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The following AntiPatterns focus on the problems and mistakes that many developers make when using message-driven beans, as well as common mistakes that people make when designing and deploying message-driven architectures We ll cover them all in this chapter All of these AntiPatterns represent common problems in messagedriven architectures and, in particular, using message-driven beans This chapter will first discuss these three AntiPatterns and then discuss the refactorings that can be used to fix and avoid them Misunderstanding JMS JMS offers a number of messaging choices It is easy to confuse these, or choose the wrong one This can work both ways An architect might not use a topic when he or she really needs to distribute messages, or might use topics everywhere even though it is overkill for some applications This section will primarily discuss the JMS concepts, where they should be used, and where they might be misused.

package ProxyCalculator; import java.rmi.Remote; import java.rmi.RemoteException; public interface Calculator extends Remote{ public String getOperationName() throws RemoteException; public int getValueOfResult(int firstOperand, int secondOperand) throws RemoteException; }

arise during the normal course of business. A good computer/systems staff will keep the work ow steady and when problems do arise, x them in short order. As a result, good computer/systems staff is essential. Just like we do with the investment team, we want to ask if there is any real backup to the person (people) in charge of this function. 7. What security procedures do you employ What does the rm do to protect itself from computer viruses, hackers, and other illegal activities 8. Do you outsource any of the technical/systems work If yes, get the details and call the supplier to verify. 9. How often do you upgrade hardware and software Once again, we are attempting to ascertain the rm s effectiveness and ef ciency. While it is not imperative that a rm uses the most current versions of all software programs, an upgrade sometimes has an effect. For example, a rm that is using a version of portfolio management software that is outdated might not have the ability to perform some of the analytics based on more recent advancements in the industry or unique advancements created by the speci c software company. The status of computer hardware (laptops, desktops, towers, network computers, printers, scanners, etc.) can speak volumes about the rm s level of ef ciency and effectiveness. For example, when I sit at a portfolio manager or analyst s desk to review research, I can quickly make an assessment as to the ef ciency of the computer systems. During these meetings, I have seen systems that range from the cutting edge of technological progress to old, slow, inef cient setups that actually have a negative impact on a professional s ability to do the job.

Every time an individual with this disorder opens to the restriction, the condyle pushes the disc forward. Repeatedly bumping or pushing the disc in this manner will often suf ciently stretch the retrodiscal tissue over time.

Figure 6.2 IPTV head end Table 6.1 Key management countermeasures Key Management for Satellite Feed Theft/abuse of IPTV assets This countermeasure would reduce the chances of theft of IPTV assets, mainly satellite feed being received by unauthorized parties. Not applicable. Not applicable. This countermeasure would reduce the chances of unauthorized modification or loss of the satellite receiver keys; if lost, the system could not be configured to receive the signal and there would be a temporary loss of content. Not applicable. Not applicable.

Robert Friedman grew up with two brothers in a stable and loving home in New York, close to a major airport. Robert s mother was a well-educated teacher, and his father owned a small business. Robert was engrossed with children s television shows that depicted pilots rescuing people. He watched Superman and other shows about ying. He built small planes out of balsa wood and liked to watch soaring birds. Staring out his bedroom window, Robert began to decipher the traf c patterns of approaching aircraft. He took a ight in a glider at age 14. After that, he was dedicated to becoming a pilot. By the time he was 16, Robert was ying solo and he obtained a private airplane pilot s license at age 17. He was ying small planes before most teenagers drove cars. Robert went on to earn a degree in aeronautics. His skills developed as he advanced from ying small aircraft to working as a ight engineer and a pilot on large commercial airplanes, such as the Boeing 727. He attained his ultimate career ambition when he was hired as a pilot by a major carrier at age 32.