Search Results

Search found 14122 results on 565 pages for 'cable management'.

Page 88/565 | < Previous Page | 84 85 86 87 88 89 90 91 92 93 94 95  | Next Page >

• implementing match-making & community system for multiplayer games

  - by kamziro

  These days, games often have multiplayer portals with chat channels & match making system for the multiplayer aspects of the game. An example would be battle.net, magic the gathering online's chat rooms, halo etc. Now, for the rest of us indie gamers that probably won't be able to spend much development effort on creating those back-ends from scratch, what options do we have? I was thinking of something along the line of using IRC as the backbone of the system. From there, the "community" aspect and implement player tracking, game tracking and match making on top of that. It seems to be what the old battle.net (brood war era) used to be. The question is, is this easy to do? What does it take to run an irc server, and I suppose this also requires writing an IRC client (which seems to have been done a lot these days?)? If there are other ways as well (say, an open framework for this stuff), let's hear them too.

  Read the article

• Community Programming

  - by James Hill

  Background I just began working for a religious non-profit organization. As with most non-profits, the organization is resource-poor and has no IT department to speak of. In my two months here I've received 20 requests for websites, apps, and internal automation. Many of these 20 requests have merit and would benefit the organization. I'm a .net web developer and as such the open source community is relatively foreign to me... Question For the sake of this question, lets say I'm talking about building a single, large, website. Does software (web based, hopefully) exist that would allow me to post requirements and assets (graphics and CSS) for a site, and then invite programmers to participate in the sites development? As a simple example, I could post the requirements and data for the about us page and an individual would indicate that they could/would fulfill the requirement. Upon completion, they could upload the new source code to the shared repository (github).

  Read the article

• The Written Roles of Chief Technology Officer

  - by Jon Hopkins

  A follow up to this question: The Written Roles of Software Development Manager What is the role and what are the responsibilities of a CTO when it's done well, with particular reference to how it might pertain to a programmer with aspirations towards this sort of position? (Reason for asking - it's one potential career destination for programmers looking to move away from a purely hands-on role and for those with this sort of ambition it's worth knowing what it actually entails).

  Read the article

• How to fully remove a package?

  - by user471011

  I installed Eclipse via command apt-get install eclipse. this command completed correct. After this I run eclipse add some configurations: Added new url for "Available Software Sites". On the next step I try removed Eclipse via apt-get remove eclipse. and install eclipse again. And here I see surprise: in new installed eclipse I see my old url for "Available Software Sites". So, I guess, that configuration files not removed! After this I tried different commands: something like this: sudo dpkg -r eclipse sudo apt-get --purge remove eclipse sudo apt-get autoremove but after I again install Eclipse I see my Url. So, How I can fully remove eclipse with configuration files???

  Read the article

• "io: postinst-must-call-ldconfig" when creating a package

  - by egarcia

  I'm trying to create an ubuntu .deb package for the (pretty awesome) Io Language. I am not the developer of that language, so I'm not familiar with its sourcecode yet. This is my first attempt at creating a .deb file. In order to create the .deb, I'm following these instructions: http://www.webupd8.org/2010/01/how-to-create-deb-package-ubuntu-debian.html So far I've been able to create a .deb file (io_2010.06.01-1_amd64.deb) and a changes file (io_201.06.01-1_amd64.changes). I'm using lintian to check the changes file, and it reports an issue I don't know how to resolve: $ lintian -Ivi io_2010.06.01-1_amd64.changes ... (lots of messages) I: io: no-symbols-control-file usr/lib/libiovmall.so I: io: no-symbols-control-file usr/lib/libgarbagecollector.so I: io: no-symbols-control-file usr/lib/libbasekit.so E: io: postinst-must-call-ldconfig usr/lib/libiovmall.so N: N: The package installs shared libraries in a directory controlled by the N: dynamic library loader. Therefore, the package must call "ldconfig" in N: its postinst script. N: N: Refer to Debian Policy Manual section 8.1.1 (ldconfig) for details. N: N: Severity: serious, Certainty: certain N: N: Removing /tmp/OYuNShEHYz ... I've read the debian manual 8.8 section. I think I understand what the problem is (I need to make sure that ldconfig is invoked "somewhere", possibly on a place called "posinst") but I don't know how to resolve it (i.e. where this "posinsts" file is and how should I change it). The current way of installing Io in Ubuntu is basically running sudo make install and then sudo ldconfig. Maybe the makefile should be modified so ldconfig is called from it? I don't know. Thanks a lot.

  Read the article

• Découvrez Oracle Fusion HCM lors d'un Petit Déjeuner le 10 avril 2012

  - by Kinoa

  La gestion fusionnée des talents fait partie de vos priorités ? Alors le petit déjeuner que nous organisons le 10 avril 2012 est fait pour vous ! L'équipe d'Oracle France et le groupe Des Systèmes et des Hommes-Talentys vous convie à un séminaire pour mieux comprendre les enjeux RH et les maîtriser grâce à la solution Oracle Fusion HCM. Apprenez à mieux gérer les hauts potentiels de votre société et réconciliez enfin les attentes des talents comme les exigences des Directions Générales et des DRH. Oracle Fusion HCM vous offre de nombreuses possibilités : identification et animation de la communauté talents, gestion des carrières, pilotage du vivier, plan de succession, gestion de la performance et de leur rémunération... Inscrivez-vous dès aujourd'hui pour participer à notre événement Oracle Fusion HCM. On vous attend nombreux !

  Read the article

• Unmounted disk still spins up regularly

  - by Erik Johansson

  I just added a disk, with partitions but none of them are mounted. The disk will still spin up every now and then. it goes like this: ### disk spins up hdparm -Y /dev/sdb;date /dev/sdb: issuing sleep command 9 feb 2011 23.37.08 CET ### disk spins up hdparm -Y /dev/sdb;date /dev/sdb: issuing sleep command 9 feb 2011 23.46.12 CET Also it always spins up when I shut down the computer. Any tips are welcome, e.g. how can I figure out which process is accessing the disk, are there any daemons doing this? I know it isn't a cron job.

  Read the article

• How to measure the right time to bring a new client?

  - by Byron Sommardahl

  My growing company has a team of developers working on a number of separate projects. Our developers depend on us to keep them working, and we depend on them to make our clients happy. Our projects have differing start and end dates, as you can imagine. The company's responsibility to the developers is to make sure we have clients waiting in the wings so that when one project ends, another can start. For now, finding clients is not a problem and not the topic of this question. What I'm trying to think through right now is, how can I best measure/view/evaluate the end dates of projects so that I know when I need to start courting the next client. Is there a tool that does this? If it's just a spreadsheet, what might it look like?

  Read the article

• Skanska Builds Global Workforce Insight with Cloud-Based HCM System

  - by HCM-Oracle

  By David Baum - Originally posted on Profit Peter Bjork grew up building things. He started his work life learning all sorts of trades at his father’s construction company in the northern part of Sweden. So in college, it was natural for him to pursue a bachelor’s degree in construction engineering—but he broke new ground when he added a master’s degree in finance to his curriculum vitae. Written on a traditional résumé, Bjork’s current title (vice president of information systems strategies) doesn’t reveal the diversity of his experience—that he’s adept with hammer and nails as well as rows and columns. But a big part of his current job is to work with his counterparts in human resources (HR) designing, building, and deploying the systems needed to get a complete view of the skills and potential of Skanska’s 22,000-strong white-collar workforce. And Bjork believes that complete view is essential to Skanska’s success. “Our business is really all about people,” says Bjork, who has worked with Skanska for 16 years. “You can have equipment and financial resources, but to truly succeed in a business like ours you need to have the right people in the right places. That’s what this system is helping us accomplish.” In a global HR environment that suffers from a paradox of high unemployment and a scarcity of skilled labor, managers need to have a complete understanding of workforce capabilities to develop management skills, recruit for open positions, ensure that staff is getting the training they need, and reduce attrition. Skanska’s human capital management (HCM) systems, based on Oracle Talent Management Cloud, play a critical role delivering that understanding. “Skanska’s philosophy of having great people, encouraging their development, and giving them the chance to move across business units has nurtured a culture of collaboration, but managing a diverse workforce spread across the globe is a monumental challenge,” says Annika Lindholm, global human resources system owner in the HR department at Skanska’s headquarters just outside of Stockholm, Sweden. “We depend heavily on Oracle’s cloud technology to support our HCM function.” Construction, Workers For Skanska’s more than 60,000 employees and contractors, managing huge construction projects is an everyday job. Beyond erecting signature buildings, management’s goal is to build a corporate culture where valuable talent can be sought out and developed, bringing in the right mix of people to support and grow the business. “Of all the companies in our space, Skanska is probably one of the strongest ones, with a laser focus on people and people development,” notes Tom Crane, chief HR and communications officer for Skanska in the United States. “Our business looks like equipment and material, but all we really have at the end of the day are people and their intellectual capital. Without them, second only to clients, of course, you really can’t achieve great things in the high-profile environment in which we work.” During the 1990s, Skanska entered an expansive growth phase. A string of successful acquisitions paved the way for the company’s transformation into a global enterprise. “Today the company’s focus is on profitable growth,” continues Crane. “But you can’t really achieve growth unless you are doing a very good job of developing your people and having the right people in the right places and driving a culture of growth.” In the United States alone, Skanska has more than 8,000 employees in four distinct business units: Skanska USA Building, also known as the Construction Manager, builds everything at ground level and above—hospitals, educational facilities, stadiums, airport terminals, and other massive projects. Skanska USA Civil does everything at ground level and below, such as light rail, water treatment facilities, power plants or power industry facilities, highways, and bridges. Skanska Infrastructure Development develops public-private partnerships—projects in which Skanska adds equity and also arranges for outside financing. Skanska Commercial Development acts like a commercial real estate developer, acquiring land and building offices on spec or build-to-suit for its clients. Skanska's international portfolio includes construction of the new Meadowlands Stadium. Getting the various units to operate collaboratatively helps Skanska deliver high value to clients and shareholders. “When we have this collaboration among units, it allows us to enrich each of the business units and, at the same time, develop our future leaders to be more facile in operating across business units—more accepting of a ‘one Skanska’ approach,” explains Crane. Workforce Worldwide But HR needs processes and tools to support managers who face such business dynamics. Oracle Talent Management Cloud is helping Skanska implement world-class recruiting strategies and generate the insights needed to drive quality hiring practices, internal mobility, and a proactive approach to building talent pipelines. With their new cloud system in place, Skanska HR leaders can manage everything from recruiting, compensation, and goal and performance management to employee learning and talent review—all as part of a single, cohesive software-as-a-service (SaaS) environment. Skanska has successfully implemented two modules from Oracle Talent Management Cloud—the recruiting and performance management modules—and is in the process of implementing the learn module. Internally, they call the systems Skanska Recruit, Skanska Talent, and Skanska Learn. The timing is apropos. With high rates of unemployment in recent years, there have been many job candidates on the market. However, talent scarcity continues to frustrate recruiters. Oracle Taleo Recruiting Cloud Service, one of the applications in the Oracle Talent Management cloud portfolio, enables Skanska managers to create more-intelligent recruiting strategies, pulling high-performer profile statistics to create new candidate profiles and using multitiered screening and assessments to ensure that only the best-suited candidate applications make it to the recruiter’s desk. Tools such as applicant tracking, interview management, and requisition management help recruiters and hiring managers streamline the hiring process. Oracle’s cloud-based software system automates and streamlines many other HR processes for Skanska’s multinational organization and delivers insight into the success of recruiting and talent-management efforts. “The Oracle system is definitely helping us to construct global HR processes,” adds Bjork. “It is really important that we have a business model that is decentralized, so we can effectively serve our local markets, and interact with our global ERP [enterprise resource planning] systems as well. We would not be able to do this without a really good, well-integrated HCM system that could support these efforts.” A key piece of this effort is something Skanska has developed internally called the Skanska Leadership Profile. Core competencies, on which all employees are measured, are used in performance reviews to determine weak areas but also to discover talent, such as those who will be promoted or need succession plans. This global profiling system brings consistency to the way HR professionals evaluate and review talent across the company, with a consistent set of ratings and a consistent definition of competencies. All salaried employees in Skanska are tied to a talent management process that gives opportunity for midyear and year-end reviews. Using the performance management module, managers can align individual goals with corporate goals; provide clear visibility into how each employee contributes to the success of the organization; and drive a strategic, end-to-end talent management strategy with a single, integrated system for all talent-related activities. This is critical to a company that is highly focused on ensuring that every employee has a development plan linked to his or her succession potential. “Our approach all along has been to deploy software applications that are seamless to end users,” says Crane. “The beauty of a cloud-based system is that much of the functionality takes place behind the scenes so we can focus on making sure users can access the data when they need it. This model greatly improves their efficiency.” The employee profile not only sets a competency baseline for new employees but is also integrated with Skanska’s other back-office Oracle systems to ensure consistency in the way information is used to support other business functions. “Since we have about a dozen different HR systems that are providing us with information, we built a master database that collects all the information,” explains Lindholm. “That data is sent not only to Oracle Talent Management Cloud, but also to other systems that are dependent on this information.” Collaboration to Scale Skanska is poised to launch a new Oracle module to link employee learning plans to the review process and recruitment assessments. According to Crane, connecting these processes allows Skanska managers to see employees’ progress and produce an updated learning program. For example, as employees take classes, supervisors can consult the Oracle Talent Management Cloud portal to monitor progress and align it to each individual’s training and development plan. “That’s a pretty compelling solution for an organization that wants to manage its talent on a real-time basis and see how the training is working,” Crane says. Rolling out Oracle Talent Management Cloud was a joint effort among HR, IT, and a global group that oversaw the worldwide implementation. Skanska deployed the solution quickly across all markets at once. In the United States, for example, more than 35 offices quickly got up to speed on the new system via webinars for employees and face-to-face training for the HR group. “With any migration, there are moments when you hold your breath, but in this case, we had very few problems getting the system up and running,” says Crane. Lindholm adds, “There has been very little resistance to the system as users recognize its potential. Customizations are easy, and a lasting partnership has developed between Skanska and Oracle when help is needed. They listen to us.” Bjork elaborates on the implementation process from an IT perspective. “Deploying a SaaS system removes a lot of the complexity,” he says. “You can downsize the IT part and focus on the business part, which increases the probability of a successful implementation. If you want to scale the system, you make a quick phone call. That’s all it took recently when we added 4,000 users. We didn’t have to think about resizing the servers or hiring more IT people. Oracle does that for us, and they have provided very good support.” As a result, Skanska has been able to implement a single, cost-effective talent management solution across the organization to support its strategy to recruit and develop a world-class staff. Stakeholders are confident that they are providing the most efficient recruitment system possible for competent personnel at all levels within the company—from skilled workers at construction sites to top management at headquarters. And Skanska can retain skilled employees and ensure that they receive the development opportunities they need to grow and advance.

  Read the article

• Webcast Tomorrow: Securing the Cloud for Public Sector

  - by Darin Pendergraft

  Securing the Cloud for Public Sector Click here, to register for the live webcast. Cloud computing offers government organizations tremendous potential to enhance public value by helping organizations increase operational efficiency and improve service delivery. However, as organizations pursue cloud adoption to achieve the anticipated benefits a common set of questions have surfaced. “Is the cloud secure? Are all clouds equal with respect to security and compliance? Is our data safe in the cloud?” Join us December 12th for a webcast as part of the “Secure Government Training Series” to get answers to your pressing cloud security questions and learn how to best secure your cloud environments. You will learn about a comprehensive set of security tools designed to protect every layer of an organization’s cloud architecture, from application to disk, while ensuring high levels of compliance, risk avoidance, and lower costs. Discover how to control and monitor access, secure sensitive data, and address regulatory compliance across cloud environments by: providing strong authentication, data encryption, and (privileged) user access control to ensure that information is only accessible to those who need it mitigating threats across your databases and applications protecting applications and information – no matter where it is – at rest, in use and in transit For more information, access the Secure Government Resource Center or to speak with an Oracle representative, please call1.800.ORACLE1. LIVE Webcast Securing the Cloud for Public Sector Date: Wednesday, December 12, 2012 Time: 2:00 p.m. ET Visit the Secure Government Resource CenterClick here for information on enterprise security solutions that help government safeguard information, resources and networks. ACCESS NOW Copyright © 2012, Oracle. All rights reserved. Contact Us | Legal Notices | Privacy Statement

  Read the article

• How do software projects go over budget and under-deliver?

  - by Carlos

  I've come across this story quite a few times here in the UK: NHS Computer System Summary: We're spunking £12 Billion on some health software with barely anything working. I was sitting the office discussing this with my colleagues, and we had a little think about. From what I can see, all the NHS needs is a database + middle tier of drugs/hospitals/patients/prescriptions objects, and various GUIs for doctors and nurses to look at. You'd also need to think about security and scalability. And you'd need to sit around a hospital/pharmacy/GPs office for a bit to figure out what they need. But, all told, I'd say I could knock together something with that kind of structure in a couple of days, and maybe throw in a month or two to make it work in scale. * If I had a few million quid, I could probably hire some really excellent designers to make a maintainable codebase, and also buy appropriate hardware to run the system on. I hate to trivialize something that seems to have caused to much trouble, but to me it looks like just a big distributed CRUD + UI system. So how on earth did this project bloat to £12B without producing much useful software? As I don't think the software sounds so complicated, I can only imagine that something about how it was organised caused this mess. Is it outsourcing that's the problem? Is it not getting the software designers to understand the medical business that caused it? What are your experiences with projects gone over budget, under delivered? What are best practices for large projects? Have you ever worked on such a project? EDIT *This bit seemed to get a lot of attention. What I mean is I could probably do this for say, 30 users, spending a few tens of thousands of pounds. I'm not including stuff I don't know about the medical industry and government, but I think most people who've been around programming are familiar with that kind of database/front end kind of design. My point is the NHS project looks like a BIG version of this, with bells and whistles, notably security. But surely a budget millions of times larger than mine could provide this?

  Read the article

• Should testers approve releases, or just report on tests?

  - by Ernest Friedman-Hill

  Does it make sense to give signoff authority to testers? Should a test team Just test features, issues, etc, and simply report on a pass/fail basis, leaving it up to others to act on those results, or Have authority to hold up releases themselves based on those results? In other words, should testers be required to actually sign off on releases? The testing team I'm working with feels that they do, and we're having an issue with this because of "testing scope creep" -- the refusal to approve releases is sometimes based on issues explicitly not addressed by the release in question.

  Read the article

• Supply Chain Professionals: Get Connected, Stay Current

  - by Stephen Slade

  Each day, thousands of supply chain professionals like you face challenges to lower inventory, collaborate better with distant partners and stretch the value from depleting resources.  Meeting ever-changing customer demands, with products getting to market faster and lifecycles shortning, the challenges grow even faster.  How do we respond? It’s amazing how much material is available on-line for our supply chain community. Many want to stay informed and be connected with better information. One great way to stay current on rapidly changing markets and solutions is to subscribe to the Value Chain Transformation newsletter published quarterly by the content staff at Oracle. In this edition, there’s a few great articles on Cloud, OpenWorld, events and products with solid customer testimony to share with you, our supply chain community.  Below is the link to the newsletter and how to subscribe Sept ‘12 Value Chain Newsletter: http://www.oracle.com/us/corporate/newsletter/archive/value-chain-and-procurement-1559127.html Subscription information is located at the bottom of the newsletter.

  Read the article

• Error message during update from 13.04 to 13.10

  - by layonhands

  The following was reported after I attempted to report the problem back to Ubuntu: The problem cannot be reported: You have some obsolete package versions installed. Please upgrade the following packages and check if the problem still occurs: ubuntu-release-upgrader-gtk, apport, apport-gtk, apport-symptoms, apt, apt-utils, at-spi2-core, binutils, dbus, gcc-4.7-base, gdb, gir1.2-atk-1.0, gir1.2-gtk-3.0, glib-networking, glib-networking-common, glib-networking-services, gnupg, gpgv, ifupdown, initramfs-tools, initramfs-tools-bin, kmod, libappindicator3-1, libapt-inst1.5, libapt-pkg4.12, libasound2, libatk-bridge2.0-0, libatk1.0-0, libatk1.0-data, libatspi2.0-0, libc-bin, libc6, libcups2, libdbus-1-3, libdbusmenu-glib4, libdbusmenu-gtk3-4, libdrm-intel1, libdrm-nouveau2, libdrm-radeon1, libdrm2, libgail-3-0, libgcc1, libgcrypt11, libglib2.0-0, libglib2.0-data, libgnutls26, libgomp1, libgstreamer-plugins-base1.0-0, libgstreamer1.0-0, libgtk-3-0, libgtk-3-bin, libgtk-3-common, libgudev-1.0-0, libicu48, libindicator3-7, libkmod2, liblcms2-2, libpci3, libplymouth2, libpolkit-agent-1-0, libpolkit-backend-1-0, libpolkit-gobject-1-0, libprocps0, libpython-stdlib, libpython2.7, libpython2.7-minimal, libpython2.7-stdlib, libpython3-stdlib, libpython3.3-minimal, libpython3.3-stdlib, libssl1.0.0, libstdc++6, libtiff5, libudev1, libx11-6, libx11-data, libx11-xcb1, libxcb-dri2-0, libxcb-glx0, libxcb-render0, libxcb-shm0, libxcb1, libxcursor1, libxext6, libxfixes3, libxi6, libxinerama1, libxml2, libxrandr2, libxrender1, libxres1, libxt6, libxtst6, libxxf86vm1, lsb-base, lsb-release, module-init-tools, multiarch-support, openssl, passwd, pciutils, perl, perl-base, perl-modules, plymouth, plymouth-theme-ubuntu-text, policykit-1, procps, python, python-gi, python-minimal, python2.7, python2.7-minimal, python3, python3-apport, python3-distupgrade, python3-gi, python3-minimal, python3-problem-report, python3-software-properties, python3-update-manager, python3.3, python3.3-minimal, rsyslog, shared-mime-info, software-properties-common, software-properties-gtk, tar, tzdata, ubuntu-release-upgrader-core, ubuntu-release-upgrader-gtk, udev, update-manager, update-manager-core, update-notifier, update-notifier-common If this question has already been answered, I'm sorry for the repost, but I would appreciate a link to the fix. Thanks. FYI: Dell Latitude D630, Intel Centrino processor. Also, the updater is currently running what seems to be the update. I will report back when it is done going through its process to let you know if it is in fact the 13.10 update. Update 2: System went through an update, but it wasn't for the OS. I think it was an update for the error message mentioned above. Now the OS update is currently running the 'distribution upgrade' portion of the update. This is further than it had gone before. Again I will report back once this is done to let you know whether or not the update was successful. Final Update: Don't know for sure what happened, but I'm almost sure that the error mentioned above was resolved in the first update prior to the 13.10 update. All set.

  Read the article

• More About PeopleSoft Feature Packs

  - by john.webb(at)oracle.com

  In my previous PeopleSoft Feature Pack post I introduced the new PeopleSoft Feature Pack delivery process. The response has been fantastic. It appears our customers agree that this new offering benefits them in many ways.   Since there has been so much interest in our Feature Pack strategy and since so many customers have been referencing our PeopleSoft FAQ in which we explain this new delivery mechanism, we've created the short presentation below to further explain Feature Packs.    

  Read the article

• Are all "Important security updates", updates to already installed packages?

  - by Omnicomment

  I'm running 12.04, and I've never downloaded any drivers for the installation of any peripheral devices. Yet, I noticed a fair few "Important security updates" involving drivers/utilities for HP devices/software. I understand if the default installation of Ubuntu came with a set of drivers for these devices - and the update manager, having noticed that they live on my system, went and found newer versions, but still - given I don't use any devices - I'm either forced to download an irrelevant update, sift through the updates to check applicability, or turn off Update Manager altogether: none of which are desirable. First; the obvious - can someone confirm that the list of "Important security updates" on the server that Update manager connects to, is not actually populated with every patch ever written (i.e. for all Ubuntu packages regardless of whether they're installed or not)? Unlikely, but..

  Read the article

• How do I enable the "Universe" repository from the command line?

  - by Kangarooo

  How do you use terminal to enable Universe source? Or any those 4 from Software Sources: Main, Universe, Restricted, Multiverse Main is on by default and Restricted is on if durring Ubuntu installation i tick Enable Restricted Formats. Answer with line where version checked so it auto detects it. Like command I know for partner but that goes to Other Software tab sudo add-apt-repository "deb http://archive.canonical.com/ $(lsb_release -sc) partner"

  Read the article

• What to do when a project is too difficult to continue developing?

  - by MaxWell

  As a developer, can you tell your project manager that an application is unworkable? Or, if you're a project manager, how would you need this presented to you in order to be compelled? This isn't about "how to work on a poor project", it's assuming you cannot. I can provide an example of the situation if anyone thinks it's important, but I'm trying to avoid proposed solutions to "plodding through".

  Read the article

• How can I strip down Ubuntu?

  - by Thomas Owens

  I'm trying to fix what I consider a bloated install of Ubuntu. When I install Ubuntu on a machine, I get things that I don't want - web browsers, office applications, media players, accessibility utilities, Ubuntu One, and so on. My goal is to create a way that I can have an install of Ubuntu that contains only the most minimal packages - the administrative tools and package manager, a GUI (my preference would be GNOME), a text editor, core drivers (video cards, network cards - wired and wireless, input devices), and anything else that I have to have to run a stable distribution. From there, I would like to pick and choose which packages I install to create my own customized system. After playing around with other distros like Arch and Slackware, like how they provide a barebones install by default. However, I get trapped in a "configuration hell" - right now, I tried moving away from Ubuntu and to Arch, but after spending 6 hours with it, I still don't have a usable system. It's half configured and I don't have any usable software packages to enable me to work. Is anything that can help me available? Either something like the OpenSUSE builder that lets you choose applications and packages for the CD, an advanced installation mode where I can choose the packages to install and which to ignore, or a guide on how to strip Ubuntu down to its bare bones? And I suppose a natural follow up to this is once I have a stripped down Ubuntu, will this affect updating at all? When Canonical releases the next version of Ubuntu, I don't want any bloatware reinstalled. And yes, most of the applications that come with Ubuntu, I simply don't use. Ever.

  Read the article

• Managing Matrix Relationships: Organization Visualization and Navigation

  - by Nancy Estell Zoder

  v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} Normal 0 false false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; 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; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Oracle is pleased to announce the posting of our latest feature, Matrix Relationship Administration. Our continued investment in our Organization Visualization and Navigation solution is demonstrated with the release of Matrix Relationship Administration as well as the enhancements made to our Org Viewer capabilities. Some of those enhancements include the ability to export to Excel and Visio, Search, Zoom, as well as the addition of Manager Self Service transactions. Matrix relationships are relationships defined by rules or ad hoc. These relationships can include, but are not limited to, product or project affiliations, functional groups including multi dimensional relationships such as when the product, region or even the customer is the profit center. The PeopleSoft solution will enable you to configure how you work in this multi dimensional world to ensure you have the tools to be productive……. For more information, please check out the datasheet available on oracle.com, video on the feature on YouTube or contact your sales representative.

  Read the article

• Installing Solaris Studio 12.2 on Ubuntu 10.04

  - by KronoS

  I'm having a dickens of a time installing Solaris Studio 12.2 on Ubuntu 10.04. I found this guide, however using the alien option isn't finding the correct files. I'm not exactly sure on the syntax of alien, its kinda alien to me. (sorry for the bad pun) Also, when I download the tar file, and extract it, there are errors everytime saying things like: "operation not permitted" cannot creat symlink to '../prod/bin/cc': Operation not permitted I've extracted with super user access, but to no avail. Any success from anyone else?

  Read the article

• How do I install GMSH?

  - by Steph Bredenhann

  I am trying to install Gmsh in 12.04 x64: xxx@sjb-linux:/320/installslinux/gmsh$ sudo apt-get install gmsh Reading package lists... Done Building dependency tree Reading state information... Done Some packages could not be installed. This may mean that you have requested an impossible situation or if you are using the unstable distribution that some required packages have not yet been created or been moved out of Incoming. The following information may help to resolve the situation: The following packages have unmet dependencies: gmsh : Depends: libmed1 (>= 3.0.3) but it is not going to be installed E: Unable to correct problems, you have held broken packages. xxx@sjb-linux:/320/installslinux/gmsh$ I have now tried all the advice I could get sudo apt-get -f install sudo apt-get clean with no success, these commands report absolutely no problem. I'll appreciate help.

  Read the article

• In a multidisciplinary team, how much should each member's skills overlap?

  - by spade78

  I've been working in embedded software development for this small startup and our team is pretty small: about 3-4 people. We're responsible for all engineering which involves an RF device controlled by an embedded microcontroller that connects to a PC host which runs some sort of data collection and analysis software. I have come to develop these two guidelines when I work with my colleagues: Define a clear separation of responsibilities and make sure each person's contribution to the final product doesn't overlap. Don't assume your colleagues know everything about their responsibilities. I assume there is some sort of technology that I will need to be competent at to properly interface with the work of my colleagues. The first point is pretty easy for us. I do firmware, one guy does the RF, another does the PC software, and the last does the DSP work. Nothing overlaps in terms of two people's work being mixed into the final product. For that to happen, one guy has to hand off work to another guy who will vet it and integrate it himself. The second point is the heart of my question. I've learned the hard way not to trust the knowledge of my colleagues absolutley no matter how many years experience they claim to have. At least not until they've demonstrated it to me a couple of times. So given that whenever I develop a piece of firmware, if it interfaces with some technology that I don't know then I'll try to learn it and develop a piece of test code that helps me understand what they're doing. That way if my piece of the product comes into conflict with another piece then I have some knowledge about possible causes. For example, the PC guy has started implementing his GUI's in .NET WPF (C#) and using LibUSBdotNET for USB access. So I've been learning C# and the .NET USB library that he uses and I build a little console app to help me understand how that USB library works. Now all this takes extra time and energy but I feel it's justified as it gives me a foothold to confront integration problems. Also I like learning this new stuff so I don't mind. On the other hand I can see how this can turn into a time synch for work that won't make it into the final product and may never turn into a problem. So how much experience/skills overlap do you expect in your teammates relative to your own skills? Does this issue go away as the teams get bigger and more diverse?

  Read the article

• Why do large IT projects tend to fail or have big cost/schedule overruns?

  - by Pratik

  I always read about large scale transformation or integration project that are total or almost total disaster. Even if they somehow manage to succeed the cost and schedule blow out is enormous. What is the real reason behind large projects being more prone to failure. Can agile be used in these sort of projects or traditional approach is still the best. One example from Australia is the Queensland Payroll project where they changed test success criteria to deliver the project. See some more failed projects in this SO question Have you got any personal experience to share?

  Read the article

• Why does waking from hibernate take nearly ten minutes on 11.10?

  - by Shane O'Connor

  Im running 11.10 64bit on a Dell XPS 15 L502x laptop. It uses an i5 proc and has 16Gb ram. Whenever I close the lid on the laptop I have it set to hibernate as I want to continue whatever I was previously running. Generally that is simple text editing, so my mem usage would normally be only a Gb or 2. When I open the lid and it resumes from Hibernation, it takes up to ten minutes to do so. Extremely frustrating. Is there anything I can do to make hibernate function properly. On windows it used to wake from Hibernation in less than 30 seconds. Its really frustrating and souring my experience with Ubuntu. Any help would be gratefully appreciated! Thanks guys/gals! S

  Read the article

< Previous Page | 84 85 86 87 88 89 90 91 92 93 94 95  | Next Page >