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OSS/J 相关 JSR

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星期四, 三月 01, 2007

89/90/91/130/142/144/210/251/254/263/265/285



Download OSS Service Activation API (See also JSR-000089 Web Page)

Download OSS Quality of Service API (See also JSR-000090 Web Page)

Download OSS Trouble Ticket API (See also JSR-000091 Web Page)

Download OSS Billing Mediation API (See also JSR-000130 Web Page)

Download OSS Inventory API (See also JSR-000142 Web Page)

Download OSS Common API (See also JSR-000144 Web Page)

Download OSS Service Quality Management API (See also JSR-000210 Web Page)

Download Pricing API (See also JSR-000251 Web Page)

Download OSS Discovery API (See also JSR-000254 Web Page)

Download Fault Management API (See also JSR-000263 Web Page)

Download Order Management API (See also JSR-000264 Web Page)

Download Performance Management API (See also JSR-000285 Web Page)

Written by corlin

十月 12th, 2009 at 9:29 下午

Posted in 04年到09年10月存档

Tagged with

So you want to be a consultant…?

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Consulting maxim:

You must give the customer The Warm Fuzzy Feeling™
“Trust” is your best job security
Working by yourself requires substantial time-management discipline.
You have no job security, even if you think you do
A financially-struggling consultant does not give a customer The Warm Fuzzy Feeling™
You are primarily in the customer service business, not the technical business
The best way to appreciate the value of a good spec is to do a project without one
Customers hate unhappy surprises much more than timely bad news
Churning by dishonest consultants is the single worst thing that has ever happened to honest consultants
Ongoing business is much more important than maximizing every billable hour
It’s better to give away some time than to throw away your reputation
Detail is comforting to a customer
If the customer doesn’t know you did work off the clock, you don’t get credit for it
Your best advertisement is publishing original, technical content
It’s a huge asset to communicate well – cultivate this skill vigorously
Your references are your reputation in the consulting world
Your customers cannot wonder where your interests are
Customers are comforted by consultants who don’t act entitled to their engagements
The customer is NOT always right
The internet never forgets: don’t provide dirt for your future
If you’re booked up solid, your rates are too low
Your long-term customers are your best customers
The best way to make a lot of money is to make your customers a lot of money
As long as you’re sleeping, you still have inventory
The fear of an empty pipeline is with most consultants constantly, even if they’re consistently very busy
You must know how to read your customer
Your customers are buying your judgment, not just your time
Being known for your integrity is the Holy Grail of consulting
An open customer relationship cultivates The Warm Fuzzy Feeling™
If you have a reputation for stealing customers, you’ll never be trusted by other professionals
Your references and your experience are far more important than your certifications
“Education” is one of the best investments a consultant can make
Don’t quit your day job solely based on what you read here

——Tue 11 Apr 2006——


Written by corlin

十月 12th, 2009 at 9:20 上午

Corporate Publics and their Concerns

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Owners

  1. Payout
  2. Equity
  3. Stock price
  4. Nonmonetary desires

Customers

  1. Business reliability
  2. Product reliability
  3. Product improvement
  4. Product price
  5. Product service
  6. Continuity
  7. Marketing efficiency

Employees of all ranks

  1. Monetary reward
  2. Reward of recognition
  3. Reward of pride
  4. Environment
  5. Challenge
  6. Continuity
  7. Advancement

Suppliers

  1. Price
  2. Stability
  3. Continuity
  4. Growth

Banking community and other lenders

  1. Sound risk
  2. Interest payment
  3. Repayment of principal

Government (federal, state, and local)

  1. Taxes
  2. Security and law enforcement
  3. Management expertise
  4. Democratic government
  5. Capitalistic system
  6. Implementation of programs

Immediate community

  1. Economic growth and efficiency
  2. Education
  3. Employment and training

Society at large

  1. Civil rights
  2. Urban renewal and development
  3. Pollution abatement
  4. Conservation and recreation
  5. Culture and arts
  6. Medical care


—Thu 6 Jul 2006—

Written by corlin

十月 12th, 2009 at 9:14 上午

如何浏览 3GPP 官方网站

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As requested last week by a reader, here is a post that will try to help you navigate through the 3GPP web site and its specifications.

The bad news is that 3GPP is a very big and complex standardization body. It usually takes time to understand how it works and to find what you need on the web site.

On the other hand, the good news is that 3GPP is a very structured and formal group. Moreover, all its specifications (including intermediate versions), contributions, and meeting minutes are available to everybody who can find its way to them.

Overview of 3GPP Work Items

In 3GPP, every standardization topic is associated to one or several work items. Each work item is defined in a work item description document (WID), which describes the topic, the reason for it, the companies initially supporting the work item, the 3GPP groups taking part into it, the specifications it will create or impact, as well as a preliminary roadmap.

New topics are proposed to 3GPP as WID drafts, and a certain number of companies needs to agree on a draft and place their name into it as a supporting company in order for the work item to be considered for inclusion in the current 3GPP release.

The 3GPP workplan is a convenient way to have an overview of all the work items, their roadmap and actualized completion status.

Individual WIDs referenced in the workplan are stored here. You can also get information on each there. The WID is a good starting point for your search on a specific topic. More especially, you will know which 3GPP working groups will be involved and the specifications or technical reports they will write.

In 3GPP, technical reports (TRs) are used to investigate a topic or perform a feasibility study. Once the report is completed, it might form the baseline for a Technical Specification (TS), lead to a few sentences added to one, or simply disappear in the void of failed 3GPP standardization attempts. Beware that a TR is interesting only if it is currently being worked on. Past TRs are just there for history and it is more important to look for how they possibly translated into specifications.

3GPP Working Groups

The 3GPP organization is presented here. You can click on each group to have more information.

In the context of IMS, the following groups are the most important.

TSG SA WG1 (SA1 in short) is responsible for producing requirements (stage 1 specifications, TS 22.xxx). The group belongs to operators.

TSG SA WG2 (SA2) defines the architecture (stage 2 specifications, TS 23.xxx). This is the most strategic and political group, controlled by the big Network Equipment Providers and by a few operators.

Other groups define the details of the procedures and protocols: TSG CT WG1 (CT1) is the group specifying SIP aspects and TSG CT WG4 (CT4) is the Diameter/HSS group. These groups are usually less political, and CT1 might even look like an annex of the IETF in 3GPP.

Finally, some groups address specific aspects such as security (SA3) or OSS/BSS (SA5).

3GPP Specifications

You can see the specifications related to each work item in the WID page indicated above. You can also have access to all 3GPP (and ETSI GSM) specifications in this matrix. This page is usually my entry point to the 3GPP web site, and I usually make a search on keywords to find the specifications or reports that relate to the topic of interest. When you click on the specification number, you can access all the past and current versions of the document.

Work in Progress / Contributions

The versions of the specifications (or technical reports) you can access from the matrix may not reflect the latest status of an ongoing activity.

If you want to closely follow an item in progress of analyze the positions of different companies on a specific topic (who is pushing for what? Who is championning this idea? Who is trying to block this item? Is this company active in the discussion?) you need access to the contributions and minutes of the working groups that takes care of the specification or report you are interested in.

To do this, you need to access the meetings of the working groups on the 3GPP FTP server.

Let’s take the example of an SA2 meeting (architecture). You need to navigate though SA and then WG2. You then have access to all the past (and some future) meetings on this page.

As I am writing, the latest meeting for which contributions can be accessed is #57 in Beijing.

The agenda is interesting to see all the topics discussed, and more especially the agenda number associated to each of them. In Beijing, most of the meeting was dedicated to the System Architecture Evolution, but you can still find for instance “IMS Emergency” as agenda item 7.3.

The doclist permits to see in a table all the contributions submitted for the meeting, as well as the submitting companies. By screening via the agenda item number, you can find all the contributions submitted for the subject you are interested in.

These contributions are all stored in the Docs subdirectory. Some of the contributions are the ongoing versions of specifications and reports.

Others are Liaison Statements, which are the official way to communicate between 3GPP groups and between 3GPP and other standardization bodies (e.g. OMA, TISPAN, WiMax Forum). Liaison Statements are often interesting to look at.

The most important document to find your way in the meeting is the meeting report. Structured according to the agenda it documents the fate of all contributions (e.g. approved, noted, not addressed), as well as some (limited) feedback on the discussions related to these contributions.

It is not rare that an original contribution undergoes several modifications during the week, before being (hypothetically) approved. You therefore need to track the progress of the one you are interested in, and check which version was finally approved, if any.

More than the minutes themselves, the number and nature of modifications that a particular contribution underwent is the best indication of how disputed it was. And therefore how important it is to the different companies taking part in the discussion. Typically, if a contribution went through 5 successive versions, with the last one changing a single word to the previous, you can assume the discussion was quite tense.

There are some cases where the meeting did not have time to approve the latest version of a contribution. If it is assumed that this one is not contentious (or it is important to progress on this topic) it will be left for email approval.

You may then need to track the status of the contribution in the associated mailing list. Usually, the list of contributions left for email approval is sent out after the meeting, with a deadline. You can then follow email threads to see how it goes.

If you are not familiar with them, you might be surprised by the fact that most 3GPP contributions are short and focused. Often, a coherent idea pushed by a vendor is split in a family of related contributions. The reason is that companies prefer to have parts of a concept accepted in a meeting, rather than seeing everything rejected because of a single contentious aspect.

I hope this information will be of interest to some of you. My experience is that few people are able to efficiently exploit the mine of information accessible from 3GPP. It takes some practice time, but once you got used to it you are a 3GPP master.

The situation is different for OMA. First you need to be a member company to access most of the material. Then, it might the fact that I was formatted by 3GPP, I find the OMA web page very messy and I usually have a hard time finding what I want on it.

Christophe


—-13 04 2008 —–

Written by corlin

十月 12th, 2009 at 8:51 上午

TM Forum Excellence Awards 2007 (电信管理论坛 2007 卓越奖 )

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2008年2月13日的消息,我今天才看到,足证我好长时间不务正业了:)

TM Forum Excellence Awards 2007 (电信管理论坛 2007 卓越奖 )

以下是获奖名单


  • Best New OSS ProductArantech 最佳新运营支撑系统
  • Best Practices Award Service Provider – Korea Telecom (KT) 服务提供商最佳实践奖
  • Best Practices Award – Supplier or SI – Progress Software 系统集成和供应商最佳实践奖
  • Most Innovative Supplier – Highdeal 最具创新供应商奖
  • Prosspero TMF Standards Adoption, Service Provider – BT 最佳规范采用服务提供商
  • Prosspero TMF Standards Adoption, Supplier – HP 最佳规范采用供应商
  • Best Trade Show Marketing Campaign - Nakina Systems 最佳营销战役
  • Best Catalyst Project - Product and Service Assembly (Phase 2) Project 最佳催化剂项目


—-10 03 2008

Written by corlin

十月 12th, 2009 at 8:45 上午

中国哪些企业在实施Siebel?

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Telco 新疆电信 Oracle|Siebel 1. Oracle|Siebel;2. Accenture;3. 天富
Telco 浙江电信 Oracle|Siebel 1.Oracle|Siebel 2.Accenture 3.浙江鸿程
Telco 上海电信 Oracle|Siebel IBM和理想信息
Telco 北京电信 Oracle|Siebel Accenture
Telco 北京移动 Oracle|Siebel 亚信和德勤
烟草 浙江烟草 Oracle|Siebel 1.Oracle|Siebel 2.凯捷 3.浙江创联
北京NOKIA Accenture
上海欧莱雅 Oracle|Siebel
北京MOTOROLA IBM
上海PICC HP
….


Posted on 9月 15th, 2006

Written by corlin

十月 12th, 2009 at 8:43 上午

电信琐事

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好久没关系电信相关的项目信息了,最近和老同事聊天,发现变化真是不小。

  1. 网通集团和北京公司准备做流程再造了,笼统的叫ERP,我感觉类似电信当年的PR,计划用Oracle的套件(Siebel+Oracle Suite+其他,不如comptel);大概包括财务,物流,客服等。电讯盈科Solution得到单子,暂时知道外包Siebel给了浙江的鸿程公司
  2. 新疆电信的收尾工作终于有了一个定数,亚信很艰难的拿下了后续的维护工作,挤掉了原先的总集成商埃森哲,天富公司的大部分做Siebel的人员收编到了亚信旗下,但老动关系还是很乱,天富欠员工3到5月不等的工资和补助,亚信又不得以将这些Siebel方面的专家收编,继续扩大自己的套装软件队伍,虽然我感觉这些职员大部分只懂Siebel,根本不懂电信,不懂计费,留下的业务专家更是没有,而且主要是后续维护,亚信的赚头不大,也许他只想抢市场吧,毕竟Siebel在电信的单子现在就活着这几家了。

谈谈感想

  1. 运营商方面,网通做PR,做流程,缺的东西还是比较多的;首先,系统还是老97系统,三级系统基本孤立运行,业务模型还是停留在97模型基础上,基于产品来做流程,绝大多数支撑系统没有迁移到客户为中心的思想上。基于此来谈流程再造,谈快速支撑业务变化,特别是多领域多平台产品组合,组合营销,组合计费,我看很难。而且ERP和计费融合(北京,河北,辽宁。。)项目并行实施,没有很好的项目间协调和整合,及对整个集团愿景的很好把握,我看最后还是建立一个个孤岛。投入更多,浪费更多,产出更少。想比较来说,电信从02年就开始CTG-BOSS及ITSP等规划流程及模型的建立,到现在,电信的系统,特别是主要省市,如浙江,上海,广东等。到目前已基本建立了一个很好的以客户为中心,融合不同产品(无线,数字,语音..)的平台,他们接下来再继续做PR,要比网通好做的多,投入产出也好的多。最近听闻联通计划出售C网给电信,网通的处境更是难说,单单靠政策支持,建立TD网络,支撑软件和流程无法跟上,以后必将举步维艰。
  2. 厂商方面,这几年的国内电信服务和软件提供上的日子真不好过,大头来说,斯特奇在连续半年成本无法控制,不能按时发放工资的情况下,被神码收编,而之后大量核心业务技术专家离职。直接导致03年以来,神码斯特奇业绩难有起色。埃森哲方面,从拿下新疆,浙江项目以来,大量的资金和人力的投入;到现在,浙江项目勉强收尾,预算严重超支;新疆项目由于人为原因(人员敬业程度,COTS软件高成本,低水平的二级分包商),最终在部分模块没有最终验收的基础上,被甲方勒令退出。直接导致电信用户,特别是高端用户对埃森哲的基于COTS软件建立电信支撑系统的思想产生不信任和抵触心理。二流电信集成商,如杭州鸿程,联想中望,天富,大唐;人力更是不足,主要是短缺核心业务技术专家,人员由于薪酬体系,加班,出差等原因,敬业程度很差。而这些二流厂商,由于领导者,包括管理者,没有很好传达产品愿景,项目愿景,包括质量要求,导致人员只懂编码,不会思考;更无从谈起多个系统间,项目间业务技术的很好融合。领导力没有很好下放,项目Leader没有发挥很好的模范带头作用,激励不到位(项目经理不管或不能赏罚,项目没有及时考核和自我监控,工作没有计划)。技术和业务知识断层严重,大部分人员对计费模型,系统融合思想知识不了解,人员缺乏基本的业务,技术培训,没有传帮带,业务和分析人员和开发人员编程人员,知识差距严重,特别是开发编程人员普遍能力低下,大部分是应届毕业生,不懂基本的软件生产流程、规范及技能。最重要一点,大部分厂商还是靠人海战术,不激励人才,培养敬业能力,不发展公司核心能力,核心知识体系和流程,只能慢慢沦为大集成商和电信运营商的跟屁虫,从勉强分一杯羹到最后惨淡消亡。
  3. 再表扬一下,佩服亚信科技,虽然自己在里面只干了短短1年不到。AI有自己稳定的研发部门,而且每年的投入都不会少,虽然小打小闹,不比国外 COTS厂商,但基于项目产品化,产品集成化,其产品线和产品稳定可靠和可扩展性都在进步。AI项目基本为PM负责制,PM掌控一部分项目资金,可以很好的激励团队,提高敬业指数。团队和事业部的人可以主动调换,保证了研发团队能补充新鲜的项目经验,各项目间也可以互补知识,校验产品。在以上制度下,亚信的资深专家留下的不少,更不乏有十数年经验的老专家,知识沉淀很丰富,能较好适应和预见行业新的机遇和发展。虽说亚信有很好的行业人脉,但基于上述优势,其发展很是稳步,特别是最近,接连拿下海外,新疆,浙江,河南等集成大单,更稳步向咨询型公司迈进。
  4. 庆幸一下,我虽然从电信业出来了,现在不用加班,不用出差,不用夜夜泡咖啡解乏。但很感谢在电信业从业的这段时间,感谢这么多电信项目及项目中结识的朋友。这段经历,是一份宝贵的财富。何时能再上沙场一搏啊!!!


——8 10 2007 ——


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Written by corlin

十月 12th, 2009 at 8:40 上午

埃森哲技术主管谈SaaS

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Technology Leaders Talk: Is Software-as-a-Service Really the “Next Big Thing”?


Software-as-a-service is growing fast, projected to reach more than $10 billion by 2009. The idea is simple-rather than buying, implementing, upgrading and maintaining software in-house, companies can buy access to solutions that are developed, housed and maintained by third-parties. Users gain access to the latest version of the software, have the ability to customize it to some degree and pay only for what they need. This model makes it possible for CIOs to buy an entire solution-such as HR or recruiting-and deliver it to internal users.

Sound too good to be true? We turned to three of our technology leaders- Don Rippert, chief technology officer; Bob Suh, managing director, growth and strategy; and Frank Modruson, chief information officer, to hear their perspectives on how this type of service will re-shape the future of IT (or not).

Don Rippert, chief technology officer

I think that software-as-a-service will have a big impact on smaller companies or subsidiaries of larger companies because it can be implemented easily and is priced per user per month. However, for the Global 2000, while I think it will be an important part of their overall suite of tools, I don’t think it will be singularly transformational. Why? Because the inherent benefits-easy to install, flexible pricing, minimal maintenance-may be outweighed by the cost and complexity of integrating a solution into the rest of an enterprise’s systems. But that’s not to say that the Global 2000 will not embrace software-as-a-service at all. One interesting aspect to this is that because a lot of the software-as-a-service was developed from the ground up, they are in fact the best example of how to do service oriented architectures (SOA (http://www.accenture.com/Global/Technology/Service_oriented_Architecture/)) today. In many respects, software-as-a-service has really pushed the envelope on SOA – solving the technical issues and proving the benefits of SOA development.

Frank Modruson, chief information officer

From Accenture’s perspective, I think software-as-a-service works best for areas of the business that can be fairly contained. Things like payroll, where a service provider can be keeping up with tax code for all its customers and work enhancements into the software, or areas like recruiting, which is a process unto itself from the first contact with a candidate until they accept an offer. Even with enterprise systems, I think we’re still looking at discrete pieces or functions-like logistics planning that you can get in there fast. As a CIO, the benefit I see is that it lets me balance my team’s capacity to do new things with my need to fulfill ongoing demand. In other words, we don’t have to divert resources to focus on an upgrade or an implementation if we’re relying on someone else to maintain the software. The trade-off is flexibility, but I’m not sure that’s a bad thing. Forcing a more standardized approach can lower costs and streamline people’s ability to work across different areas. Overall, in areas of the business that are easily contained, I see software-as-a-service as delivering better functionality, better capability and a better ability to get things done.

Bob Suh, managing director, growth and strategy

I see software-as-a-service as a major trend emerging over the next five to seven years. Remember how being able to buy a cooked, seasoned chicken in the supermarket transformed the prepared food industry? That’s the type of potential that software-as-a-service offers. Today, I think that some CIOs may be underestimating the potential. My sense is that most CIOs are talking about this for very specific areas such as HR or marketing-which will very likely be the entry point for the Global 2000. Part of this trend will be driven by staffing constraints; software upgrades place an enormous burden on IT organizations. SaaS offers an attractive option to upgrading an entire system. The cost of integration, people time, trainin (not to mention buying licenses and paying maintenance) will be significantly reduced. I know that our clients are going to start demanding it as an option, so it’s more than viable, it’s quite compelling.


Written by corlin

十月 12th, 2009 at 8:33 上午

关于Party 的一些参考文献

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哈哈,此Party非彼Party,此谓数据模型层面的描述,最近从某文档得到下面列表,欣喜若狂。
终于找到合理的学术解释了。

Fowler-AP
Analysis Patterns – Reusable Object Models by Martin Fowler ISBN 0-201-89542-0
http://martinfowler.com/articles.html
Fowler-Role
Dealing with Roles, http://www.awl.com/cseng/titles/0-201-89542-0/apsupp/roles2-1.html
Fowler-Time
Patterns for things that change with time http://martinfowler.com/ap2/timeNarrative.html
Effectivity http://martinfowler.com/ap2/effectivity.html
Fowler-Range
Range http://martinfowler.com/ap2/range.html
ACIA
Alliance Common Information Architecture (AT&T, BT & Concert) version 3.1, 15 Dec 2000
HR-XML
HR-XML Person Name Schema/DTD V1.2 http://www.hr-xml.org/
Zachman
Zachman Frameworkhttp://www.zifa.com/frmwork2.htm
Coad-Roles
Coad Letter 76 – January 2001 http://www.togethercommunity.com/coad-letter/Coad-Letter-0076.html
Coad-Archetypes
Modeling with Color http://www.togethersoft.com/services/tutorials/jmcu/index.html
Bus-Patterns
Business Modeling with UML, Business Patterns at Work Hans-Erik Eriksson, Magnus Penker ISBN 0-471-29551-5
Metasolv
Sales & Marketing Business Objects Document
Larman
Applying UML and Patterns, Second Edition, ISBN 0-13-095004-1 http://www.craiglarman.com/book_applying_2nd/Applying_2nd.htm
Sesera
A Recurring Fulfilments Analysis Pattern, Lubor Sesera http://jerry.cs.uiuc.edu/~plop/plop2k/proceedings/Sesera/Sesera.pdf
Baumer
The Role Object (Design) Pattern. Download PDF from
http://www.riehle.org/computer-science-research/1997/plop-1997-role-object.html
OMG
Party Management Facility Specification 1.0 Feb 2001
http://www.omg.org/
AP ADDR STDS
Australia Post – Presentation Standards Booklet.
http://www.auspost.com.au/futurepost/index.asp?link_id=9.1575
ISO 4217
ISO 4217:2001 Codes for the representation of currencies and funds
Composite Pattern
Articles: Composite à la Java, Part I & II
http://www.research.ibm.com/designpatterns/publications.htm
Coad Letter
The Coad Letter: Issue 103 – Party Time
The Coad Letter: Issue 107 – Party Time, Part 2: Modeling Party Id’s
http://www.thecoadletter.com/
JOT- Mossé Francis G. Mossé: Modeling Roles -A Practical Series of Analysis Patterns , in Journal of Object
Technology, vol. 1, no. 4, September-October 2002, pages 27-37. http://www.jot.fm/issues/issue_2002_09/column2
JOT-Odell
James Odell et al.: The Role of Roles, in Journal of Object Technology, vol. 2, no. 1, January-February 2003, pages 39-51. http://www.jot.fm/issues/issue_2003_01/column5


二 19 Dec 2006


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Written by corlin

十月 12th, 2009 at 8:30 上午

国内软件企业的内伤(电信BSS/OSS ISV) 系列二

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接上篇,为了解决国内厂商的前述不足,可以从几个方面来考虑改进,今天我列举一个通过构建电信运营支撑系统软件平台来解决厂商能力不足的问题,具体技术框架列表如下:

模型平台实现框架:

  • Metadata Schema Management 元数据模式管理

  • Workflow Process Management 工作流引擎

  • Role Engine & State Model 规则引擎和状态机

  • MVC Pattern Reproduction 改造MVC模式

  • Standardized Configurator Application 标准化配置程序

  • Common Data Components 公共数据构件
    • Entity Relationships ,Entity Extension,
      Entity Attribute,Entity Attribute Extension ,Default Method
      实体关系(对象和组件及关系),实体扩展,实体属性,实体属性扩展,默认方法
    • Common
    • Enumeration, Status, TimePeriod, etc.
    • UserLogin, Security
    • Content
    • Party , Human Resources
    • Accounting
    • Catalog,Catagory,Product ,Asset,Asset Management
    • Order ,Order Lifecycle Management
    • Marketing
    • Shipment
    • Work Effort
  • Common Logic Components 公共逻辑构件
    • CRUD Style Services “增删改查”式服务
    • Logic for User Interfaces and Business Processes
      UI和业务流程逻辑
    • Maintenance Jobs (usually scheduled) 管理工作/进程
    • Implementations to Expect 例外
  • User Interface Patterns & Engine UI模式和引擎
    • List of Value 值列表
    • Template Engine 模板引擎
    • Super Form 超级表单
    • Super List(ordering ,cursor)
      超级列表(排序,游标,树形)
    • Controler ,Default method 控件,默认方法
    • Super PopupWin 弹出窗口

Written by corlin

十月 12th, 2009 at 8:28 上午