Welcome to Jingle Enterprises.

Our goal here is to simplify the power of code.  In other words, we take the mystery out of software code and apply it to making your business or organization more efficient and cost effective.  It’s that simple.

We have a proven track record of applying this philosophy that we’ve applied to several industries.  Please check out our site and see for yourself.  If you have any further questions, please contact us.

Thank you,

Curt Jingle

Based upon what I’ve learned over the years, I found that the following summarizes a good architectural approach for most web-based software products: 

1. The concept of Client-Server is still necessary.  However, the three-tier model, although a great design philosophy, is becoming loose (in my opinion).
   1. I say this because, I found that business logic (and data) can and, in some cases, should be accomplished at the client to take advantage of the client’s CPU power and localized data caching.  This will also take some of the load off of the server.  In any case…
   2. The architecture should be web based (i.e., use of web services that interact with the database) is a given.  
      1. It doesn’t matter what web service technologies to implement (Java, php, C# (and designs) all work fine).
      2. I found an interesting technology, called Nuvos (written in Java), that combines the web services and a database together making for a very high performance implementation.
2. Doesn’t matter what database to use in this case (as long as they are reliable, high performance, etc.). 
   1. I’m starting to like MySQL more and more these days.  They’ve come a long way.
   2. Use of Visual Studio’s WPF and/or Silverlight solutions with C# code behind. 
      1. After working in several IDEs, Visual Studio is still the best one, by far. 
      2. Adobe Flash (even though it has a large footprint, just doesn’t stand up against Silverlight).  Eclipse is okay, not the greatest.
      3. If using Silverlight, a benefit comes in to play in that multiple platforms can be targeted (Mac, WinPhones, multiple browsers).
      4. Another benefit of Silverlight is that they self install and self update.
      5. Implementation of the PRISM architecture (getting MVVM as a by-product).  It forces systems engineering.
         1. This is, by far, the best design pattern I’ve worked with.  Steep learning curve, but the benefit is awesome!
         2. MVVM provides for separation of the data (database) from the view (user interface). 
         3. This allows for development teams to be focused based on their expertise (UI designers, database designers, code algorithmic developers).
         4. As with any typical large development effort, teams have communication problems that impact code integration.  MVVM allows for a separation of development efforts as long as the interface points are well defined.
3. Use of PRISM helps with breaking up the overall solution into small solutions (which, when combined, make up the whole). 
   1. It is important that the solution architecture be well defined.  I’ve found that the UI architecture dictates this.
   2. These smaller solutions (i.e., screens/pages) can be pulled together with a host solution or even a web site whereby the navigation is handled by a CSS (or HTML 5) implementation for example.
   3. This is very similar as to the way ABSe was designed in that the ActiveX COM objects are replaced with Silverlight objects which are wrapped by a web site (HTML, ASPX, CSS, etc.)
   4. Reusable objects must be considered and implemented for maintainability and consistency.
4. An example would be a client object (having name, address, phones, etc.) that is reused throughout.
5. This uniquely supports the separation of design and development teams whereby each team focuses on their specific solutions.
6. Again, the success relies upon well defined interface points driven by the overall solution architecture.
7. Each small solution follows a consistent, repeatable design pattern (again PRISM helps with this). 
   1. This way, any developer (familiar with the pattern) can easily work on the solution. 
   2. It makes for a supportable, maintainable, and testable systems engineering approach. 
   3. This is particularly useful when we have large development teams and interface points are well defined.
   4. As a by-product, use of code generators can be implemented to speed up development as solution designs are very similar.
   5. Visual Studio has an ability to template solutions, projects, etc. which can be used to create new solutions/projects.
   6. I found with Silverlight and PRISM, I have four templates: one for the solution, one for a form like project, one for a list type project, and one for a data service project.
8. Data caching model (I would lean away from MS SQL data replication and “roll” our own – for improved performance and light weightiness).
   1. SQLite (or some other light database) at the client for data caching. 
   2. I’ve used multiple XML files before which work just fine.  Use of XML files are self healing.
   3. Simplified data communications package medium (XML, JSON, or, again, roll our own) to keep the amount of data being transferred small. 
      1. The key here is to remove the schema from the data package. 
      2. The schema can be stored at the client when necessary (the MVVM models define the schema for the most part). 
      3. The package should be designed to accommodate multiple requests (and responses) for single server call capability.  This reduces the server hits.
      4. If the package is constructed well, LINQ plays a very nice role in that development becomes much easier when dealing with the data.
      5. I’m liking LINQ more and more these days.
9. For improved security, utilize a single web method call with the command built into the data package to tell the web service what to do. 
   1. Authentication should also be built into the data package.
   2. However, authentication is required during a log in process and maintained throughout the lifetime of the product instance while running.
   3.  This can be accomplished via the host solution or web “wrapper”.
10. Standardize coding constructs. 

Anyway, for what it’s worth.

Ahhh… Brakes…

Putting it back together…

Starting to undercoat:

Towards the rear.

Discussing the paint choice.

We have color!

Here we have the techs working underneath of the car.

The clip has been removed.

The technician welded all seams on the subframe.

1. You cannot legislate the poor into prosperity, by legislating the wealth out of prosperity.
2. What one person receives without working for, another person must work for without receiving.
3, The government cannot give to anybody anything that the government does not first take from somebody else.
4. When half of the people get the idea that they do not have to work because the other half is going to take care of them, and when the other half gets the idea that it does no good to work, because somebody else is going to get what they work for, that my dear friend, is the beginning of the end of any nation.
5. You cannot multiply wealth by dividing it.

 This came from: http://www.chandleraz.gov/default.aspx?pageid=511

Project Management Philosophy and Mission

In today’s business environment, two factors have become common: change and complexity. The nature of business has incorporated these factors into our everyday lives. We work in an environment of constant change and increasing complexity, and to survive, we must be competitive, productive, customer-focused, and profitable. Business has also become extremely complicated. This complexity is related to the number of factors involved in the effort, the global scope of markets, and the sheer size of the efforts being undertaken. Even small decisions often involve the interplay of hundreds of variables.

Executing the strategic vision of any corporation is critical to its success. More than ever, corporations are being held accountable for delivering on their strategic promises. Establishing strategic vision and initiatives has become quite an art and most organizations are very successful in accomplishing this feat. Unfortunately, the tactical execution of strategic vision has not fared well. Projects and programs that deliver on strategic initiatives have varying degrees of success, depending primarily on the project manager that is responsible for delivering the final solution. Cultures of most organizations are not focused on how to effectively and efficiently executing strategic vision. Project and program management provides the means by which to plan and execute the initiatives that deliver strategic success.

Our organization is embracing project management as a leadership discipline and we are providing this tool to guide program and project managers from start to finish through their projects. The processes presented in this guide illustrate the science of project management. Project management is equally divided between the art and science and a successful project manager utilizes and refines both skill sets to effectively manage projects.

This PM Tool Kit was developed as an easy-to-use guide to be used by all program and project managers within this organization. It provides tools and techniques, tailored to our organization, and necessary to successfully manage projects of any size or complexity. The project life cycle consists of four major phases: Initiation, Planning, Execution & Control, and Project Close Out. Documents and templates supporting the project management process have been tailored to meet the need of having a “Basic Toolkit” of pre-designed decision support tools. Hyperlinks are provided to take you directly to the tools if you are using an electronic copy of this manual.

This manual presents a framework for managing projects using basic tools needed for success. The framework should be modified for each individual project as it applies to the given effort. This model provides a methodical approach to conducting projects so that they meet the needs of the project sponsors successfully and consistently. A glossary of common project management terms is included to help standardize terminology.

What Is A Project?
Projects are the temporary assemblage of key personnel designed to accomplish specific business objectives with identifiable customers in mind. All projects have a beginning and an end. The end of a project is defined by the successful delivery of the product or service. There are some traits that all projects have in common. The most distinguishing feature is a specific time frame. All projects have a beginning and an end. Projects must have a clear, definitive objective or solution.. The solution is made of quantifiable and qualifiable deliverables that are produced by activities or tasks. It is the planning, coordination of the tasks and the resources and execution that is the focus of project management.
Key Characteristics of Projects:

• A project has a unique solution.
• A project has boundaries, so its extent is defined.
• A project is a one-time effort, usually requiring finite resources.
• There are distinct start and end dates for projects.
• You know when you have reached the end of the project (you have completed the solution)

What Is Project Management?
Project Management is the process of achieving project objectives (schedule, budget and performance) through a set of activities that start and end at certain points in time and produce quantifiable and qualifiable deliverables.

Successful project management is the art of understanding the requirements of the project, identifying the deliverables that produce the solution, assigning ownership of the deliverables, identifying the tasks to accomplish the deliverables, bringing together the resources and people necessary to accomplish the objectives within the specified time constraints and within budget.

What Is A Project Management Life Cycle?
All projects follow the same project management lifecycle, from Initiation through Close-out. It is during the life cycle of any project that proven and tested project management processes or best practices are applied by successful project managers. The types and extent of processes implemented depends on the nature of the project, i.e. size, probability of failure and consequences of failure to the organization or program that the project is supporting. Effective leaders implement an infrastructure for success…discipline that will help insure that the organization is protected.

Every project follows the same project life cycle:

• Initiation
• Planning
• Execution & Control
• Close Out

Elements of Successful Project Management
There is no single process that makes a project successful. It is the careful orchestration of a number of different elements.

The factors that lead to successful projects include:

• Clearly defined goals and objectives
• A well-defined project management process
• A proven set of project management tools
• A clear understanding of the role of project management.

Project Roles and Responsibilities
In order to have a successful project, all project stakeholders must know and understand their role in the project. It is the project manager’s responsibility to communicate these roles to the project stakeholders.

Project Manager: The project manager is responsible for managing the project’s scope, schedule, and cost to support the sponsor’s expectations for the successful completion of the project. Typical duties include:

• Implementing an infrastructure of sound project management tools and techniques to help ensure success.
• Managing the development of the communications plan, project charter, WBS, risk assessment and plans and detailed schedules.
• Providing team leadership for problem resolution by working with the lowest organizational levels possible and escalating, as necessary.
• Monitoring schedule and costs versus project progress to identify problems that could potentially extend the schedule or overrun costs and replanning the project as necessary to get back on track.
• Taking, directing, or recommending corrective action when scope, schedule, or cost variances threaten the project.
• Serving as the central point of contact for the project and communicating project status to the project sponsor and other stakeholders. .
• Providing input to the performance reviews of the project team members. Negotiating a resolution to team member resource conflicts with their functional managers.

Project Sponsor: The project sponsor should be a director or higher-level member of the department who is the largest stakeholder in the project or who will receive the greatest benefit by the project’s successful completion. The sponsor assumes the overall responsibility for the entire project. The project sponsor will appoint a project manager to manage and control the project. The project sponsor may provide the project manager the expectations of the end product or results, the minimum success criteria, and the level of interface expected during the project life cycle. The project sponsor is responsible for the following:

• Championing the project
• Maintaining enough involvement with the project to ensure that the desired outcome is attained.
• Granting a sufficient level of authority to the project manager required for the project’s success.
• Providing or negotiating support when the project manager is unable to resolve problems at a lower level.
• Providing ongoing performance feedback to the project manager as well as providing input to the project manager’s performance review.

Project Team Members: The project team members are responsible for ensuring that their group’s responsibilities are identified and accurately planned, resources are available to support the budget and schedule, accurate information is provided for project status, and the project manager is assisted in problem resolution.

• Evaluate it – is it worth doing, who will be involved, what will be the impact?
• Plan it – what is involved, what are the risks, what are the costs?
• Do it – according to the plan and guided by key behaviors…
• Close it – review what have we learned.

A badly planned project will take three times longer than expected – a well planned project only twice as long as expected.