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  • Enterprise Process Maps: A Process Picture worth a Million Words

    - by raul.goycoolea
    p { margin-bottom: 0.08in; }h1 { margin-top: 0.33in; margin-bottom: 0in; color: rgb(54, 95, 145); page-break-inside: avoid; }h1.western { font-family: "Cambria",serif; font-size: 14pt; }h1.cjk { font-family: "DejaVu Sans"; font-size: 14pt; }h1.ctl { font-size: 14pt; } Getting Started with Business Transformations A well-known proverb states that "A picture is worth a thousand words." In relation to Business Process Management (BPM), a credible analyst might have a few questions. What if the picture was taken from some particular angle, like directly overhead? What if it was taken from only an inch away or a mile away? What if the photographer did not focus the camera correctly? Does the value of the picture depend on who is looking at it? Enterprise Process Maps are analogous in this sense of relative value. Every BPM project (holistic BPM kick-off, enterprise system implementation, Service-oriented Architecture, business process transformation, corporate performance management, etc.) should be begin with a clear understanding of the business environment, from the biggest picture representations down to the lowest level required or desired for the particular project type, scope and objectives. The Enterprise Process Map serves as an entry point for the process architecture and is defined: the single highest level of process mapping for an organization. It is constructed and evaluated during the Strategy Phase of the Business Process Management Lifecycle. (see Figure 1) Fig. 1: Business Process Management Lifecycle Many organizations view such maps as visual abstractions, constructed for the single purpose of process categorization. This, in turn, results in a lesser focus on the inherent intricacies of the Enterprise Process view, which are explored in the course of this paper. With the main focus of a large scale process documentation effort usually underlying an ERP or other system implementation, it is common for the work to be driven by the desire to "get to the details," and to the type of modeling that will derive near-term tangible results. For instance, a project in American Pharmaceutical Company X is driven by the Director of IT. With 120+ systems in place, and a lack of standardized processes across the United States, he and the VP of IT have decided to embark on a long-term ERP implementation. At the forethought of both are questions, such as: How does my application architecture map to the business? What are each application's functionalities, and where do the business processes utilize them? Where can we retire legacy systems? Well-developed BPM methodologies prescribe numerous model types to capture such information and allow for thorough analysis in these areas. Process to application maps, Event Driven Process Chains, etc. provide this level of detail and facilitate the completion of such project-specific questions. These models and such analysis are appropriately carried out at a relatively low level of process detail. (see figure 2) Fig. 2: The Level Concept, Generic Process HierarchySome of the questions remaining are ones of documentation longevity, the continuation of BPM practice in the organization, process governance and ownership, process transparency and clarity in business process objectives and strategy. The Level Concept in Brief Figure 2 shows a generic, four-level process hierarchy depicting the breakdown of a "Process Area" into progressively more detailed process classifications. The number of levels and the names of these levels are flexible, and can be fit to the standards of the organization's chosen terminology or any other chosen reference model that makes logical sense for both short and long term process description. It is at Level 1 (in this case the Process Area level), that the Enterprise Process Map is created. This map and its contained objects become the foundation for a top-down approach to subsequent mapping, object relationship development, and analysis of the organization's processes and its supporting infrastructure. Additionally, this picture serves as a communication device, at an executive level, describing the design of the business in its service to a customer. It seems, then, imperative that the process development effort, and this map, start off on the right foot. Figuring out just what that right foot is, however, is critical and trend-setting in an evolving organization. Key Considerations Enterprise Process Maps are usually not as living and breathing as other process maps. Just as it would be an extremely difficult task to change the foundation of the Sears Tower or a city plan for the entire city of Chicago, the Enterprise Process view of an organization usually remains unchanged once developed (unless, of course, an organization is at a stage where it is capable of true, high-level process innovation). Regardless, the Enterprise Process map is a key first step, and one that must be taken in a precise way. What makes this groundwork solid depends on not only the materials used to construct it (process areas), but also the layout plan and knowledge base of what will be built (the entire process architecture). It seems reasonable that care and consideration are required to create this critical high level map... but what are the important factors? Does the process modeler need to worry about how many process areas there are? About who is looking at it? Should he only use the color pink because it's his boss' favorite color? Interestingly, and perhaps surprisingly, these are all valid considerations that may just require a bit of structure. Below are Three Key Factors to consider when building an Enterprise Process Map: Company Strategic Focus Process Categorization: Customer is Core End-to-end versus Functional Processes Company Strategic Focus As mentioned above, the Enterprise Process Map is created during the Strategy Phase of the Business Process Management Lifecycle. From Oracle Business Process Management methodology for business transformation, it is apparent that business processes exist for the purpose of achieving the strategic objectives of an organization. In a prescribed, top-down approach to process development, it must be ensured that each process fulfills its objectives, and in an aggregated manner, drives fulfillment of the strategic objectives of the company, whether for particular business segments or in a broader sense. This is a crucial point, as the strategic messages of the company must therefore resound in its process maps, in particular one that spans the processes of the complete business: the Enterprise Process Map. One simple example from Company X is shown below (see figure 3). Fig. 3: Company X Enterprise Process Map In reviewing Company X's Enterprise Process Map, one can immediately begin to understand the general strategic mindset of the organization. It shows that Company X is focused on its customers, defining 10 of its process areas belonging to customer-focused categories. Additionally, the organization views these end-customer-oriented process areas as part of customer-fulfilling value chains, while support process areas do not provide as much contiguous value. However, by including both support and strategic process categorizations, it becomes apparent that all processes are considered vital to the success of the customer-oriented focus processes. Below is an example from Company Y (see figure 4). Fig. 4: Company Y Enterprise Process Map Company Y, although also a customer-oriented company, sends a differently focused message with its depiction of the Enterprise Process Map. Along the top of the map is the company's product tree, overarching the process areas, which when executed deliver the products themselves. This indicates one strategic objective of excellence in product quality. Additionally, the view represents a less linear value chain, with strong overlaps of the various process areas. Marketing and quality management are seen as a key support processes, as they span the process lifecycle. Often, companies may incorporate graphics, logos and symbols representing customers and suppliers, and other objects to truly send the strategic message to the business. Other times, Enterprise Process Maps may show high level of responsibility to organizational units, or the application types that support the process areas. It is possible that hundreds of formats and focuses can be applied to an Enterprise Process Map. What is of vital importance, however, is which formats and focuses are chosen to truly represent the direction of the company, and serve as a driver for focusing the business on the strategic objectives set forth in that right. Process Categorization: Customer is Core In the previous two examples, processes were grouped using differing categories and techniques. Company X showed one support and three customer process categorizations using encompassing chevron objects; Customer Y achieved a less distinct categorization using a gradual color scheme. Either way, and in general, modeling of the process areas becomes even more valuable and easily understood within the context of business categorization, be it strategic or otherwise. But how one categorizes their processes is typically more complex than simply choosing object shapes and colors. Previously, it was stated that the ideal is a prescribed top-down approach to developing processes, to make certain linkages all the way back up to corporate strategy. But what about external influences? What forces push and pull corporate strategy? Industry maturity, product lifecycle, market profitability, competition, etc. can all drive the critical success factors of a particular business segment, or the company as a whole, in addition to previous corporate strategy. This may seem to be turning into a discussion of theory, but that is far from the case. In fact, in years of recent study and evolution of the way businesses operate, cross-industry and across the globe, one invariable has surfaced with such strength to make it undeniable in the game plan of any strategy fit for survival. That constant is the customer. Many of a company's critical success factors, in any business segment, relate to the customer: customer retention, satisfaction, loyalty, etc. Businesses serve customers, and so do a business's processes, mapped or unmapped. The most effective way to categorize processes is in a manner that visualizes convergence to what is core for a company. It is the value chain, beginning with the customer in mind, and ending with the fulfillment of that customer, that becomes the core or the centerpiece of the Enterprise Process Map. (See figure 5) Fig. 5: Company Z Enterprise Process Map Company Z has what may be viewed as several different perspectives or "cuts" baked into their Enterprise Process Map. It has divided its processes into three main categories (top, middle, and bottom) of Management Processes, the Core Value Chain and Supporting Processes. The Core category begins with Corporate Marketing (which contains the activities of beginning to engage customers) and ends with Customer Service Management. Within the value chain, this company has divided into the focus areas of their two primary business lines, Foods and Beverages. Does this mean that areas, such as Strategy, Information Management or Project Management are not as important as those in the Core category? No! In some cases, though, depending on the organization's understanding of high-level BPM concepts, use of category names, such as "Core," "Management" or "Support," can be a touchy subject. What is important to understand, is that no matter the nomenclature chosen, the Core processes are those that drive directly to customer value, Support processes are those which make the Core processes possible to execute, and Management Processes are those which steer and influence the Core. Some common terms for these three basic categorizations are Core, Customer Fulfillment, Customer Relationship Management, Governing, Controlling, Enabling, Support, etc. End-to-end versus Functional Processes Every high and low level of process: function, task, activity, process/work step (whatever an organization calls it), should add value to the flow of business in an organization. Suppose that within the process "Deliver package," there is a documented task titled "Stop for ice cream." It doesn't take a process expert to deduce the room for improvement. Though stopping for ice cream may create gain for the one person performing it, it likely benefits neither the organization nor, more importantly, the customer. In most cases, "Stop for ice cream" wouldn't make it past the first pass of To-Be process development. What would make the cut, however, would be a flow of tasks that, each having their own value add, build up to greater and greater levels of process objective. In this case, those tasks would combine to achieve a status of "package delivered." Figure 3 shows a simple example: Just as the package can only be delivered (outcome of the process) without first being retrieved, loaded, and the travel destination reached (outcomes of the process steps), some higher level of process "Play Practical Joke" (e.g., main process or process area) cannot be completed until a package is delivered. It seems that isolated or functionally separated processes, such as "Deliver Package" (shown in Figure 6), are necessary, but are always part of a bigger value chain. Each of these individual processes must be analyzed within the context of that value chain in order to ensure successful end-to-end process performance. For example, this company's "Create Joke Package" process could be operating flawlessly and efficiently, but if a joke is never developed, it cannot be created, so the end-to-end process breaks. Fig. 6: End to End Process Construction That being recognized, it is clear that processes must be viewed as end-to-end, customer-to-customer, and in the context of company strategy. But as can also be seen from the previous example, these vital end-to-end processes cannot be built without the functionally oriented building blocks. Without one, the other cannot be had, or at least not in a complete and organized fashion. As it turns out, but not discussed in depth here, the process modeling effort, BPM organizational development, and comprehensive coverage cannot be fully realized without a semi-functional, process-oriented approach. Then, an Enterprise Process Map should be concerned with both views, the building blocks, and access points to the business-critical end-to-end processes, which they construct. Without the functional building blocks, all streams of work needed for any business transformation would be lost mess of process disorganization. End-to-end views are essential for utilization in optimization in context, understanding customer impacts, base-lining all project phases and aligning objectives. Including both views on an Enterprise Process Map allows management to understand the functional orientation of the company's processes, while still providing access to end-to-end processes, which are most valuable to them. (See figures 7 and 8). Fig. 7: Simplified Enterprise Process Map with end-to-end Access Point The above examples show two unique ways to achieve a successful Enterprise Process Map. The first example is a simple map that shows a high level set of process areas and a separate section with the end-to-end processes of concern for the organization. This particular map is filtered to show just one vital end-to-end process for a project-specific focus. Fig. 8: Detailed Enterprise Process Map showing connected Functional Processes The second example shows a more complex arrangement and categorization of functional processes (the names of each process area has been removed). The end-to-end perspective is achieved at this level through the connections (interfaces at lower levels) between these functional process areas. An important point to note is that the organization of these two views of the Enterprise Process Map is dependent, in large part, on the orientation of its audience, and the complexity of the landscape at the highest level. If both are not apparent, the Enterprise Process Map is missing an opportunity to serve as a holistic, high-level view. Conclusion In the world of BPM, and specifically regarding Enterprise Process Maps, a picture can be worth as many words as the thought and effort that is put into it. Enterprise Process Maps alone cannot change an organization, but they serve more purposes than initially meet the eye, and therefore must be designed in a way that enables a BPM mindset, business process understanding and business transformation efforts. Every Enterprise Process Map will and should be different when looking across organizations. Its design will be driven by company strategy, a level of customer focus, and functional versus end-to-end orientations. This high-level description of the considerations of the Enterprise Process Maps is not a prescriptive "how to" guide. However, a company attempting to create one may not have the practical BPM experience to truly explore its options or impacts to the coming work of business process transformation. The biggest takeaway is that process modeling, at all levels, is a science and an art, and art is open to interpretation. It is critical that the modeler of the highest level of process mapping be a cognoscente of the message he is delivering and the factors at hand. Without sufficient focus on the design of the Enterprise Process Map, an entire BPM effort may suffer. For additional information please check: Oracle Business Process Management.

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  • Apple AppStore approval - post iPad?

    - by BahaiResearch.com
    Has the appStore changed it's approval times? Before the iPad announcement we were getting approved in 2-3 days. After the announcement we're over a week and no sign of any approval on the horizon. Are there any changes in the xml plist for the app needed to improve approval times?

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  • How does process priority influence a process

    - by Luis Alvarado - The Wolverine
    Assuming we have read the following question: Change niceness (priority) of a running process and we know about root, non-root permissions: What actually happens when a running process (Through renice) or a new process (Through nice) gets its priority changed to a positive/negative value it previously had. Does it mean more memory is assign to it? Does more CPU power go to that particular process? Does it reduce any timing for resources for that process? What happens when the process priority change?

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  • Appstore approval - Using activation codes.

    - by Tejaswi Yerukalapudi
    Hi, I'm in the process of building an app related to healthcare IT. My company wants to be able to distribute it through the appstore, but only if a device identified by the UDID of is specifically provisioned in the database. I've got all that built, but I was wondering if Apple might reject something like this. Has anyone had any experience with activation codes? Thanks, Teja.

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  • Updates for IOS AppStore Multiplayer Game

    - by TobiHeidi
    I am developing a multiplayer game for the web, android and ios. For the web and android i can instantly push out new versions of my game because they support executing remotly loaded code. But with IOS i need to wait for an Apple approval taking about 10 days. I want to push updates more then weekly. What if my server code changes so the client MUST update? Run an old version of the server code just for IOS? How do other multiplayer devs handle this ?

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  • Have local admin privileges on Windows XP, but getting "Error terminating process: Access is denied"

    - by Chris W. Rea
    On one of the Windows XP machines I use regularly, there is a process that starts up periodically. I'd like to be able to kill the process – sometimes – because it occasionally runs when I'm busy doing something machine-intensive. I've already tried dropping the process priority to "Idle" to mitigate the effects, but it isn't the CPU that's the problem. Rather, the process is very disk-intensive and no matter the process priority, it still causes significant disk thrashing when running, impacting everything else I'm doing at the time. Using Process Explorer, I can find the process, right-click, and choose Kill Process, but I always get the message "Error terminating process: Access is denied." This is not an operating system process, but third-party software. What might that process be doing to prevent itself from being terminated? How can I kill such a process? Is there a way for me to modify the process's security or access control list (ACL) somewhere, using Process Explorer or another tool, so that I can effectively kill it?

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  • Why do we need fork to create new process

    - by user3671483
    In Unix whenever we want to create a new process, we fork the current process i.e. we create a new child process which is exactly the same as the parent process and then we do exec system call to replace the child process with a new process i.e. we replace all the data for the parent process eith that for the new process. Why do we create a copy of the parent process in the first place and why don't we create a new process directly? I am new to Unix please explain in lay-man terms.

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  • Moss workflow approval using minimal site definition

    - by 78lro
    Hi When using the minimal site definition for moss from codeplex (http://www.codeplex.com/features), after adding the features required for workflow, workflow approval becomes available for the pages library. When I submit a page for approval, the buttons for approve and reject do not appear on the page editing toolbar. I can go and view the workflow approval and approve/reject it but the normal buttons on the page editing toolbar do not appear. Any ideas greatly appreciated.

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  • Procurement: Troubleshooting Approval Hierarchy Issues

    - by Annemarie Provisero
    ADVISOR WEBCAST: Procurement: Troubleshooting Approval Hierarchy Issues PRODUCT FAMILY: EBS - Procurement November 29, 2011 at 7 am MST, 9 am EST, 2 pm London, 4 pm Cairo This one-hour session is recommended for technical and functional users who would like to know how Purchasing builds the approval list for a document. It also includes a troubleshooting section for cases where the list does not include the correct approvers or when workflow fails to build the approval list (no approver found). TOPICS WILL INCLUDE: Overview of Oracle Purchasing Approval Hierarchy, The Approval Methods. The Approval List. How to Troubleshoot and Diagnose Related Issues Demonstration A short, live demonstration (only if applicable) and question and answer period will be included. Oracle Advisor Webcasts are dedicated to building your awareness around our products and services. This session does not replace offerings from Oracle Global Support Services. Click here to register for this session ------------------------------------------------------------------------------------------------------------- The above webcast is a service of the E-Business Suite Communities in My Oracle Support. For more information on other webcasts, please reference the Oracle Advisor Webcast Schedule.Click here to visit the E-Business Communities in My Oracle Support Note that all links require access to My Oracle Support.

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  • Node.js MMO - process and/or map division

    - by Gipsy King
    I am in the phase of designing a mmo browser based game (certainly not massive, but all connected players are in the same universe), and I am struggling with finding a good solution to the problem of distributing players across processes. I'm using node.js with socket.io. I have read this helpful article, but I would like some advice since I am also concerned with different processes. Solution 1: Tie a process to a map location (like a map-cell), connect players to the process corresponding to their location. When a player performs an action, transmit it to all other players in this process. When a player moves away, he will eventually have to connect to another process (automatically). Pros: Easier to implement Cons: Must divide map into zones Player reconnection when moving into a different zone is probably annoying If one zone/process is always busy (has players in it), it doesn't really load-balance, unless I split the zone which may not be always viable There shouldn't be any visible borders Solution 1b: Same as 1, but connect processes of bordering cells, so that players on the other side of the border are visible and such. Maybe even let them interact. Solution 2: Spawn processes on demand, unrelated to a location. Have one special process to keep track of all connected player handles, their location, and the process they're connected to. Then when a player performs an action, the process finds all other nearby players (from the special player-process-location tracking node), and instructs their matching processes to relay the action. Pros: Easy load balancing: spawn more processes Avoids player reconnecting / borders between zones Cons: Harder to implement and test Additional steps of finding players, and relaying event/action to another process If the player-location-process tracking process fails, all other fail too I would like to hear if I'm missing something, or completely off track.

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  • first app - wrong language is shown in appstore

    - by Sean
    hi all last week i distributed my first app to the appstore. what i've to see was, that the app language which is shown in appstore is not the right one. my app is just in german, but in appstore english is shown up. can somebody tell me what i've exactly got to do, that the language in the appstore is german? i know i ned a "de.lproj" folder, but i don't know what this folder should contain and what i've got to do step by step to realize that the right way. thanks in advance sean

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  • iTunes App Store: Does a major version upgrade = longer approval queue time?

    - by erlingormar
    I'm wondering if anyone has insight into this... when releasing an update of an iPhone application, should I expect the approval process to take longer if I submit something that's declared as a major version update (as compared to a minor version)? Last time around (about the time the big Facebook-update was released) our wait time for a minor version review was 21 days (16 working days).

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  • SOA 10g Developing a Simple Hello World Process

    - by [email protected]
    Softwares & Hardware Needed Intel Pentium D CPU 3 GHz, 2 GB RAM, Windows XP System ( Thats what i am using ) You could as well use Linux , but please choose High End RAM 10G SOA Suite from Oracle(TM) , Read Installation documents at www.Oracle.com J Developer 10.1.3.3 Official Documents at http://www.oracle.com/technology/products/ias/bpel/index.html java -version Java HotSpot(TM) Client VM (build 1.5.0_06-b05, mixed mode)BPEL Introduction - Developing a Simple Hello World Process  Synchronous BPEL Process      This Exercise focuses on developing a Synchronous Process, which mean you give input to the BPEL Process you get output immediately no waiting at all. The Objective of this exercise is to give input as name and it greets with Hello Appended by that name example, if I give input as "James" the BPEL process returns "Hello James". 1. Open the Oracle JDeveloper click on File -> New Application give the name "JamesApp" you can give your own name if it pleases you. Select the folder where you want to place the application. Click "OK" 2. Right Click on the "JamesApp" in the Application Navigator, Select New Menu. 3. Select "Projects" under "General" and "BPEL Process Project", click "OK" these steps remain same for all BPEL Projects 4. Project Setting Wizard Appears, Give the "Process Name" as "MyBPELProc" and Namespace as http://xmlns.james.com/ MyBPELProc, Select Template as "Synchronous BPEL Process click "Next" 5. Accept the input and output schema names as it is, click "Finish" 6. You would see the BPEL Process Designer, some of the folders such as Integration content and Resources are created and few more files 7. Assign Activity : Allows Assigning values to variables or copying values of one variable to another and also do some string manipulation or mathematical operations In the component palette at extreme right, select Process Activities from the drop down, and drag and drop "Assign" between "receive Input" and "replyOutput" 8. You can right click and edit the Assign activity and give any suitable name "AssignHello", 9. Select "Copy Operation" Tab create "Copy Operation" 10. In the From variables click on expression builder, select input under "input variable", Click on insert into expression bar, complete the concat syntax, Note to use "Ctrl+space bar" inside expression window to Auto Populate the expression as shown in the figure below. What we are actually doing here is concatenating the String "Hello ", with the variable value received through the variable named "input" 11. Observe that once an expression is completed the "To Variable" is assigned to a variable by name "result" 12. Finally the copy variable looks as below 13. It's the time to deploy, start the SOA Suite 14. Establish connection to the Server from JDeveloper, this can be done adding a New Application Server under Connection, give the server name, username and password and test connection. 15. Deploy the "MyBPELProc" to the "default domain" 16. http://localhost:8080/ allows connecting to SOA Suite web portal, click on "BPEL Control" , login with the username "oc4jadmin" password what ever you gave during installation 17. "MyBPELProc" is visisble under "Deployed BPEL Processes" in the "Dashboard" Tab, click on the it 18. Initiate tab open to accept input, enter data such as input is "James" click on "Post XML Button" 19. Click on Visual Flow 20. Click on receive Input , it shows "James" as input received 21. Click on reply Output, it shows "Hello James" so the BPEL process is successfully executed. 22. It may be worth seeing all the instance created everytime a BPEL process is executed by giving some inputs. Purge All button allows to delete all the unwanted previous instances of BPEL process, dont worry it wont delete the BPEL process itself :-) 23. It may also be some importance to understand the XSD File which holds input & output variable names & data types. 24. You could drag n drop variables as elements over sequence at the designer or directly edit the XML Source file. 

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  • Start a Mapping or Process Flow from OWB Browser

    - by Dong Ruirong
    Basically, we start a Mapping or Process Flow from Oracle Warehouse Builder (OWB) Design Client. But actually we can also start a Mapping or Process Flow from OWB Browser. This paper will introduce the Start Report first and then introduce how to start/rerun a Mapping or Process Flow from OWB Browser. Start Report Start Report is used to start an execution of a Mapping or Process Flow. So there are two kinds of Start Report: Mapping Start Report (See Figure 1) and Process Flow Start Report (See Figure 2). Start Report shows the Mapping or Process Flow identification properties, including latest deployment and latest execution, lists all execution parameters for the Mapping or Process Flow, which were specified by the latest deployment, and assigns parameter default values from the latest deployment specification. You can do a couple of things from Start Report: Sort execution parameters on name, category. Table 1 lists all parameters of a Mapping. Table 2 lists all parameters of a Process Flow. Change values of any input parameter where permitted. For some parameters, selection lists are provided. For example, Mapping’s parameter Audit Level has a selection list. Reset all parameter settings to their default values. Apply basic validation to parameter values before starting an execution. Start the Mapping or Process Flow, which means it is executed immediately. Navigate to Deployment Report for latest deployment details of the Mapping or Process Flow. Navigate to Execution Job Report for latest execution of current Mapping or Process Flow Link to on-link help Warehouse Report Page, Deployment Report, Execution Report, Execution Schedule Report and Execution Summary Report. Figure 1 Mapping Start Report Table 1 Execution Parameters and default values for a Mapping Category Name Mode Input Value System Audit Level In Error Details System Bulk Size In 1000 System Commit Frequency In 1000 System EXECUTE_RESUME_TASK In FALSE System FORCE_RESUME_OPTION In FALSE System Max No of Errors In 50 System NUMBER_OF_TIMES_TO_RETRY In 2 System Operating Mode In Set Based Fail Over to Row Based System PARALLEL_LEVEL In 0 System Procedure Name In main System Purge Group In WB Figure 2 Process Flow Start Report Table 2 Execution Parameters and default values for a Process Flow Category Name Mode Input Value System EVAL_LOCATION In   System Item Key In-Out   System Item Type In PFPKG_1 Start a Mapping or Process Flow To navigate to Start Report, it’s better to login OWB Browser with Control Center option; if not, after logging in OWB Browser, go to Control Center first. Then you can follow the ways introduced in this section to navigate to Start Report. One more thing you need to pay attention to is that you are not allowed to deploy any Mappings and Process Flows from OWB Browser as it’s not supported. So it’s necessary to deploy the Mappings and Process Flows first before starting them from OWB Browser. If you have deployed a Mapping or Process Flow but have not started it, please navigate from Object Summary Report or Deployment Schedule Report to Start Report. 1. Navigating from Object Summary Report to Start Report Open the Object Summary Report to see all deployed Mappings and Process Flows. Click the Mapping Name or Process Flow Name link to see its Deployment Report. Select the Start link in the Available Reports tab for the given Mapping or Process Flow to display a Start Report for the Mapping or Process Flow. The execution parameters have the default deployment-time settings. Change any of the input parameter values as required. Click Start Execution button to execute the Mapping or Process Flow. 2. Navigating from Deployment Schedule Report to Start Report Open the Deployment Schedule Report to see deployment details of Mapping and Process Flow. Expand the project trees to find the deployed Mappings and Process Flows. Click the Mapping Name or Process Flow Name link to see its Deployment Report. Select the Start link in the Available Reports tab for the given Mapping or Process Flow to display a Start Report for the Mapping or Process Flow. The execution parameters have the default deployment-time settings. Change any of the input parameter values as required. Click Start Execution button to execute the Mapping or Process Flow. Re-run a Mapping or Process Flow If you have executed a Mapping or Process Flow, you can navigate from Object Summary Report, Deployment Schedule Report, Execution Summary Report or Execution Schedule Report to Start Report. 1. Navigating from the Execution Summary Report to Start Report Open the Execution Summary Report to see all execution jobs including Mapping jobs and Process Flow jobs. Click on the Mapping Name or Process Flow Name to see its Execution Report. Select the Start link in the Available Reports tab for the given Mapping or Process Flow to display a Start Report for the Mapping or Process Flow. The execution parameters have the default deployment-time settings. Change any of the input parameter values as required. Click Start Execution button to execute the Mapping or Process Flow. 2. Navigating from the Execution Schedule Report to Start Report Open the Execution Schedule Report to see list of all executions of Mapping and Process Flow. Click on the Mapping Name or Process Flow Name to see its Execution Report. Select the Start link in the Available Reports tab for the given Mapping or Process Flow to display a Start Report for the Mapping or Process Flow. The execution parameters have the default deployment-time settings. Change any of the input parameter values as required. Click Start Execution button to execute the Mapping or Process Flow. If the execution of a Mapping or Process Flow is successful, you will see this message from the Start Report: Start Execution request successful. (See Figure 3) Figure 3 Execution Result You can also confirm the execution of the Mapping or Process Flow by referring to Execution Report of the current Mapping or Process Flow by clicking the link in the Available Reports tab for the given Mapping or Process Flow. One new record of execution job details is added to Execution Report of the Mapping or Process Flow which shows the details of the execution such as Start Time, Elapsed Time, Status, the number of records selected, inserted, updated, deleted etc.

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  • iPhone: AppStore InAppPurchase Connects in Simulator but Not on Device

    - by riteshkumar1905
    I am having trouble connecting to the AppStore from within my application. Everything runs fine in the Simulator but when I run on device the app cannot connect to the Appstore. Here is the code that connects to the Appstore #import "BuyController.h"#import "InAppPurchaseManager.h" #import "SKProducts.h" #define kInAppPurchaseProUpgradeProductId @"com.vigyaapan.iWorkOut1" @implementation BuyController - (IBAction)buy:(id)sender{ /* get the product description (defined in early sections)*/ //[self requestProUpgradeProductData]; if ([SKPaymentQueue canMakePayments]) { InAppPurchaseManager *Observer = [[InAppPurchaseManager alloc] init]; [[SKPaymentQueue defaultQueue] addTransactionObserver:Observer]; //NSURL *sandboxStoreURL = [[NSURL alloc]initWithString:@"http://sandbox.itunes.apple.com/verifyReceipt"]; //[[UIApplication sharedApplication]openURL:[NSURL URLWithString:@"http://sandbox.itunes.apple.com"]]; [[UIApplication sharedApplication] openURL:[NSURL URLWithString:@"http://phobos.apple.com/WebObjects/ com.vigyaapan.iWorkOut1?id=9820091347&;amp;amp;amp;amp;mt=8"]]; //[[UIApplication sharedApplication] openURL:[NSURL URLWithString:@"http://phobos.apple.com/WebObjects/MZStore.woa/wa/viewSoftware?id=301349397&;amp;amp;amp;amp;mt=8"]]; SKPayment *payment = [SKPayment paymentWithProductIdentifier:@"com.vigyaapan.iWorkOut1"]; [[SKPaymentQueue defaultQueue] addPayment:payment]; } else { UIAlertView *alert = [[UIAlertView alloc] initWithTitle:@"MyApp" message:@"You are not authorized to purchase from AppStore" delegate:self cancelButtonTitle:@"OK" otherButtonTitles: nil]; [alert show]; [alert release]; } //return [SKPaymentQueue canMakePayments];} SKPayment *payment = [SKPayment paymentWithProductIdentifier:kInAppPurchaseProUpgradeProductId]; [[SKPaymentQueue defaultQueue] addPayment:payment]; //[self requestProUpgradeProductData]; /* get the product description (defined in early sections)*/ } @end

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  • appstore launch request unable to complete

    - by Joey
    I am trying to launch an appstore page with either of the calls: [[UIApplication sharedApplication] openURL:[NSURL URLWithString:@"http://itunes.apple.com/us/app/myappname/id999999999?mt=8"]]; [[UIApplication sharedApplication] openURL:[NSURL URLWithString:@"http://www.itunes.com/apps/myappname"]]; Both of these urls work when I enter them in a browser. However, from both simulator and device, I get a "Your request could not be completed" error dialog right after it appears to try to launch the appstore. Is there something obvious that I'm doing wrong?

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  • java Process stop entire process tree

    - by ages04
    I am using Java Runtime to run commands, including certain CVS commands. I use: process = runtime.exec ("cmd /C cvs..."); format for running the Process in Java I need to have the option of stopping it. For this I use the Java Process destroy method process.destroy(); However only the cmd is stopped not the cvs process. It continues to run as a separate process without the cmd process as the parent. There are many references to this on the internet, but I haven't found any satisfactory solution. Thanks

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  • Is calling Process.Refresh() required for Process.HasFinished

    - by Rekreativc
    Hello I am interested if calling Process.Refresh() is mandatory when waiting for the process to terminate by checking Process.HasFinished property? I have a piece of code that works fine without the Process.Refresh() call, however I am curious weather this is a coincidence? I can see that a msdn example has the Process.Refresh() call... If its not necessary, and Process.HasExited is the only property I need, are there any advantages to making the call to Process.Refresh() ? If not, is there a reason it is in the msdn example? Thank you for your answers.

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  • Help a CRUD programmer think about an "approval workflow"

    - by gerdemb
    I've been working on a web application that is basically a CRUD application (Create, Read, Update, Delete). Recently, I've started working on what I'm calling an "approval workflow". Basically, a request is generated for a material and then sent for approval to a manager. Depending on what is requested, different people need to approve the request or perhaps send it back to the requester for modification. The approvers need to keep track of what to approve what has been approved and the requesters need to see the status of their requests. As a "CRUD" developer, I'm having a hard-time wrapping my head around how to design this. What database tables should I have? How do I keep track of the state of the request? How should I notify users of actions that have happened to their requests? Is their a design pattern that could help me with this? Should I be drawing state-machines in my code? I think this is a generic programing question, but if it makes any difference I'm using Django with MySQL.

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  • Exit code of a process terminated with Process.Kill() , in C#

    - by Emil D
    If in my C# application, I am creating a child process that can either terminate normally, or start misbehaving, in which case I terminate it with a call to Process.Kill().However, I would like to know if the process has exited normally.I know I can get the error code of a terminated process, but what would be a normal exit code and what would signify that the process was killed?

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  • Is there a way to make sure a background process spawned by my program is killed when my process ter

    - by Davy8
    Basically the child process runs indefinitely until killed in the background, and I want to clean it up when my program terminates for any reason, i.e. via the Taskmanager. Currently I have a while (Process.GetProcessesByName("ParentProcess").Count() 0) loop and exit if the parent process isn't running, but it seems pretty brittle, and if I wanted it to work under debugger in Visual Studio I'd have to add "ParentProcess.vshost" or something. Is there any way to make sure that the child process end without requiring the child process to know about the parent process? I'd prefer a solution in managed code, but if there isn't one I can PInvoke. Edit: Passing the PID seems like a more robust solution, but for curiosity's sake, what if the child process was not my code but some exe that I have no control over? Is there a way to safeguard against possibly creating orphaned child processes?

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  • EBS Procurement - Approval Workflow

    - by Annemarie Provisero
    ADVISOR WEBCAST:  Approval Workflow PRODUCT FAMILY: EBS Procurement    February 15, 2011 at 14:00 UK Time, 9:00 am ET, 4:00 pm, Egypt Standard Time, 7:30 pm, India Time This one-hour session is recommended for technical and functional users who would like to know about APPROVAL WORKFLOW TROUBLESHOOTING. TOPICS WILL INCLUDE: Introduction Purchasing Approval Basics How to See the Workflow for a Purchasing Document Advanced Troubleshooting Helpful My Oracle Support Notes Conclusion A short, live demonstration (only if applicable) and question and answer period will be included. Oracle Advisor Webcasts are dedicated to building your awareness around our products and services. This session does not replace offerings from Oracle Global Support Services.  Click here to register for this session ------------------------------------------------------------------------------------------------------------- The above webcast is a service of the E-Business Suite Communities in My Oracle Support.For more information on other webcasts, please reference the Oracle Advisor Webcast Schedule.Click here to visit the E-Business Communities in My Oracle Support Note that all links require access to My Oracle Support.

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  • Scripts to parse and download iTunes Connect and AppStore data

    - by bradhouse
    I'm looking for recommendations of a script or series of scripts that download and parse iTunes Connect sales data and AppStore comments, ratings and rankings data for a defined app. I'm also aware of solutions like: AppViz appsales-mobile iphone-stats Heartbeat.app I'm sure I'll find a few more with more searching. I can't help but feel there must be a really decent set of open source scripts out there to do this, given how many developers are now writing apps for the AppStore. Would be interested to hear any commercial offerings as well (although my personal preference is for open source, so I can at least see what it is doing with my iTunes Connect login credentials). To be clear, I'm really looking for something that hits all of the areas mentioned: App Store (per store) Comments Ratings Category/store rankings iTunes Connect The contents of the sales reports Analysis/graphs of the data is not necessary (but would be a nice to have I guess). I'm not really looking for something like AppSales Mobile above, I would like the raw data so I can do my own analysis and formatting. So far it looks like AppViz (listed above) is the best out there. Any suggestions on what is good/available or should I just go roll my own?

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  • AppStore Rank positioning

    - by cvista
    Hey Does anyone know how apple choose the position of apps in the appstore? i have an app that has been there longer than someone who blatantly ripped my idea. mines free - theirs cost $1.19 yet theirs shows second in the list when you search for the main key word and mines not even in the first page! the rest of the apps have nothing to do with the keyword!! w://

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