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• Access database query locks ability to edit table?

  - by Sattvic

  I created a query in Microsoft Access like the one below: SELECT Deliverables.ID, Deliverables.Title, Deliverables.Summary, Deliverables.Header_Code, Deliverables.Header_Code.Value, Deliverables.Sort_order, Deliverables.Pillar, Deliverables.Pillar.Value, Deliverables.Misc_ID FROM Deliverables WHERE (((Deliverables.Pillar.Value)="Link Building")); But my problem is that this query locks my fields and I cannot make changes to the table using the query view. Any suggestions? I am using Microsoft Access 2007

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• Engineering techniques to diminish MVVM Driven Development time?

  - by Oscar Cabrero

  Hi Currently we just start releasing modules for a big project in MVVM but seems like the deliverables are starting to encounter a slowness with this model, such things as the learning curve effort and the fact that mvvm do requires a bit more code than other patterns, What Programming and software engineering techniques do you employ or thing could help us reduce the effort and speed up development? things like code generation with T4 templates, ligth MVVM frameworks, use Expression Blend, hire a designer to hanle UX. Thanks for any advice you could provide.

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• Getting your bearings and defining the project objective

  - by johndoucette

  I wrote this two years ago and thought it was worth posting… Some may think this is a daunting task and some may even say “what a waste of time” and want to open MS Project and start typing out tasks because someone asked for an estimate and a task list. Hell, maybe you even use Excel and pump out a spreadsheet with some real scientific formula for guessing how long it will take to code a bunch of classes. However, this short exercise will provide the basis for the entire project, whether small or large and be a great friend when communicating to anyone on your team or even your client. I call this the Project Brief. If you find yourself going beyond a single page, then you must decompose the sections and summarize your findings so there is a complete and clear picture of the project you are working on in a relatively short statement. Here is a great quote from the PMBOK (Project Management Body of Knowledge) relative to what a project is;   A project is a temporary endeavor undertaken to create a unique product, service or result. With this in mind, the project brief should encompass the entirety (objective) of the endeavor in its explanation and what it will take (goals) to create the product, service or result (deliverables). Normally the process of identifying the project objective is done during the first stage of a project called the Project Kickoff, but you can perform this very important step anytime to help you get a bearing. There are many more parts to helping a project stay on course, but this is usually the foundation where it can be grounded on. Through a series of 3 exercises, you should be able to come up with the objective, goals and deliverables on your project. Follow these steps, and in no time (about ½ hour), you will have the foundation of your project plan. (See examples below) Exercise 1 – Objectives Begin with the end in mind. Think about your project in business terms with a couple things to help you understand the objective; Reference the business benefit in terms of cost, speed and / or quality, Provide a higher level of what the outcome will look like (future sense) It should be non-measurable, that’s what the goals are all about The output should be a single paragraph with three sentences and take 10 minutes to write. *Typically, agreement must be reached on the objectives of the project before you would proceed to the next steps of the project. Exercise 2 – Goals A project goal is a statement that answers questions about who, what, why, where and when. A good project goal statement; Answers the five “W” questions for the project Is measurable in each of its parts Is published and agreed on by all the owners This helps the Project Manager receive confirmation on defining the project target. Using the established project objective done in the first exercise, think about the things it will take to get the job done. Think about tangible activities which are the top level tasks in a typical Work Breakdown Structure (WBS). The overall goal statement plus all the deliverables (next exercise) can be seen as the project team’s contract with the project owners. Write 3 - 5 goals in about 10 minutes. You should not write the words “Who, what, why, where and when, but merely be able to answer the questions when you read a goal. Exercise 3 – Deliverables Every project creates some type of output and these outputs are called deliverables. There are two classes of deliverables; Internal – produced for project team members to meet their goals External – produced for project owners to meet their expectations The list you enter here provides a checklist for the team’s delivery and/or is a statement of all the expectations of the project owners. Here are some typical project deliverables; Product and product documentation End product/system Requirements/feature documents Installation guides Demo/prototype System design documents User guides/help files Plans Project plan Training plan Conversion/installation/delivery plan Test plans Documentation plan Communication plan Reports and general documentation Progress reports System acceptance tests Outstanding bug list Procedures Risk and issue logs Project history Deliverables should go with each of the goals. Have 3-5 deliverables for each goal. When you are done, you will have established a great foundation for the clarity of your project. This exercise can take some time, but with practice, you should be able to whip this one out in 10 minutes as well, especially if you are intimate with an ongoing project. Samples  Objective [Client] is implementing a series of MOSS sites to support external public (Internet), internal employee (Intranet) and an external secure (password protected Internet) applications. This project will focus on the public-facing web site and will provide [Client] with architectural recommendations based on the current design being done by their design partner [Partner] and the internal Content Team. In addition, it will provide [Client] with a development plan and confidence they need to deploy a world class public Internet website. Goals 1.  [Consultant] will provide technical guidance and set project team expectations for the implementation of the MOSS Internet site based on provided features/functions within three weeks. 2.  [Consultant] will understand phase 2 secure password-protected Internet site design and provide recommendations.   Deliverables 1.1  Public Internet (unsecure) Architectural Recommendation Plan 1.2  Physical Site construction Work Breakdown Structure and plan (Time, cost and resources needed) 2.1  Two Factor authentication recommendation document   Objective [Client] is currently using an application developed by [Consultant] many years ago called "XXX". This application, although functional, does not meet their new updated business requirements and contains a few defects which [Client] has developed work-around processes. [Client] would like to have a "new and improved" system to support their membership management needs by expanding membership and subscription capabilities, provide accounting integration with internal (GL) and external (VeriSign) systems, and implement hooks to the current CRM solution. This effort will take place through a series of phases, beginning with envisioning. Goals 1. Through discussions with users, [Consultant] will discover current issues/bugs which need to be resolved which must meet the current functionality requirements within three weeks. 2. [Consultant] will gather requirements from the users about what is "needed" vs. "what they have" for enhancements and provide a high level document supporting their needs. 3. [Consultant] will meet with the team members through a series of meetings and help define the overall project plan to deliver a new and improved solution. Deliverables 1.1 Prioritized list of Current application issues/bugs that need to be resolved 1.2 Provide a resolution plan on the issues/bugs identified in the current application 1.3 Risk Assessment Document 2.1 Deliver a Requirements Document showing high-level [Client] needs for the new XXX application. · New feature functionality not in the application today · Existing functionality that will remain in the new functionality 2.2 Reporting Requirements Document 3.1 A Project Plan showing the deliverables and cost for the next (second) phase of this project. 3.2 A Statement of Work for the next (second) phase of this project. 3.3 An Estimate of any work that would need to follow the second phase.

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• Can I legally publish my Fortran 90 wrappers to nVidias CUFFT library (from CUDA SDK)?

  - by Jakub Narebski

  From a legal standpoint (licensing issues), can I legally in agreement with license publish Fortran 90 wrappers (bindings) to CUFFT library from nVidia CUDA Toolkit, under some open source license (either CC0 i.e. public domain, or some kind of permissive license like BSD). nVidia provides only C bindings with their CUDA SDK. Header files contain the following text: /* * Copyright 1993-2011 NVIDIA Corporation. All rights reserved. * * NOTICE TO LICENSEE: * * This source code and/or documentation ("Licensed Deliverables") are * subject to NVIDIA intellectual property rights under U.S. and * international Copyright laws. * * These Licensed Deliverables contained herein is PROPRIETARY and * CONFIDENTIAL to NVIDIA and is being provided under the terms and * conditions of a form of NVIDIA software license agreement by and * between NVIDIA and Licensee ("License Agreement") or electronically * accepted by Licensee. Notwithstanding any terms or conditions to * the contrary in the License Agreement, reproduction or disclosure * of the Licensed Deliverables to any third party without the express * written consent of NVIDIA is prohibited. The License.txt file includes the following fragment Source Code: Developer shall have the right to modify and create derivative works with the Source Code. Developer shall own any derivative works ("Derivatives") it creates to the Source Code, provided that Developer uses the Materials in accordance with the terms and conditions of this Agreement. Developer may distribute the Derivatives, provided that all NVIDIA copyright notices and trademarks are propagated and used properly and the Derivatives include the following statement: "This software contains source code provided by NVIDIA Corporation."

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• Herding Cats - That's My Job....

  - by user709270

  Written by Mike Schmitz - Sr. Director, Program Management Oracle JD Edwards  I remember seeing a super bowl commercial several years ago showing some well dressed people on the African savanna herding cats. I remember turning to the people I was watching the game with and telling them, “You just watched my job description”. Releasing software is a multi-facetted undertaking. In addition to making sure the code changes are complete, you also need to make sure the other key parts of a release are ready. For example when you have a question about the software, will the person on the other end of the phone be ready to answer your question? If you need training on that cool new piece of functionality, will there be an online training course ready for you to review? If you want to read about how the software is supposed to function, is there a user manual available? Putting all the release pieces together so they are available at the same time is what the JD Edwards Program Management team does. It is my team’s job to work with all the different functional teams so when a release is made generally available you have all the things you need to be successful. The JD Edwards Program Management team uses an internal planning tool called the Release Process Model (RPM) to ensure all deliverables are accounted for in a release. The RPM makes sure all the release deliverables are ready at the correct time and in the correct format. The RPM really helps all the functional teams in JD Edwards know what release deliverables they are accountable for and when they are to be delivered. It is my team’s job to make sure everyone understands what they need to do and when they need to deliver. We then make sure they are all on track to deliver on-time and in the right format. It is just that some days this feels like herding cats.

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• Look Before You Leap and Other Crucial Steps in Project Planning

  Before jumping into a project, it is worth taking a short bit of time to evaluate the deliverables expected in a project.

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• OUM is Flexible and Scalable

  - by user535886

  Flexible and Scalable Traditionally, projects have been focused on satisfying the contents of a requirements document or rigorously conforming to an existing set of work products. Often, especially where iterative and incremental techniques have not been employed, these requirements may be inaccurate, the previous deliverables may be flawed, or the business needs may have changed since the start of the project. Fitness for business purpose, derived from the Dynamic Systems Development Method (DSDM) framework, refers to the focus of delivering necessary functionality within a required timebox. The solution can be more rigorously engineered later, if such an approach is acceptable. Our collective experience shows that applying fit-for-purpose criteria, rather than tight adherence to requirements specifications, results in an information system that more closely meets the needs of the business. In OUM, this principle is extended to refer to the execution of the method processes themselves. Project managers and practitioners are encouraged to scale OUM to be fit-for-purpose for a given situation. It is rarely appropriate to execute every activity within OUM. OUM provides guidance for determining the core set of activities to be executed, the level of detail targeted in those activities and their associated tasks, and the frequency and type of end user deliverables. The project workplan should be developed from this core. The plan should then be scaled up, rather than tailored down, to the level of discipline appropriate to the identified risks and requirements. Even at the task level, models and work products should be completed only to the level of detail required for them to be fit-for-purpose within the current iteration or, at the project level, to suit the business needs of the enterprise and to meet the contractual obligations that govern the project. OUM provides well defined templates for many of its tasks. Use of these templates is optional as determined by the context of the project. Work products can easily be a model in a repository, a prototype, a checklist, a set of application code, or, in situations where a high degree of agility is warranted, simply the tacit knowledge contained in the brain of an analyst or practitioner. For further reading on agility, see Balancing Agility and Discipline: A guide fro the Perplexed.

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• Oracle’s New Release of Primavera Contract Management

  Controlling your construction project's plan, budget, forecast costs, and deliverables is vital to the success of your projects and the future of your business. Tune into this conversation with Krista Lambert, Senior Product Manager, for the Oracle Primavera Global Business Unit to learn about the latest release of Oracle’s Primavera Contract Management version 13 and how this document management, job cost and field controls solution keeps construction projects on schedule and on-budget through complete project control.

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• Oracle ERP Cloud Solution Defines Revenue Recognition Software Market

  - by Steve Dalton

  Normal 0 false false false EN-US X-NONE X-NONE Revenue is a fundamental yardstick of a company's performance, and one of the most important metrics for investors in the capital markets. So it’s no surprise that the accounting standard boards have devoted significant resources to this topic, with a key goal of ensuring that companies use a consistent method of recognizing revenue. Due to the myriad of revenue-generating transactions, and the divergent ways organizations recognize revenue today, the IFRS and FASB have been working for 12 years on a common set of accounting standards that apply to all industries in virtually all countries. Through their joint efforts on May 28, 2014 the FASB and IFRS released the IFRS 15 / ASU 2014-9 (Revenue from Contracts with Customers) converged accounting standard. This standard applies to revenue in all public companies, but heavily impacts organizations in any industry that might have complex sales contracts with multiple distinct deliverables (obligations). For example, an auto dealer who bundles free service with the sale of a car can only recognize the service revenue once the owner of the car brings it in for work. Similarly, high-tech companies that bundle software licenses, consulting, and support services on a sales contract will recognize bundled service revenue once the services are delivered. Now all companies need to review their revenue for hidden bundling and implicit obligations. Numerous time-consuming and judgmental activities must be performed to properly recognize revenue for complex sales contracts. To illustrate, after the contract is identified, organizations must identify and examine the distinct deliverables, determine the estimated selling price (ESP) for each deliverable, then allocate the total contract price to each deliverable based on the ESPs. In terms of accounting, organizations must determine whether the goods or services have been delivered or performed to the customer’s satisfaction, then either book revenue in the current period or record a liability for the obligation if revenue will be recognized in a future accounting period. Oracle Revenue Management Cloud was architected and developed so organizations can simplify and streamline revenue recognition. Among other capabilities, the solution uses business rules to efficiently identify and examine contracts, intelligently calculate and allocate deliverable prices based on prescribed inputs, and accurately recognize revenue for each deliverable based on customer satisfaction. "Oracle works very closely with our customers, the Big 4 accounting firms, and the accounting standard boards to deliver an adaptive, comprehensive, new generation revenue recognition solution,” said Rondy Ng, Senior Vice President, Applications Development. “With the recently announced IFRS 15 / ASU 2014-9, Oracle is ready to support customer adoption of the new standard with our Revenue Management Cloud,” said Rondy. Oracle Revenue Management Cloud, an integral part of Oracle Financials Cloud, helps organizations comply with accounting standards, provides them with confidence that reported revenue is materially accurate, and simplifies the accounting process for revenue recognition. Stay tuned to this blog for regular updates on Oracle Revenue Management Cloud. We also invite you to review our new oracle.com ERP pages @ oracle.com/erp. We will be updating these pages very soon with more information about Oracle Revenue Management Cloud.

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• Introducing Agile development after traditional project inception

  - by Riggy

  About a year and a half ago, I entered a workplace that claimed to do Agile development. What I learned was that this place has adopted several agile practices (such as daily standups, sprint plannings and sprint reviews) but none of the principles (just in time / just good enough mentality, exposing failure early, rich communication). I've now been tasked with making the team more agile and I've been assured that I have complete buy-in from the devs and the business team. As a pilot program, they've given me a project that just completed 15 months of requirements gathering, has a 110 page Analysis & Design document (to be considered as "written in stone"), and where I have no access to the end users (only to the committee made up of the users' managers who won't actually be using the product). I started small, giving them a list of expected deliverables for the first 5 sprints (leaving the future sprints undefined), a list of goals for the first sprint, and I dissected the A&D doc to get enough user stories to meet the first sprint's goals. Since then, they've asked why we don't have all the requirements for all the sprints, why I haven't started working on stuff for the third sprint (which they consider more important but is based off of the deliverables of the first 2 sprints) and are pressing for even more documentation that my entire IT team considers busy-work or un-related to us (such as writing the user manual up-front, documenting all the data fields from all the sprints up front, and more "up-front" work). This has been pretty rough for me as a new project manager, but there are improvements I have effectively implemented such as scrumban for story management, pair programming, and having the business give us customer acceptance tests up front (as part of the requirements documentation). So my questions are: What can I do to more effectively introduce change to a resistant business? Are there other practices that I can introduce on the IT side to help show the business the benefits of agile? The burden of documentation is strangling us - the business still sees it as a risk management strategy instead of as a risk. What can we do to alleviate their documentation concerns and demands (specifically the quantity of documentation and their need for all of it up front)? We are in a separate building from our business, about 3 blocks away and they refuse to have their people on the project co-habitate b/c that person "won't be able to work on their other projects while they're at our building." They expect us to always go over there and to bundle our questions so that we can ask them all at once and not waste that person's time with "constant interruptions." What can we do to get richer communication from them? Any additional advice would also be appreciated. Thanks!

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• Arçelik A.S. Uses Advanced Analytics to Improve Product Development

  - by Sylvie MacKenzie, PMP

  "Oracle’s Primavera P6 Enterprise Project Portfolio Management’s advanced analytics gives us better insight into the product development process by helping us to identify potential roadblocks.” – Iffet Iyigun Meydanli, Innovation and System Development Manager, R&D Center, Arçelik A.S. Founded in 1955, Arçelik A.S. is now the leading household appliance manufacturer in Turkey, and the third-largest household appliance company in Europe. It operates 14 production facilities in five countries (Turkey, Romania, Russia, China, and South Africa), with international sales and marketing offices in 20 countries. Additionally, the company manages 10 brands (Arçelik, Beko, Grundig, Blomberg, Elektrabregenz, Arctic, Leisure, Flavel, Defy, and Altus). The company has a household presence in more than 100 countries, including China and the United States. Arçelik’s Beko brand is among the top-10 household appliance brands in world, as a market leader for refrigerators, freezers, and washing machines in the United Kingdom. Arçelik implemented Oracle’s Primavera P6 Enterprise Project Portfolio Management for improved management of its design and manufacturing projects. With the solution, Arelik has improved its research and development (R&D) with the ability to evaluate technology risks when planning its projects. Also, it is now more easy to make plans for several locations, monitor all resources, and plan for future projects.  Challenges Improve monitoring of R&D resources?including human resources and critical laboratory equipment?to optimize management of the company’s R&D project portfolio Establish a transparent project platform to enable better product and process planning, gain insight into product performance, and facilitate advanced analytics that support R&D and overall business decisions Identify potential roadblocks for better risk management Solutions Worked with Oracle Partner PRM to implement Oracle’s Primavera P6 Enterprise Project Portfolio Management to manage the entire household-appliance, R&D project portfolio lifecycle, enabling managers and project leaders to better track and monitor resources and deliverables in real time Improved risk analysis and evaluation abilities for R&D projects Supported long-term planning needs Used advanced reporting features to capture data needed for budgeting and other project details, including employee performance evaluations Improved monitoring abilities and insight into the overall performance of products postproduction Enabled flexible, fast, and customized reporting with the P6 dashboard on a centralized platform to meet custom reporting needs for project leaders and support on-time and on-budget deliverables Integrated with other corporate departments, such as accounts payable, to upload project invoice data into the Primavera solution and the company’s e-mail system, so that project leaders will be alerted about milestones and other project related information Partner“Oracle Partner PRM provided us with a quick, reliable, and solution-focused approach to its support,” said Iffet Iyigun Meydanli, innovation and system development manager, R&D Center, Arçelik A.S. “The company’s service covered the entire spectrum of our needs, including implementation, training, configuration, problem solving, and integration.”

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• NEW Marketing kit - Oracle Virtual Compute Appliance

  - by Cinzia Mascanzoni

  Oracle Virtual Compute Appliance is an engineered system that radically simplifies the way customers install, deploy, and manage converged infrastructures for any Linux, Oracle Solaris, or Microsoft Windows application. That Oracle Appliance is a new compelling topic for new 'win win deals' with your customers. Visit the OPN Portal to download the kit. The kit contains many deliverables: from marketing material (eblast, telemarketing script, landing pad) to customer facing presentations, whitepaters, cheat sheets, and enablement.

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• application packaging

  - by user285825

  The application packaging (software deliverables) is a vague concept to me. I worked in web application before so all I know how to prepare the deliverables ie WAR and then put them into the servlet container and rest of this being taken care of. But when considering other java or c++-based application (.exe or .class) how to prepare the package? What should be considered for preparation of the package and deployment of the application? Like I understand there should be some entries made into the windows registry or some libraries to be put in /usr/bin directory and so on. And during the development phase the execution and testing is done in more informal manner like writing some shell script or so on. But the deployment scenario is a more formal thing. As I said I have only the idea of deploying web applications I am not much knowledgeable in the other areas. Are there any kind of conventions like there are conventions for documentations like javadoc or doxygen/man pages? Application packaging is not that sort of a thing that there are much discussion on books or online materials. This is very disappointing.

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• Needed: Timeline generator to use with Projects with clients

  - by HollerTrain

  Is there an online tool that will create a timeline of deliverables I can give to a client to show the timeframe of a project?

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• Best way of learning Python + GUI when coming from .NET

  - by Oscar Mederos

  I've been developing applications in C# / VB.NET for about 3-4 years (.NET Framework v2.0, 3.5, 4). I have also developed some command-line applications or scripts in C, and Python under Linux. Sometimes I need to develop my applications in another languages, like Python, but the problem thing is that lots of those applications require a GUI. Maybe not a too complex one, but it does require some windows with buttons, text boxes, list boxes,... What books/tips/tutorials do you suggest me to start working with that language and be able to deploy my deliverables not only in .NET? Note: Learning python is not the big deal here, because I already know the basic of it. I just want to focus on the GUI. Maybe this question should be on UI instead of here? If so, please, migrate it :)

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• OpenWorld 2011 Call for Papers: Deadline March 27

  - by antonio romero

  OpenWorld 2011 is now open for the public to submit session proposals. We would like to encourage our customers, and partners to participate in this ‘call for papers” (CFP) process. CFP for the general public, non-Oracle employee submitters, closes on March 27, 2011. Please share the information provided below with your contacts. General Information Conference Location: Moscone Convention Center, San Francisco, CA. Conference Date: Sunday - Thursday, October 2 - 6, 2011 Conference Website: http://www.oracle.com/us/openworld CFP Website: https://oracleus.wingateweb.com/portal/cfp/ Paper submission key dates: Deliverables Due Dates Call for Papers Begins Wednesday, March 9 Call for Papers Ends Sunday, March 27 – 11:59 pm PDT Notifications for Accepted and Declined Submissions Sent End of May Questions regarding the Call for Papers, send an email to [email protected]

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• How do you balance documentation requirements with Agile developments

  - by Jeremy

  In our development group there is currently discussions around agile and waterfal methodology. No-one has any practical experience with agile, but we are doing some reading. The agile manifesto lists 4 values: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan We are an internal development group developing applications for the consumption of other units in our enterprise. A team of 10 developers builds and releases multiple projects simultanously, typically with 1 - maybe 2 (rarely) developer on each project. It seems to be that from a supportability perspective the organization needs to put some real value on documentation - as without it, there are serious risks with resourcing changes. With agile favouring interactions, and software deliverables over processes and documentation, how do you balance that with the requirements of supportable systems and maintaining knowledge and understanding of how those systems work? With a waterfall approach which favours documentation (requirements before design, design specs before construction) it is easy to build a process that meets some of the organizational requirements - how do we do this with an agile approach?

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• Setting Up and Managing Local IPS Repositories

  - by user12244672

  My colleague, Albert White, has published a useful article detailing how to set up local IPS repositories for use within an enterprise: How to Create Multiple Internal Repositories for Oracle Solaris 11 This is useful as most servers will not be directly connected to the Internet and most customers will want to control which Oracle Solaris SRUs (Support Repository Updates) are "qualified" for deployment within their organization.  Setting up and managing Internal IPS (Image Packaging System) Repositories is the way to do this. The concept can naturally be extended and adapted.  For example, Albert talks about a "Development" Repo containing the latest Oracle Solaris 11 deliverables.  When qualifying a software level for deployment across the enterprise, a copy of a specific level could be taken, e.g. "GoldenImage2012Q3" or "SRU8.5", and once it passes testing, be used to deploy across the enterprise. Best Wishes, Gerry.

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• How to write efficient code in spite of heavy deadlines

  - by gladysbixly

  Hi all, I am working in an environment wherein we have many projects with strict deadlines on deliverables. We even talk directly to the clients so getting the jobs done and fast is a must. My issue is that i'd always write code for the first solution that comes to my mind, which of course I thought as best at that moment. It always ends up ugly though and i'd later realize that there are better ways to do it but can't afford to change due to time restrictions. Are there any tips by which I could make my code efficient yet deliver on time?

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• EBS 11.5.10 Support Exception / 12.1 Extends to Dec 2018

  - by cwarticki

  E-Business Suite 11.5.10 Sustaining Support Exception & 12.1 Extended Support Now to Dec. 2018 [ID 1495337.1] As part of Oracle’s continued commitment to our customers, we will be providing an exception for the first 13 months of Sustaining Support on Oracle E-Business Suite Release 11.5.10 (11i10), valid from December 1, 2013 – December 31, 2014. This exception support will be comprised of three components: (1) new fixes for Severity 1 production issues, (2) United States Form 1099 2013 year-end updates, and (3) payroll regulatory updates for the United States, Canada, United Kingdom, and Australia for fiscal years ending in 2014.  In addition, the Extended Support period for E-Business Suite Release 12.1 has been extended through December, 2018. Customers with an active Oracle Premier Support for Software contract will automatically be entitled to Extended Support deliverables for E-Business Suite 12.1. Please refer to the Lifetime Support section of oracle.com for further information regarding Oracle's Lifetime Support Policy for Applications. This change will be reflected in the October update to the Software Technical Support Policies.

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• Verification as QA - makes sense?

  - by user970696

  Preparing my thesis, I found another interesting discrepancy. While some books say verification it terms of static analysis of work products is quality control (looking for defects), other say it is actually quality assurance because the process of checking is decreasing the probability of real defects when these deliverables will be used for product manufacture. I hesitate as both seems to be correct: it is a way of checking for defects (deviation from requirements, design flaws etc.) so it looks like quality control, but also it is a process which does not have to be done and if done, can yield better quality.

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• Attention All Procurement Buyers!

  - by LuciaC

  Have you discovered the power of the Buyer Work Center?   Released in Procurement 12.0 the Professional Buyer Work Center (BWC) is a web based interface that provides a central 'launch pad' from which you can efficiently perform your daily tasks, including:  You can manage your requisitions and create them to Purchase Orders (like manual autocreate) Create new standard purchase orders, blanket purchase agreements, or contract purchase agreements Create and maintain supplier information If Oracle Sourcing is licensed and implemented, you can create buyer's auctions or sourcing RFQs If Oracle Services Procurement is licensed and implemented you can create and maintain purchase orders for complex work payments If Oracle Procurement Contracts is licensed and implemented you can handle author contract terms and manage deliverables Globally for the BWC: Create and personalize your own document views including list of columns, where conditions and sort sequences. You can additionally use predefined document views. Accessed from the Purchasing responsibility as we see in the screenshot here, the Buyer Work Center has links to launch to the areas you want to access. See these documents for more information on the BWC: Doc ID 1301969.1: FAQ - Buyer Work CenterDoc ID 1394392.1: Assistant: Oracle Purchasing Purchasing Buyer Work Center Search Helper.

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• Call for Paper: Oracle OpenWorld 2011

  - by jean-pierre.dijcks

  OpenWorld 2011 is now open for the public to submit session proposals. We would like to encourage our customers, and partners to participate in this ‘call for papers” (CFP) process. CFP for the general public, non-Oracle employee submitters, closes on March 27, 2011. Here are the details: Conference Location: Moscone Convention Center, San Francisco, CA. Conference Date: Sunday - Thursday, October 2 - 6, 2011 Conference Website: http://www.oracle.com/us/openworld CFP Website: https://oracleus.wingateweb.com/portal/cfp/ Paper submission key dates: Deliverables Due Dates Call for Papers Begins Wednesday, March 9 Call for Papers Ends Sunday, March 27 – 11:59 pm PDT Notifications for Accepted and Declined Submissions Sent End of May Questions regarding the Call for Papers, send an email to [email protected]

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• How to write efficient code despite heavy deadlines

  - by gladysbixly

  Hi all, I am working in an environment wherein we have many projects with strict deadlines on deliverables. We even talk directly to the clients so getting the jobs done and fast is a must. My issue is that i'd always write code for the first solution that comes to my mind, which of course I thought as best at that moment. It always ends up ugly though and i'd later realize that there are better ways to do it but can't afford to change due to time restrictions. Are there any tips by which I could make my code efficient yet deliver on time?

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• How to write efficient code despite heavy deadlines

  - by gladysbixly

  I am working in an environment wherein we have many projects with strict deadlines on deliverables. We even talk directly to the clients so getting the jobs done and fast is a must. My issue is that i'd always write code for the first solution that comes to my mind, which of course I thought as best at that moment. It always ends up ugly though and i'd later realize that there are better ways to do it but can't afford to change due to time restrictions. Are there any tips by which I could make my code efficient yet deliver on time?

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