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Q: I read your recommendation on PennLive.com about using a broad-leaf weed-killer to get rid of wild strawberries in the lawn without killing the grass. What about wild strawberries growing up through creeping phlox?
A: You're pretty much stuck with digging and/or hand-pulling on that one. There's no herbicide that will kill the wild strawberries without taking out the creeping phlox along with it.
Try to find where the wild strawberry plants are emerging and pull them out, roots and all. It's especially important to get these early because the runners grow fast and root as they go, quickly turning any bed into a wild strawberry patch.
If that's already happened, it's going to be easier to dig up the creeping phlox (and any other perennial flowers in the way) and plant them in a temporary holding bed. Then with the "good" plants out of the way, spray the wild strawberries with Roundup or a broad-leaf weed-killer or clear them all out by hand.
If you spray, give the plants a week or two to make sure they're completely dead. If you dig (the approach I'd use), you can replant your temporarily relocated creeping phlox right away. With Roundup, you can replant into the bed 7 days after spraying.


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Good morning Michigan.
And welcome to 2013. The New Year began with a walk down the good side of the fiscal cliff, but to be sure, there will be other challenging climbs ahead.
Congressman Fred Upton votes yes on 'fiscal cliff' deal, says work will continue to cut spending: The St. Joseph Republican acknowledged "this is not the plan I would have written" but said he could not "sit idly by and watch taxes go up on every American, impacting the average Southwest Michigan family to the tune of thousands of dollars." The House approved the deal in a 257-167 bipartisan vote.
Amash, Huizenga follow through on vows to reject fiscal cliff deal to avoid broad tax hikes: Two West Michigan Republicans voted against the fiscal cliff deal, which extended income tax cuts for individuals making $400,000 or less but did not address spending cuts in a way that satisfied either man. "Democrats are gong to have to carry water on this awful bill that increases spending by hundreds of billions of dollars," Amash wrote on Twitter.
Michigan Gov. Rick Snyder's priorities for 2013 include education, transportation: Snyder had a busy 2012, but the Republican governor didn't get everything done that he wanted. Speaking with MLive.com at the end of the year, Snyder mentioned five items already on his 2013 agenda, including education reform and long-term road funding.
Tim Skubick: As 2013 legislative session begins, we've lost trust and the art of compromise: Like their colleagues in Washington, Lansing politicians have lost the ability to work together, according to veteran state Capitol columnist Tim Skubick. "The art of compromise has been misplaced if not lost. Rigid Tea Party zealots have turned the term into a four-letter word."
Michigan State Police investigating possible New Year's Eve suicide on the Mackinac Bridge: Troopers were summoned to the crossing shortly before 5 p.m. on Monday night. They found an empty vehicle parked north of mid-bridge, but the Coast Guard has not yet found a body.
Essexville woman loses 170 pounds in 10 months: Laykyn Owczarzak weighted 320 pounds, had low self-esteem and found comfort in food. Last summer, at the age of 19, she decided to change.
Outback heartbreak: Michigan comes close, but suffers crushing 33-28 loss to South Carolina in the Outback Bowl: Denard Robinson ended his career as a running back and South Carolina ended the game with a winning touchdown.
Detroit Pistons beat Sacramento Kings 103-97 for third straight win, fifth in six games: Don't look now, but the Pistons are on a roll. Once again, the bench led the way, outscoring the Kings' subs 44-33.
Intermittent clouds, high of 27 degrees: Mid-Michigan is expected to see another cool and cloudy day with temperatures failing to reach 30 degrees. Check your local forecast on the MLive weather page.
What do you predict for Michigan in 2013? A Lansing consultant has been making predictions about Michigan since 1992. He gets them right. He gets them wrong. But most importantly, he gets people to think about the year ahead. Read a few of his prognostications and join the discussion as MLive readers make their own predictions for the new year.
Jonathan Oosting is a reporter for MLive Media Group's statewide news team. Email him at email@example.com or follow at twitter.com/jonathanoosting.

subset: commoncrawl


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Monday, September 3, 2007
Taiwanese Pig Slaughter Jubilee
Jeesh, the Taiwanese sure know how to get down. Some Taiwanese engage in an annual competition to rear and ritually slaughter (in public mind you) the biggest pig in the national poke. The competition is officially illegal but it seems that the authorities are reluctant to prosecute the contestants out of concern over treading on their religious beliefs.
According to this article the winning pig (pictured above) was force fed sand an metal to bring it's weight up to 908 Kg. That's over 2000lbs ! A number that I find hard to believe. It's not clear from anything that I have read that the pig is eaten by the celebrants.
Protests at Taiwan's giant pig contest - Telegraph
Posted by Bob del Grosso
Labels: news
3 comments:
I hope there's no lead in that paint. That WOULD be cruel.
- September 4, 2007 at 12:45 PM
- Jennie/Tikka said...
Religious, huh?! I picture this being something akin to the bullfighting symbolism in Spain....
- September 4, 2007 at 2:39 PM
Fattening pigs with lead? I hope nobody from Smithfield is reading this, what with lead being cheaper by weight than pork.
- September 4, 2007 at 5:27 PM
Subscribe to: Post Comments (Atom)


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Who doesn't like a good baby-making R&B song?
This song has been stuck in my head and it's on repeat for about a week now so here I am trying to make use of the mic I received as a present.
Singing is something I do a lot of... and by that I mean A LOT.
If it's got a melody, you'll most likely hear me trying to sing the song just like Patti Labelle sang "ABC".
Here's to you.


text:
Lotto-Belisol's Andre Greipel of Germany, winner of stage five at the Tour of Qatar celebrates after receiving his prize from the President of Qatar Cycling Federation (QCF), Sheikh Khalid bin Ali Al Thani in Al Shamal yesterday. RIGHT: Cyclists competing at stage five of the Tour of Qatar from Al Zubara Fort to Madinat Al Shamal, yesterday. PictureS by: Salim Matramkot
DOHA: German rider Andrei Greipel yesterday finally grabbed a stage win at the Tour of Qatar where Omega-Pharma Quickstep's Niki Terpstra retained his overnight lead on what was the penultimate day of the high profile race.
Greipel, who was nudged into second spot in stage four by Tom Boonen on Wednesday, won the 159-km stage ahead of Lithuania's Aidis Kruopis (Orica Greenedge) and Dutchman Theo Bos (Belkin Pro Cycling Team) in a close finish at Madinat Al Shamal.
The German clocked a time of 3 hours 48 minutes 53 seconds.
Italy's Daniele Bennati (Tinkoff-Saxo) finished in fourth spot whereas compatriot Matteo Pelucchi (IAM Cycling) was fifth fastest.
Boonen, the OPQ giant who has won four Tour of Qatar titles, finished stage five in eight spot, a notch above team-mate Terpstra who still owns the golden jersey going into today's final stage.
"I think QuickStep wanted to let the breakaway go today so we took the responsibility and tried to set up the sprint," Greipel said after winning stage five. "I think the team did a really good job during the whole stage to chase the breakaway down and to keep me out of trouble in the last kilometres."
Earlier, Greipel got things right during stage five by improving upon his second-place finish on Wednesday.
The German sprinter and national champion conquered his first ever success in Qatar, winning the bunched sprint in Madinat Al Shamal ahead of Kruopis and Bos.
After Wednesday's record-breaking stage in terms of speed, the wind was still extremely present for the Tour of Qatar's fifth stage but it wouldn't be as decisive.
The 148 riders took off from the Al Zubara Fort for the longest day of the event: 159 kilometres of riding all the way to Madinat Al Shamal.
Despite a fairly fast start (48.6kms covered during the first hour), four riders - Belgium's Stijn Devolder (TFR), Vladimir Isaychev (KAT), Daniel Schorn (TNE) and Patrick Gretsch (ALM) - managed to breakaway as soon as the 6-km mark.
Their advantage over the pack grew rapidly and reached 2 minute 05 seconds at the 26-km mark while a counter-attacking rider, Refaa Chtioui (SKD) remained 50 seconds adrift.
The first intermediate sprint (at 44-km mark) was claimed by Schorn ahead of Isaychev and Gretsch while Chtioui was at 2 minute 20 seconds and the pack, not too concerned by the escapees, was 5 seconds behind.
The Tunisian national champion eventually stopped his solitary effort and was caught by the pack after the 50-km mark. Meanwhile, the gap grew in favour of the front men and reached a maximum 6 minute 50 seconds at the 59-km mark.
The sprinters' teams took command of the pack and started chasing. At the second bonus sprint, at the first crossing of the finish line (at 95.5-km mark), won by Gretsch ahead of Isaychev and two-time Tour of Flanders winner Devolder, the gap had dropped down to 4 minute 05 seconds.
The riders would then have to cover one big lap of the circuit (36.5 kms) and two small ones (13.5 kms). At the second crossing of the line, the leading four could still enjoy a 3-minute advantage.
The escapees were eventually caught by the bunched pack at the 150-km mark, just before the final showdown.
In the final kilometres of the race, all the big names of sprinting moved to the front of the pack for what would be quite an explanation on the long and very slightly uphill straight in Madinat Al Shamal.
Unlike the previous day when he had to settle for second spot just behind Boonen, Greipel flew to a convincing first win in Qatar.
The German national champion beat Kruopis and Bos to the line, claiming a second success in 2014 after his win at the Tour Down Under.
After a rather comfortable day in the pack, well protected by his OPQ team mates, Terpstra retained his overall leader's golden jersey.
The Dutchman still has a solid 17-second lead over Boonen, and 20 seconds over Jurgen Roelandts (LTB).
With a day to go and a final stage on the Doha Corniche today, Terpstra is on pole position to capture his first ever overall victory on the Tour of Qatar.
Boonen kept command of the points' classification while Guillaume Van Keirsbulck remained the best young rider yesterday.
The Peninsula


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Darren A. Baker, 39, and Mary G. Johnson, 33, both of the same Burlington Manor address, were charged in the incident.
Police were called to Lakeview Avenue shortly before 2 p.m. for a report of a burglary and armed robbery.
Police believe Baker acted as a lookout while Johnson entered an unlocked vehicle on Lakeview and removed a purse. The pair were about to leave the area when they were confronted by a female relative of the woman who owned the purse. During the confrontation, Johnson allegedly threatened the relative with a knife.
Police quickly located the suspects and recovered the purse and a knife.
Johnson was charged with robbery, burglary, possession of a knife for an unlawful purpose, unlawful possession of a knife and theft.
Baker was charged with two counts of conspiracy.
Both were lodged in Cumberland County Jail on $100,000 bail each.


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Hi! My name is Golden-Eye
I am Domestic Shorthair from Tipsco, AZ
Nicknames: Goldie, Big Man, Old Man, Man
Age: 8 years old
Gender: M
Coat: short haired
Education: he survived almost his whole life as a stray, and he adopted another tom cat into the house.
My favorite tricks and treats are: No, too old. and Anything meat-related!
Where I hang out: Outside somewhere, or a bed.
My favorite grubs: Friskies cat food!
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This article was corrected | View correction
—To determine whether the higher rate of hospitalization among African Americans for congestive heart failure (CHF) could be explained by racial differences in the prevalence of clinical risk factors for CHF.
—Retrospective cohort study.
—A large health maintenance organization (HMO).
—A sample of 64877 enrollees (27% African American and 73% white) of the Northern California Kaiser Permanente Medical Care Program who took at least one multiphasic health checkup (MHC) at or after the age of 40 years and were free of CHF at that time.
Main Outcome Measures.
—First hospitalization with a principal diagnosis of CHF.
—Among cohort members younger than 60 years at baseline MHC, the age-adjusted risk ratio (RR) (African American/white) for CHF hospitalization was 2.14 for men and 2.73 for women, while for persons 60 years of age and older at MHC, the age-adjusted RR was 1.48 for both sexes. Cox proportional hazards models were used to adjust for risk factors and length of follow-up. In persons aged 60 years and older, the race difference was explained by greater prevalence of hypertension and diabetes in African Americans (RR=1.12; 95% confidence interval [Cl], 0.94 to 1.34 after adjustment for hypertension and diabetes). In those younger than 60 years, findings differed by sex. For men, African-American race was no longer a significant predictor of CHF after adjusting for hypertension, diabetes, left ventricular hypertrophy on electrocardiogram, and body mass index (adjusted RR=1.16; 95% Cl, 0.86 to 1.56). However, among younger women, African Americans continued at increased risk despite adjustment for these variables as well as smoking, plasma cholesterol, renal function, alcohol use, and myocardial infarction (adjusted RR=1.49; 95% Cl, 1.00 to 2.21).
—In this HMO population, the race differences in first hospitalization for CHF are largely explained by known clinical and behavioral risk factors, although in younger women these risk factors do not completely explain the excess risk among African Americans. These findings highlight the role of hypertension and diabetes in the development of CHF, particularly among African Americans.(JAMA. 1995;274:1037-1042)
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Mountaintop PA Black WK
I talked to a guy at the turkey hill in mountain top PA a few days ago and told him to join the sight. Just a shout out to ya if your on here looking around man!
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[QUOTE=fiercehunter;1228221]To get more ideas/energy on what you might do next, take flower essences. I've been taking Walnut the last year with a lot of interesting effects.
Pilates is a low-key workout you might like. I didn't try it till this year and have found it to be as good or better than anything else I've tried.
As for fashion, you might try reading a stylist blog like Rachel Zoe or looking at Polyvore or reading the fashion section on NY mag.[/QUOTE]
I have never heard of flower essences? What is their purpose?
Thanks also for the other suggestions, I will pursue them.


text:
Sembra che la tua lingua preferita sia Italiano.
If you are traveling in a large group, let our sister site - Hostelbookers, tailor an expert solution for you.
Villa Verde offers a selection of apartments which enjoy views of either the sea or charming garden. Relax and...
Maggiori informazioni »


text:
HUNTSVILLE, Alabama -- Unless otherwise noted, the following incidents were reported to Huntsville police Monday. In items with incomplete addresses, police withheld the information.
North precinct
Mount Charron Road: An iMac was stolen in a home burglary in the 12000 block between 7 a.m. and 1 p.m.
Memorial Parkway: A Winchester 357 was stolen at a store on North Memorial Parkway between Feb. 14 and March 13.
Pulaski Pike: Two air conditioning units were stolen at a commercial business on this street at 10:58 p.m. Sunday.
Venona Avenue: $200 was stolen from a home in the 3000 block at 9 p.m. Sunday.
South precinct
Chicamauga Trail: A vehicle at a home in the 12000 block was broken into at 10:50 a.m. Tools and tools belts were stolen.
Memorial Parkway: A vehicle in the 1300 block was broken into between 4 p.m. Friday and 6 a.m. Monday. A chainsaw, pole saw and climbing ropes were stolen.
West precinct
Old Madison Pike: A cell phone and portable hard drive were stolen in the 6700 block between March 1 and Monday.
Talwell Drive: A vest, wallet and cash were stolen from a home in the 3900 block at 1:30 a.m.


text:
I wanted to follow up on Shara's posting about creating taxonomies. I
just joined a new company and one of my first projects is to improve
the search experience, most likely by implementing a faceted search.The
site (& search results) is very domain-specific and I'm new to the
topic so I imagine I'll be consulting with a lot of people throughout
the company.Any suggestions/help/past experiences in doing something similar would be fabulous to hear about :)thanks!
Some of these webinars about taxonomy and metadata might be interesting:http://www.earley.com/webinars/jumpstarts/taxonomy-and-metadata
- Yohan


text:
Begin Your Search
WineAccess Travel Log
Read stories from the world's greatest wine trails.
More About This Wine
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2005 Woodward Canyon Winery Cabernet Sauvignon Artist Series #14 Columbia Valley
Producer: Woodward Canyon Winery
Style: Red Wine
Grape Type: Cabernet Sauvignon
Origin: Washington
Region: Columbia Valley
90 Points | Stephen Tanzer's IWC - November/December 2008
($44; 100% cabernet, from a combination of estate fruit plus Klipsun and Champoux vineyards) Bright medium ruby. More complex and suave on the nose than the Estate blend, offering cassis, loganberry, black cherry, dark chocolate and nutty oak notes. Sweet and thick but with good lift and verve to the black fruit flavors. Finishes classy and dry, with building tannins that arrive late, allowing the dark fruit flavors to express themselves.
91 Points | Wine Spectator
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Data and information are provided for informational purposes only. The user assumes the entire risk related to the use of this data. The county of Los Angeles and the Sheriff's Department provide no warrant, expressed or implied, as to the accuracy, reliability or completeness of furnished data. In no event shall the county of Los Angeles or its Sheriff's Department be liable for any errors in the content of this information, or for any damages, costs, or actions arising in any way out of reliance on the information provided. By accessing address information of arrested individuals, the user agrees not to use such information directly or indirectly to sell a product or service to any individual or group of individuals. Charges may be changed or dropped; all people listed here are innocent until proven guilty.
Name: BRESENO , ANGEL
Home town: PACOIMA
Occupation: DEMOLITION
Arrest date: 11/28/2012 0715
Charge description: UNLICENSED DRIVER
Name: HARRIS , MILES
Home town: SAUGUS
Occupation: LABORER
Arrest date: 11/28/2012 1125
Charge description: BURGLARY
Name: BELTON , NATHAN DANIEL
Home town: LANCASTER
Occupation: PAINTER
Arrest date: 11/28/2012 1200
Charge description: RECEIVING KNOWN STOLEN PROPERTY,>$400
Name: SPIGELMYER , WILLIAM JOHN
Home town: CANYON COUNTRY
Occupation: CONSTRUCTION
Arrest date: 11/28/2012 1200
Charge description: RECEIVING KNOWN STOLEN PROPERTY,>$400
Name: SAMANO , JUAN
Home town: VISALIA
Occupation: LANDSCAPER
Arrest date: 11/28/2012 1215
Charge description: PERJURY UNDER OATH
Name: DEETS , WILLIAM ALLEN
Home town: NEWHALL
Occupation: CLERK
Arrest date: 11/28/2012 1345
Charge description: BURGLARY
Name: PFLASTER , LINDA
Home town: FULLERTON
Occupation: RETIRED
Arrest date: 11/27/2012 1430
Charge description: HIT AND RUN:PROP DAMAGE
Name: RAMIREZ , DANIEL
Home town: NEWHALL
Occupation: PAINTER
Arrest date: 11/28/2012 1915
Charge description: UNDER INFLUENCE CNTL SUB
Name: VILLEGAS , DAVID
Home town: CANYON COUNTRY
Occupation: SERVER
Arrest date: 11/28/2012 2301
Charge description: POSSESSION MARIJUANA FOR SALE


text:
Authorities are releasing new information in the deaths of two boys near Corning on Saturday.
Authorities said during a news conference Monday morning that T.J. Frey, 11, and Nathan Frey, 10, died in the accident.
Corning Fire Chief Don Willett said two boys drowned about 5:34 p.m. Saturday in a rural Adams County pond near Corning at 1623 Vanilla Ave.
Rescuers found the boys under the ice when they arrived.
Grief counselors are at the boy's school in Creston on Monday to help anyone who needs to talk about what happened.
Funeral arrangements are pending.
Look for more on this story coming up on KCCI-TV, KCCI.com and our mobile website m.kcci.com and apps.


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|240 x 169.5 x 6.1 mm (H x W x D)
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A social sports club, based in Washington, DC, but also serving Austin, TX and Denver, CO, which provides kickball, dodgeball, volleyball and bar sports to professional adults.
Let's play NAKID kickball this Sunday!
po NAKID Јануар 21, 2012
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Can you define these popular missing words?
A common misspelling of the work naked.
Person 1: I am nakid.
Person 2: It's naked, dumbass.
Person 2: It's naked, dumbass.
po KMHKenzi Јул 18, 2008


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Among other pathetic things, "Anaconda" contains a performance by Jon Voight that is so awful and so full of clichés, that thirty years from now, 10-year-old bullies who happen to rent the film will be beating the crap out of Voight's great-grandchildren just for being related to him.
Voight plays Paul Sarone, a Paraguayan snake hunter who's picked up by a boatload of documentary filmmakers on a river in the Brazilian rainforest. Of course, the astute filmmakers -- anthropologist Steven Cale (Eric Stoltz), director Terri Flores (Jennifer Lopez), cameraman Danny (Ice Cube), sound mixer Gary (Owen Wilson), production manager Denise (Kari Wuhrer) and narrator Warren Westridge (Jonathan Hyde) -- have no idea that Sarone the snake hunter is hunting snakes.
The first thing Sarone does is assess the crew's capabilities and eliminate the person most likely to kick his ass. Sarone immediately establishes his genius by picking Eric Stoltz because, as everybody knows, those thin, upper-class white boys can really be a handful when they learn the boat has run out of toilet paper. Sarone doesn't actually kill Stoltz; rather, he just incapacitates him long enough for Stoltz to regain consciousness toward the end of the film and stab him in the back with something.
Ultimately, the large computerized snakes aren't so much the curiosity as Voight's perpetual frown and appalling Mexican pimp accent (which sounds like Cheech Marin trying to do an impression of himself). This is the first film developed by CL Cinema Line Films Corporation. With any luck, it will be the last.
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USA, CA, Aptos
Joined Jul 2005
1,115 Posts
US F3B Team Select
The team to represent the US is next years F3B World Championship was selected this weekend, and consists of:
Tom Kiesling (PA)
Aaron Valdes (CA)
Mike Smith (CA)
The WC will be held July 9-14 next year in Lucerne, Switzerland.
Joined Oct 2005
1,662 Posts
Complete scores haven't been posted anywhere yet, but here are the top 4.
First- Tom Kiesling 14984.98
Second- Aaron Valdes 14876.89
Third- Mike Smith 14853.54
Alt.- Mike Lachowski 14402.98
For planes, Tragi 702, Europhia, Altus, Virga.
Other models flown included a Crossfire, Furio, Espada, Cobra
Joined Oct 2005
1,662 Posts
All that sailplane technology on the field and we didn't have any laptops with wifi to find some radar data on Saturday. Friday was great, flying 3 full rounds. Rock hard ground. Saturday finished rounds 4 and 5 except for several distance groups when the thunderstorms started rolling in. There was a particularly nasty series just south of Muncie with the edge of the rain extending up to the AMA site. Lots of rain Saturday night. The field was soft on Sunday after the rain. But low clouds in the morning prevented flying from starting up. At least we didn't finish round 5 distance in dead morning conditions. There was some thermal activity by the time the ceiling was high enough to fly. Aftet that we did round 6 and it was close to 3PM.
Only one mid-air flying distance between Aaron and Dennis Phelan which toasted a Europhia and a Tragi. Of course it was way out south of the soaring area and beyond the control line speed area. A few other launch errors and a speed error damaged a few more models.
And yes, the Tragi 702 still seems to have some life in it. Tom flew most of the contest with #323, probably vintage 2000.
Just a quick couple of pictures from Thursday's practice day. Things were too hectic for a new F3B flyer to bring the camera out during the serious days.
Vienna, Virginia, United States
Joined Sep 2001
419 Posts
GOOD WORK! to ALCON for making it happen, but particular personal kudos to OFBs Tom K & Mike L (who have switched bride/bridesmaid positions from a while back - turnabout is fair play!?) Looking forward to a great showing in Lucerne (near where I went to school once - before most of you were born!) next summer. Good Lift!
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Information technology is a critical element for many organizations, whether their IT supports internal systems or the creation of software products that represent their core business. In both cases, software is an essential element of their success, and these organizations naturally seek an environment for developing high-quality software in a timely, cost-efficient manner.
Such environments present challenges; and, interestingly, these challenges are similar to those of the systems they support. For example, development environments have to deliver against the required functionality and properties (such as performance and usability), often have to coexist with legacy systems (such as, in the case of a development environment, existing methods and tools), and have to acknowledge other constraints (such as the distributed nature of development teams, and existing skills and infrastructure).
All in all, creating a well-oiled development environment that accelerates, rather than hinders, project performance is a science unto itself. This is why IBM® Rational® has spent many years specifically developing a services capability that understands the challenges faced by organizations that 1) want to improve developer productivity, and 2) regard their development organization as a strategic differentiator, rather than simply a cost center.
Our experience has led the Rational team to define a role within the software development lifecycle called the "development environment architect." In October 2007, one hundred of Rational's most experienced development environment architects from across the globe gathered together in the first conference dedicated to this role to share their experiences. This article is a result of that conference and the discussions that took place.
As you read the concepts presented here, you may well question whether the development environment architect should be a role itself, or whether the individual or team who normally functions in the software or systems architect role should simply add consideration of the development environment to their list of architectural concerns. I believe that both propositions are valid. Furthermore, whenever the role of the "architect" is discussed, it is always qualified with the domain under consideration; thus we speak of a "building architect," "software architect," "systems architect," "enterprise architect," etc. The development environment is simply one of these domains, and one that is not traditionally a concern for the "software architect" role. I therefore believe that the "development environment architect" role is one that hasn't been emphasized before -- hence this article.
This article has several audiences and objectives. It is relevant to organizations undertaking an improvement to their development environment and who need to understand the value of a development environment architect to help guide their initiative. It is also relevant to those who are responsible for the technical content of the development environment -- i.e., development environment architects -- because this article introduces this responsibility as a role not previously defined. Finally, this article may supplement material contained within a development environment, in helping communicate its content, the role of its architect, and the benefits of having such a role in place.
I will discuss the following concepts, in order:
Definition of a development environment. I will emphasize that such an environment is more than methods and tools. This definition sets the scene for the remaining sections, by providing a framework for thinking about all aspects of a development environment.
Architecture of a development environment. This should be relevant to anyone unfamiliar with the concept of architecture, and how it applies to a development environment.
Characteristics of the development environment architect. This is useful for those wanting to undertake such a role, or those wanting to find suitable candidates for fulfilling such a role.
Process of architecting a development environment. This is useful for those wanting to better understand the characteristics of the tasks performed by the development environment architect.
Benefits of architecting a development environment. This section is particularly useful to those needing to convey the value of the role of the development environment architect or those considering such a role within their organization.
What is a development environment?
The IBM Rational organization considers a development environment to be composed of the following:
- Method
- Tools (for automating aspects of the method)
- Enablement (in methods and tools)
- Infrastructure (to support methods, tools and enablement)
- Organization (to use and support methods, tools, enablement and infrastructure)
These elements are shown in Figure 1, and they are explained in detail below.
Figure 1: Elements of a development environment
A key element of any development environment is the method that is followed, whether formally or informally, by practitioners. A method defines project roles, tasks, work products, and processes. It is also underpinned by guidelines, standards, templates, and examples that can be applied on a project.
Development tooling automates aspects of the method being followed. For example, we may use a tool for storing and managing requirements on the project, or use a tool for visually modeling our architectures and designs, or use particular tools for testing our software, and so on.
Enablement (training and mentoring) of practitioners in the use of the development environment contributes to its successful adoption. Therefore, an aspect of a development environment is the definition and creation of training and mentoring materials that can be applied. The enablement itself is focused on the use of the method and tools within the environment.
Method, tools, and enablement are supported by some infrastructure (hardware and software). For example, we may want to Web-enable the method, then deploy it on the company intranet, which would require a Web server and some hardware on which to run it. Development tools are often run on practitioner workstations with an appropriate specification (in terms of CPU, memory, and disk). Training materials may be made available via several mechanisms, over and above classroom training -- for example, Web-based training that would require the presence of a Web server and associated hardware.
The right organization is critical to support the use of a development environment. This may include providing specialists in certain aspects of the environment (such as method experts, tool specialists, trainers, and mentors), personnel to administer and support the environment, and personnel to augment the existing set of skills available through the company Help Desk.
In addition to the environment itself, which requires people, there is clearly a need to create (develop) the development environment, which also requires people (including the development environment architect). This can cause some confusion! In Figure 1, and throughout this article, the method, tools, enablement, infrastructure, organization, and adoption are all considered to be part of the environment itself.
In addition to the elements listed thus far, a development environment architect is concerned with the adoption of the environment. This is more than simply acquiring the relevant hardware and software, installing and configuring the environment, and training and mentoring end users. Adoption is equally concerned with the migration of existing assets (such as work products residing in a now-legacy toolset) and the collection of measurements that allow the development environment to be assessed against desired results. In addition, the architect may need to consider mechanisms for allowing the customization of each of the elements of the development environment in order to address the particular needs of a given business unit, program, or project.
The most important aspect of adoption of a development environment, however, is that it represents a change in the organization. Since it is natural for individuals to resist change, there are several frameworks available that can help effect an organizational change, such as that described by John P. Kotter.1
Cross-cutting elements
In addition, there are elements that affect various aspects of method, tools, enablement, infrastructure, organization, and adoption. These additional elements cut across these areas described above, and they represent functionality, qualities, or constraints. The functionality provided by a development environment represents a particular software engineering discipline, such as testing. A quality represents a property exhibited by the development environment, such as the ability for the development environment to scale to support different numbers of concurrent users. A constraint represents a restriction on the options available for implementing the development environment, such as the need to accommodate a particular operating system. These elements are discussed in more detail below.
Functionality that represents a software engineering discipline requires consideration of all areas described above. For example, a testing discipline is supported by a development environment that contains:
- Method elements that are related to testing (such as testing roles, testing work products, and testing tasks)
- Tools that automate aspects of the testing method
- Enablement in the form of testing-related training and mentoring materials
- Infrastructure in the form of hardware and software to support the testing method, tools and enablement
- An organization with appropriate testing skills
- Adoption of the testing capability
This thinking can be applied to all disciplines that are part of the development environment, such as business modeling, requirements, architecture and design, implementation (coding), deployment, configuration management, change management, project management, and so on.
A quality that the development environment should exhibit also requires consideration of all areas. For example, a scalability quality (the ability to support a varying number of concurrent users) may be accommodated through a development environment that contains:
- Method elements that can be customized to fit the size of a project
- Tools that can be configured to support a configurable method
- Enablement mechanisms that provide appropriate levels of training and mentoring for different sizes of project
- Infrastructure that can scale to support the anticipated number of concurrent users
- An organization that ensures that appropriate levels of correctly-skilled resources are available to ensure successful project execution
- Adoption of the environment using appropriate mechanisms
A constraint that the development environment should accommodate may also require consideration of all areas. For example, the need to migrate from an existing environment may be accommodated through a development environment that contains:
- Method that acknowledges practices from any existing method and incorporating them in a new method
- Tools that support migration of work products from a deprecated toolset
- Enablement materials that acknowledge current skills and are customized accordingly
- Infrastructure that maximizes reuse of an existing infrastructure (such as reusing existing hardware and software licenses where possible)
- An organization that accommodates a smooth transition from an "as-is" state to the "to-be" state
- Adoption mechanisms that acknowledge the migration to be performed
Another important constraint associated with the implementation of a development environment is return on investment (ROI) which, again, requires us to think about each area in turn. In order for such an initiative to succeed it must deliver positive results that are in line with the business case for the initiative. Each area of a development environment influences the ROI in terms of both cost and benefit; and adoption of a development environment, in particular, may need to place some focus on measuring the results achieved through the use of the environment.
What is the architecture of a development environment?
Having defined the elements that make up a development environment, what is it that the development environment architect focuses on? The area of software and systems development can help answer this question.
As we shall see in this section, and later sections, the role of the development environment architect has much in common with other types of architects. The remaining sections of this article apply, to a large extent, to any type of architect, whether this is a development environment architect, a software architect, a systems architect, and so on. In fact, much of this material is based on a series of articles that I wrote that describes the role of the software architect.2 However, the relevant material has been included in this article in order to provide a more complete overview of the role of the development environment architect. The material has also been condensed and made more specific to the role of the development environment architect, where relevant.
Architecture defined
There is no shortage of definitions when it comes to "architecture"; there are even Web sites that maintain collections of definitions3. The definition I use in this article is that taken from IEEE Std. 1471. This definition follows, with key characteristics in boldface:
Architecture is the fundamental organization of a system embodied in its components, their relationships to each other, and to the environment, and the principles guiding its design and evolution.
Although this definition focuses on software systems, we can apply it to a development environment, too. In our case, the system we are defining is the development environment and the components are method, tools, enablement, infrastructure, and organization, as discussed above. The environment mentioned in the definition represents the context within which the development environment exists and may, for example, acknowledge existing processes, existing tools, existing skills, existing hardware, and the existing organization; quite often, when defining a development environment, we have to work within the constraints imposed upon us. The organization of the development environment, the relationships between elements both inside and outside the development environment, and the principles that guide its design and evolution, are at the heart of the architecture of a development environment.
Other definitions of architecture suggest that an architecture is concerned with both structure and behavior, that it is concerned with significant decisions only, may conform to an architectural style, is influenced by its stakeholders and its environment, and embodies decisions based on rationale. All of these themes, and others, are discussed below.
An architecture defines structure
If you ask anyone to describe "architecture," nine times out of ten they'll make some reference to structure, quite often in relation to a building, or some other work of civil engineering, such as a bridge. Although other characteristics of architecture exist, such as behavior, fitness for purpose, and aesthetics, it is the structural characteristic that is the most familiar and most often mentioned, and this is the same for a development environment. Elements such as method, tools, enablement, infrastructure, and organization represent the structural elements that comprise the development environment.
Many definitions of architecture consider not only the structural elements themselves, but also the composition of structural elements, their relationships (and any connectors needed to support these relationships), their interfaces, and their partitioning. Again, we can apply this thinking to a development environment -- i.e., we must define the various aspects of each of the elements that comprise it. For example, we must define the roles, tasks, and work products that comprise a method, integrations between any tools, the training curriculum and the courses it contains, the hardware and software that comprise the infrastructure, and also the roles and responsibilities within the organization. In addition, it is important to note that there are relationships between these elements and they do not exist in isolation. For example, a person in the organization will fulfill one or more roles defined in the development method using the appropriate tools running on the appropriate infrastructure, and that person will be given appropriate training as a result.
An architecture defines behavior
As well as defining structural elements, an architecture defines the interactions between these structural elements. It is these interactions that provide the desired behavior. As a result of that behavior, we expect certain results.
Let's apply this thinking to a development environment. When the method executes, it guides practitioners in their work, ensuring that the project proceeds in a predictable manner and delivers the desired results. When the tools execute, we expect the production of work products. When enablement executes, we expect practitioners to be trained and mentored, resulting in an uplift of skills. When an infrastructure executes, we expect certain qualities (such as performance of the tools) to be exhibited from the development environment. When the organizational elements execute, we expect the practitioners to receive the support they require from the development environment.
An architecture focuses on significant elements
While an architecture defines structure and behavior, it is not concerned with defining all of the structure and all of the behavior. It is only concerned with significant elements: those that have a long and lasting effect, such as the major structural elements, those elements associated with essential behavior, and those elements that address significant qualities such as reliability and scalability. In general, the architecture is not concerned with the fine-grained details of these elements.
So what are considered to be the significant elements of a development environment? We can consider each aspect of a development environment in turn. The development environment architect is concerned with identifying the roles, work products, and tasks within the environment, but may not be concerned with their details. They are concerned with identifying the tools within the environment, and the required integrations, but are not concerned with the specifics of any configuration required. They are concerned with the training curriculum, but not the details of each course. They are concerned with the hardware and software required to support the development environment, but not necessarily the detailed specification of each item. Finally, they are concerned with the organizational structures and roles that need to be in place, but not necessarily the detailed responsibility of each of the roles.
An architecture balances stakeholder needs
An architecture is created ultimately to address a set of stakeholder needs. However, it is often not possible to meet all of the expressed needs. For example, a stakeholder may ask for some functionality within a specified timeframe, but these two needs (functionality and timeframe) may be mutually exclusive. Either the scope can be reduced in order to meet the schedule, or all of the functionality can be provided within an extended timeframe. Similarly, different stakeholders may express conflicting needs and both needs cannot be achieved in the solution. Making tradeoffs is therefore an essential aspect of the architecting process, and negotiation an essential characteristic of the architect.
This philosophy certainly applies to the architecture of a development environment too, where the development environment architect has to balance the needs of (for example):
- The practitioner who is concerned with intuitive and correct behavior, performance, reliability, usability, availability, and security associated with the development environment
- The system administrator who is concerned with intuitive behavior, administration, and tools to aid monitoring of the development environment
- The customer who is paying for the development environment and is concerned with cost, return on investment, stability, and schedule
- The implementers of the development environment who are concerned with clear requirements and a simple and consistent design approach
- The maintainer who is concerned with a comprehensible, consistent, and documented design approach, and the ease with which modifications can be made to the development environment
- The sponsor who is concerned with aligning the anticipated results from improving development capability with any relevant business or IT strategy
Another stakeholder group, and one that is often forgotten, are the strategic suppliers that may be providing tools, training, infrastructure, and second- or third-line support. Their input can help the architect make appropriate decisions regarding their offerings and the architect may, conversely, influence their offerings. This is not only a technical relationship. For example, an aspect of a business relationship is the vendor's pricing model, which may influence the selection of a particular product.
An architecture embodies decisions based on rationale
Just as important as the architecture itself is the rationale for why it exists in the way it does. You should ensure that decisions are documented along with the rationale for making those decisions, because this information is relevant to many stakeholders, especially those who must maintain the system. This information is often valuable to the architect themselves when they need to revisit the rationale behind decisions that were made, rather than requiring them to retrace their steps. This information is also used when the architecture is reviewed, and the architect needs to justify the decisions that have been made.
The development environment architect must, for example, be able to provide the rationale for making certain tool selections, requesting new hardware to support the development environment, or requiring new practitioner skills that do not currently exist in the organization. The ROI-related implications of the architectural decisions are also an essential part of that rationale. Not only should the development environment architect document their decisions and rationale that led to those decisions but, on a more general note, practice what they preach by following a method. They should automate with tools wherever that makes sense, and they should receive appropriate enablement through training and mentoring, be supported with appropriate infrastructure, and so on.
An architecture may conform to an architectural style
Most architectures are derived from the architecture of systems that share a similar set of concerns. This similarity can be described as an architectural style, which can be thought of as a particular kind of pattern, albeit an often complex and composite pattern (a number of patterns applied together).
[A pattern is] a common solution to a common problem in a given context.5
Like a pattern, an architectural style represents a codification of experience, and it is good practice for architects to look for opportunities to reuse such experience.
[An architectural style] defines a family of systems in terms of a pattern of structural organization. More specifically, an architectural style defines a vocabulary of components and connector types, and a set of constraints on how they can be combined. 6
One of the lessons I've learned from architecting development environments is that there are, indeed, common patterns that emerge from one situation to the next that can be reused. The patterns themselves vary depending on several factors, including the business domain of the organization in question, the size of the organization, and the technologies supported by the development environment (such as particular programming languages).
An architecture is influenced by, and influences, its environment
A system resides in an environment, and this environment influences the architecture. This is sometimes referred to as "architecture in context." From the perspective of a development environment, the architecture may, for example, be influenced by existing methods and any regulatory or organizational standards, any mandated tooling, existing courses that should form part of the training curriculum, existing infrastructure in terms of hardware and connectivity, and existing organizational structures and skills.
Conversely, as eloquently described in by Len Bass et al. in Software Architecture in Practice,7 the architecture may also influence its environment. For example, it may contribute reusable assets to the owning organization. More specifically, a development environment may contribute new methods, tools, enablement materials, infrastructure, and skills to the organization.
An architecture is present in every system
It is also worth noting that every system has an architecture, even if this architecture is not explicitly documented, or if the system is extremely simple and, say, consists of a single element. There is usually considerable value in documenting the architecture -- otherwise it is difficult (if not impossible) to prove that it meets the stated requirements. Architectures that are not documented, which appears to be the majority in existence today, tend to be accidental rather than intentional.
This is equally true of development environments. Very few organizations have historically documented the key elements of their development environment, and have tended to focus on documenting certain aspects only, such as their method, or training curriculum, if they document anything at all. As introduced in Figure 1, the various elements within a development environment are not independent, and there is usually great benefit in documenting the development environment architecture. Such an undertaking could, for example, help identify potential optimizations in terms of redundant infrastructure, or help with understanding the impact of changing the practices used for a particular discipline, such as testing, in terms of method, tools, enablement, infrastructure, organization, and adoption.
What are the characteristics of a development environment architect?
Having defined what is meant by architecture, we can now turn our attention to the role that is responsible for its creation -- the architect (and in this case I mean the development environment architect). The role of the architect is arguably the most challenging on any development project. They are the technical lead on the project and, from a technical perspective, ultimately carry the responsibility for the technical success or failure of the project. The IEEE 1471 standard notes that the architect is "the person, team, or organization responsible for systems architecture."
As the technical lead on the project, the architect must possess skills that are broad rather than deep, although architects should have deep skills in particular areas. In this section I will discuss the characteristics that apply to all types of architect, including a development environment architect.
The architect role may be fulfilled by a team
Given the requirement for a very broad set of skills in an architect, it is often the case that an architect role is fulfilled by more than one person. This allows the skills to be spread across a number of individuals, each bringing their own experiences to bear. Here, as elsewhere in this article, the term "architect" therefore refers to the role, which may be fulfilled by either an individual or a team.
[A team is] a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. 8
From the specific perspective of a development environment architect, it is often the case that they will draw upon specialists with particular skills (such as a configuration management subject matter expert) to augment the architecture team.
If the architect role is to be fulfilled by a team then it is important to have one individual who is considered to be the lead architect, who is responsible for owning the vision and can act as a single point of coordination across the architecture team. Without this point of coordination, there is a danger that members of the architecture team will not produce a cohesive architecture, or that decisions are not made.
The architect is a technical leader
First and foremost, an architect is a technical leader, which means that, as well as having technical skills, the architect exhibits leadership qualities. Leadership can be characterized by position in the organization, and also in terms of the qualities that the architect exhibits.
In terms of position in the organization, the architect is the technical lead on the project, and should have the authority to make technical decisions. The project manager, on the other hand, is more concerned with managing the project plan in terms of resources, schedule, and cost. Using the film industry as an analogy, the project manager is the producer (making sure things get done), whereas the architect is the director (making sure things get done correctly). As a result of their position, the architect, in particular, should be an advocate of the investment made in creating an architecture and the value it brings to the organization.
In terms of the qualities that the architect exhibits, leadership can also be characterized in terms of interactions with other team members. Specifically, the architect should lead by example, and show confidence in setting direction. Successful architects are people-oriented and take time to act as mentors and coaches to the members of their team. This benefits the team members in question, the project, and ultimately the organization itself since one of their most valuable assets (their people) becomes better skilled. Also, the architect needs to be very focused on the delivery of tangible results, and must act as the driving force for the project from a technical perspective. They must be able to make decisions (often under pressure), and make sure that those decisions are communicated, understood and, ultimately, stick.
The architect has knowledge of the business domain
As well as having a grasp of technology, it is also highly desirable (some would say necessary) for an architect to have an understanding of the business domain.
[A domain is] an area of knowledge or activity characterized by a set of concepts and terminology understood by practitioners in that area. [UML User Guide]
Such knowledge will allow the architect to better understand and contribute to the requirements on the system, and be in a position to ensure that "likely" requirements are captured. Also, it is often the case that a particular business domain is associated with a particular set of architectural patterns that can be applied. Knowing this mapping can also greatly assist the architect.
More specifically, a development environment architect should not only understand the technical aspects of a development environment; it is also highly beneficial for the development environment architect to have some knowledge of the business domain to which this environment will be applied. For example, knowledge of financial services may inform the development environment architect that certain regulatory standards must be supported within the environment, which then influences the processes followed, the configuration of any tools used, and so on.
The architect can "go deep"
Although an architect is not expected to be an expert in everything, they must be able to "go deep" when necessary. This might mean being able to undertake detailed design of a key aspect of the system, even to the point of being able to represent a critical algorithm in a programming language.
The same principles apply to a development environment architect where the architect may, for example, need to understand the detailed implementation of the security within the development environment they are producing in order to ensure access to sensitive information is restricted.
The architect is a good communicator
Of all of the "soft skills" associated with the architect, communication is the most important. There are a number of dimensions to effective communication, and the architect needs to be proficient in all of them. Specifically, the architect should have effective verbal, written, and presentation skills. Also, the communication is two-way. The architect should be a good listener and observer, as well as a good talker.
Being able to communicate effectively is a skill that is fundamental to the success of a project for many reasons. Clearly, communication with stakeholders is particularly important in order to understand their needs, and also to communicate the architecture in a way that gains (and maintains) agreement with all stakeholders. Communication with the project team is particularly important, since the architect is not simply responsible for conveying information to the team, but also for motivating them. Specifically, the architect is responsible for communicating (and reinforcing the communication) of the vision for the system so that the vision becomes shared, and not something that is only understood and believed in by the architect.
The architect makes decisions
An architect that is unable to make decisions in an environment where much is unknown, where there is insufficient time to explore all alternatives, and where there is pressure to deliver, is unlikely to survive. Such an environment is to be expected, and successful architects acknowledge the situation, rather than trying to change it. Thus, the architect needs to be thick-skinned since they may need to correct their decisions and backtrack.
The life of a software architect is a long and rapid succession of suboptimal design decisions taken partly in the dark.9
An inability to make decisions will slowly undermine the project. The project team will lose confidence in the architect, and the project manager will be concerned because those waiting on the architecture cannot make the required progress. The very real danger is that if the architect does not make and document decisions about the architecture, then team members will start to make their own, possibly incorrect, decisions.
The architect is aware of organizational politics
Successful architects are not only concerned with technology. They are also politically aware, and are conscious of where the power in an organization resides. This knowledge is used to ensure that the right people are communicated with, and that support for their project is aired in the right circles. To ignore organizational politics is, quite simply, naïve. The reality is that there are many forces at work that lie outside the project delivering the system and these need to be accounted for.
The architect is a negotiator
Given that the architect interacts with many stakeholders, this role requires negotiation skills. For example, a particular focus for the architect is to minimize risk as early as possible in the project, since this has a direct correspondence to the time it takes to stabilize the architecture. Since risks are associated with requirements, one way to remove risk is to remove or diminish the requirement with which the risk is associated. Hence the need to "push back" on such requirements so that agreement between stakeholders and architect can be reached. This requires that the architect also be able to articulate the consequences of different tradeoffs.
The process of architecting a development environment
Having described the meaning of a development environment architecture, and the characteristics of a development environment architect, I will now consider the themes, or characteristics, that underlie the process of architecting a development environment, which may be creating an environment from scratch or, as is more likely, refining an existing development environment. According to the IEEE 1471 standard:
[Software architecting represents] the activities of defining, documenting, maintaining, improving, and certifying proper implementation of an architecture.
Architecting is both a science and an art
Architecting is a recognized discipline, albeit one that is still emerging. However, with this recognition comes a focus on techniques, processes, and assets that focus on improving the maturity of the process of architecting. One way of advancing this maturity is to draw upon an existing body of knowledge. In general terms, architects look for proven solutions when developing an architecture, rather than reinventing the wheel, thereby avoiding unnecessary creativity. Codified experience in terms of reference architectures, architectural and design patterns, and other reusable elements all have a part to play. However, the experience of an architect always has a bearing on the success of a project.
Although architecting can be seen as a science, there are times when it is necessary to provide some level of creativity. This is particularly true when dealing with novel and unprecedented systems. In such cases, there may be no codified experience to draw upon. Just as a painter looks for inspiration when faced with a blank canvas, the architect may also, on occasion, see their work more like an art than a science. For the most part, however, the artistic side of architecting is minimal. Even in the most novel of systems it is normally possible to copy solutions from elsewhere and then adapt them to the system under consideration.
The development environment architect will therefore consider other successful development environments in their work, but will also be creative as needs dictate.
Architecting spans many disciplines
The architect is involved in many disciplines within the process they follow. The architect is, clearly, most heavily involved in core architecture activities in terms of defining a solution to the defined requirements. However, the architect is involved in many other disciplines, too. For example, the architect may assist with any requirements gathering in order to ensure that those requirements of interest to the architect, in particular, are captured (especially non-functional requirements, such as performance and usability). The architect and project manager also work closely together since the architect has input to the project planning activities.
Architecting is an ongoing activity
Experience shows that architecting is not something performed once, early in a project. Rather, architecting is applied over the life of the project where the architecture is "grown" through a series of incremental and iterative deliveries. At each delivery, the architecture becomes more complete and stable. This raises the obvious question of what the focus of the architect is through the life of the project.
Successful architecting efforts are results-driven. Thus, the focus of the architect changes over time, as the desired results change over time. This is indicated in Figure 2, a figure attributed to Bran Selic, who purportedly drew it on a napkin in conversation with Philippe Kruchten.
Figure 2: Architecting emphasis on discovery, invention, and implementation over time
This figure shows that, early on, the architect is focused very much on discovery. The emphasis is on understanding the scope of the system and identifying the critical features and any associated risks. These elements clearly have an impact on the architecture. The emphasis then changes to one of invention, where the primary concern is to develop a stable architecture that can provide the foundation for full-scale implementation effort. Finally, the emphasis changes to implementation, when the majority of discovery and invention has taken place.
Architecting is driven by many stakeholders
As described above, an architecture fulfills the needs of a number of stakeholders. The process of architecting, which includes the architecting of a development environment, must therefore accommodate all of these stakeholders to ensure that their concerns, specifically those that are likely to have an impact on the architecture, are captured, clarified, reconciled and managed. It is also necessary to involve the relevant stakeholders in any reviews of the solution to these concerns.
The effort involved in accommodating all of the stakeholders in the process of architecting should not be underestimated. The stakeholders influence many aspects of the process, including the manner in which the requirements are gathered, the form in which the architecture is documented, and the way in which the architecture is assessed.
Architecting often involves making tradeoffs
Given the many factors that influence an architecture, it is clear that the process of architecting involves making tradeoffs. Quite often, the tradeoff is between requirements, and the stakeholders may be consulted to assist in making a decision. An example of a tradeoff is between cost and performance, where introducing network compression technologies to a distributed environment will improve performance, but at a cost. This may be a conflict in requirements and, assuming that the architect has been diligent in their work by exploring all options, is a matter that needs to be resolved by the stakeholders whose needs are in conflict. Making tradeoffs is not something that can or should be avoided. It is expected that the architect consider alternatives and making tradeoffs among them is an essential aspect of the process of architecting.
Architecting acknowledges prior experience
Architects rarely work from a blank sheet of paper. As noted earlier, they actively seek prior experience that may be codified in patterns, off-the-shelf solutions, and so on. In other words, the architect seeks out reusable assets. Only the most ignorant architect does not consider what has gone before.
A reusable asset is a solution to a recurring problem. A reusable asset is an asset that has been developed with reuse in mind [RAS]
From the perspective of the development environment architect, a reusable asset might be a method plug-in, a tool configuration, a training course, an infrastructure specification, or a role definition.
The architect may not only consider using available assets, but also contributing reusable assets to the organization's asset repository.
Architecting is both top-down and bottom-up
Many architectures are often considered in a top-down manner, where stakeholder needs are captured and requirements developed, before the architecture is defined, architectural elements designed and then these elements implemented. However, it is rare for an architecture to be totally driven from the top down. An architecture may also be driven from the bottom up as a result of lessons being learned from any skeletal solution that has been created, such as an architectural proof-of-concept. Successful architects acknowledge that both approaches to architecting are necessary, and their architectures are created both "top down" and "bottom up." This could be referred to as the "meet-in-the-middle" approach to architecting.
Benefits of architecting a development environment
In general terms, architecting is a key factor in reducing cost, improving quality, timely delivery against schedule, and delivery against requirements. In this section, my focus is on specific benefits that contribute to meeting these objectives.
Architecting addresses system qualities
The process of architecting is not just concerned with providing the functionality required; it is also considered with ensuring that system qualities are achieved. For example, in order to address performance requirements, it may be necessary to consider the time for each component in the architecture to execute, and also the time spent in inter-component communication.
From the perspective of a development environment architect, it is worth considering that different qualities might apply, depending on the element being considered. For example, a method might be focused on usability and configurability, a toolset might be focused on performance and reliability, enablement might be focused on usability, an infrastructure might be focused on performance, and an organization might be focused on evolvability (the ability to change over time).
Architecting drives consensus
The process of architecting drives consensus between the various stakeholders, since it provides a vehicle for enabling debate about the solution. In order to support such debate, the process of architecting needs to ensure that the architecture is clearly communicated and understood. An architecture that is effectively communicated allows decisions and tradeoffs to be debated, facilitates reviews, and allows agreement to be reached.
Conversely, an architecture that is poorly communicated will not allow such debate to occur. Without such input, the resulting architecture is likely to be of lower quality. On a related note, the architecture can drive consensus between the architect (and their vision) and new or existing members, as part of training. Again, the architecture must be effectively communicated for this benefit to be achieved. Development teams with a good vision of what they are implementing have a better chance of implementing the product as desired.
Architecting supports the planning process
The process of architecting supports a number of disciplines but, specifically, it supports various project management activities such as scheduling, work allocation, cost analysis, risk management and skills development. This is one of the main reasons that the architect and the project manager should have such a close relationship. Much of this support is derived from the fact that the architecture identifies the significant components in the solution and the dependencies between them.
For example, the cost of making a change to the solution requires a level of impact analysis on the solution which would, in turn, follow the dependencies between components to determine which were impacted. In terms of scheduling, the dependencies imply an order in which each of these elements can be implemented. In terms of work allocation, the architecture can again help us to identify areas that require particular skills and therefore particular resources (people) to which work can be allocated.
Architecting drives integrity
One of the primary objectives of the process of architecting is to make sure that the architecture provides a solid framework for the work undertaken by designers and implementers. Clearly, this is more than simply conveying an architectural vision. In order to ensure the integrity of the resulting architecture, the architect must clearly define the architecture itself, which identifies the architecturally significant elements, such as the components of the solution, their interfaces and their interactions.
The architect must also define the appropriate practices, standards and guidelines that will guide the designers and implementers in their work. One of the objectives of architecting is to eliminate unnecessary creativity on the part of the designers and implementers, and this is achieved by imposing the necessary constraints on what they can do, since deviation from the constraints can cause breakage of the architecture. Another aspect of architecting that helps ensure architectural integrity is therefore the adoption of appropriate review and assessment activities. A focus of these activities is to consider the work of the designers and implementers, and determine the adherence to the architectural standards and guidelines that have been put in place.
Architecting helps manage complexity
Systems today, including development environments, are more complex than ever and this complexity needs to be managed. Since an architecture focuses only on those elements that are significant, it provides an abstraction of the system and therefore provides a means of managing complexity. The focus on architecture is also a good way of taking a large problem and breaking it down into a series of smaller problems, by recursively decomposing the system into its constituent parts.
Another aspect of managing complexity is to use techniques that allow abstractions of the architecture to be communicated. The adoption of industry standards that allow such abstractions to be expressed, such as the Unified Modeling Language (UML), is therefore commonplace in the industry today for documenting various types of solutions, including a development environment.
Architecting provides a basis for reuse
The process of architecting can support both the use of, and creation of, reusable assets. Reusable assets are beneficial to an organization since they can reduce the overall cost of a system and also improve its quality, given that a reusable asset has already been proven (since it has already been used).
The creation of an architecture supports the identification of possible reuse opportunities. For example, the identification of the architecturally significant components and their associated interfaces and qualities supports the selection of off-the-shelf components, existing systems, packaged applications, and so on, which may be used to implement these components. From the perspective of a development environment, there may be a method or method content that can be reused, tools or tool configurations that can be reused, courses that can be reused, infrastructure that can be reused, and even organizational roles that can be included as part of the environment (such as an existing Help Desk).
Architecting reduces maintenance costs
The process of architecting can help reduce maintenance costs in a number of ways. First and foremost, the process of architecting should always ensure that the maintainer of the system is a key stakeholder, and their needs are addressed as a primary concern, and not as an afterthought. The result should not only be an architecture that is appropriately documented in order to ease the maintainability of the solution -- the architect will also ensure that appropriate mechanisms for maintaining the system are incorporated, and will consider the adaptability and extensibility of the system when creating the architecture.
This article has elaborated upon the content of a development environment, the architecture of a development environment, the role of the development environment architect, and the process of architecting a development environment. The article concludes with a summary of the benefits that can be derived from a well-architected development environment and how the benefits can add value any organization that is serious about their software development capability.
The author would like to thank Thomas Bichler, Dave Brown, Jos Jennekens, Mike Perrow, and Ton Van Velzen for their feedback on early drafts of this article.
- John P. Kotter, Leading Change, Harvard Business School Press, 1996.
- See Part 4 of this series, which contains links to all four parts, at http://www.ibm.com/developerworks/rational/library/may06/eeles/
- For example, see the Software Engineering Institute (SEI) Architecture Web site -- Architecture Definitions: http://www.sei.cmu.edu/architecture/definitions.html
- IEEE Recommended Practice for Architectural Description of Software-Intensive Systems (IEEE Std 1472000). IEEE Computer Society, 2000.
- The Unified Modeling Language User Guide. Grady Booch, James Rumbaugh and Ivar Jacobson, Addison Wesley, 1999.
- Software Architecture: Perspectives on an Emerging Discipline. Mary Shaw and David Garlan, Prentice Hall, 1996.
- Len Bass, Paul Clements, and Rick Kazman, Software Architecture in Practice, 2nd ed. Addison Wesley, 2003.
- The Wisdom of Teams. Jon R. Katzenbach and Douglas K. Smith. Harvard Business School Press, 1993.
- "The Architects -- The Software Architecture Team," Philippe Kruchten, Proceedings of the First Working IFIP Conference on Software Architecture (WICSA1). Patrick Donohoe (editor), Kluwer Academic Publishing, 1999.
- Participate in the discussion forum.
- A new forum has been created specifically for Rational Edge articles, so now you can share your thoughts about this or other articles in the current issue or our archives. Read what your colleagues the world over have to say, generate your own discussion, or join discussions in progress. Begin by clicking HERE.
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text:
What's Wat? And why? Those questions may arise looking at the poster for the Angkor Wat International Film Festival fundraiser coming to the MACC's McCoy Studio Theater Oct. 27 and 28. The event promises two days of movies dedicated to environmental and cultural preservation and making great music around the planet.
But what's Angkor Wat? And what does it have to do with Maui?
Answering that question connects some dots between our little piece of paradise and the exotic, impoverished, war-torn land of Cambodia.
But first, a few words about the festival. It's the creation of Emmy Award winning Maui filmmaker Dr. Tom Vendetti. It's sponsored by Maui's Mental Health Kokua. It's raising funds for next year's Angkor Wat International Film Festival in Siem Reap, Cambodia.
Full disclosure calls for mentioning that I'm one of the festival's advisers and the writer of some of Tom Vendetti's films.
Beginning at noon each day, the two-hour screenings run through 8 p.m. Cinematic settings encompass Cambodia, China, Bhutan, Mount Everest, France and the U.S. Subjects stretch from the seminal "Pink Floyd - The Making of Dark Side of the Moon," to the Maui-made hippie history of "Taylor Camp," directed by Vendetti's longtime co-producer, Bob Stone.
"Ready Made," a Chinese production about the surreal careers of Mao Zedong impersonators in their homeland and Tibet has gotten recent attention from Harvard and Yale. "The Trials of Henry Kissinger" focuses on another world leader, pondering whether the Nobel Prize laureate was also a war criminal.
Cambodia is a subject of that film, along with others ranging from "Number One Brother," a powerful New Zealand documentary dealing with Khmer Rouge atrocities in the 1970s to "Small Steps," focusing on children living on a huge landfill in today's Phnom Penh.
But the program also makes room for light and music."One Day on Earth" is a music video filmed simultaneously around the planet on 10/10/10. The groundbreaking celluloid vision quest of "Baraka" concludes the program.
The program's 10 time slots guarantee the proverbial "many more" memorable features and shorts, including a preview of Vendetti's next project, "The Quietest Place on Earth." Tickets are $10 per screening, or $24 for three screenings with a bonus DVD. Applicable fees apply; details are available from the MACC, 242-7469, mauiarts.org.
But that still begs the question, What's Wat? And how do you get there from here?
In Cambodia, the word "wat" can mean temple, or school.
Several years ago Vendetti, whose day job was coordinating Maui mental health programs, was part of a team treating Sam Khong. Sam was a Cambodian exiled from his homeland, receiving treatment for depression and PTSD from Mental Health Kokua. When Sam realized he needed to return to Cambodia to search for his family he had not seen in 29 years, Mental Health Kokua raised the money to take him home.
Vendetti chronicled the journey in the emotional documentary, "Years of Darkness," which opens the MACC fundraiser. It was the first of his projects seen nationally on PBS, leading to the Emmy-winning "Bhutan: Taking the Middle Path to Happiness."
Sam Khong's journey led to the building of a school in his village, after Vendetti was put in touch with Bernie Krisher, a pioneering journalist and humanitarian in the region responsible for building more than 400 schools across Cambodia. After Krisher suggested the country needed its own film festival to counteract visions in 1984's Oscar-winning "The Killing Fields," Vendetti brought it to fruition earlier this year. He named the fledgling festival after Angkor Wat, the country's national symbol and the world's largest temple complex.
Surrounded by a thousand-year-old moat, the carved stone temple walls of ancient Angkor rise from the steamy Cambodian jungle. Monkeys share living quarters with Buddhist and Hindu deities in some of the 1,000 temples sprawling over 390 miles.
Centuries-old tree trunks roots intertwine seductively with Apsara, voluptuous temple goddesses carved into the stone. The magnificent Angkor monuments are world heritage sites of timeless faith, and launch pads for new adventures, real and imaginary. Did someone say, "aliens" - ? The silent stone walls provided sets for Angelina Jolie's 2001 "Lara Croft Tomb Raider" and the signature epiphany of "Baraka."
Glimpses of ancient Angkor will appear between the films in the McCoy. Audiences may feel like they're "on the set" in that mystical spot of ancient wonder.
Better yet, they'll feel like neighbors on the same planet.
* Contact Rick Chatenever at email@example.com


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text:
Hi Michael,
If I understood you correctly your goal is to trigger from MS IIS something
written in java using kerberos authentication. I would suggest you to put
together a servlet in tomcat and make IIS to authenticate itself against this
servlet using SPNEGO.
Most probably you will have to develop SPNEGO authenticator in Tomcat
yourself. I was looking for this thing a while ago in inet, and could not
find anything meaningfull, and therefore I have developed something similar
What you will have to do in such case, is to extract GSSAPIv2 tokens from
SPNEGO tokens which you will receive from IIS, or otherwise build SPNEGO
tokens from GSSAPIv2 tokens provided by sun GSSAPIv2 implementation. That's
you will need an API to parse DER encoded ASN.1 structures, or otherwise
encode ASN.1 structures.
Even for this you will have troubles to find meaningfull API unless you can
use IAIK. If you have to stay "opensource" you may probably want to try
www.bouncycastle.org, they claim to have library to work with ASN.1
Best regards, vadim tarassov
On Friday 08 September 2006 00:20, Michael B Allen wrote:
> I have a Kerberos delegation issue caused by the separation of IIS worker
> processes and the Tomcat web server process on Windows.
> Specifically, I have a customer running Tomcat through ISAPI
> on Windows with ISS using Integrated Windows Authentication
> (Kerberos). Authentication is working. The getRemoteUser method returns
> the user's expected identity. Delegation is working. An ASP can use
> the clients credentials to request another protected page on a second
> IIS server. Note, impersonation is not used in any way shape or form
> (nor would it work).
> I put together a Kerberos capable HTTP client and tried to invoke it
> through the IIS authenticated Servlet. This does not work. The JGSS
> routines cannot find the delegated ticket (TGT).
> Can anyone guess as to why this is?
> My thinking is that even though the Tomcat process and IIS workers are
> running under the same service account Tomcat servlets do not have
> access to the IIS worker's credential cache because the credential
> cache is per-logon session and IIS creates a new logon session with each
> authentication. Does this sound right? I can't find any documentation
> about this scenario.
> My next thought was to export the security context but someone just
> posted a message that indicated Sun's Java doesn't support exporting
> the credential. If that's true I guess I'm toast?
> It would be a nice feature if Tomcat's ISAPI dll used
> LsaGetLogonSessionData and similar in the IIS worker to get any TGT
> present and ship it over to the Tomcat worker so Java can get to it. A
> lot of shops are MS SSO only and don't want a separate container for Java.
> Mike
Kerberos mailing list firstname.lastname@example.com