Enabled = true; 10: rdoG1R3.Enabled = true; 11: rdoG2R1.Enabled = true; 12: rdoG2R2.Enabled = true; 13: } 14:  15: protected void cmdDisable_Click(object sender, EventArgs e) 16: { 17: rdoG1R1.Enabled = false; 18: rdoG1R2.Enabled = false; 19: rdoG1R3.Enabled = false; 20: rdoG2R1.Enabled = false; 21: rdoG2R2.Enabled = false; 22: } 23:  24: protected void cmdTest_Click(object sender, EventArgs e) 25: { 26: rdoG1R2.Checked = true; 27: rdoG2R1.Checked = true; 28: } 29: 30: protected void Page_PreRender(object sender, EventArgs e) 31: { 32:  33: } After you copy the markup and page-behind code into the appropriate files.  I recommend you set a breakpoint on Page_Load as well as cmdTest_Click, and add each of the radio button controls to the Watch list so that you can walk through the code and see exactly what is happening.  Use the Blank Postback button to cause a postback to the server so you can inspect things without making any changes. The moral of the story is: if you do server-side manipulation of the Checked status of RadioButton controls, then you need to set ALL of the controls in a group whenever you want to change one.

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  • Lifecycle of an ASP.NET MVC 5 Application

    Here you can download a PDF Document that charts the lifecycle of every ASP.NET MVC 5 application, from receiving the HTTP request to sending the HTTP response back to the client. It is designed both as an educational tool for those who are new to ASP.NET MVC and also as a reference for those who need to drill into specific aspects of the application. The PDF document has the following features: Relevant HttpApplication stages to help you understand where MVC integrates into the ASP.NET application lifecycle. A high-level view of the MVC application lifecycle, where you can understand the major stages that every MVC application passes through in the request processing pipeline. A detail view that shows drills down into the details of the request processing pipeline. You can compare the high-level view and the detail view to see how the lifecycles details are collected into the various stages. Placement and purpose of all overridable methods on the Controller object in the request processing pipeline. You may or may not have the need to override any one method, but it is important for you to understand their role in the application lifecycle so that you can write code at the appropriate life cycle stage for the effect you intend. Blown-up diagrams showing how each of the filter types (authentication, authorization, action, and result) is invoked. Link to a useful article or blog from each point of interest in the detail view. span.fullpost {display:none;}

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  • What's the most effective way to perform code reviews?

    - by Paddyslacker
    I've never found the ideal way to perform code reviews and yet often my customers require them. Each customer seems to do them in a different way and I've never felt satisfied in any of them. What has been the most effective way for you to perform code reviews? For example: Is one person regarded as the gatekeeper for quality and reviews the code, or do the team own the standard? Do you do review code as a team exercise using a projector? Is it done in person, via email or using a tool? Do you eschew reviews and use things like pair programming and collective code ownership to ensure code quality?

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  • How to encourage version control adoption

    - by Man Wa kileleshwa
    I have recently started working in a team where there is no version control. Most of the team members are not used to any kind of version control. I've been using mercurial privately to track my work. I would like to encourage others to adopt it, and at the very least start to version their code as they develop changes. Can anyone give me advice on how I can encourage adoption of a distributed version control such as mercurial. Any advice on how to win people including managers to DVCS would be much appreciated.

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  • Comprehensive system for documentation and handoff of developer project

    - by Uzumaki Naruto
    I work on a technology team that typically develops projects for a period of time, and then hands off to other groups for long-term maintenance and improvements. My team currently uses ad hoc methods of handing off documentations, such as diagrams, API references, etc. Is there a open source solution (or even proprietary one) that enables us to manage: Infrastructure/architecture/software diagrams API documentation Directory structures/file structures Overall documentation summaries in one place? E.g., instead of using multiple systems like Swagger, Wikis, etc. - is there a solution that can seamlessly combine all of these? And enable us to generate a package including all 4 key items with one click to hand off to other teams.

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  • The only metric with any value

    - by Malcolm Anderson
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;} There's a lot of talk in the Scrum world about metrics. What's the velocity? How big is a story point?  How many story points is that team producing per man hour?   People are sadly missing the whole point.  Take your measurements up a level or two.  When you get down to it, the only metric that makes any difference, is ROI.   The problem is that often times, the developers work in a dark hole, far removed from the realities of how exactly they get paid.  A bigger problem is that mid-level managers tend to be further removed from the realities of ROI.  A lot of times mid-level managers get tasked with tracking their teams "productivity" using things like, "lines of code", or "completeness of the productivity reports."   Monetize your projects and then track your velocity against business value (real dollars).    When your development teams can say, "Last year, our team cost the business 2 million dollars and we know that because of our efforts, the company saved 2 million dollars in waste and increased revenues by another 4 million dollars." At that point you have just moved your development team from a cost center, to a profit center.  You might have to give them a raise, but they have demonstrated that they have earned it.

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  • New Whitepaper: Deploying E-Business Suite on Exadata and Exalogic

    - by Elke Phelps (Oracle Development)
    Our E-Business Suite Performance Team recently published a new whitepaper to assist you with deploying E-Business Suite on the Oracle Exalogic Elastic Cloud and Oracle Exadata Database Machine , also referred to as Exastack.  If you are considering a migration to Exastack, this new whitepaper will assist you understanding sizing requirements, deployment standards and migration strategies: Deploying Oracle E-Business Suite on Oracle Exalogic Elastic Cloud and Oracle Exadata Database Machine (Note 1460742.1) This whitepaper covers the following topics: Scalability and Sizing Examples - provides performance benchmark analysis with concurrent user counts, scaling analysis and sizing recommendations Deployment Standards - includes recommendations for deploying the various components of the E-Business Suite architecture on Exastack Migration Standards and Guidelines - includes an overview of methods for migrating from commodity hardware to Exastack References Our Maximum Availability Architecture (MAA) team has a number of whitepapers that provide additional information regarding Oracle E-Business Suite on the Oracle Exadata Database Machine.  Their library of whitepapers may be found here: MAA Best Practices - Oracle Applications Unlimited  Related Articles Running E-Business Suite on Exadata V2 Running Oracle E-Business Suite on Exalogic Elastic Cloud

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  • Implicit and Explicit implementations for Multiple Interface inheritance

    Following C#.NET demo explains you all the scenarios for implementation of Interface methods to classes. There are two ways you can implement a interface method to a class. 1. Implicit Implementation 2. Explicit Implementation. Please go though the sample. using System; namespace ImpExpTest {     class Program     {         static void Main(string[] args)         {             C o3 = new C();             Console.WriteLine(o3.fu());             I1 o1 = new C();             Console.WriteLine(o1.fu());             I2 o2 = new C();             Console.WriteLine(o2.fu());             var o4 = new C();       //var is considered as C             Console.WriteLine(o4.fu());             var o5 = (I1)new C();   //var is considered as I1             Console.WriteLine(o5.fu());             var o6 = (I2)new C();   //var is considered as I2             Console.WriteLine(o6.fu());             D o7 = new D();             Console.WriteLine(o7.fu());             I1 o8 = new D();             Console.WriteLine(o8.fu());             I2 o9 = new D();             Console.WriteLine(o9.fu());         }     }     interface I1     {         string fu();     }     interface I2     {         string fu();     }     class C : I1, I2     {         #region Imicitly Defined I1 Members         public string fu()         {             return "Hello C"         }         #endregion Imicitly Defined I1 Members         #region Explicitly Defined I1 Members         string I1.fu()         {             return "Hello from I1";         }         #endregion Explicitly Defined I1 Members         #region Explicitly Defined I2 Members         string I2.fu()         {             return "Hello from I2";         }         #endregion Explicitly Defined I2 Members     }     class D : C     {         #region Imicitly Defined I1 Members         public string fu()         {             return "Hello from D";         }         #endregion Imicitly Defined I1 Members     } } Output:- Hello C Hello from I1 Hello from I2 Hello C Hello from I1 Hello from I2 Hello from D Hello from I1 Hello from I2 span.fullpost {display:none;}

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  • How can I convince management to deal with technical debt?

    - by Desolate Planet
    This is a question that I often ask myself when working with developers. I've worked at four companies so far and I've become aware of a lack of attention to keeping code clean and dealing with technical debt that hinders future progress in a software app. For example, the first company I worked for had written a database from scratch rather than use something like MySQL and that created hell for the team when refactoring or extending the application. I've always tried to be honest and clear with my manager when he discusses projections, but management doesn't seem interested in fixing what's already there and it's horrible to see the impact it has on team morale. What are your thoughts on the best way to tackle this problem? What I've seen is people packing up and leaving. The company then becomes a revolving door with developers coming in and out and making the code worse. How do you communicate this to management to get them interested in sorting out technical debt?

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  • PASS Summit 2011 &ndash; Part I

    - by Tara Kizer
    What an amazing week I had at PASS Summit 2011 in Seattle, WA!  I hadn’t attended a PASS conference since September of 2005 when it was in Grapevine, Texas.  It has grown so much since then.  I am not sure how many people attended back then, but I’d guesstimate about 1500.  They announced that at this year’s conference there were 4000 attendees.  WOW! Here are my favorite aspects of this conference: Networking! – Not only did I meet a lot of new people, but I also got to meet people in person that I’ve known on the Internet for years like Mladen Prajdic (blog|twitter) and Rob Volk (blog|twitter).  I even met someone that I’d recently helped out in the SQLTeam forums.  Learning – I took a lot of notes during the sessions I attended and plan on blogging very soon about them.  It is amazing the amount of things you learn and the things that you unlearn.  Yes I said unlearn.  Some of the stuff that I thought I knew was either out-dated or just plain wrong.  Fun, fun, fun – To say that this conference was fun would be an understatement.  I had a blast!  I attended the “Welcome Reception and Quizbowl” on Tuesday night, the “Exhibitor Reception” on Wednesday night, and the “Community Appreciation Party” at GameWorks on Thursday night.  There were many other after-hours events to attend, but I had to make my kids a priority at night so I had to get back to my hotel room before 9pm so that I could Skype with them.   It was very entertaining reading and posting with #sqlpass on Twitter.  Twitter has changed the conference experience for the better.  I will definitely be able to do my job better due to attending this conference.  The return on investment is HUGE!

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  • Collaboration platforms

    - by Thomas
    Are there any good collaboration platforms for game development? This would include the following features: Easy way to find various people you need to build games (programmer, artist etc) and forming a team like for example codeplex Online portfolio for users where they can offer their services (either paid or free) Posibility to create a game specific blog or site with social media integration to show the world what's being created Easy way to manage game content / resources with sufficient online storage, version control and if possible source control Manage all phases of game development (startup, creating concept, finding a team, creating proof of concept, production phase etc) and publish specific information for each phase also on social media etc. Manage asset creation flow (request for specific content like a sound, production of sound, uploading the sound, notification to the requester, implementation of the file, retouching in several cycles etc)

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  • PASS Budget Posted

    - by Bill Graziano
    If you’re a member of PASS you can view our FY2011 budget at http://www.sqlpass.org/AboutPASS/Governance.aspx.  Our detailed budget is 29 pages long and provides an incredibly detailed snapshot of where our money comes from and how we spend it.  I’ve also written a summary highlighting some of the changes from last year.  If you have any questions about the budget you can ask them here or on the PASS site.

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  • PASS: The Legal Stuff

    - by Bill Graziano
    I wanted to give a little background on the legal status of PASS.  The Professional Association for SQL Server (PASS) is an American corporation chartered in the state of Illinois.  In America a corporation has to be chartered in a particular state.  It has to abide by the laws of that state and potentially pay taxes to that state.  Our bylaws and actions have to comply with Illinois state law and United States law.  We maintain a mailing address in Chicago, Illinois but our headquarters is currently in Vancouver, Canada. We have roughly a dozen people that work in our Vancouver headquarters and 4-5 more that work remotely on various projects.  These aren’t employees of PASS.  They are employed by a management company that we hire to run the day to day operations of the organization.  I’ll have more on this arrangement in a future post. PASS is a non-profit corporation.  The term non-profit and not-for-profit are used interchangeably.  In a for-profit corporation (or LLC) there are owners that are entitled to the profits of a company.  In a non-profit there are no owners.  As a non-profit, all the money earned by the organization must be retained or spent.  There is no money that flows out to shareholders, owners or the board of directors.  Any money not spent in furtherance of our mission is retained as financial reserves. Many non-profits apply for tax exempt status.  Being tax exempt means that an organization doesn’t pay taxes on its profits.  There are a variety of laws governing who can be tax exempt in the United States.  There are many professional associations that are tax exempt however PASS isn’t tax exempt.  Because our mission revolves around the software of a single company we aren’t eligible for tax exempt status. PASS was founded in the late 1990’s by Microsoft and Platinum Technologies.  Platinum was later purchased by Computer Associates. As the founding partners Microsoft and CA each have two seats on the Board of Directors.  The other six directors and three officers are elected as specified in our bylaws. As a non-profit, our bylaws layout our governing practices.  They must conform to Illinois and United States law.  These bylaws specify that PASS is governed by a Board of Directors elected by the membership with two members each from Microsoft and CA.  You can find our bylaws as well as a proposed update to them on the governance page of the PASS web site. The last point that I’d like to make is that PASS is completely self-funded.  All of our $4 million in revenue comes from conference registrations, sponsorships and advertising.  We don’t receive any money from anyone outside those channels.  While we work closely with Microsoft we are independent of them and only derive a very small percentage of our revenue from them.

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  • Enter comments on queries in TraceTune

    - by Bill Graziano
    I’m trying to make TraceTune (and eventually ClearTrace) work the way I do.  My typical query tuning session goes like this: Run a trace and upload to TraceTune/ClearTrace Tune the slowest queries Goto 1 I might do this two or three times in one day and then not come back to it again for weeks or even months.  This is especially true for those clients that I only visit a few times per month.  In many cases I’ll look at a query, decide I can’t do much with it and move on.  I needed a way to capture that information. TraceTune now lets you enter a comment for a query.  It can be as simple or as complex as you like.  The comment will be shown inline with the execution history of that query. This should let you walk back through your history with a query and decide whether you should spend more time tuning it.

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  • git in non-distributed, independent, lone programming ...best practice(s) ?

    - by explorest
    I am currently studying the git documentation to get a hang of distributed version control workflow and use of git command line. I want to first start using git with small, personal, pet projects so to gain experience before doing it on large scale (i.e., bigger projects, team dev). What areas of the git system should I, as a lone player, devote most of my study time to... what parts should I leave for the larger scale work later on. In other words what features of the git system will fully be grasped in team work only, and therefore should not be too involved with at an individual level?

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  • Should your client be able to view your project management board?

    - by bizso09
    We're making a bespoke software for our client and use Codebase for our project management. Is it a good idea to let our client view our project management board? The advantages that we thought of are that this would enhance the cooperation between the client and the dev team, following agile practices. He would essentially become part of our team. It would also reduce communication overhead and make sure we're on the same page. The client could track the progression of the system and make suggestions along the way on the user stories. In addition, he could submit bugs or feature requests. The disadvantages that we though of are that some aspects of the board might be too technical to the client. He would suggest changes to the user stories too often and he might view some content that we normally wouldn't want our client to see. For example, when we compromise on technology or functionality, the client might question that and insist on doing things one way or the other.

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