Since I could not find a quickstart to run opengrep with the full set of rules from their fork I thought I'd document what I found out. Setup Download the opengrep binary from github and make it executable with chmod +x . Clone the rules repo: git clone git@github.com:opengrep/opengrep-rules.git and clean it up to make it usable to opengrep: cd opengrep-rules rm -rf ".git",".github",".pre-commit-config.yaml", "elixir", "apex" find . -type f -not -iname "*.yaml" -delete rm -rf .github rm -rf .pre-commit-config.yaml Ensure opengrep can load the rules with: opengrep_manylinux_x86 validate . The same can be done for custom rules maintained in a separate repository. AFAIU Multiple repositories can be specified by repeating -f option as needed, see below. We are now ready to scan a repo, from the repo root directory run: opengrep_manylinux_x86 scan \ -f <path_to>/opengrep-rules \ --error \ --exclude-rule=VAL some ti...
I was recently asked to recover a mirth instance whose embedded database had grown to fill all available space so this is just a note-to-self kind of post. Btw: the recovery, depending on db size and disk speed, is going to take long. The problem A 1.8 Mirth Connect instance was started, then forgotten (well neglected, actually). The user also forgot to setup pruning so the messages filled the embedded Derby database until it grew to fill all the available space on the disk. The SO is linux. The solution First of all: free some disk space so that the database can be started in embedded mode from the cli. You can also copy the whole mirth install to another server if you cannot free space. Depending on db size you will need a corresponding amount of space: in my case a 5GB db required around 2GB to start, process logs and then store the temp files during shrinking. Then open a shell as the user that mirth runs as (you're not running it as root, are you?) and cd in...
In business, a cost center (e.g., IT, HR, Legal) is a team that does not directly generate revenue, regardless of how well it is perceived. Within that category, there can be teams that end up being seen as a low-value cost center. In this writing, I am intentionally conflating the two, and even push for the logic that a cost center team (from a business point of view) can be perceived as a profit center when it increases business efficiency. My explanation is that this shift into negative happens when these teams' output does not meet the required business outcomes. For example, a software team could be constantly merging code but never ship anything useful or shipping too late: output is high, business outcomes are low. ( Read this excellent paper for more details ). Any attempt on the team's part to disprove this negative perception with facts or hard numbers is doomed to fail unless it is about business outcomes. Depending on the organizational maturity, understanding how a...