Chapter 5. An Introduction to Java ImagingThis chapter presents an overview of image loading and processing in Java, areas that have seen major changes in recent releases of the SDK, mainly driven by the wish for speed. It's principally about introducing concepts that are illustrated in more detail in Chapter 6. I begin by reviewing the (rather outmoded) AWT imaging model, which is being superseded by the BufferedImage and VolatileImage classes, ImageIO, and the wide range of BufferedImageOp image operations offered by Java 2D. If these aren't enough, then Java Advanced Imaging (JAI) has even more capabilities. Many of the topics discussed here are utilized in Chapter 6, where I develop a ImagesLoader class. It loads images from a Java ARchive (JAR) file using ImageIO's read( ) and holds them as BufferedImage objects.
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Tablespace Container Management
| [ Team LiB ] |
Tablespace Container ManagementAlthough we as DBAs attempt to obtain accurate tablespace sizing information as part of the physical design process, oftentimes the data is not available and we have to take an educated guess. Sometimes our educated guess is incorrect or we may have been given erroneous data, or the data is just growing a lot faster than anticipated. In these cases we need the ability to add containers, resize, or drop containers to support the changing data requirements. For SMS Managed Space, the only change that can be made is through a redirected restore. During a redirected restore, additional directory containers can be added or removed. For DMS Managed Space, we have more options and flexibility with which to deal with space problems. NOTE DB2 v8 offers the ability to add DMS container(s) so that a rebalance does not occur. Using the command BEGIN NEW STRIPE SET we can add a new container above the high water mark so that a rebalance does not occur. |
| [ Team LiB ] |
Chapter 10. Partitioning
< Day Day Up > |
Chapter 10. PartitioningOver the past 15 years, Starting with Version 8.0, Oracle provided a means for breaking a |
< Day Day Up > |
7.2 Project Management Process Areas
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7.2 Project Management Process AreasThe Project Management process areas cover the activities related to planning, monitoring, and controlling the project. The CMMI-SE/SW model includes six project management process areas:[3]
The SE/SW/IPPD model includes one additional process area under Project Management and an expanded version of the Integrated Project Management process area:
The SE/SW/IPPD/SS model includes one additional process area under Project Management:
This section describes the Project Management process areas in the CMMI-SE/SW model. Section 7.5 covers the process area in the IPPD model extension and Section 7.6 covers the process areas in the Supplier Sourcing model extension. As shown in Figure 7-7, a close relationship exists between four of these process areas. IPM and QPM build on the capabilities of PP and PMC. This relationship is defined in the staged representation with PP and PMC at ML 2, IPM at ML 3, and QPM at ML 4. Likewise, Integrated Supplier Management (ISM) at ML 3 builds on Supplier Agreement Management at ML 2. When using the continuous representation for process improvement, you should understand this relationship and plan your improvement projects accordingly. Figure 7-7. Project Management process area relationships7.2.1 Project PlanningThe purpose of Project Planning is to establish and maintain plans that define project activities. PP (see Figure 7-8) has three specific goals: to establish estimates, to develop a project plan, and to obtain commitments. PP and PMC work together, in that the former involves the creation of the project plans, and the latter involves tracking progress against the plans, thereby ensuring that any corrective actions are managed to closure. Figure 7-8. Project Planning context diagram© 2002 by Carnegie Mellon University. In the first goal�establishing estimates for the project�the scope of the project is estimated based on a work breakdown structure, and project attributes for work products and tasks are estimated. To set the scope of the planning effort, a project life cycle is defined. Estimates of effort and cost can then be developed. These estimates are used as the basis for developing the project plans in the second goal, developing a project plan: Budgets and schedules are established, risks are identified, and plans are created for data management, resources, knowledge and skills needed, and stakeholder involvement. For the third goal�obtaining commitment to the plan�the project reviews all of the plans that affect the project to understand project commitments, reconciles the project plan to reflect available and projected resources, and obtains commitments from relevant stakeholders responsible for performing and supporting plan execution. 7.2.2 Project Monitoring and ControlThe purpose of Project Monitoring and Control is to provide an understanding of the project's progress so that appropriate corrective actions can be taken when the project's performance deviates significantly from the plan. PMC (see Figure 7-9) has two specific goals: one on monitoring actual performance, and another on managing corrective actions. Figure 7-9. Project Monitoring and Control context diagram© 2002 by Carnegie Mellon University. The first goal�monitor the project against the plan�has five practices that identify what should be monitored and two practices that deal with reviews. The monitoring focuses on the following:
These monitoring efforts are reviewed at both progress reviews and milestone reviews. Whenever these practices identify needed corrective actions, the second goal�managing corrective actions�provides specific practices to analyze the issues, take the necessary action, and manage the corrective action to closure. Note that other CMMI process areas (such as Verification, Supplier Agreement Management, and Configuration Management) refer to this PMC goal and its practices to obtain information about managing corrective actions. 7.2.3 Integrated Project ManagementThe purpose of Integrated Project Management is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization's set of standard processes. IPM (see Figure 7-10) has two specific goals in the CMMI-SE/SW model. Adding IPPD provides two more specific goals. The two basic specific goals relate to using a defined process for the project and coordinating activities with relevant stakeholders. These goals build on the planning covered in PP, by making sure that the appropriate organizations and people are involved in managing the project. The organization's standard processes, which were developed in the Organizational Process Definition process area, are the basis for the project's defined process. Figure 7-10. Integrated Project Management (without IPPD) context diagram© 2002 by Carnegie Mellon University. The first IPM goal�using a defined process for the project�has five practices. Establishing the project's defined process is the first step, with the organization's standard processes serving as a starting point. Next, the organizational process assets from the organizational process asset library are used for planning the project activities, integrating all plans to describe the defined process, and managing using the integrated plans. Finally, the project contributes its work products to the organization's process assets for use by future projects and process-improvement activities. The second basic goal�coordination and collaboration with relevant stakeholders�has three practices, which focus on managing the involvement of stakeholders to satisfy commitments and resolve misunderstandings, tracking critical project dependencies, and resolving outstanding issues. The addition of IPPD brings two more specific goals: using the project's shared vision and organizing integrated teams. The first goal (Figure 7-11), which is dubbed SG 3 in the IPPD version, defines a shared vision context that is used to establish a shared vision for the project and evaluates the use and effectiveness of that vision. The second goal, called SG 4 in the IPPD version, organizes integrated teams by determining team structure for a project, developing a plan for distributing requirements to the team, and establishing the teams. Figure 7-11. Integrated Project Management for IPPD context diagram© 2002 by Carnegie Mellon University. 7.2.4 Quantitative Project ManagementThe purpose of the Quantitative Project Management process area is to quantitatively manage the project's defined process to achieve the project's established quality and process-performance objectives. QPM (see Figure 7-12) has two specific goals that build on the goals of PP, PMC, and IPM: using performance objectives to quantitatively manage the project and statistically managing selected subprocesses. The first goal�using performance objectives to quantitatively manage the project�is achieved by specific practices that establish performance objectives, analyze and select candidate subprocesses, and monitor the project's performance objectives to determine whether they have been satisfied. The second goal�statistically managing selected subprocesses�is achieved by specific practices that select measures and analytical techniques, understand variation, monitor the selected subprocesses, and record the resulting data in a measurement repository for the organization. In this way, QPM builds on PMC by ensuring that the organization uses statistical management practices as well as historical data to determine objectives and select the subprocesses that will be quantitatively managed. Figure 7-12. Quantitative Project Management context diagram© 2002 by Carnegie Mellon University. 7.2.5 Supplier Agreement ManagementThe purpose of Supplier Agreement Management is to manage the acquisition of products from suppliers for which there exists a formal agreement. SAM (see Figure 7-13) has two specific goals: one for establishing supplier agreements and another for satisfying them. This process area works in cooperation with the Technical Solution process area, in which the organization decides whether to make or buy products. Once a decision to buy is made, SAM creates the agreement and then manages it from the purchaser's viewpoint. Product-component requirements are developed in the Requirements Development process area. Figure 7-13. Supplier Agreement Management context diagram© 2002 by Carnegie Mellon University. In the first goal�establishing supplier agreements�the project analyzes the acquisition options to see how well they meet the needs and requirements. Suppliers are then identified and selected, and an agreement is established. In the second goal�satisfying supplier agreements�the project reviews commercial off-the-shelf (COTS) products, performs the activities mandated in the supplier agreements, ensures that the supplier agreement is satisfied before accepting the acquired products, and transitions the acquired products to the project for the integration effort. 7.2.6 Risk ManagementThe purpose of Risk Management is to identify potential problems before they occur, so that risk-handling activities may be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives. RSKM (see Figure 7-14) actually builds on part of the PP process area, as a specific practice in PP identifies and analyzes project risks, and the project plan should document those risks. However, PP is less systematic and less proactive than the requirements noted in RSKM. Furthermore, RSKM could be applied outside of the project context to manage organizational risks (if desired). Several other process areas reference RSKM. Figure 7-14. Risk Management context diagram© 2002 by Carnegie Mellon University. RSKM has three specific goals that involve preparation for risk management, identification and analysis of the risks, and handling and mitigation of risks as appropriate. The first goal�prepare for risk management�includes determining risk sources and the categories used for organizing risks by "bins," establishing the parameters used to analyze and categorize risks, and developing a risk strategy. The second goal�identification and analysis�focuses on determining the relative priority of the risks based on the analysis parameters. The third goal�handling and mitigation of the risks�encompasses developing and implementing risk mitigation plans. |
| [ Team LiB ] |
Section 4.11. What's an Absolute Path?
4.11. What's an Absolute Path?The last time we talked about paths we were writing HTML to make links with the <a> element. The path we're going to look at now is the absolute path An absolute path tells the server how to get from your root folder to a particular page or file. Take Earl's Autos So, that looks like root (we represent root with a "/"), "cars", "new", and finally, the file itself, "inventory.html". Here's how you put that all together:
4.11.1. there are no Dumb Questions
I'd like my visitors to be able to type "http://www.starbuzzcoffee.com" and not have to type the "index.html". Is there a way to do that? Yes, there is. One thing we haven't talked about is what happens if a browser asks for a directory rather than a file from a Web server. For instance, a browser might ask for:
When a Web server receives a request like this, it tries to locate a default file in that directory. Typically a default file is called "index.html" or "default.htm" and if the server finds one of these files, it returns the file to the browser to display. So, to return a file by default from your root directory (or any other directory), just name the file "index.html" or "default.htm". But I asked about "http://www.starbuzzcoffee.com", which looks a little different. It doesn't have the ending "/". Oops, you sure did. When a server receives a request like yours without the trailing "/" and there is a directory with that name, then the server will add a trailing slash for you. So if the server gets a request for:
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Introductory Notes
| [ Team LiB ] |
Introductory NotesRisk management is a continuous, forward-looking process that is an important part of the business and technical management processes. Risk management should address issues that could endanger achievement of critical objectives. A continuous risk management approach is applied to effectively anticipate and mitigate the risks that may have a critical impact on the project. Effective risk management includes early and aggressive risk identification through the collaboration and involvement of relevant stakeholders, as described in the stakeholder involvement plan addressed in the Project Planning process area. Strong leadership across all relevant stakeholders is needed to establish an environment for the free and open disclosure and discussion of risk. While technical issues are a primary concern both early on and throughout all project phases, risk management must consider both internal and external sources for cost, schedule, and technical risk. Early and aggressive detection of risk is important because it is typically easier, less costly, and less disruptive to make changes and correct work efforts during the earlier, rather than the later, phases of the project. Risk management can be divided into three parts: defining a risk management strategy; identifying and analyzing risks; and handling identified risks, including the implementation of risk mitigation plans when needed. As represented in the Project Planning and Project Monitoring and Control process areas, organizations may initially focus simply on risk identification for awareness, and react to the realization of these risks as they occur. The Risk Management process area describes an evolution of these specific practices to systematically plan, anticipate, and mitigate risks to proactively minimize their impact on the project. Although the primary emphasis of the Risk Management process area is on the project, the concepts can also be applied to manage organizational risks. |
| [ Team LiB ] |
Verifying Implementation
| [ Team LiB ] |
Verifying ImplementationGP 2.9 Objectively Evaluate AdherenceObjectively evaluate adherence of the process and product quality assurance process against its process description, standards, and procedures, and address noncompliance. Elaboration
GP 2.10 Review Status with Higher Level ManagementReview the activities, status, and results of the process and product quality assurance process with higher level management and resolve issues.
GG 3 Institutionalize a Defined ProcessThe process is institutionalized as a defined process. |
| [ Team LiB ] |
SOME REALLY BAD REASONS ORGANIZATIONS ACQUIRE PROCESS EXPERTISE OR TOOLS
SOME REALLY BAD REASONS ORGANIZATIONS ACQUIRE PROCESS EXPERTISE OR TOOLS
Consultancy is very big business. Natural SPI’s clients have spent anywhere from 5 to 20 percent of their entire budget allocated to CMMI-based process improvement and I’m sure they got every penny’s worth! Chances are pretty good that someone in your organization will also have the idea to buy some outside expertise or tool to help with the CMMI effort. There are some really good and really bad reasons for outsourcing some aspects of the organization’s process improvement work; let’s start with the bad reasons.
Bad Process Acquisition Reason 1: They Had a Cool Booth at the SEPGSM Conference
Well, okay, so they had a cool booth and they gave away some cool prizes or they engineered a very impressive product demo. Their full-color brochure is slick, their Web site incorporates all the latest Web technology, and they wear nice suits. Maybe everyone recognizes the company name or logo. And all of that has what to do with CMMI-based process improvement?
I remember attending a presentation at SEPG 2003 delivered by a vice president from one of the biggest names in management consulting. They were one of the conference anchors and had provided a keynote speaker. In the presentation, she boasted about how people in her organization worked nights and weekends to achieve their CMMI Level 3 target. Now wait a minute, let me get this straight, an accolade about process improvement being achieved through the heroics of individuals? Does anyone other than me see something wrong there?
If you choose a consulting firm or a tool vendor, just make sure your decision is based on actual performance data or experiential information, not solely on name or reputation.
Bad Process Acquisition Reason 2: They Guarantee Your Organization Will Be Certified at CMM/CMMI Level in X Months
There are lots of problems here. Let’s start with the simple, provable fact that there’s no such thing as maturity level certification. (Read Chapter 8 — Process Improvement Myths and Methodologies.) If someone is promising that, how well do they really know this business? Let’s go a little deeper. Even if the consulting services or tool could ensure your organization achieves a CMM or CMMI maturity level within a certain time frame, is that the same as a guarantee that your organization will actually improve its overall systems engineering and delivery performance? You don’t have to choose between getting a maturity level and achieving measurable improvement, but you do need to realize that the two are not always the same thing. Read the fine print or the lack thereof.
Bad Process Acquisition Reason 3: They’re Great Golfing Partners
Or bowling buddies, or drinking pals, or whatever. There is a certain segment of the population for whom relationships are everything and facts such as actual performance don’t even figure into decisions. I once had a boss who would come to my cube and, with great exuberance, announce to me a new member to the group. The conversations went something like this:
BOSS: Hey, Michael, I just hired so-and-so to help out with your process improvement project!
ME: That’s great! What does he do?
BOSS: Oh, he’s a really great guy; you’ll like him.
ME: Okay, good. What kind of experience does he have?
BOSS: He’s really good … gets along with everybody.
ME: What are his skills?
BOSS: Okay, so teach him what you need him to do; he’ll be great.
ME: Sigh!
Deals, sometimes big deals such as consulting agreements or the purchase of a several hundred thousand dollar tool, will be made almost solely on the basis of a personal relationship. Sometimes, through pure dumb luck, such deals work out. Most of the time they don’t because they’re not based on the factual needs of the organization or on the vendor’s historically demonstrated ability to deliver.
Bad Process Acquisition Reason 4: They’re Cheap
Cost is always a factor in acquisition or procurement decisions; it should be. However, if cost is the only vendor or consultant selection criteria, then by the definition of goal and requirements traceability, the organization does not have any goals for quality, schedule, or approach.
Bad Process Acquisition Reason 5: They Used to Work at ___________
You fill in the blank: SEI, IBM, Hill Air Force Base, Loral, the Software Productivity Consortium, Space Shuttle software, etc. Yes, there are organizations in the world that have been centers for brilliance, excellence, and innovation in process improvement and CMM and CMMI implementation. But as the stories grow older, they grow bolder, and now the legends are larger than the current-day reality.
The lesson is that good consultants can come from anywhere. They don’t have to come from a place you recognize from the urban myths of process improvement to have good ideas and good experience which can help your organization. Just because a consultant or a tool vendor does come from a place of process legend doesn’t mean that your organization will get what it needs and wants. Make sure the people in your organization who are responsible for making decisions about process consulting or tools can distinguish between reputation and demonstrable performance.