There's a misconception that DevOps is killing developers, but its not, it is killing the idea of server and IT operations maintenance.

This article represents top 5 most commonly asked interview questions for mobile hybrid apps developers.

If you use Spring framework for more than a week you are probably aware of this feature. Suppose you have more than one bean implementing a given interface. Trying to autowire just one bean of such interface is doomed to fail because Spring has no idea which particular instance you need. You can work around that by using @Primary annotation to designate exactly one "most important" implementation that will have priority over others. But there are many legitimate use cases where you want to inject all beans implementing said interface. For example you have multiple validators that all need to be executed prior to business logic or several algorithm implementations that you want to exercise at the same time. Auto-discovering all implementations at runtime is a fantastic illustration ofOpen/closed principle: you can easily add new behavior to business logic (validators, algorithms, strategies - open for extension) without touching the business logic itself (closed for modification). Just in case I will start with a quick introduction, feel free to jump straight to subsequent sections. So let's take a concrete example. Imagine you have a StringCallableinterface and multiple implementations: interface StringCallable extends Callable { } @Component class Third implements StringCallable { @Override public String call() { return "3"; } } @Component class Forth implements StringCallable { @Override public String call() { return "4"; } } @Component class Fifth implements StringCallable { @Override public String call() throws Exception { return "5"; } } Now we can inject List, Set or evenMap (String represents bean name) to any other class. To simplify I'm injecting to a test case: @SpringBootApplication public class Bootstrap { } @ContextConfiguration(classes = Bootstrap) class BootstrapTest extends Specification { @Autowired List list; @Autowired Set set; @Autowired Map map; def 'injecting all instances of StringCallable'() { expect: list.size() == 3 set.size() == 3 map.keySet() == ['third', 'forth', 'fifth'].toSet() } def 'enforcing order of injected beans in List'() { when: def result = list.collect { it.call() } then: result == ['3', '4', '5'] } def 'enforcing order of injected beans in Set'() { when: def result = set.collect { it.call() } then: result == ['3', '4', '5'] } def 'enforcing order of injected beans in Map'() { when: def result = map.values().collect { it.call() } then: result == ['3', '4', '5'] } } So far so good, but only first test passes, can you guess why? Condition not satisfied: result == ['3', '4', '5'] | | | false [3, 5, 4] After all, why did we make an assumption that beans will be injected in the same order as they were... declared? Alphabetically? Luckily one can enforce the order with Orderedinterface: interface StringCallable extends Callable, Ordered { } @Component class Third implements StringCallable { //... @Override public int getOrder() { return Ordered.HIGHEST_PRECEDENCE; } } @Component class Forth implements StringCallable { //... @Override public int getOrder() { return Ordered.HIGHEST_PRECEDENCE + 1; } } @Component class Fifth implements StringCallable { //... @Override public int getOrder() { return Ordered.HIGHEST_PRECEDENCE + 2; } } Interestingly, even though Spring internally injects LinkedHashMap andLinkedHashSet, only List is properly ordered. I guess it's not documented and least surprising. To end this introduction, in Java 8 you can also inject Optionalwhich works as expected: injects a dependency only if it's available. Optional dependencies can appear e.g. when using profiles extensively and some beans are not bootstrapped in some profiles. Composite pattern Dealing with lists is quite cumbersome. Most of the time you want to iterate over them so in order to avoid duplication it's useful to encapsulate such list in a dedicated wrapper: @Component public class Caller { private final List callables; @Autowired public Caller(List callables) { this.callables = callables; } public String doWork() { return callables.stream() .map(StringCallable::call) .collect(joining("|")); } } Our wrapper simply calls all underlying callables one after another and joins their results: @ContextConfiguration(classes = Bootstrap) class CallerTest extends Specification { @Autowired Caller caller def 'Caller should invoke all StringCallbles'() { when: def result = caller.doWork() then: result == '3|4|5' } } It's somewhat controversial, but often this wrapper implements the same interface as well, effectively implementing composite classic design pattern: @Component @Primary public class Caller implements StringCallable { private final List callables; @Autowired public Caller(List callables) { this.callables = callables; } @Override public String call() { return callables.stream() .map(StringCallable::call) .collect(joining("|")); } } Thanks to @Primary we can simply autowire StringCallable everywhere as if there was just one bean while in fact there are multiple and we inject composite. This is useful when refactoring old application as it preserves backward compatibility. Why am I even starting with all these basics? If you look very closely, code snippet above introduces chicken and egg problem: an instance of StringCallable requires all instances of StringCallable, so technically speaking callables list should includeCaller as well. But Caller is currently being created, so it's impossible. This makes a lot of sense and luckily Spring recognizes this special case. But in more advanced scenarios this can bite you. Further down the road a new developer introduced this: @Component public class EnterpriseyManagerFactoryProxyHelperDispatcher { private final Caller caller; @Autowired public EnterpriseyManagerFactoryProxyHelperDispatcher(Caller caller) { this.caller = caller; } } Nothing wrong so far, except the class name. But what happens if one of theStringCallables has a dependency on it? @Component class Fifth implements StringCallable { private final EnterpriseyManagerFactoryProxyHelperDispatcher dispatcher; @Autowired public Fifth(EnterpriseyManagerFactoryProxyHelperDispatcher dispatcher) { this.dispatcher = dispatcher; } } We now created a circular dependency, and because we inject via constructors (as it was always meant to be), Spring slaps us in the face on startup: UnsatisfiedDependencyException: Error creating bean with name 'caller' defined in file ... UnsatisfiedDependencyException: Error creating bean with name 'fifth' defined in file ... UnsatisfiedDependencyException: Error creating bean with name 'enterpriseyManagerFactoryProxyHelperDispatcher' defined in file ... BeanCurrentlyInCreationException: Error creating bean with name 'caller': Requested bean is currently in creation: Is there an unresolvable circular reference? Stay with me, I'm building the climax here. This is clearly a bug, that can unfortunately be fixed with field injection (or setter for that matter): @Component public class Caller { @Autowired private List callables; public String doWork() { return callables.stream() .map(StringCallable::call) .collect(joining("|")); } } By decoupling bean creation from injection (impossible with constructor injection) we can now create a circular dependency graph, where Caller holds an instance of Fifth class which references Enterprisey..., which in turns references back to the same Callerinstance. Cycles in dependency graph are a design smell, leading to unmaintainable graph of spaghetti relationships. Please avoid them and if constructor injection can entirely prevent them, that's even better. Meeting getBeansOfType() Interestingly there is another solution that goes straight to Spring guts:ListableBeanFactory.getBeansOfType(): @Component public class Caller { private final List callables; @Autowired public Caller(ListableBeanFactory beanFactory) { callables = new ArrayList<>(beanFactory.getBeansOfType(StringCallable.class).values()); } public String doWork() { return callables.stream() .map(StringCallable::call) .collect(joining("|")); } } Problem solved? Quite the opposite!getBeansOfType() will silently skip (well, there isTRACE and DEBUG log...) beans under creation and only returns those already existing. Therefor Callerwas just created and container started successfully, while it no longer references Fifth bean. You might say I asked for it because we have a circular dependency so weird things happens. But it's an inherent feature of getBeansOfType(). In order to understand why using getBeansOfType() during container startup is a bad idea, have a look at the following scenario (unimportant code omitted): @Component class Alpha { static { log.info("Class loaded"); } @Autowired public Alpha(ListableBeanFactory beanFactory) { log.info("Constructor"); log.info("Constructor (beta?): {}", beanFactory.getBeansOfType(Beta.class).keySet()); log.info("Constructor (gamma?): {}", beanFactory.getBeansOfType(Gamma.class).keySet()); } @PostConstruct public void init() { log.info("@PostConstruct (beta?): {}", beanFactory.getBeansOfType(Beta.class).keySet()); log.info("@PostConstruct (gamma?): {}", beanFactory.getBeansOfType(Gamma.class).keySet()); } } @Component class Beta { static { log.info("Class loaded"); } @Autowired public Beta(ListableBeanFactory beanFactory) { log.info("Constructor"); log.info("Constructor (alpha?): {}", beanFactory.getBeansOfType(Alpha.class).keySet()); log.info("Constructor (gamma?): {}", beanFactory.getBeansOfType(Gamma.class).keySet()); } @PostConstruct public void init() { log.info("@PostConstruct (alpha?): {}", beanFactory.getBeansOfType(Alpha.class).keySet()); log.info("@PostConstruct (gamma?): {}", beanFactory.getBeansOfType(Gamma.class).keySet()); } } @Component class Gamma { static { log.info("Class loaded"); } public Gamma() { log.info("Constructor"); } @PostConstruct public void init() { log.info("@PostConstruct"); } } The log output reveals how Spring internally loads and resolves classes: Alpha: | Class loaded Alpha: | Constructor Beta: | Class loaded Beta: | Constructor Beta: | Constructor (alpha?): [] Gamma: | Class loaded Gamma: | Constructor Gamma: | @PostConstruct Beta: | Constructor (gamma?): [gamma] Beta: | @PostConstruct (alpha?): [] Beta: | @PostConstruct (gamma?): [gamma] Alpha: | Constructor (beta?): [beta] Alpha: | Constructor (gamma?): [gamma] Alpha: | @PostConstruct (beta?): [beta] Alpha: | @PostConstruct (gamma?): [gamma] Spring framework first loads Alpha and tries to instantiate a bean. However when runninggetBeansOfType(Beta.class) it discovers Beta so proceeds with loading and instantiating that one. Inside Beta we can immediately spot the problem: when Beta asks for beanFactory.getBeansOfType(Alpha.class) it gets no results ([]). Spring will silently ignore Alpha, because it's currently under creation. Later everything is as expected: Gamma is loaded, constructed and injected, Beta sees Gamma and when we return to Alpha, everything is in place. Notice that even moving getBeansOfType() to@PostConstruct method doesn't help - these callbacks aren't executed in the end, when all beans are instantiated - but while the container starts up. Suggestions getBeansOfType() is rarely needed and turns out to be unpredictable if you have cyclic dependencies. Of course you should avoid them in the first place and if you properly inject dependencies via collections, Spring can predictably handle the lifecycle of all beans and either wire them correctly or fail at runtime. In presence of circular dependencies betweens beans (sometimes accidental or very long in terms of nodes and edges in dependency graph) getBeansOfType() can yield different results depending on factors we have no control over, like CLASSPATH order. PS: Kudos to Jakub Kubryński for troubleshooting getBeansOfType().

[this article was written by tony mauro .] in a previous blog post , we shared best practices for designing a microservices architecture, based on adrian cockcroft’s presentation at nginx.conf2014 about his experience as director of web engineering and then cloud architect at netflix . in this follow-up post, we’ll review his recommendations for retooling your development team and processes for a smooth transition to microservices. optimize for speed, not efficiency source: [email protected] the top lesson that cockcroft learned at netflix is that speed wins in the marketplace. if you ask any developer whether a slower development process is better, no one ever says yes. nor do management or customers ever complain that your development cycle is too fast for them. the need for speed doesn’t just apply to tech companies, either: as software becomes increasingly ubiquitous on the internet of things – in cars, appliances, and sensors as well as mobile devices – companies that didn’t used to do software development at all now find that their success depends on being good at it. netflix made an early decision to optimize for speed. this refers specifically to tooling your software development process so that you can react quickly to what your customers want, or even better, can create innovative web experiences that attract customers. speed means learning about your customers and giving them what they want at a faster pace than your competitors. by the time competitors are ready to challenge you in a specific way, you’ve moved on to the next set of improvements. this approach turns the usual paradigm of optimizing for efficiency on its head. efficiency generally means trying to control the overall flow of the development process to eliminate duplication of effort and avoid mistakes, with an eye to keeping costs down. the common result is that you end up focusing on savings instead of looking for opportunities that increase revenue. in cockcroft’s experience, if you say “i’m doing this because it’s more efficient,” the unintended result is that you’re slowing someone else down. this is not an encouragement to be wasteful, but you should optimize for speed first. efficiency becomes secondary as you satisfy the constraint that you’re not slowing things down. the way you grow the business to be more efficient is to go faster. make sure your assumptions are still true many large companies that have enjoyed success in their market (we can call them incumbents ) are finding themselves overtaken by nimbler, usually smaller, organizations ( disruptors ) that react much more quickly to changing consumer behavior. their large size isn’t necessarily the root of the problem – netflix is no longer a small company, for example. as cockcroft sees it, the main cause of difficulty for industry incumbents is that they’re operating under business assumptions that are no longer true. or, as will rogers put it, it’s not what we don’t know that hurts. it’s what we know that ain’t so.” of course, you have to make assumptions as you formulate a business model, and then it makes sense to optimize your business practices around them. the danger comes from sticking with assumptions after they’re no longer true, which means you’re optimizing on the wrong thing. that’s when you become vulnerable to industry disruptors who are making the right assumptions and optimizations for the current business climate. as examples, consider the following assumptions that hold sway at many incumbents. we’ll examine them further in the indicated sections and describe the approach netflix adopted. computing power is expensive. this was true when increasing your computing capacity required capital expenditure on computer hardware. see put your infrastructure in the cloud . process prevents problems. at many companies, the standard response to something going wrong is to add a preventative step to the relevant procedure. see create a high freedom, high responsibility culture with less process . here are some ways to avoid holding onto assumptions that have passed their expiration date: as obvious as it might seem, you need to make your assumptions explicit, then periodically review them to make sure they still hold true. keep aware of technological trends. as an example, the cost of solid state storage drive (ssds) storage continues to go down. it’s still more expensive than regular disks, but the cost difference is becoming small enough that many companies are deciding the superior performance is worth paying a bit more for. [ed: in this entertaining video , fastly founder and ceo artur bergman explains why he believes ssds are always the right choice.] talk to people who aren’t your customers. this is especially necessary for incumbents, who need to make sure that potential new customers are interested in their product. otherwise, they don’t hear about the fact that they’re not being used. as an example, some vendors in the storage space are building hyper-converged systems even as more and more companies are storing their data in the cloud and using open source storage management software. netflix, for example, stores data on amazon web services (aws) servers with ssds and manages it with apache cassandra . a single specialist in java distributed systems is managing the entire configuration without any commercial storage tools or help from engineers specializing in storage, san, or backup. don’t base your future strategy on current it spending, but instead on level of adoption by developers. suppose that your company accounts for nearly all spending in the market for proprietary virtualization software, but then a competitor starts offering an open source-based product at only 1% the cost of yours. if people start choosing it instead of your product, than at the point that your share of total spending is still 90%, your market share has declined to only 10%. if you’re only attending to your revenue, it seems like you’re still in good shape, but 10% of market share can collapse really quickly. put your infrastructure in the cloud source: [email protected] in make sure your assumptions are still true , we mentioned that in the past it was valid to base your business plan on the assumption that computing power was expensive, because it was: the only way to increase your computing capacity was to buy computer hardware. you could then make money by using this expensive resource in the right way to solve customer problems. the advent of cloud computing has pretty much completely invalidated this assumption. it is now possible to buy the amount of capacity you need when you need it, and to pay for only the time you actually use it. the new assumption you need to make is that (virtual) machines are ephemeral. you can create and destroy them at the touch of a button or a call to an api, without any need to negotiate with other departments in your company. one way to think of this change is that the self-service cloud makes formerly impossible things instantaneous. all of netflix’s engineers are in california, but they manage a worldwide infrastructure. the cloud enables them to experiment and determine whether (for example) adding servers in particular location improves performance. suppose they notice problems with video delivery in brazil. they can easily set up 100 cloud server instances in são paulo within a couple hours. if after a week they determine that the difference in delivery speed and reliability isn’t large enought to justify the cost of the additional server instances, they can shut them down just as quickly and easily as they created them. this kind of experiment would be so expensive with a traditional infrastructure that you would never attempt it. you would have to hire an agent in são paulo to coordinate the project, find a data center, satisfy brazilian government regulations, ship machines to brazil, and so on. it would be six months before you could even run the test and find out that increased local capacity didn’t improve your delivery speed. create a high freedom, high responsibility culture with less process in make sure your assumptions are still true , we observed that many companies create rules and processes to prevent problems. when someone makes a mistake, they add a rule to the hr manual that says “well, don’t do that again.” if you read some hr manuals from this perspective, you can extract a historical record of everything that went wrong at the company. when something goes wrong in the development process, the corresponding reaction is to add a new step to the procedure. the major problem with creating process to prevent problems is that over time you build up complex “scar tissue” processes that slow you down. netflix doesn’t have an hr manual. there is a single guideline: “act in netflix’s best interest.” the idea is that if an employee can’t figure out how to interpret the guideline in a given situation, he or she doesn’t have enough judgment to work there. if you don’t trust the judgment of the people on your team, you have to ask why you’re employing them. it’s true that you’ll have to fire people occasionally for violating the guideline. overall, the high level of mutual trust among members of a team, and across the company as a whole, becomes a strong binding force. the following books outline new ways of thinking about process if you’re looking to transform your organization: the goal: a process of ongoing improvement by eliyahu m. goldratt and jeff cox. this book has become a standard management text at business schools since its original publication in 1984. written as a novel about a manager who has only 90 days to improve performance at his factory or have it closed down, it embodies goldratt’s theory of constraints in the context of process control and automation. the phoenix project: a novel about it, devops, and helping your business win by gene kim and kevin behr. as the title indicates, it’s also a novel, about an it manager who has 90 days to save a project that’s late and over budget, or his entire department will be outsourced. he discovers devops as the solution to his problem. replace silos with microservice teams most software development groups are separated into silos, with no overlap of personnel between them. the standard process for a software development project starts with the product manager meeting with the user experience and development groups to discuss ideas for new features. after the idea is implemented in code, the code is passed to the quality assurance (qa) and database administration teams and discussed in more meetings. communication with the system, network, and san administrators is often via tickets. the whole process tends to be slow and loaded with overhead. source: adrian cockcroft some companies try to speed up by creating small “start-up”-style teams that handle the development process from end to end, or sometimes such teams are the result of acquisitions where the acquired company continues to run independently as a separate division. but if the small teams are still doing monolithic delivery, there are usually still handoffs between individuals or groups with responsibility for different functions. the process suffers from the same problems as monolithic delivery in larger companies – it’s simply not very efficient or agile. source: adrian cockcroft conway’s law says that the interface structure of a software system will reflect the social structure of the organization that produced it. so if you want to switch to a microservices architecture, you need to organize your staff into product teams and use devops methodology. there are no longer distinct product managers, ux managers, development managers, and so on, managing downward in their silos. there is a manager for each product feature (implemented as a microservice), who supervises a team that handles all aspects of software development for the microservice, from conception through deployment. the platform team provides infrastructure support that the product teams access via apis. at netflix, the platform team was mostly aws in seattle, with some netflix-managed infrastructure layers built on top. but it doesn’t matter whether your cloud platform is in-house or public; the important thing is that it’s api-driven, self-service, and automatable. source: adrian cockcroft adopt continuous delivery, guided by the ooda loop a siloed team organization is usually paired with monolithic delivery model, in which an integrated, multi-function application is released as a unit (often version-numbered) on a regular schedule. most software development teams use this model initially because it is relatively simple and works well enough with a small number of developers (say, 50 or fewer). however, as the team grows it becomes a real issue when you discover a bug in one developer’s code during qa or production testing and the work of 99 other developers is blocked from release until the bug is fixed. in 2009 netflix adopted a continuous delivery model, which meshes perfectly with a microservices architecture. each microservice represents a single product feature that can be updated independently of the other microservices and on its own schedule. discovering a bug in a microservice has no effect on the release schedule of any other microservice. continuous delivery relies on packaging microservices in standard containers. netflix initially used aws machine images (amis) and it was possible to deploy an update into a test or production environment in about 10 minutes. with docker, that time is reduced even further, to mere seconds in some cases. at netflix, the conceptual framework for continuous development and delivery is an observe-orient-decide-act (ooda) loop . source: adrian cockcroft (http://www.slideshare.net/adrianco) observe refers to examining your current status to look for places where you can innovate. you want your company culture to implicitly authorize anyone who notices an opportunity to start a project to exploit it. for example, you might notice what the diagram calls a “customer pain point”: a lot of people abandoning the registration process on your website when they reach a certain step. you can undertake a project to investigate why and fix the problem. orient refers to analyzing metrics to understand the reasons for the phenomena you’ve observed at the observe point. often this involves analyzing large amounts of unstructured data, such as log files; this is often referred to as big data analysis. the answers you’re looking for are not already in your business intelligence database. you’re examining data that no one has previously looked at and asking questions that haven’t been asked before. decide refers to developing and executing a project plan. company culture is a big factor at this point. as previously discussed, in a high-freedom, high-responsibility culture you don’t need to get management approval before starting to make changes. you share your plan, but you don’t have to ask for permission. act refers to testing your solution and putting it into production. you deploy a microservice that includes your incremental feature to a cloud environment, where it’s automatically put into an ab test to compare it to the previous solution, side by side, for as long as it takes to collect the data that shows whether your approach is better. cooperating microservices aren’t disrupted, and customers don’t see your changes unless they’re selected for the test. if your solution is better, you deploy it into production. it doesn’t have to be a big improvement, either. if the number of clients for your microservice is large enough, then even a fraction of a percent improvement (in response time, say) can be shown to be statistically valid, and the cumulative effect over time of many small changes can be significant. now you’re back at the observe point. you don’t always have to perform all the steps or do them in strict order, either. the important characteristic of the process is that it enables you quickly to determine what your customers want and to create it for them. cockcroft says “it’s hard not to win” if you’re basing your moves on enough data points and your competitors are making guesses that take months to be proven or disproven. the state of art is to circle the loop every one to two weeks, but every microservice team can do it independently. with microservices you can go much faster because you’re not trying to get entire company going around the loop in lockstep. how nginx plus can help at nginx we believe it’s crucial to your future success that you adopt a 4-tier application architecture in which applications are developed and deployed as sets of microservices . we hope the information we’ve shared in this post and its predecessor, adopting microservices at netflix: lessons for architectural design , are helpful as you plan your transition to today’s state-of-the-art architecture for application development. when it’s time to deliver your apps, nginx plus offers an application delivery platform that provides the superior performance, reliability, and scalability your users expect. fully adopting a microservices-based architecture is easier and more likely to succeed when you move to a single software tool for web serving, load balancing, and content caching. nginx plus combines those functions and more in one easy to deploy and manage package. our approach empowers developers to define and control the flawless delivery of their microservices, while respecting the standards and best practices put into place by a platform team. click here to learn more about how nginx plus can help your applications succeed. video recordings fast delivery nginx.conf2014, october 2014 migrating to microservices, part 1 silicon valley microservices meetup, august 2014 migrating to microservices, part 2 silicon valley microservices meetup, august 2014

I wrote a lot about InterruptedException and interrupting threads already. In short if you call Future.cancel() not inly given Future will terminate pending get(), but also it will try to interrupt underlying thread. This is a pretty important feature that enables better thread pool utilization. I also wrote to always prefer CompletableFuture over standardFuture. It turns out the more powerful younger brother of Future doesn't handle cancel() so elegantly. Consider the following task, which we'll use later throughout the tests: class InterruptibleTask implements Runnable { private final CountDownLatch started = new CountDownLatch(1) private final CountDownLatch interrupted = new CountDownLatch(1) @Override void run() { started.countDown() try { Thread.sleep(10_000) } catch (InterruptedException ignored) { interrupted.countDown() } } void blockUntilStarted() { started.await() } void blockUntilInterrupted() { assert interrupted.await(1, TimeUnit.SECONDS) } } Client threads can examine InterruptibleTask to see whether it has started or was interrupted. First let's see how InterruptibleTask reacts to cancel() from outside: def "Future is cancelled without exception"() { given: def task = new InterruptibleTask() def future = myThreadPool.submit(task) task.blockUntilStarted() and: future.cancel(true) when: future.get() then: thrown(CancellationException) } def "CompletableFuture is cancelled via CancellationException"() { given: def task = new InterruptibleTask() def future = CompletableFuture.supplyAsync({task.run()} as Supplier, myThreadPool) task.blockUntilStarted() and: future.cancel(true) when: future.get() then: thrown(CancellationException) } So far so good. Clearly both Future and CompletableFuture work pretty much the same way - retrieving result after it was canceled throws CancellationException. But what about thread in myThreadPool? I thought it will be interrupted and thus recycled by the pool, how wrong was I! def "should cancel Future"() { given: def task = new InterruptibleTask() def future = myThreadPool.submit(task) task.blockUntilStarted() when: future.cancel(true) then: task.blockUntilInterrupted() } @Ignore("Fails with CompletableFuture") def "should cancel CompletableFuture"() { given: def task = new InterruptibleTask() def future = CompletableFuture.supplyAsync({task.run()} as Supplier, myThreadPool) task.blockUntilStarted() when: future.cancel(true) then: task.blockUntilInterrupted() } First test submits ordinary to and waits until it's started. Later we cancel and wait until is observed. will return when underlying thread is interrupted. Second test, however, fails. will never interrupt underlying thread, so despite looking as if it was cancelled, backing thread is still running and no is thrown from . Bug or a feature? , so unfortunately a feature: Parameters:mayInterruptIfRunning - this value has no effect in this implementation because interrupts are not used to control processing. RTFM, you say, but why CompletableFuture works this way? First let's examine how "old" Future implementations differ from CompletableFuture. FutureTask, returned from ExecutorService.submit() has the following cancel() implementation (I removed Unsafe with similar non-thread safe Java code, so treat it as pseudo code only): public boolean cancel(boolean mayInterruptIfRunning) { if (state != NEW) return false; state = mayInterruptIfRunning ? INTERRUPTING : CANCELLED; try { if (mayInterruptIfRunning) { try { Thread t = runner; if (t != null) t.interrupt(); } finally { // final state state = INTERRUPTED; } } } finally { finishCompletion(); } return true; } FutureTask has a state variable that follows this state diagram: In case of cancel() we can either enter CANCELLED state or go to INTERRUPTEDthrough INTERRUPTING. The core part is where we take runner thread (if exists, i.e. if task is currently being executed) and we try to interrupt it. This branch takes care of eager and forced interruption of already running thread. In the end we must notify all threads blocked on Future.get() in finishCompletion() (irrelevant here). So it's pretty obvious how old Future cancels already running tasks. What aboutCompletableFuture? Pseudo-code of cancel(): public boolean cancel(boolean mayInterruptIfRunning) { boolean cancelled = false; if (result == null) { result = new AltResult(new CancellationException()); cancelled = true; } postComplete(); return cancelled || isCancelled(); } Quite disappointing, we barely set result to CancellationException, ignoringmayInterruptIfRunning flag. postComplete() has a similar role tofinishCompletion() - notifies all pending callbacks registered on that future. Its implementation is rather unpleasant (using non-blocking Treiber stack) but it definitely doesn't interrupt any underlying thread. Reasons and implications Limited cancel() in case of CompletableFuture is not a bug, but a design decision.CompletableFuture is not inherently bound to any thread, while Future almost always represents background task. It's perfectly fine to create CompletableFuture from scratch (new CompletableFuture<>()) where there is simply no underlying thread to cancel. Still I can't help the feeling that majority of CompletableFutures will have an associated task and background thread. In that case malfunctioning cancel() is a potential problem. I no longer advice blindly replacing Future with CompletableFutureas it might change the behavior of applications relying on cancel(). This meansCompletableFuture intentionally breaks Liskov substitution principle - and this is a serious implication to consider.

Recently, I came with requirement where we need to get browser timezone and maintain it so our Spring MVC application can use it. Our application need to convert date and time from server timezone to client timezone. Below is overall idea of implementation: Get Browser timezone by javascript. We can use opensource 'jstz.min.js' file for getting this. We can find this from ‘http://pellepim.bitbucket.org/jstz/’. We need to maintain this timezone. For same, we will store this timezone in cookie. This can be done by creating one jsp 'findTimeZonePage.jsp'. This page will store timezone in cookie and again redirect to original page. Every method of Spring MVC controller will check whether cookie is available, If not then it will redirect to findTimeZonePage.jsp. While doing this we will also pass current Url(will set in model) so that findTimeZonePage jsp can redirect to same page again. Code: 1. findTimeZonePage.jsp loading the page... 2. Add below Methods in Util class: public static TimeZonegetBrowserTimeZone(HttpServletRequest request){ Cookie[] cookieArray = request.getCookies(); if(cookieArray != null){ for(Cookie cookie : cookieArray){ if("CalenderAppTimeZone".equals(cookie.getName())){ String timeZoneId = cookie.getValue(); return TimeZone.getTimeZone(timeZoneId); } } } return null; } public static StringgetFullURL(HttpServletRequest request) { StringBuffer requestURL = request.getRequestURL(); String queryString = request.getQueryString(); if (queryString == null) { return requestURL.toString(); } else { return requestURL.append('?').append(queryString).toString(); } } 3. In each method of MVC Controller class, Add below code at start of method: TimeZone currentTimeZone = MyUtil.getBrowserTimeZone(request); if(currentTimeZone == null){ String url = MyUtil.getFullURL(request); System.out.println("Url="+url); model.addAttribute("redirectUrl", url); //Redirect to 'findTimeZone' for setting timezone. System.out.println("####Timezone is not set. Redirecting to findTimeZone.jsp for setting timezone."); return "findTimeZonePage"; } System.out.println("####Current TimeZone="+currentTimeZone.getID()); Hope this will help.

Apache Spark, Solr, and Zookeeper work together to create a fault-tolerant, distributed ETL system that converts RDBMS data into Solr documents.

Many organizations in which I've coached are concerned when the people on their teams aren't being "utilized" at 100% of their capacity. If someone is at work for 8 hours per day, minus an hour for lunch and breaks, that's 7 hours of potential capacity. Some organizations are progressive enough to see that the organization's overhead of administrative activities lowers that value to 6 hours per day. By extension, a team's capacity is simply a multiple of the number of team members and the number of hours available to be utilized, i.e. a team of 5 has 30 person-hours per day. So, anything less than 30 person-hours per day spent on tasks means that a team isn't being utilized 100%. Which is bad, apparently. A Thought Exercise If you're reading this, you have a computer and it's connected to a network. Your computer might be a small one that makes phone calls or a large one that can also handle the complex scenery of games at 60 frames per second without breaking a sweat. Regardless, it's a computer. Thanks to John von Neumann, almost all computers today have the same basic architecture, the heart of which is the Central Processing Unit or CPU. When the CPU on your computer, regardless of its size, reaches 100% utilization, what happens? Your computer slows down. Significantly. The CPU is saturated with instructions and does its best to process them, but it has a finite limit on how quickly it can do that. There's a finite limit to the speed at which the instructions and the data they use can be passed around among the internal components of the CPU. That processor just can't go any faster. To a person using the computer, it appears to be locked up. To see this in action, try running a modern game like Faster Than Light on a 1st generation iPad. The older processor can't keep up with the computing demand from a game targeted towards more a powerful CPU. The communications network to which your computer is connected might be wireless or have a "hard" connection, but behind the scenes the public internet is dominated by TCP/IP and Ethernet. What happens when the network to which your computer is connected is running at 100% capacity? The network slows down. Significantly. The equipment moving the packets of data about will experience numerous collisions and will have to send requests back to your computer to resend data. The equipment will also begin to simply "drop" packets because it can't process them quickly enough. As far as you're concerned the network has become either very slow or has simply stopped. To see this in real life, look at what happens to a web site when it's the subject of a Denial of Service (DoS) attack, which effectively saturates that site's network with data requests. The site either crashes completely or appears to be unresponsive because it can't handle the traffic. Knowledge work such as software development requires a huge amount of thinking (processing) and a huge amount of collaboration (communication). The human brain is a processor, and like the von Neumann architecture has subcomponents (lobes), working memory, etc. What happens when our processor hits 100% utilization? We simply can't process all the inputs fast enough and our ability to process information slows down dramatically. We even reach a state where the decision-making centre in our brain shuts itself down. Coupled with a decreasing ability to process information and make decisions, we experience increasing levels of anxiety. Now, let's look at teams. They represent a communications network, with the people being the nodes in the network. When the team reaches 100% utilization, the individual processors (the brains of the people!) begin to slow as the ability to process information diminishes and anxiety increases. This has the effect of slowing the team's ability to communicate and operate effectively. When one or multiple people reach the point of shutting down, the network collapses. Why does anyone think that 100% utilization is a good thing? In manufacturing, 100% utilization of the capacity of your workers is actually desirable. The thinking aspects have already been done in the design and engineering of the item being created, and the assembly process is infinitely repeatable until a new item comes along. This approach to the process was taken from the manufacturing world and applied to the development of software, with the thinking that assembly was done by the programmers after all the design and engineering had taken place. Well, that simply isn't true. The "assembly" of software isn't programming, it's the compilation and packing into something deployable. Writing software is a confluence of design and engineering that has creative and technical aspects. It's not an assembly line, and probably won't ever be within my lifetime. As long ago as the late 1950's, management guru Peter Drucker realized that there were people who "think for a living". He coined the term knowledge worker to describe that type of work. Developing software is a classic knowledge worker role and therefore has different rules for productivity. As Drucker said in his 1999 book Management Challenges of the 21st Century, Productivity of the knowledge worker is not — at least not primarily — a matter of the quantity of output. Quality is at least as important. If we're pushing individuals and teams to 100% capacity, the quality of work and therefore the productivity of the team will be reduced. In 2001, Tom deMarco released Slack: Getting Past Burnout, Busywork and the Myth of Total Efficiency, an entire book describing the problems created by trying to achieve 100% utilization. I highly recommend the book, and also recommend you give your manager a copy. :) Here are some selected quotes that are pertinent to reducing the load on our processor and communication network: Very successful companies have never struck me as particularly busy; in fact, they are, as a group, rather laid back. Energy is evident in the workplace, but it's not the energy tinged with fear that comes from being slightly behind on everything. The principal resource needed for invention is slack. When companies can't invent, it's usually because their people are too damn busy. People under time pressure don't think faster. - Tim Lister How Can We Deal With This? First and foremost, stop trying to do so damned much! This is truly a slow down to go faster type of solution. For a Team If you're an agile team using iterations or sprints, pull less work into a sprint even if your velocity says you should be able to pull more. The extra time can be used to increase the quality of the work that you do complete, which is in itself a motivating factor for knowledge workers. Increased quality means decreased rework, which means the team as a whole delivers faster over the long term. Similarly, the reduced anxiety and stress on the team members increases their ability to think about what they're doing, meaning better and more innovative solutions to problems. Also, ensure that teams are focusing on activities that contribute directly to their work. Meetings tend to be the worst offenders of this, including the meetings defined within agile processes. Some suggestions: No meeting can be scheduled unless there is a specific question to be answered or specific information to be passed along. Reduce the default meeting length from 1 hour to 30 minutes in whatever calendar tool you use. Even better, reduce it to 20 minutes. Choose blocks of time that are deemed meeting free zones. No one, regardless of their position in the org chart can schedule a meeting with the team or the team members during that time. Minimize meetings where people are on a phone. My observation is that people who call into meetings tend to speak longer than when they are in the room with everyone else. I know that I do this, and I see it often in others. For an Individual Learn to say, "No." At the very least, learn to say, "Not yet." It's really difficult to do this, and I speak from personal experience. We want to help others, we want to be team players. However, if we don't say no, we take on too much, our processing and communication ability suffers and we end up disappointing those we were trying to help! Also, learn to take breaks. Yes, take breaks. The same concepts from Slack apply here, with brief diversions clearing our mind and allowing us to work better afterwards. At the extreme, if you feel like you can't keep your eyes open, take a nap! I highly recommend the Pomodoro Technique as at least a starting point for giving yourself some slack. Step away from your work for just a few minutes and return recharged. Conclusion We don't want the CPU in our computer to be working at 100% and we don't want the communications network to which it's connected to be at 100% capacity either. Our brains are processors and teams are a communications network, so why would we want those to be 100% busy all the time? In fact, ensuring that teams and the people on them are always busy is a provably wrong approach for software development. It has it's roots in a manufacturing mindset and developing software is knowledge work. Software development requires substantially different ways to make teams and the individual people on them as productive as possible. Finally, there is no magic number for what percentage of utilization is best. People are variable and 90% utilization for a person might be fine on a given day while %30 is all that the same person can handle on the next. Don't aim for a number, aim for an environment where people know that they don't have to appear busy. That will leave plenty of capacity for each person's processor and their team's communications network to run smoothly and deliver real value more effectively.

These days a lot of organizations talk about Multi-Speed IT, so I thought I’d share my thoughts on this. I think the concept has been around for a while but now there is a nice label to associate this idea with. Let’s start by looking at why Multi-Speed IT is important. The idea is best illustrated by a picture of two interlocking gears of different sizes and by using a simple example to explain the concept. Different Speeds for Different Needs One easy way to recall what multi-speed IT looks like is to remember that there are multiple speeds for multiple needs. This is to say that there are different IT programs that may be most useful at various speeds. Some departments and applications need to move very rapidly, but others can move at a slower pace that works best for them. Regardless of which department you are focused on at the moment, it is important to know that it will have specialized needs that you need to look after, and that is why so many people are now looking at multi-speed IT as the best way to accomplish what they set out to accomplish. The smaller gear moves much faster than the larger one, but where the two gears interlock they remain aligned to not stop the motion. But what does this mean in reality? Think about a banking app on your mobile. Your bank might update the app on a weekly basis with new functionality like reporting and/or an improved user interface. That is a reasonable fast release cycle. The mainframe system that sits in the background and provides the mobile app with your account balance and transaction details does not have to change at the same speed. In fact, it might only have to provide a new service for the mobile app once every quarter. Nonetheless, the changes between those two systems need to align when new functionality is rolled out. However, it doesn’t mean both systems need to release at the same speed. In general, the customer-facing systems are the fast applications (Systems of Engagement, Digital) and the slower ones are the Systems of Record or backend systems. The release cycles should take this into consideration. So how do you get ready for the Multi-Speed IT Delivery Model? Release Strategy (Agile) – Identify functionality that requires changes in multiple systems and ones that can be done in isolation. If you follow an Agile approach, you can align every n-th release for releasing functionality that is aligned while the releases in between can deliver isolated changes for the fast-moving applications. Application Architecture – Use versioned interface agreements so that you can decouple the gears (read applications) temporarily. This means you can release a new version of a backend system or a front-end system without impacting the current functionality of the other. Once the other system catches up, new functionality becomes available across the system. This allows you to keep to your individual release schedule, which in turn means delivery is a lot less complex and interdependent. In the picture I used above, think of this as the clutch that temporarily disengages the gears. Technical Practices and Tools (DevOps) – If the application architecture decoupling is the clutch, then the technical practices and tools are the grease. This is where DevOps comes into the picture. The whole idea of Multi-Speed IT is to make the delivery of functionality less interdependent. On the flip side, you need to spend more effort on getting the right practices and tools in place to support this. For example, you want to make sure that you can quickly test the different interface versions with automated testing, you need to have good version control to make sure you have in place the right components for each application, and you also want to make sure you can manage your code line very well through abstractions and branching where required. And the basics of configuration management, packaging, and deployment will become even more important as you want to reduce the number of variables you have to deal with in your environments. You better remove those variables introduced through manual steps by having these processes completely automated. Testing strategies – Given that you are now dealing with multiple versions of components being in the environment at the same time, you have to rethink your testing strategies. The rules of combinatorics make it very clear that it only takes a few different variables before it becomes unmanageable to test all permutations. So we need to think about different testing strategies that focus on valid permutations and risk profiles. After all, functionality that is not yet live requires less testing than the ones that will go live next. The above points cover the technical aspects but to get there you will also have to solve some of the organizational challenges. Let me just highlight 3 of them here: Partnership with delivery partners – It will be important to choose your partners wisely. Perhaps it helps to think of your partner ecosystem in three categories: Innovators (the ones who work with you in innovative spaces and with new technologies), Workhorses(the ones who support your core business applications that continue to change) and Commodities (the ones who run legacy applications that don’t require much new functionality and attention). It should be clear that you need to treat them differently in regards to contracts and incentives. I will blog later about the best way to incentivize your workhorses, the area that I see most challenges in. Application Portfolio Management - Of course, to find the right partner you first need to understand what your needs are. Look across your application portfolio and determine where your applications sit across the following dimensions: Importance to business, exposure to customers, frequency of change, and volume of change. Based on this you can find the right partner to optimize the outcome for each application. Governance – Last but not least, governance is very important. In a multi-speed IT world you will need flexible governance. One size fits all will not be good enough. You will need lightweight system-driven governance for your high-speed applications and you can probably afford a more PowerPoint/Excel-driven manual governance for your slower-changing applications. If you can run status reports of live systems (like Jira, RTC, or TFS) for your fast applications you are another step closer to mastering the multi-speed IT world.

Cracking the coding interview is the holy grail of many programmers and software developers, but is cracking the coding interview really possible?

If you go to Google and search for "measuring software developer productivity" you will find a whole lot of nothing. Seriously -- nothing. Nick Hodges, Measuring Developer Productivity By now we should all know that we don’t know how to measure programmer productivity. There is no clear cut way to measure which programmers are doing a better or faster job, or to compare productivity across teams. We “know” who the stars on a team are, who we can depend on to deliver, and who is struggling. And we know if a team is kicking ass – or dragging their asses. But how do we prove it? How can we quantify it? All sorts of stupid and evil things can happen when you try to measure programmer productivity. But let’s do it anyways. We’re Writing More Code, So We Must Be More Productive Developers are paid to write code. So why not measure how much code they write – how many lines of code get delivered? Because we've known since the 1980s that this is a lousy way to measure productivity. Lines of code can’t be compared across languages (of course), or even between programmers using the same language working in different frameworks or following different styles. Which is why Function Points were invented – an attempt to standardize and compare the size of work in different environments. Sounds good, but Function Points haven’t made it into the mainstream, and probably never will – very few people know how Function Points work, how to calculate them and how they should be used. The more fundamental problem is that measuring productivity by lines (or Function Points or other derivatives) typed doesn’t make any sense. A lot of important work in software development, the most important work, involves thinking and learning – not typing. The best programmers spend a lot of time understanding and solving hard problems, or helping other people understand and solve hard problems, instead of typing. They find ways to simplify code and eliminate duplication. And a lot of the code that they do write won’t count anyways, as they iterate through experiments and build prototypes and throw all of it away in order to get to an optimal solution. The flaws in these measures are obvious if we consider the ideal outcomes: the fewest lines of code possible in order to solve a problem, and the creation of simplified, common processes and customer interactions that reduce complexity in IT systems. Our most productive people are those that find ingenious ways to avoid writing any code at all. Jez Humble, The Lean Enterprise This is clearly one of those cases where size doesn’t matter. We’re Making (or Saving) More Money, so We Must Be Working Better We could try to measure productivity at a high level using profitability or financial return on what each team is delivering, or some other business measure such as how many customers are using the system – if developers are making more money for the business (or saving more money), they must be doing something right. Using financial measures seems like a good idea at the executive level, especially now that “every company is a software company”. These are organizational measures that developers should share in. But they are not effective – or fair – measures of developer productivity. There are too many business factors are outside of the development team’s control. Some products or services succeed even if the people delivering them are doing a lousy job, or fail even if the team did a great job. Focusing on cost savings in particular leads many managers to cut people and try “to do more with less” instead of investing in real productivity improvements. And as Martin Fowler points out there is a time lag, especially in large organizations – it can sometimes take months or years to see real financial results from an IT project, or from productivity improvements. We need to look somewhere else to find meaningful productivity metrics. We’re Going Faster, so We Must Be Getting More Productive Measuring speed of development – velocity in Agile – looks like another way to measure productivity at the team level. After all, the point of software development is to deliver working software. The faster that a team delivers, the better. But velocity (how much work, measured in story points or feature points or ideal days, that the team delivers in a period of time) is really a measure of predictability, not productivity. Velocity is intended to be used by a team to measure how much work they can take on, to calibrate their estimates and plan their work forward. Once a team’s velocity has stabilized, you can measure changes in velocity within the team as a relative measure of productivity. If the team’s velocity is decelerating, it could be an indicator of problems in the team or the project or the system. Or you can use velocity to measure the impact of process improvements, to see if training or new tools or new practices actually make the team’s work measurably faster. But you will have to account for changes in the team, as people join or leave. And you will have to remember that velocity is a measure that only makes sense within a team – that you can’t compare velocity between teams. Although this doesn't stop people from trying. Some shops use the idea of a well-known reference story that all teams in a program understand and use to base their story points estimates on. As long as teams aren't given much freedom on how they come up with estimates, and as long as the teams are working in the same project or program with the same constraints and assumptions, you might be able to do rough comparison of velocity between teams. But Mike Cohn warns that If teams feel the slightest indication that velocities will be compared between teams there will be gradual but consistent “point inflation.” ThoughtWorks explains that velocity <> productivity in their latest Technology Radar: We continue to see teams and organizations equating velocity with productivity. When properly used, velocity allows the incorporation of “yesterday's weather” into a team’s internal iteration planning process. The key here is that velocity is an internal measure for a team, it is just a capacity estimate for that given team at that given time. Organizations and managers who equate internal velocity with external productivity start to set targets for velocity, forgetting that what actually matters is working software in production. Treating velocity as productivity leads to unproductive team behaviors that optimize this metric at the expense of actual working software. Next: Just Stay Busy, Measure Outcomes, not Output; and more... Just Stay Busy One manager I know says that instead of trying to measure productivity “We just stay busy. If we’re busy working away like maniacs, we can look out for problems and bottlenecks and fix them and keep going”. In this case you would measure – and optimize for – cycle time, like in Lean manufacturing. Cycle time – turnaround time or change lead time, from when the business asks for something to when they get it in their hands and see it working – is something that the business cares about, and something that everyone can see and measure. And once you start looking closely, waste and delays will show up as you measure waiting/idle time, value-add vs. non-value-add work, and process cycle efficiency (total value-add time / total cycle time). “It’s not important to define productivity, or to measure it. It’s much more important to identify non-productive activities and drive them down to zero.” Erik Simmons, Intel Teams can use Kanban to monitor – and limit – work in progress and identify delays and bottlenecks. And Value Stream Mapping to understand the steps, queues, delays and information flows which need to be optimized. To be effective, you have to look at the end-to-end process from when requests are first made to when they are delivered and running, and optimize all along the path, not just the work in development. This may mean changing how the business prioritizes, how decisions are made and who makes the decisions. In almost every case we have seen, making one process block more efficient will have a minimal effect on the overall value stream. Since rework and wait times are some of the biggest contributors to overall delivery time, adopting “agile” processes within a single function (such as development) generally has little impact on the overall value stream, and hence on customer outcomes. Jezz Humble, The Lean Enterprise The down side of equating delivery speed with productivity? Optimizing for cycle time/speed of delivery by itself could lead to problems over the long term, because this incents people to think short term, and to cut corners and take on technical debt. We’re Writing Better Software, so We Must Be More Productive “The paradox is that when managers focus on productivity, long-term improvements are rarely made. On the other hand, when managers focus on quality, productivity improves continuously.” John Seddon, quoted in The Lean Enterprise We know that fixing bugs later costs more. Whether it’s 10x or 100+x, it doesn't really matter. And that projects with fewer bugs are delivered faster – at least up to a point of diminishing returns for safety-critical and life-critical systems. And we know that the costs of bugs and mistakes in software to the business can be significant. Not just development rework costs and maintenance and support costs. But direct costs to the business. Downtime. Security breaches. Lost IP. Lost customers. Fines. Lawsuits. Business failure. It’s easy to measure that you are writing good – or bad – software. Defect density. Defect escape rates (especially defects – including security vulnerabilities – that escape to production). Static analysis metrics on the code base, using tools like SonarQube. And we know how to write good software - or we should know by now. But is software quality enough to define productivity? Devops – Measuring and Improving IT Performance Devops teams who build/maintain and operate/support systems extend productivity from dev into ops. They measure productivity across two dimensions that we have already looked at: speed of delivery, and quality. But devops isn't limited to just building and delivering code – instead it looks at performance metrics for end-to-end IT service delivery: Delivery Throughput: deployment frequency and lead time, maximizing the flow of work into production Service Quality: change failure rate and MTTR It’s not a matter of just delivering software faster or better. It’s dev and ops working together to deliver services better and faster, striking a balance between moving too fast or trying to do too much at a time, and excessive bureaucracy and over-caution resulting in waste and delays. Dev and ops need to share responsibility and accountability for the outcome, and for measuring and improving productivity and quality. As I pointed out in an earlier post this makes operational metrics more important than developer metrics. According to recent studies, success in achieving these goals lead to improvements in business success: not just productivity, but market share and profitability. Measure Outcomes, not Output In The Lean Enterprise (which you can tell I just finished reading), Jez Jumble talks about the importance of measuring productivity by outcome – measuring things that matter to the organization – not output. “It doesn't matter how many stories we complete if we don’t achieve the business outcomes we set out to achieve in the form of program-level target conditions”. Stop trying to measure individual developer productivity. It’s a waste of time. Everyone knows who the top performers are. Point them in the right direction, and keep them happy. Everyone knows the people who are struggling. Get them the help that they need to succeed. Everyone knows who doesn't fit in. Move them out. Measuring and improving productivity at the team or (better) organization level will give you much more meaningful returns. When it comes to productivity: Measure things that matter – things that will make a difference to the team or to the organization. Measures that are clear, important, and that aren't easy to game. Use metrics for good, not for evil – to drive learning and improvement, not to compare output between teams or to rank people. I can see why measuring productivity is so seductive. If we could do it we could assess software much more easily and objectively than we can now. But false measures only make things worse. Martin Fowler, CannotMeasureProductivity

Over the past year, Datical has had amazing success with our flagship product, Datical DB. We’ve seen multiple visionary, sector-leading companies select Datical DB to drive their Application Schema changes. Now that the number has grown rapidly over the past year, we can begin to see patterns in why customers choose Datical DB. One of them turns out to be pretty emblematic of our other customers. So, let’s examine the reasons why they chose to adopt Datical DB. Customer Facing Applications are the Front Door When your competitor is only a mobile screen swipe away, this Datical customer focuses on brand reputation and customer satisfaction. They know that application uptime and fast delivery are key to customer retention and account expansion. All applications have a database backend. Though, when something goes wrong with the database, it is not apparent to the consumer. The consumer just knows that the app isn’t working. An unresponsive mobile app or website is often enough to make the customer take their business elsewhere. Customer stickiness due to the hassle of changing providers continues to lessen as the cost to change continues to drop. Therefore, immediate and fast access is a must have for today’s companies. Remember: Consumer facing applications don’t have business hours. They must ALWAYS be open. Cross Team Collaboration This Datical customer had difficulty in determining who made what change to the database. Moreover, answering which database and why was near impossible. All of the changes were stored in a single document. That solution is not multi-tenant, meaning that the team had to distribute the document to share information. Moreover, there was a single point of failure in the tracking process. Too often, people were required to visit the datacenter for days at a time during application changes. There was simply no method to notify team members of changes, when they occurred, and the change impact. This lack of communication led to almost 80% of all database change requests being rejected. There was clearly a need to increase communication of changes and increase the requested changes’ quality. Increase Staff Productivity With over 70% of the Database team’s time spent on managing change due to application requirements, the Database team was taxed in meeting other demands. Needs to improve scalability and reliability of the database servers became a lower priority as the DBAs struggled to keep up with change requests. Furthermore, development teams spent almost 10% of their time managing these change requests, including reworks of failed requests. By eliminating a manual, time-consuming process, this customer can now focus resources on addressing other needs such as managing continuity during server failure, better allocation of server resources, and certainly scalability concerns. Go Faster With the adoption of IBM UrbanCode Deploy, this customer quickly streamlined their deployments with all but the database automated. With all other components automated, the database changes required by application changes was clearly the weak link in the deployment chain. Truly, database automation is the last mile necessary to realize the promise of Agile, Continuous Delivery, and DevOps. Until the customer was able to apply Agile and Continuous Delivery to database changes, the entire application stack was, in effect, still using out-of-date development and deployment methods. To see the complete benefits of Agile and Continuous Delivery, automation throughout the entire stack, including the database, was absolutely necessary. Leverage Existing Infrastructure and Processes With out of the box integration with UrbanCode Deploy, Datical DB did not require an independent separate server. Furthermore, with Datical DB’s ability to utilize the customer’s existing source code control repository, the implementation cycle was shortened significantly. Too often, customers are asked by vendors to spend money on more server resources or make strange, unnatural changes to their network security to support potential solutions. By utilizing existing infrastructure and processes, Datical DB was able to deliver to this customer lightening quick ROI. We measure ROI in days and weeks, not months and years. Please join us for a webcast next Wednesday, February 4th, from 12:00 – 1:00 pm EST, as we discuss these customer benefits in detail and show how Datical DB integrates seamlessly with IBM UrbanCode Deploy.

One of the goals of JBoss AS7 was to make it much more secure by default, when compared to previous versions. One of the areas which was directly impacted by this goal was that you could no longer expect the server to expose some service on a port and get access to it without any authentication/authorization. Remember that in previous versions of JBoss AS you could access the JNDI port, the JMX port without any authentication/authorization, as long as those ports were opened for communication remotely. Finer grained authorizations on such ports for communications, in JBoss AS7, allows the server to control who gets to invoke operations over that port. Of course, this is not just limited to JBoss AS7 but continues to be the goal in WildFly (which is the rename of JBoss Application Server). In fact, WildFly has gone one step further and now has the feature of "one single port" for all communication. JMX communication in JBoss AS7 and WildFly With that background, we'll now focus on JMX communication in JBoss AS7 and WildFly. I'll use WildFly (8.2.0 Final) as a reference for the rest of this article, but the same details apply (with minor changes) to other major versions of JBoss AS7 and WildFly, that have been released till date. WildFly server is composed of "subsystems", each of which expose a particular set of functionality. For example, there's the EE subsystem which supports the Java EE feature set. Then there's the Undertow subsystem which supports web/HTTP server functionality. Similarly, there's a JMX subsystem which exposes the JMX feature set on the server. As you all are aware, I'm sure, JMX service is standardly used for monitoring and even managing Java servers and this includes managing the servers remotely. The JMX subsystem in WildFly allows remote access to the JMX service and port 9990 is what is used for that remote JMX communication. JConsole for remote JMX access against JBoss AS7 and WildFly Java (JDK) comes bundled with the JConsole tool which allows connecting to local or remote Java runtimes which expose the JMX service. The tool is easy to use, all you have to do is run the jconsole command it will show up a graphical menu listing any local Java processes and also an option to specify a remote URL to connect to a remote process: # Start the JConsole $JAVA_HOME/bin/jconsole Let's assume that you have started WildFly standalone server, locally. Now when you start the jconsole, you'll notice that the WildFly Java process is listed in the local running processes to which you can connect to. When you select the WildFly Java instance, you'll be auto connected to it and you'll notice MBeans that are exposed by the server. However, in the context of this article, this "local process" mode in JConsole isn't what we are interested in. Let's use the "Remote process" option in that JConsole menu which allows you to specify the remote URL to connect to the Java runtime and username and password to use to connect to that instance. Even though our WildFly server is running locally, we can use this "Remote process" option to try and connect to it. So let's try it out. Before that though, let's consider a the following few points: Remember that the JMX subsystem in WildFly allows remote access on port 9990 For remote access to JMX, the URL is of the format - service:jmx:[vendor-specific-protocol]://[host]:[port]. The vendor specific protocol is the interesting bit here. In the case of WildFly that vendor-specific-protocol is http-remoting-jmx. Remember that WildFly is secure by default which means that just because the JMX subsystem exposes 9990 port for remote communication, it doesn't mean it's open for communication to anyone. In order to be allowed to communicate over this port, the caller client is expected to be authenticated and authorized. This is backed by the "ManagementRealm" in WildFly. Users authenticated and authorized against this realm are allowed access to that port. Keeping those points in mind, let's first create a user in the Management Realm. This can be done using the add-user command line script (which is present in JBOSS_HOME/bin folder). I won't go into the details of that since there's enough documentation for that. Let's just assume that I created a user named "wflyadmin" with an appropriate password in the Management Realm. To verify that the user has been properly created, in the right realm, let's access the WildFly admin console at the URL http://localhost:9990/console. You'll be asked for username and password for access. Use the same username and password of the newly created user. If the login works, then you are good. If not, then make sure you have done things right while adding the new user (as I said I won't go into the details of adding a new user since it's going to just stretch this article unnecessarily long). So at this point we have created a user named "wflyadmin" belonging to ManagementRealm. We'll be using this same user account for accessing the JMX service on WildFly, through JConsole. So let's now bring up the jconsole as usual: $JAVA_HOME/bin/jconsole On the JConsole menu let's again select the "Remote process" option and use the following URL in the URL text box: service:jmx:http-remoting-jmx://localhost:9990 Note: For JBoss AS 7.x and JBoss EAP 6.x, the vendor specific protocol is remoting-jmx and the port for communication is 9999. So the URL will be service:jmx:remoting-jmx://localhost:9999 In the username and password textboxes, use the same user/pass that you newly created. Finally, click on Connect. What do you see? It doesn't work! The connection fails. So what went wrong? Why isn't the JConsole remote access to WildFly not working? You did all the obvious things necessary to access the WildFly JMX service remotely but you keep seeing that JConsole can't connect to it. What could be the reason? Remember, in one of those points earlier, I noted that the "vendor specific protocol" is an interesting bit? We use http-remoting-jmx and that protocol internally relies on certain WildFly/JBoss specific libraries, primarily for remote communication and authentication and authorization. These libraries are WildFly server specific and hence aren't part of the standard Java runtime environment. When you start jconsole, it uses a standard classpath which just has the relevant libraries that are part of the JDK/JRE. To solve this problem, what you need to do is bring in the WildFly server specific libraries into the classpath of JConsole. Before looking into how to do that, let's see which are the WildFly specific libraries that are needed. All the necessary classes for this to work are part of the jboss-cli-client.jar which is present in JBOSS_HOME/bin/client/ folder. So all we need to do in include this jar in the classpath of the jconsole tool. To do that we use the -J option of jconsole tool which allows passing parameters to the Java runtime of jconsole. The command to do that is: $JAVA_HOME/bin/jconsole -J-Djava.class.path=$JAVA_HOME/lib/tools.jar:$JAVA_HOME/lib/jconsole.jar:/opt/wildfly-8.2.0.Final/bin/client/jboss-cli-client.jar (Note that for Windows the classpath separator is the semi-colon character instead of the colon) Note, the server specific jar for JBoss AS 7.x and JBoss EAP 6.x is named jboss-client.jar and is present at the same JBOSS_HOME/bin/client directory location. So we are passing -Djava.class.path as the parameter to the jconsole Java runtime, using the -J option. Notice that we have specified more than just our server specific jar in that classpath. That's because, using the -Djava.class.path is expected to contain the complete classpath. We are including the jars from the Java JDK lib folder that are necessary for JConsole and also our server specific jar in that classpath. Running that command should bring up JConsole as usual and let's go ahead and select the "Remote process" option and specify the same URL as before: service:jmx:http-remoting-jmx://localhost:9990 and the same username and password as before and click Connect. This time you should be able to connect and should start seeing the MBeans and others services exposed over JMX. How about providing a script which does this necessary classpath setup? Since it's a common thing to try and use JConsole for remote access against WildFly, it's reasonable to expect to have a script which sets up the classpath (as above) and you could then just use that script. That's why WildFly ships such a script. It's in the JBOSS_HOME/bin folder and is called jconsole.sh (and jconsole.bat for Windows). This is just a wrapper script which internally invokes the jconsole tool present in Java JDK, after setting up the classpath appropriately. All you have to do is run: $JBOSS_HOME/bin/jconsole.sh What about using JConsole from a really remote machine, against WildFly? So far we were using the jconsole tool that was present on the same machine as the WildFly instance, which meant that we have filesystem access to the WildFly server specific jars present in the WildFly installation directory on the filesystem. This allowed us to setup the classpath for jconsole to point to the jar on the local filesystem? What if you wanted to run jconsole from a remote machine against a WildFly server which is installed and running on a different machine. In that case, your remote client machine won't be having filesystem access to the WildFly installation directory. So to get jconsole running in such a scenario, you will have to copy over the JBOSS_HOME/bin/jboss-cli-client.jar to your remote client machine, to a directory of your choice and then setup the classpath for jconsole tool as explained earlier and point it to that jar location. That should get you access to JMX services of WildFly from jconsole on a remote machine. More questions? If you still have problems getting this to work or have other questions, please start a discussion in the JBoss community forums here https://developer.jboss.org/en/wildfly/content.

Java Mission Control (JMC) enables you to monitor and manage Java applications without introducing the performance overhead normally associated with these types of tools. It uses data which is already getting collected for normal dynamic optimization of the JVM resulting in a very lightweight approach to observe and analyze problems in the application code. The JMC consists of three different types of tools. A JMX browser which let's you browse all available JVM instances on a machine and a JMX console which let's you browse through the JMX tree on a connected JVM. Last but not least the most interesting aspect is the Java Flight Recorder (JFR). This is exactly the part of the tooling which does the low overhead profiling of JVM instances. Disclaimer: A Word On Licensing The tooling is part of the Oracle JDK downloads. In particular the JMC 5.4 is part of JDK 8u20 and JDK 7u71 and is distributed under the Oracle Binary Code License Agreement for Java SE Platform products and commercially available features for Java SE Advanced and Java SE Suite. IANAL, but as far as I know this allows for using it for your personal education and potentially also as part of your developer tests. Make sure to check back with whomever you know that could answer this question. This blog post looks at it as a small little how-to and assumes, that you know what you are doing from a license perspective. Adding Java Optional Parameters Unlocking the JFR features requires you to put in some optional parameters to your WildFly 8.x/EAP 6.x configuration. Find the $JBOSS_HOME/bin/standalone.conf|conf.bat and add the following parameters: -XX:+UnlockCommercialFeatures -XX:+FlightRecorder You can now use jcmd command like described in this knowledge-base entry to start a recording. Another way is actually to start a recording directly from JMC. Starting A Recording From JMC First step is to start JMC. Find it in the %JAVA_HOME%/bin folder. After it started you can use the JVM Browser to find the WildFly/EAP instance you want to connect to. Right click on it to see all the available options. You can either start the JMX Console or start a Flight Recording. The JMX console is a bit fancier than the JConsole and allows for a bunch of metrics and statistics. It also allows you to set a bunch of triggers and browser MBeans and whatnot. Please look at the documentation for all the details. What is really interesting is the function to start a Flight Recording. If you select this option, a new wizard pops up and lets you tweak the settings a bit. Beside having to select a folder where the recording gets stored you also have the choice between different recording templates. A one minute recording with the "Server Profiling" template with barely any load on the server results in a 1.5 MB file. So, better keep an eye on the volume you're storing all that stuff at. You can also decide the profiling granularity for a bunch of parameters further down the dialogues. But at the end, you click "Finish" and the recording session starts. You can decide to push it to the background and keep working while the data gets captured. Analyzing Flight Recorder Files This is pretty easy. You can open the recording with JMC and click through the results. If you enabled the default recording with the additional parameter: -XX:FlightRecorderOptions=defaultrecording=true you can also directly dump the recording via the JVM browser. It is easy to pick a time-frame that you want to download the data for or alternatively you can also decide to download the complete recording.

serenity bdd (previously known as thucydides ) is an open source reporting library that helps you write better structured, more maintainable automated acceptance criteria, and also produces rich meaningful test reports (or "living documentation") that not only report on the test results, but also what features have been tested. and for when your automated acceptance tests exercise a web interface, serenity comes with a host of features that make writing your automated web tests easier and faster. 1. bdd fundamentals but before we get into the nitty-gritty details, let’s talk about behaviour driven development, which is a core concept underlying many of serenity’s features. behaviour driven development, or bdd, is an approach where teams use conversations around concrete examples to build up a shared understanding of the features they are supposed to build. for example, suppose you are building a site where artists and craftspeople can sell their good online. one important feature for such a site would be the search feature. you might express this feature using a story-card format commonly used in agile projects like this: in order for buyers to find what they are looking for more efficiently as a seller i want buyers to be able to search for articles by keywords to build up a shared understanding of this requirement, you could talk through a few concrete examples. the converstaion might go something like this: "so give me an example of how a search might work." "well, if i search for wool , then i should see only woolen products." "sound’s simple enough. are there any other variations on the search feature that would produce different outcomes?" "well, i could also filter the search results; for example, i could look for only handmade woolen products." and so on. in practice, many of the examples that get discussed become "acceptance criteria" for the features. and many of these acceptance criteria become automated acceptance tests. automating acceptence tests provides valuable feedback to the whole team, as these tests, unlike unit and integrationt tests, are typically expressed in business terms, and can be easily understood by non-developers. and, as we will se later on in this article, the reports that are produced when these teste are executed give a clear picture of the state of the application. 2. serenity bdd and junit in this article, we will learn how to use serenity bdd using nothing more than junit, serenity bdd, and a little selenium webdriver. automated acceptance tests can use more specialized bdd tools such as cucumber or jbehave, but many teams like to keep it simple, and use more conventional unit testing tools like junit. this is fine: the essence of the bdd approach lies in the conversations that the teams have to discuss the requirements and discover the acceptance criteria. 2.1. writing the acceptance test let’s start off with a simple example. the first example that was discussed was searching for wool . the corresponding automated acceptance test for this example in junit looks like this: @runwith(serenityrunner.class) public class whensearchingbykeyword { @managed(driver="chrome", uniquesession = true) webdriver driver; @steps buyersteps buyer; @test public void should_see_a_list_of_items_related_to_the_specified_keyword() { // given buyer.opens_etsy_home_page(); // when buyer.searches_for_items_containing("wool"); // then. buyer.should_see_items_related_to("wool"); } } the serenity test runner sets up the test and records the test results this is a web test, and serenity will manage the webdriver driver for us we hide implementation details about how the test will be executed in a "step library" our test itself is reduced to the bare essential business logic that we want to demonstrate there are several things to point out here. when you use serenity with junit, you need to use the serenityrunner test runner. this instruments the junit class and instantiates the webdriver driver (if it is a web test), as well as any step libraries and page objects that you use in your test (more on these later). the @managed annotation tells serenity that this is a web test. serenity takes care of instantiating the webdriver instance, opening the browser, and shutting it down at the end of the test. you can also use this annotation to specify what browser you want to use, or if you want to keep the browser open during all of the tests in this test case. the @steps annotation tells serenity that this variable is a step library. in serenity, we use step libraries to add a layer of abstraction between the "what" and the "how" of our acceptance tests. at the top level, the step methods document "what" the acceptance test is doing, in fairly implementation-neutral, business-friendly terms. so we say "searches for items containing wool ", not "enters wool into the search field and clicks on the search button". this layered approach makes the tests both easier to understand and to maintain, and helps build up a great library of reusable business-level steps that we can use in other tests. 2.2. the step library the step library class is just an ordinary java class, with methods annotated with the @step annotation: public class buyersteps { homepage homepage; searchresultspage searchresultspage; @step public void opens_etsy_home_page() { homepage.open(); } @step public void searches_for_items_containing(string keywords) { homepage.searchfor(keywords); } @step public void should_see_items_related_to(string keywords) { list resulttitles = searchresultspage.getresulttitles(); resulttitles.stream().foreach(title -> assertthat(title.contains(keywords))); } } //end:tail step libraries often use page objects, which are automatically instantiated the @step annotation indicates a method that will appear as a step in the test reports for automated web tests, the step library methods do not call webdriver directly, but rather they typically interact with page objects . 2.3. the page objects page objects encapsulate how a test interacts with a particular web page. they hide the webdriver implementation details about how elements on a page are accessed and manipulated behind more business-friendly methods. like steps, page objects are reusable components that make the tests easier to understand and to maintain. serenity automatically instantiates page objects for you, and injects the current webdriver instance. all you need to worry about is the webdriver code that interacts with the page. and serenity provides a few shortcuts to make this easier as well. for example, here is the page object for the home page: @defaulturl("http://www.etsy.com") public class homepage extends pageobject { @findby(css = "button[value='search']") webelement searchbutton; public void searchfor(string keywords) { $("#search-query").sendkeys(keywords); searchbutton.click(); } } what url should be used by default when we call the open() method a serenity page object must extend the pageobject class you can use the $ method to access elements directly using css or xpath expressions or you may use a member variable annotated with the @findby annotation and here is the second page object we use: public class searchresultspage extends pageobject { @findby(css=".listing-card") list listingcards; public list getresulttitles() { return listingcards.stream() .map(element -> element.gettext()) .collect(collectors.tolist()); } } in both cases, we are hiding the webdriver implementation of how we access the page elements inside the page object methods. this makes the code both easier to read and reduces the places you need to change if a page is modified. this approach encourages a very high degree of reuse. for example, the second example mentioned at the start of this article involved filtering results by type. the corresponding automated acceptance criteria might look like this: @test public void should_be_able_to_filter_by_item_type() { // given buyer.opens_etsy_home_page(); // when buyer.searches_for_items_containing("wool"); int unfiltereditemcount = buyer.get_matching_item_count(); // and buyer.filters_results_by_type("handmade"); // then buyer.should_see_items_related_to("wool"); // and buyer.should_see_item_count(lessthan(unfiltereditemcount)); } @test public void should_be_able_to_view_details_about_a_searched_item() { // given buyer.opens_etsy_home_page(); // when buyer.searches_for_items_containing("wool"); buyer.selects_item_number(5); // then buyer.should_see_matching_details(); } notice how most of the methods here are reused from the previous steps: in fact, only two new methods are required. 3. reporting and living documentation reporting is one of serenity’s fortes. serenity not only reports on whether a test passes or fails, but documents what it did, in a step-by-step narrative format that inculdes test data and screenshots for web tests. for example, the following page illustrates the test results for our first acceptance criteria: figure 1. test results reported in serenity but test outcomes are only part of the picture. it is also important to know what work has been done, and what is work in progress. serenity provides the @pending annotation, that lets you indicate that a scenario is not yet completed, but has been scheduled for work, as illustrated here: @runwith(serenityrunner.class) public class whenputtingitemsintheshoppingcart { @pending @test public void shouldupdateshippingpricefordifferentdestinationcountries() { } } this test will appear in the reports as pending (blue in the graphs): figure 2. test result overview we can also organize our acceptance tests in terms of the features or requirements they are testing. one simple approach is to organize your requirements in suitably-named packages: |----net | |----serenity_bdd | | |----samples | | | |----etsy | | | | |----features | | | | | |----search | | | | | | |----whensearchingbykeyword.java | | | | | | |----whenviewingitemdetails.java | | | | | |----shopping_cart | | | | | | |----whenputtingitemsintheshoppingcart.java | | | | |----pages | | | | | |----homepage.java | | | | | |----itemdetailspage.java | | | | | |----registerpage.java | | | | | |----searchresultspage.java | | | | | |----shoppingcartpage.java | | | | |----steps | | | | | |----buyersteps.java all the test cases are organized under the features directory. test cass related to the search feature test cases related to the ‘shopping cart’ feature serenity can use this package structure to group and aggregate the test results for each feature. you need to tell serenity the root package that you are using, and what terms you use for your requirements. you do this in a special file called (for historical reasons) thucydides.properties , which lives in the root directory of your project: thucydides.test.root=net.serenity_bdd.samples.etsy.features thucydides.requirement.types=feature,story with this configured, serenity will report about how well each requirement has been tested, and will also tell you about the requirements that have not been tested: figure 3. serenity reports on requirements as well as tests 4. conclusion hopefully this will be enough to get you started with serenity. that said, we have barely scratched the surface of what serenity can do for your automated acceptance tests. you can read more about serenity, and the principles behind it, by reading the users manual , or by reading bdd in action , which devotes several chapters to these practices. and be sure to check out the online courses at parleys . you can get the source code for the project discussed in this article on github .

recently some pwc tech supremos wrote an article: agile coding in enterprise it: code small and local . subsections: moving away from the monolith why microservices? msa: a think-small approach for rapid development thinking the msa way: minimalism is a must where msa makes sense in msa, integration is the problem, not the solution conclusion msa is short for microservices architecture(s), in the above article. the article posits that microservices is the antidote to monoliths. it doesn’t mention cookie cutter scaling at all, which is another antidote to monoliths, with the right build infrastructure and devops. here’s a view of hypothetical architecture a company could deploy if they were doing microservices: w is web server. p and q don’t stand for anything in particular. here’s the same solution as cookie-cutter scaling, and the alternate (historical) choice of monolith to the right of it: the cookie cutter approach will often leverage components that are dependency injected into each other, and though monoliths might be the same today, pre 2004 they were probably hairballs of singletons (the design patten, not the springframework idiom). continuous delivery, agile? here’s one excerpt that confuses me: " … makes no sense to design and develop software over an 18-month process to accommodate all possible use cases when those use cases can change unexpectedly and the life span of code modules might be less than 18 months…. as i recall, the 18 month-delay problem was solved previously. agile methodologies principally, and continuous delivery/deployment in more recent times. it does not matter whether you’re compiling a monolith, a cookie-cutter solution, old soa services, or microservices, the 18-month fear isn’t real if you’re doing agile and/or cd. agile and cd were increasing the release cadence, and allowing the organization to pivot faster before microservices. it doesn’t matter whether you’ve got a monolith, something cookie-cutter scaled, or soa (micro or not), you’re going to be able to benefit from agile practices and devops setup that facilitates cd. in something like 30 thoughtworks client engagements since 2002, i have not seen the 18-month process at all. in fact i last encountered it in 1997 on an as/400 project, which was the last time i saw a waterfall process being championed. build(s) and trunk elsewhere there is a suggestion: “each microservice [has] its own build, to avoid trunk conflict”. that isn’t unique to microservices, of course. component based systems today also have a multiple build file (module) structure in a source tree. hopefully “trunk” mentioned is alluding to trunk based development, as i would recommend. build technologies this is a expansion on the above, and you can skip this paragraph if you want. hierarchical build systems like maven has allow you to have one build file per module (whether that’s a service or a simple jar destined for the classpath of a bigger thing). buck has a build grammar that allows for a build to grow/shrink/change based on what is being built (from implicitly shared source). maven is for the java ecosystem, while buck promises to be multi-language. both are doing multi-module builds for the sake of a composed or servicified deployment. both maven and buck are presently competing to draw the most reduced set of compile/test/deploy operations for the changes since last build for a hierarchy of modules. anyway, what is it we are striving for? what we want is to develop cheaply, and to deploy smoothly and often, without defect. we want the ability to deploy without large permanent or temporary headcount overseeing or participating in deployment. aside from development costs, and support/operation, deployment costs are a potentially big factor in total cost of ownership. what i like about cookie-cutter is the uniformity of the deployable things. the team size for deployment of such a thing doesn’t grow with the numbers of nodes that binary is being deployed to. at least, if you’re able to automate the deployment to those nodes, and have a strategy for handling the users connected to the stack at redeployment time somehow (sessions or stateless). the uniformity of the deployment is a cheapener, i think. when you have a number of dissimilar services, you might be able to minimize release personnel if you’re only doing one service. if more than one service is being updated in a particular deployment, you’re going to have to concentrate to make sure you don’t experience a multiplier effect for the participants. it is possible of course, to keep the headcount small, but the practice needed beforehand is bigger, which in turn allows for some calmness around the actual deployment. if we’ve stepped away from the project management office thinking that suggests three buggy releases a year (which is more usual than 18 month schedules of old), then we can employ continuous deployment to further eliminate personnel costs around going live. this is something that microservices does well at, but because the most adept proponents design forwards & backwards compatibility into the permutations most likely to co-exist in production. it is at least much quicker to redeploy and bounce one small service, n times than the the cookie-cutter uniform deployment.

In this blog post I will look into the basics of configuring Role Based Access Control (RBAC) in EAP and Wildfly. RBAC was introduced in EAP 6.2 and WildFly 8 so you will need either of those if you wish to use RBAC. For the purposes of this blog I will be using the following: OS - Ubuntu 14 Java - 1.7.0_67 JBoss - EAP 6.3 Although I'm using EAP these instructions should work just the same on Wildfly. What is RBAC? Role Based Access Control is designed to restrict system access by specifying permissions for management users. Each user with management access is given a role and that role defines what they can and cannot access. In EAP 6.2+ and Wildfly 8+ there are seven predefined roles each of which has different permissions. Details on each of the roles can be found here: https://access.redhat.com/documentation/en-US/JBoss_Enterprise_Application_Platform/6.2/html/Security_Guide/Supported_Roles.html In order to authenticate users one of the three standard authentication providers must be used. These are: Local User - The local user is automatically added as a SuperUser so a user on the server machine has full access. This user should be removed in a production system and access locked down to named users. Username/Password - using either the mgmt-users.properties file, or an LDAP server. Client Certificate - using a trust store For the purposes of this blog and to keep things simple we will use username/passwords and the mgmt-users.properties file Why do we need RBAC? The easiest way to show this is through a practical demo. Configuration can be done either via the Management Console or via the Command Line Interface (CLI). However, only a limited set of tasks can be done via the management console whereas all tasks are available via the CLI. Therefore, for the purposes of this blog I will be doing all configuration via the CLI. In our test scenario we have 4 users: Andy - This user is the main sys-admin and therefore we want him to be able to access everything. Bob - This user is a lead developer and therefore will need to be able to deploy apps and make changes to certain application resources. Clare & Dave - These users are standard developers and will need to be able to view application resources but should not be able to make changes. First of all we will set up a number of users. In order to do so we will use the add-user.sh script which can be found in: /bin Create the following users in the stated groups. (Enter No for the final question for all users) Andy - no group Bob - lead-developers Clare - standard-developers Dave - standard-developers In /domain/configuration you will find a file called mgmt-users.properties. At the bottom of this file you will see a list of the users we've created similar to this: Andy=82153e0297590cceb14e7620ccd3b6ed Bob=06a61e836d9d2d5be98517b468ab72cc Clare=63a8ff615a122c56b1d47fc098ff5124 Dave=2df8d1e02e7f3d13dcea7f4b022d0165 In the same directory you will find a a file called mgmt-groups.properties, at the bottom of this file you will see a list of users and the groups they are in, like so: Andy= Bob=lead-developers Clare=developers Dave=developers Now point a browser at http://localhost:9990 and log in as the user Dave. Navigate around and you will see you have full access to everything. This is precisely why RBAC is needed! Allowing all users to not only access the management console but to be able to access and alter anything is a recipe for disaster and guaranteed to cause issues further down the line. Often users don't understand the implications of the changes they have made, it may just be a quick fix to resolve an immediate issue but it may have long term consequences that are not noticed until much further down the line when the changes that were made have been forgotten about or are not documented. As someone who works in support we see these kind of issues on a regular basis and they can be difficult to track down with no audit trail and users not realising that the minor change they made to one part of the system is now causing a major issue in some other part of the system. OK, so we now have our users set up but at the moment they have full access to everything. Next up we will configure these users and assign them to roles. First of all start up the CLI. Run the following command: /bin/jboss-cli.sh -c Change directory to the authorisation node cd /core-service=management/access=authorization Running the following command lists the current role names and the standard role names along with two other attributes ls -l The two we are interested in here are permission-combination-policy and provider. The permission-combination-policy defines how permissions are determined if a user is assigned more than one role. The default setting is permissive. This means that if a user is assigned to any role that allows a particular action then the user can perform that action. The opposite of this is rejecting. This means that if a user is assigned to multiple roles then all those roles must permit an action for a user to be able to perform that action. The other attribute of interest here is provider. This can be set to either simple (which is the default) or rbac. In simple mode all management users can access everything and make changes, as we have seen. In rbac mode users are assigned roles and each of those roles has difference privileges. Switching on RBAC OK, lets turn on RBAC... Run the following commands to turn on RBAC cd /core-service=management/access=authorization :write-attribute(name=provider, value=rbac) Restart JBoss Now point a browser at http://localhost:9990 and try to log in as the user Andy (who should be able to access everything). You should see the following message : Insufficient privileges to access this interface. This is because at the moment the user Andy isn't mapped to any role. Let's fix that now: If you look in domain.xml in the management element you will see the following: This shows that at the moment only the local user is mapped to the SuperUser role. Mapping users and groups to roles We need to map our users to the relevant roles to allow them access. In order to do this we need the following command: role-mapping=ROLENAME/include=ALIAS:add(name=USERNAME, type=USER) Where rolename is one of the pre-configured roles, alias is a unique name for the mapping and user is the name of the user to map. So, lets map the user Andy to the SuperUser role. ./role-mapping=SuperUser/include=user-Andy:add(name=Andy, type=USER) In domain.xml you will see that our user has been added to the SuperUser role: Now point a browser at http://localhost:9990 you should now be able to log in as the user Andy and have full access to everything. Next we need to add mappings for the other roles we want to use. ./role-mapping=Deployer:add ./role-mapping=Monitor:add Now we need to give role mappings to all our other users. As we have them in groups we can assign the groups to roles, rather than mapping by user. The command is basically the same as for a user but the type is GROUP rather than user. Here we are mapping lead developers to the Deployer role and standard developers to the Monitor role. ./role-mapping=Deployer/include=group-lead-devs:add(name=lead-developers, type=GROUP) ./role-mapping=Monitor/include=group-standard-devs:add(name=developers, type=GROUP) If you look in domain.xml you should now see the following showing that the user Andy is mapped to the SuperUser role and the two groups are mapped to the Deployer and Monitor roles. You can also view the role mappings in the admin console. Click on the Administration tab. Expand the Access Control item on the left and select Role Assignment. Select the Users tab - this shows users that are mapped to roles. Select the Groups tab and you will see the mapping between groups and roles. Log in as the different users and see the differences between what you can and can't access. Conclusion So, that's it for Part One. We have switched on RBAC, set up a number of users and groups and mapped those users and groups to particular roles to give them different levels of access. In Part Two of this blog I will look at constraints which allow more fine grained permission setting, scoped roles which allow you to set permissions on individual servers and audit logging which allows you to see who is accessing the management console and see what changes they are making.

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I often get asked what it takes to be an effective product manager or product owner, which product skills the individuals should have, and how a company can strengthen its product management function. Answering these questions requires an understanding of what effective product management looks like in the digital age. The following picture shows how I view product management: It depicts a product management framework that consists of six core knowledge areas and by six supporting ones. The core areas are orange and placed centrally. The supporting ones are purple and located at the edge of the circle. You can download the picture for free by simply clicking on it or from romanpichler.com/tools/product-management-framework. The core areas are particularly important for doing a great job as a product manager or product owner. You should hence strive to become knowledgeable in all of them. The supporting areas are also important for your work, especially when you manage commercial products, but generally not as crucial. If the product management framework with its knowledge areas feels overwhelming then don’t worry: Product management is a complex and demanding discipline that is not easy to master. It takes time and effort to become a competent product manager or product owner. The good news is that you can use the framework to spot gaps in your skill set so you can address them. The Core Knowledge Areas Vision and Leadership: Working as an effective product managers or product owner requires vision and leadership skills. You should be able to establish a shared vision, set realistic goals, and describe the benefits your product should deliver. You should be able to actively listen to others and negotiate to reach agreement and get buy-in. At the same time, you should not shy away from making the right product decisions even if they are tough and do not please everyone. You should be able to manage the stakeholders including customers and users, senior management, development, marketing, sales, support, and other business groups that have to contribute to the product success. You should be able to effectively communicate with and influence them. You be comfortable working with a broad range of people from diverse backgrounds including a cross-functional development team. Product Lifecycle Management: Managing a product successfully involves more than getting it built and released. You should understand the product lifecycle with its stages and the key events in the life of your product including launch, product-market fit, and end of sales; you should know how the lifecycle helps you maximise the benefits your product creates across its entire life; this includes the lifecycle’s impact on the product performance (revenue and profits), the product goals, the pricing and the marketing strategy; the options to revive growth as your product matures and growth starts to stagnate; and the process best suited for each lifecycle stage. (An iterative, Lean Startup and Scrum-based process tends to beneficial while your product is young; Kanban is usually preferable when your product starts to mature.) Product Strategy and Market Research: Your product exists to serve a market or market segment, a group of people whose need the product addresses. You therefore should be able to identify your target users and customers and segment the market; you should be able to clearly state the value proposition of your product, why people would want to use and buy it and why your product does a great job at creating value for them. You should be able to carry out a competitor analysis to understand their respective strengths and weaknesses; you should be able to position your product, and determine the values the brand needs to communicate. You should be able to perform the necessary market research work to test your ideas and assumptions about the market segment and the value proposition. This includes qualitative and quantitative methods including problem interviews, direct observations, and employing minimum viable products (MVPs); you should be able to leverage data to make the right decisions. This includes using an analytics tool, analysing the data effectively, and deciding if you should pivot and change your strategy or if you should persevere and refine it. Business Model and Financials: To provide an investment incentive for your company and to make developing and providing the product sustainable, you have to be able to determine the value the product creates for your firm. You should be able to formulate and prioritise business goals, for instance, enter a new market, meet a revenue or profit goal, save cost, or develop the brand. You should be able to describe how your product’s value proposition is monetised and capture how the business model works including the revenue sources and the main cost factors. You should also be able to create a financial forecast or business case that describes when a break-even is likely to occur and when your product may become profitable. In practice, you may want to partner with a colleague from the finance department to carry out this work. Product Roadmap: Many people have to contribute to the success of a digital product. To help them do their work and to provide visibility of how your product is likely to evolve, you should be able to create and use a product roadmap. This includes formulating realistic product goals (benefits), metrics and key performance indicators (KPIs), release dates or timeframes, and key features (deliverables or results). You should be clear on the relationship between the product strategy and the product roadmap. You should be able to formulate a go-to-market strategy and capture it in your roadmap. You should understand when the roadmap should be reviewed and changed. User Experience and Product Backlog: A great product has to offer a great user experience (UX). You should be able to describe the desired user experience. This includes describing users and customer as personas, capturing the user interaction, the visual design, the functional and the non-functional aspects of your product together with the help of the cross-functional team (a UX/UI expert should be part of the team). You should be able to create scenarios, epics, user stories, storyboards, workflow diagrams and storymaps, and be able to work with user interface sketches and mock-ups. You should be able to stock and manage the product backlog, prioritise it effectively, and select sprint goals. You should know how to understand if you develop a product with the right features and the right UX, how to test the appropriate aspects of your product and how to collect the relevant feedback and data. This includes the ability to perform product demoes, solution interviews, usability tests, A/B tests, and direct observation. You should be able to use an analytics tool to retrieve the relevant data and be able to analyse it effectively. You be able to change (or “groom”) the product backlog using the newly gained insights. Continue reading... The Supporting Knowledge Areas General Market Knowledge: Understand who your current customers and users are, what product you offer them today including their value proposition and business model, what competitors you have, how big your market share currently is, and which market segments you serve well. Development/Technologies: Be a competent partner for development/IT/engineering, have an interest in software technologies, be comfortable collaborating with a cross-functional technical team. Marketing: Be a respected partner for (product) marketing; be able to help select the right select the right marketing channels and to determine the right marketing mix; help marketing with creating the marketing collateral. Sales and Support: Be a respected partner for sales and support; be able to help select the right sales channels and create the sales collateral and training. Project/Release management: Be able to determine the primary success factor for a major release/product version and to steer the development project; be able to determine the project progress to forecast the progress, for instance, using a release burndown chart; be able to work with the Definition of Done; be able to trade-off scope, time, and budget. Process: Have a good understanding of ideation and innovation processes to generate and select ideas and to bring new products and new features to life. These should include Customer Development/Lean Startup, Business Model Generation, Scrum, and Kanban. Defining Product Roles with the Framework My product management framework helps you define product roles and the skills and responsibilities they should have. Using the framework, I can, for instance, define the role of a product owner in the following way: As the picture above shows, a product owner should have strategic product management skills such as product strategy and roadmapping as well as tactical ones (UX and product backlog). I have circled the areas, which are required by Scrum – the framework in which the role originated – in dark orange. The other areas are necessary to allow the product owner to do a great job and achieve product success even though they are not mandated by Scrum. You may, of course, disagree with my take on the product owner role and may want to use the framework to capture your definition of the role. Another example of how you can apply the framework is the description of the role of a tech product manager, a product manager who looks after a technical product and requires more in-depth technology/development skills, as the following picture illustrates. For instance, one of my clients is a major games development company, which has its own in-house developed physics engine, a complex piece of software that does all the clever animation. The product owner of the physics engine is a former developer. This makes sense, as the individual requires a detailed technical knowledge about the product and has to be able to communicate effectively with the users, the game developers. If you work as a product manager who looks after digital products that are developed and used in-house, for instance, a finance or HR application, then you probably have to tailor the supporting areas as the following picture shows: In the picture above, I have removed “Marketing” and replaced “Sales and Support” with “Operations”. I have kept “General Market Knowledge” as it is desirable for the product manager of a finance application to understand the market, that is, how the finance group works, what problems people struggle with, which products they use, and so forth. Determining Learning Measures with the Framework You can also use the product management framework to identify gaps in your skill set. Use the knowledge areas and reflect on your own knowledge. Then identify the areas where you lack some knowledge and skills, as I have done in the picture below by high-lightening the areas, which product owners often need to strengthen in my experience. Then rank them by determining how much the lack of knowledge is preventing you from doing a great job. For instance, a lack of product lifecycle management and product roadmap skills may be hurting you most if you manage a product that is in the growth stage. Finally identify how you best close the gap, for instance, reading one or more books, or blogs, attending a training course, finding someone to mentor or coach you, forming a community of practice with your fellow product managers or product owners to share knowledge and support each other. You can do the same exercise for a group of product managers or product owners to identify learning measure for the entire function. Learn More You can learn more about specific areas such as vision and leadership, product strategy and market research, product roadmap, or user experience and product backlog by attending one of my training courses. I also teach my courses onsite and in from of interactive virtual training sessions. If you would like me to help you apply the framework, define roles, or identify the right learning and development measures for product managers and product owners, then please contact me.

The article represents the 3rd set of 10 interview questions. The following are previous two sets that have been published earlier on our website. Following are other sets that we recommend you to go through. Interview questions Set 1 Interview questions Set 2 Q1: Directives can be applied to which all element type? Ans: Following represents the element type and directive declaration style: `E` – Element name: `` `A` – Attribute (default): `` `C` – Class: `` `M` – Comment: `` Q2. What is notion of “isolate” scope object when creating a custom directive? How is it different from the normal scope object? Ans: When creating a custom directive, there is a property called as “scope” which can be assigned different values such as true/false or {}. When assigned with the value “{}”, then a new “isolate” scope is created. The ‘isolate’ scope differs from normal scope in that it does not prototypically inherit from the parent scope. This is useful when creating reusable components, which should not accidentally read or modify data in the parent scope. Q3. What are different return types from compile function? Ans: A compile function can have a return value which can be either a function or an object. A (post-link) function: It is equivalent to registering the linking function via the `link` property of the config object when the compile function is empty. An object with function(s) registered via `pre` and `post` properties. It allows you to control when a linking function should be called during the linking phase. Q4. WHich API need to be invoked on the rootScope service to get the child scopes? Ans: $new Q5. Explain the relationship between scope.$apply & scope.$digest? Ans: As an event such as text change in a textfield happens, the event is caught with an eventhandler which then invokes $apply method on the scope object. The $apply method in turn evaluates the expression and finally invokes $digest method on the scope object. Following code does it all: $apply: function(expr) { try { beginPhase('$apply'); return this.$eval(expr); } catch (e) { $exceptionHandler(e); } finally { clearPhase(); try { $rootScope.$digest(); } catch (e) { $exceptionHandler(e); throw e; } } } Q6. Which angular module is loaded by default? Ans: ng Q7. What angular function is used to manually start an application? Ans: angular.bootstrap Q8. Name some of the methods that could be called on a module instance? For example, say, you instantiated a module such as ‘var helloApp = angular.module( “helloApp”, [] );’. What are different methods that could be called on helloApp instance? Ans: Following are some of the methods: controller factory directive filter constant service provider config Q9. Which angular function is used to wrap a raw DOM element or HTML string as a jQuery element? Ans: angular.element; If jQuery is available, `angular.element` is an alias for the jQuery function. If jQuery is not available, `angular.element` delegates to Angular’s built-in subset of jQuery, called “jQuery lite” or “jqLite.” Q10. Write sample code representing an injector that could be used to kick off your application? var $injector = angular.injector(['ng', 'appName']); $injector.invoke(function($rootScope, $compile, $document){ $compile($document)($rootScope); $rootScope.$digest(); }); Feel free to suggest any changes in above answers if you feel so.