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• Surface development: it&rsquo;s just like software development

  - by Dennis Vroegop

  Surface is magic. Everyone using it seems to think that way. And I have to be honest, after working for almost 2 years with the platform I still get that special feeling the moment I turn on the unit to do some more work. The whole user experience, the rich environment of the SDK, the touch, even the look and feel of the Surface environment is so much different from the stuff I’ve been working on all my career that I am still bewildered by it. But… and this is a big but.. in the end we’re still talking about a computer and that needs software to become useful. Deep down the magic of the Surface unit there is a PC somewhere, running Windows Vista and the .net framework 3.5. When you write that magic software that makes the platform come alive you’re still working with .net, WPF/XNA, C#, VB.Net and all those other tools and technologies you know so well. Sure, the whole user experience is different from what you’ve known. And the way of thinking about users, their interaction and the positioning of screen elements requires a whole new paradigm. And that takes time. It took me about half a year before I had the feeling I got it nailed down. But when that moment came (about 18 months ago…) I realized that everything I had learned so far on software development still is true when it comes to Surface. The last 6 months I have been working with some people with a different background to start a new company. The idea was that the new company would be focussing on Surface and Surface only. These people come from a marketing background and had some good ideas for some applications. And I have to admit: their ideas were good. Very good. Where it all fell down of course is that these ideas need to be implemented in a piece of software. And creating great software takes skilled developers and a lot of time and money. That’s where things went wrong: the marketing guys didn’t realize and didn’t want to realize that software development is a job that takes skill. You can’t just hire a bunch of developers and expect them to deliver the best sort of software, especially not when it comes to Surface. I tried to explain that yes, their User Interface in Photoshop looked great, but no: I couldn’t develop an application like that in a weeks time. Even worse: the while backend of the software (WCF for communications, SQL Server for the database, etc) would take a lot more time than the frontend. They didn’t understand. It took them a couple of days to drawn the UI in Photoshop so in Blend I should be able to build the software in about the same amount of time. Well, you and I know that it doesn’t work that way. Software is hard to write, and even harder to write well, and it takes skill and dedication. It’s not something you can do as fast as you can draw a mock up for a Surface application in Photohop. The same holds true for web applications of course. A lot of designers there fail to appreciate the hard work that goes into writing the plumbing for a good web app that can handle thousands of users. Although the UI is very important, it’s not all there is to it. And in Surface development this is the same. The UI should create the feeling of magic, but the software behind it is what makes it come alive. And that takes time. A lot of time. So brush of you skills and don’t throw them away if you start developing for Surface. Because projects (and colaborations) can fail there as hard as they can in any other area of software development. On a side note: we decided to stop the colaboration (something the other parties involved didn’t appreciate and were very angry about) and decided to hire a designer for the Surface projects. The focus is back where it belongs: on the software development we know so well and have been doing very well for 13 years. UI is just a part of the whole project and not the end product. So my company Detrio is still going strong when it comes to develivering Surface solutions but once again from a technological background, not a marketing background.

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• Leaks on Wikis: "Corporations...You're Next!" Oracle Desktop Virtualization Can Help.

  - by adam.hawley

  Between all the press coverage on the unauthorized release of 251,287 diplomatic documents and on previous extensive releases of classified documents on the events in Iraq and Afghanistan, one could be forgiven for thinking massive leaks are really an issue for governments, but it is not: It is an issue for corporations as well. In fact, corporations are apparently set to be the next big target for things like Wikileaks. Just the threat of such a release against one corporation recently caused the price of their stock to drop 3% after the leak organization claimed to have 5GB of information from inside the company, with the implication that it might be damaging or embarrassing information. At the moment of this blog anyway, we don't know yet if that is true or how they got the information but how did the diplomatic cable leak happen? For the diplomatic cables, according to press reports, a private in the military, with some appropriate level of security clearance (that is, he apparently had the correct level of security clearance to be accessing the information...he reportedly didn't "hack" his way through anything to get to the documents which might have raised some red flags...), is accused of accessing the material and copying it onto a writeable CD labeled "Lady Gaga" and walking out the door with it. Upload and... Done. In the same article, the accused is quoted as saying "Information should be free. It belongs in the public domain." Now think about all the confidential information in your company or non-profit... from credit card information, to phone records, to customer or donor lists, to corporate strategy documents, product cost information, etc, etc.... And then think about that last quote above from what was a very junior level person in the organization...still feeling comfortable with your ability to control all your information? So what can you do to guard against these types of breaches where there is no outsider (or even insider) intrusion to detect per se, but rather someone with malicious intent is physically walking out the door with data that they are otherwise allowed to access in their daily work? A major first step it to make it physically, logistically much harder to walk away with the information. If the user with malicious intent has no way to copy to removable or moble media (USB sticks, thumb drives, CDs, DVDs, memory cards, or even laptop disk drives) then, as a practical matter it is much more difficult to physically move the information outside the firewall. But how can you control access tightly and reliably and still keep your hundreds or even thousands of users productive in their daily job? Oracle Desktop Virtualization products can help.Oracle's comprehensive suite of desktop virtualization and access products allow your applications and, most importantly, the related data, to stay in the (highly secured) data center while still allowing secure access from just about anywhere your users need to be to be productive.  Users can securely access all the data they need to do their job, whether from work, from home, or on the road and in the field, but fully configurable policies set up centrally by privileged administrators allow you to control whether, for instance, they are allowed to print documents or use USB devices or other removable media.  Centrally set policies can also control not only whether they can download to removable devices, but also whether they can upload information (see StuxNet for why that is important...)In fact, by using Sun Ray Client desktop hardware, which does not contain any disk drives, or removable media drives, even theft of the desktop device itself would not make you vulnerable to data loss, unlike a laptop that can be stolen with hundreds of gigabytes of information on its disk drive.  And for extreme security situations, Sun Ray Clients even come standard with the ability to use fibre optic ethernet networking to each client to prevent the possibility of unauthorized monitoring of network traffic.But even without Sun Ray Client hardware, users can leverage Oracle's Secure Global Desktop software or the Oracle Virtual Desktop Client to securely access server-resident applications, desktop sessions, or full desktop virtual machines without persisting any application data on the desktop or laptop being used to access the information.  And, again, even in this context, the Oracle products allow you to control what gets uploaded, downloaded, or printed for example.Another benefit of Oracle's Desktop Virtualization and access products is the ability to rapidly and easily shut off user access centrally through administrative polices if, for example, an employee changes roles or leaves the company and should no longer have access to the information.Oracle's Desktop Virtualization suite of products can help reduce operating expense and increase user productivity, and those are good reasons alone to consider their use.  But the dynamics of today's world dictate that security is one of the top reasons for implementing a virtual desktop architecture in enterprises.For more information on these products, view the webpages on www.oracle.com and the Oracle Technology Network website.

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• What’s Your Tax Strategy? Automate the Tax Transfer Pricing Process!

  - by tobyehatch

  Does your business operate in multiple countries? Well, whether you like it or not, many local and international tax authorities inspect your tax strategy.  Legal, effective tax planning is perceived as a “moral” issue. CEOs are being asked to testify on their process of tax transfer pricing between multinational legal entities.  Marc Seewald, Senior Director of Product Management for EPM Applications specializing in all tax subjects and Product Manager for Oracle Hyperion Tax Provisioning, and Bart Stoehr, Senior Director of Product Strategy for Oracle Hyperion Profitability and Cost Management joined me for a discussion/podcast on this interesting subject.  So what exactly is “tax transfer pricing”? Marc defined it this way. “Tax transfer pricing is a profit allocation methodology required to be used by multinational corporations. Specifically, the ultimate goal of the transfer pricing is to ensure that the global multinational pays their fair share of income tax in each of their local markets. Specifically, it prevents companies from unfairly moving profit from ‘high tax’ countries to ‘low tax’ countries.” According to Marc, in today’s global economy, profitability can be significantly impacted by goods and services exchanged between the related divisions within a single multinational company.  To ensure that these cost allocations are done fairly, there are rules that govern the process. These rules ensure that intercompany allocations fairly represent the actual nature of the businesses activity- as if two divisions were unrelated - and provide a clear audit trail of how the costs have been allocated to prove that allocations fall within reasonable ranges.  What are the repercussions of improper tax transfer pricing? How important is it? Tax transfer pricing allocations can materially impact the amount of overall corporate income taxes paid by a company worldwide, in some cases by hundreds of millions of dollars!  Since so much tax revenue is at stake, revenue agencies like the IRS, and international regulatory bodies like the Organization for Economic Cooperation and Development (OECD) are pushing to reform and clarify reporting for tax transfer pricing. Most recently the OECD announced an “Action Plan for Base Erosion and Profit Shifting”. As Marc explained, the times are changing and companies need to be responsive to this issue. “It feels like every other week there is another company being accused of avoiding taxes,” said Marc. Most recently, Caterpillar was accused of avoiding billions of dollars in taxes. In the last couple of years, Apple, GE, Ikea, and Starbucks, have all been accused of tax avoidance. It’s imperative that companies like these have a clear and auditable tax transfer process that enables them to justify tax transfer pricing allocations and avoid steep penalties and bad publicity. Transparency and efficiency are what is needed when it comes to the tax transfer pricing process. Bart explained that tax transfer pricing is driving a deeper inspection of profit recognition specifically focused on the tax element of profit.  However, allocations needed to support tax profitability are nearly identical in process to allocations taking place in other parts of the finance organization. For example, the methods and processes necessary to arrive at tax profitability by legal entity are no different than those used to arrive at fully loaded profitability for a product line. In fact, there is a great opportunity for alignment across these two different functions.So it seems that tax transfer pricing should be reflected in profitability in general. Bart agreed and told us more about some of the critical sub-processes of an overall tax transfer pricing process within the Oracle solution for tax transfer pricing.  “First, there is a ton of data preparation, enrichment and pre-allocation data analysis that is managed in the Oracle Hyperion solution. This serves as the “data staging” to the next, critical sub-processes.  From here, we leverage the Oracle EPM platform’s ability to re-use dimensions and legal entity driver data and financial data with Oracle Hyperion Profitability and Cost Management (HPCM).  Within HPCM, we manage the driver data, define the legal entity to legal entity allocation rules (like cost plus), and have the option to test out multiple, simultaneous tax transfer pricing what-if scenarios.  Once processed, a tax expert can evaluate the effectiveness of any one scenario result versus another via a variance analysis configured with HPCM’s pre-packaged reporting capability known as Oracle Hyperion SmartView for Office.”   Further, Bart explained that the ability to visibly demonstrate how a cost or revenue has been allocated is really helpful and auditable.  “HPCM’s Traceability Maps are that visual representation of all allocation flows that have been executed and is the tax transfer analyst’s best friend in maintaining clear documentation for tax transfer pricing audits. Simply click and drill as you inspect the chain of allocation definitions and results. Once final, the post-allocated tax data can be compared to the GL to create invoices and journal entries for posting to your GL system of choice.  Of course, there is a framework for overall governance of the journal entries, allocation percentages, and reporting to include necessary approvals.” Lastly, Marc explained that the key value in using the Oracle Hyperion solution for tax transfer pricing is that it keeps everything in alignment in one single place. Specifically, Oracle Hyperion effectively becomes the single book of record for the GAAP, management, and the tax set of books. There are many benefits to having one source of the truth. These include EFFICIENCY, CONTROLS and TRANSPARENCY.So, what’s your tax strategy? Why not automate the tax transfer pricing process!To listen to the entire podcast, click here.To learn more about Oracle Hyperion Profitability and Cost Management (HPCM), click here.

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• Social Business Forum Milano: Day 2

  - by me

  @YourService. The business world has flipped and small business can capitalize  by Frank Eliason (twitter: @FrankEliason ) Technology and social media tools have made it easier than ever for companies to communicate with consumers. They can listen and join in on conversations, solve problems, get instant feedback about their products and services, and more. So why, then, are most companies not doing this? Instead, it seems as if customer service is at an all time low, and that the few companies who are choosing to focus on their customers are experiencing a great competitive advantage. At Your Service explains the importance of refocusing your business on your customers and your employees, and just how to do it. Explains how to create a culture of empowered employees who understand the value of a great customer experience Advises on the need to communicate that experience to their customers and potential customers Frank Eliason, recognized by BusinessWeek as the 'most famous customer service manager in the US, possibly in the world,' has built a reputation for helping large businesses improve the way they connect with customers and enhance their relationships Quotes from the Audience: Bertrand Duperrin ?@bduperrin social service is not about shutting up the loudest cutsomers ! #sbf12 @frankeliason Paolo Pelloni ?@paolopelloniGautam Ghosh ?@GautamGhosh RT @cecildijoux: #sbf12 @frankeliason you need to change things and fix the approach it's not about social media it's about driving change  Peter H. Reiser ?@peterreiser #sbf12 Company Experience = Product Experience + Customer Interactions + Employee Experience @yourservice Engage or lose! Socialize, mobilize, conversify: engage your employees to improve business performance Christian Finn (twitter: @cfinn) First Christian was presenting the flying monkey   Then he outlined the four principals to fix the Intranet: 1. Socalize the Intranet 2. Get Thee to a Single Repository 3. Mobilize the Intranet 4. Conversationalize Your Processes Quotes from the Audience: Oscar Berg ?@oscarberg Engaged employees think their work bring out the best of their ideas @cfinn #sbf12 http://pic.twitter.com/68eddp48 John Stepper ?@johnstepper I like @cfinn's "conversify your processes" A nice related concept to "narrating your work", part of working out loud. http://johnstepper.com/2012/05/26/working-out-loud-your-personal-content-strategy/ Oscar Berg ?@oscarberg Organizations are talent markets - socializing your intranet makes this market function better @cfinn #sbf12 For profit, productivity, and personal benefit: creating a collaborative culture at Deutsche Bank John Stepper (twitter:@johnstepper) Driving adoption of collaboration + social media platforms at Deutsche Bank. John shared some great best practices on how to deploy an enterprise wide  community model  in a large company. He started with the most important question What is the commercial value of adding social ? Then he talked about the success of Community of Practices deployment and outlined some key use cases including the relevant measures to proof the ROI of the investment. Examples:  Community of practice -> measure: systematic collection of value stories  Self-service website  -> measure: based on representative models Optimizing asset inventory - > measure: Actual counts  This use case was particular interesting.  It is a crowd sourced spending/saving of infrastructure model.  User can cancel IT services they don't need (as example Software xx).  5% of the saving goes to social responsibility projects. The John outlined some  best practices on how to address the WIIFM (What's In It For Me) question of the individual users:  - change from hierarchy to graph -  working out loud = observable work + narrating  your work  - add social skills to career objectives - example: building a purposeful social network course/training as part of the job development curriculum And last but not least John gave some important tips on how to get senior management buy-in by establishing management sponsored division level collaboration boards which defines clear uses cases and measures. This divisional use cases are then implemented using a common social platform.  Thanks John - I learned a lot from your presentation!   Quotes from the Audience: Ana Silva ?@AnaDataGirl #sbf12 what's in it for individuals at Deutsche Bank? Shapping their reputations in a big org says @johnstepper #e20Ana Silva ?@AnaDataGirl Any reason why not? MT @magatorlibero #sbf12 is Deutsche B. experience on applying social inside company applicable to Italian people? Oscar Berg ?@oscarberg Your career is not a ladder, it is a network that opens up opportunities - @johnstepper #sbf12 Oscar Berg ?@oscarberg @johnstepper: Institutionalizing collaboration is next - collaboration woven into the fabric of daily work #sbf12 Ana Silva ?@AnaDataGirl #sbf12 @johnstepper talking about how Deutsche Bank is using #socbiz to build purposeful CoP & save money

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• And the Winners of Fusion Middleware Innovation Awards in Data Integration are…

  - by Irem Radzik

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;} At OpenWorld, we announced the winners of Fusion Middleware Innovation Awards 2012. Raymond James and Morrison Supermarkets were selected for the data integration category for their innovative use of Oracle’s data integration products and the great results they have achieved. In this blog I would like to briefly introduce you to these award winning projects. Raymond James is a diversified financial services company, which provides financial planning, wealth management, investment banking, and asset management. They are using Oracle GoldenGate and Oracle Data Integrator to feed their operational data store (ODS), which supports application services across the enterprise. A major requirement for their project was low data latency, as key decisions are made based on the data in the ODS. They were able to fulfill this requirement due to the Oracle Data Integrator’s integrated solution with Oracle GoldenGate. Oracle GoldenGate captures changed data from different systems including Oracle Database, HP NonStop and Microsoft SQL Server into a single data store on SQL Server 2008. Oracle Data Integrator provides data transformations for the ODS. Leveraging ODI’s integration with GoldenGate, Raymond James now sees a 9 second median latency (from source commit to ODS target commit). The ODS solution delivers high quality, accurate data for consuming applications such as Raymond James’ next generation client and portfolio management systems as well as real-time operational reporting. It enables timely information for making better decisions. There are more benefits Raymond James achieved with this implementation of Oracle’s data integration solution. The software developers and architects of this solution, Tim Garrod and Ryan Fonnett, have told us during their presentation at OpenWorld that they also reduced application complexity significantly while improving developer productivity through trusted operational services. They were able to utilize CDC to generate alerts for business users, and for applications (for example for cache hydration mechanisms). One cool innovation example among many in this project is that using ODI's flexible architecture, Tim and Ryan could build 24/7 self-healing processes. And these processes have hardly failed. Integration processes fixes the errors itself. Pretty amazing; and a great solution for environments that need such reliability and availability. (You can see Tim and Ryan’s photo with the Innovation Award above.) The other winner of this year in the data integration category, Morrison Supermarkets, is the UK’s 4th largest grocery retailer. The company has been migrating all their legacy applications on to a new-world application set based on Oracle and consolidating all BI on to a single Oracle platform. The company recently implemented Oracle Exadata as the data warehouse engine and uses Oracle Business Intelligence EE. Their goal with deploying GoldenGate and ODI was to provide BI data to the enterprise in a way that it also supports operational decision making requirements from a wide range of Oracle based ERP applications such as E-Business Suite, PeopleSoft, Oracle Retail Suite. They use GoldenGate’s log-based change data capture capabilities and Oracle Data Integrator to populate the Oracle Retail Data Model. The electronic point of sale (EPOS) integration solution they built processes over 80 million transactions/day at busy periods in near real time (15 mins). It provides valuable insight to Retail and Commercial teams for both intra-day and historical trend analysis. As I mentioned in yesterday’s blog, the right data integration platform can transform the business. Here is another example: The point-of-sale integration enabled the grocery chain to optimize its stock management, leading to another award: Morrisons won the Grocer 33 award in 2012 - beating all other major UK supermarkets in product availability. Congratulations, Morrisons,on another award! Celebrating the innovation and the success of our customers with Oracle’s data integration products was definitely a highlight of Oracle OpenWorld for me. I look forward to hearing more from Raymond James, Morrisons, and the other customers that presented their data integration projects at OpenWorld, on how they are creating more value for their organizations.

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• Plymouth and GRUB do not show at all

  - by WarriorIng64

  I am using Ubuntu 11.04 64-bit as my only OS on my desktop computer, which used to only run Ubuntu 10.04 LTS until I had the time to upgrade it with a fresh install. It uses integrated NVIDIA graphics (listed as a GeForce 6150SE nForce 430 by the NVIDIA X Server Settings utility) with the current proprietary driver as provided by the Additional Drivers utility, and has a VGA connection to a 1680x1050 Acer monitor. I used to get the (ugly-looking version of) Plymouth graphical boot screen while under 10.04. It didn't look that great, but I was fine with it. Now, it doesn't show on 11.04 at all during boot (I just get an error message in a moving gray box from the monitor saying "Input Not Supported"), and only rarely it will show on shutdown, all garbled up. I could not get GRUB to show during boot while holding down Shift, either (same error message), but pressing Enter while it should be up starts the system normally. A picture of the error message I was getting: Once fully booted, the system still shows the login screen and desktop just fine. Any information on how to troubleshoot this would be appreciated. If there's any hardware-specific stuff I forgot to include here, let me know the relevant commands to run in a comment below. Things that I've tried: Running plymouth in a framebuffer: no effect Booting with nomodeset as my grub boot: option no effect Booting with nomodeset and plymouth in a framebuffer: no effect other than Plymouth showing during shutdown only Following the Softpedia instructions for fixing Plymouth's resolution: Problem mostly solved, except logo does not show in Plymouth during boot, and both grub and Plymouth are slightly off-center #4 above, but with nomodeset removed as a grub boot option: same effect as #4 #5 above, but with vt.handoff=7 added as a grub boot option: same effect as #4 I have added the current contents of /etc/default/grub as requested in the comments: # If you change this file, run 'update-grub' afterwards to update # /boot/grub/grub.cfg. # For full documentation of the options in this file, see: # info -f grub -n 'Simple configuration' GRUB_DEFAULT=0 GRUB_HIDDEN_TIMEOUT=0 GRUB_HIDDEN_TIMEOUT_QUIET=true GRUB_TIMEOUT=10 GRUB_DISTRIBUTOR=`lsb_release -i -s 2> /dev/null || echo Debian` GRUB_CMDLINE_LINUX_DEFAULT="quiet splash video=uvesafb:mode_option=1280x1024-24,mtrr=3,scroll=ywrap" GRUB_CMDLINE_LINUX="" # Uncomment to enable BadRAM filtering, modify to suit your needs # This works with Linux (no patch required) and with any kernel that obtains # the memory map information from GRUB (GNU Mach, kernel of FreeBSD ...) #GRUB_BADRAM="0x01234567,0xfefefefe,0x89abcdef,0xefefefef" # Uncomment to disable graphical terminal (grub-pc only) #GRUB_TERMINAL=console # The resolution used on graphical terminal # note that you can use only modes which your graphic card supports via VBE # you can see them in real GRUB with the command `vbeinfo' GRUB_GFXMODE=1280x1024 # Uncomment if you don't want GRUB to pass "root=UUID=xxx" parameter to Linux #GRUB_DISABLE_LINUX_UUID=true # Uncomment to disable generation of recovery mode menu entries #GRUB_DISABLE_RECOVERY="true" # Uncomment to get a beep at grub start #GRUB_INIT_TUNE="480 440 1" CURRENT STATUS: I forgot to uncomment one line as per "things that I've tried" #4, so I took care of that. I can now see GRUB during startup when I hold Shift and a normal-looking Plymouth during shutdown...but Plymouth during boot is now just a solid purple screen. In each case, it's displayed a little off-center to the left, with a thin black bar running down the right side of the monitor. The error pictured above no longer shows. I'd say this problem is about 2/3 solved now. UPDATE: After Natty started freezing up on me, I decided to dual-boot with Oneiric, which unfortunately shows the same problems. Rather than trying all these workarounds though, I decided to do what I should have done from the start and file a pair of bug reports. LAST UPDATE: Bug 850908 has been confirmed as a legitimate nouveaufb bug. I have overwritten my 11.04 partition with 12.04 LTS, and I can confirm at this time that the issue is present there, as well. I will now flag this question to be closed, yet I hope it was helpful for anyone who experienced similar issues; if you are still having the same problem as me, please go there and mark yourself as affected. Thanks!

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• Verizon Wireless Supports its Mission-Critical Employee Portal with MySQL

  - by Bertrand Matthelié

  Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Cambria","serif"; mso-ascii-font-family:Cambria; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Cambria; mso-hansi-theme-font:minor-latin;} Verizon Wireless, the #1 mobile carrier in the United States, operates the nation’s largest 3G and 4G LTE network, with the most subscribers (109 millions) and the highest revenue ($70.2 Billion in 2011). Verizon Wireless built the first wide-area wireless broadband network and delivered the first wireless consumer 3G multimedia service in the US, and offers global voice and data services in more than 200 destinations around the world. To support 4.2 million daily wireless transactions and 493,000 calls and emails transactions produced by 94.2 million retail customers, Verizon Wireless employs over 78,000 employees with area headquarters across the United States. The Business Challenge Seeing the stupendous rise in social media, video streaming, live broadcasting…etc which redefined the scope of technology, Verizon Wireless, as a technology savvy company, wanted to provide a platform to its employees where they could network socially, view and host microsites, stream live videos, blog and provide the latest news. The IT team at Verizon Wireless had abundant experience with various technology platforms to support the huge number of applications in the company. However, open-source products weren’t yet widely used in the organization and the team had the ambition to adopt such technologies and see if the architecture could meet Verizon Wireless’ rigid requirements. After evaluating a few solutions, the IT team decided to use the LAMP stack for Vzweb, its mission-critical, 24x7 employee portal, with Drupal as the front end and MySQL on Linux as the backend, and for a few other internal websites also on MySQL. The MySQL Solution Verizon Wireless started to support its employee portal, Vzweb, its online streaming website, Vztube, and internal wiki pages, Vzwiki, with MySQL 5.1 in 2010. Vzweb is the main internal communication channel for Verizon Wireless, while Vztube hosts important company-wide webcasts regularly for executive-level announcements, so both channels have to be live and accessible all the time for its 78,000 employees across the United States. However during the initial deployment of the MySQL based Intranet, the application experienced performance issues. High connection spikes occurred causing slow user response time, and the IT team applied workarounds to continue the service. A number of key performance indexes (KPI) for the infrastructure were identified and the operational framework redesigned to support a more robust website and conform to the 99.985% uptime SLA (Service-Level Agreement). The MySQL DBA team made a series of upgrades in MySQL: Step 1: Moved from MyISAM to InnoDB storage engine in 2010 Step 2: Upgraded to the latest MySQL 5.1.54 release in 2010 Step 3: Upgraded from MySQL 5.1 to the latest GA release MySQL 5.5 in 2011, and leveraging MySQL Thread Pool as part of MySQL Enterprise Edition to scale better After making those changes, the team saw a much better response time during high concurrency use cases, and achieved an amazing performance improvement of 1400%! In January 2011, Verizon CEO, Ivan Seidenberg, announced the iPhone launch during the opening keynote at Consumer Electronic Show (CES) in Las Vegas, and that presentation was streamed live to its 78,000 employees. The event was broadcasted flawlessly with MySQL as the database. Later in 2011, Hurricane Irene attacked the East Coast of United States and caused major life and financial damages. During the hurricane, the team directed more traffic to its west coast data center to avoid potential infrastructure damage in the East Coast. Such transition was executed smoothly and even though the geographical distance became longer for the East Coast users, there was no impact in the performance of Vzweb and Vztube, and the SLA goal was achieved. “MySQL is the key component of Verizon Wireless’ mission-critical employee portal application,” said Shivinder Singh, senior DBA at Verizon Wireless. “We achieved 1400% performance improvement by moving from the MyISAM storage engine to InnoDB, upgrading to the latest GA release MySQL 5.5, and using the MySQL Thread Pool to support high concurrent user connections. MySQL has become part of our IT infrastructure, on which potentially more future applications will be built.” To learn more about MySQL Enterprise Edition, Get our Product Guide.

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• Oracle SQL Developer v3.2.1 Now Available

  - by thatjeffsmith

  Oracle SQL Developer version 3.2.1 is now available. I recommend that everyone now upgrade to this release. It features more than 200 bug fixes, tweaks, and polish applied to the 3.2 edition. The high profile bug fixes submitted by customers and users on our forums are listed in all their glory for your review. I want to highlight a few of the changes though, as I recognize many of you lack the time and/or patience to ‘read the docs.’ That would include me, which is why I enjoy writing these kinds of blog posts. I’m lazy – just like you! No more artificial line breaks between CREATE OR REPLACE and your PL/SQL In versions 3.2 and older, when you pull up your stored procedural objects in our editor, you would see a line break inserted between the CREATE OR REPLACE and then the body of your code. In version 3.2.1, we have removed the line break. 3.1 3.2.1 Trivia Did You Know? The database doesn’t store the ‘CREATE’ or ‘CREATE OR REPLACE’ bit of your PL/SQL code in the database. If we look at the USER_SOURCE view, we can see that the code begins with the object name. So the CREATE OR REPLACE bit is ‘artificial’ The intent is to give you the code necessary to recreate your object – and have it ‘compile’ into the database. We pretty much HAVE to add the ‘CREATE OR REPLACE.’ From now on it will appear inline with the first line of your code. Exporting Tables & Views When exporting data from your tables or views, previous versions of SQL Developer presented a 3 step wizard. It allows you to choose your columns and apply data filters for what is exported. This was kind of redundant. The grids already allowed you to select your columns and apply filters. Wouldn’t it be more intuitive AND efficient to just make the grids behave in a What You See Is What You Get (WYSIWYG) fashion? In version 3.2.1, that is exactly what will happen. The wizard now only has two steps and the grid will export the data and columns as defined in the visible grid. Let the grid properties define what is actually exported! And here is what is pasted into my worksheet: "BREWERY"|"CITY" "3 Brewers Restaurant Micro-Brewery"|"Toronto" "Amsterdam Brewing Co."|"Toronto" "Ball Brewing Company Ltd."|"Toronto" "Big Ram Brewing Company"|"Toronto" "Black Creek Historic Brewery"|"Toronto" "Black Oak Brewing"|"Toronto" "C'est What?"|"Toronto" "Cool Beer Brewing Company"|"Toronto" "Denison's Brewing"|"Toronto" "Duggan's Brewery"|"Toronto" "Feathers"|"Toronto" "Fermentations! - Danforth"|"Toronto" "Fermentations! - Mount Pleasant"|"Toronto" "Granite Brewery & Restaurant"|"Toronto" "Labatt's Breweries of Canada"|"Toronto" "Mill Street Brew Pub"|"Toronto" "Mill Street Brewery"|"Toronto" "Molson Breweries of Canada"|"Toronto" "Molson Brewery at Air Canada Centre"|"Toronto" "Pioneer Brewery Ltd."|"Toronto" "Post-Production Bistro"|"Toronto" "Rotterdam Brewing"|"Toronto" "Steam Whistle Brewing"|"Toronto" "Strand Brasserie"|"Toronto" "Upper Canada Brewing"|"Toronto" JUST what I wanted And One Last Thing Speaking of export, sometimes I want to send data to Excel. And sometimes I want to send multiple objects to Excel – to a single Excel file that is. In version 3.2.1 you can now do that. Let’s export the bulk of the HR schema to Excel, with each table going to it’s own workbook in the same worksheet. Select many tables, put them in in a single Excel worksheet If you try this in previous versions of SQL Developer it will just write the first table to the Excel file. This is one of the bugs we addressed in v3.2.1. Here is what the output Excel file looks like now: Many tables - Many workbooks in an Excel Worksheet I have a sneaky suspicion that this will be a frequently used feature going forward. Excel seems to be the cornerstone of many of our popular features. Imagine that!

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• Creating and using VM Groups in VirtualBox

  - by Fat Bloke

  With VirtualBox 4.2 we introduced the Groups feature which allows you to organize and manage your guest virtual machines collectively, rather than individually. Groups are quite a powerful concept and there are a few nice features you may not have discovered yet, so here's a bit more information about groups, and how they can be used.... Creating a group Groups are just ad hoc collections of virtual machines and there are several ways of creating a group: In the VirtualBox Manager GUI: Drag one VM onto another to create a group of those 2 VMs. You can then drag and drop more VMs into that group; Select multiple VMs (using Ctrl or Shift and click) then  select the menu: Machine...Group; or   press Cmd+U (Mac), or Ctrl+U(Windows); or right-click the multiple selection and choose Group, like this: From the command line: Group membership is an attribute of the vm so you can modify the vm to belong in a group. For example, to put the vm "Ubuntu" into the group "TestGroup" run this command: VBoxManage modifyvm "Ubuntu" --groups "/TestGroup" Deleting a Group Groups can be deleted by removing a group attribute from all the VMs that constitute that group. To do this via the command-line the syntax is: VBoxManage modifyvm "Ubuntu" --groups "" In the VirtualBox Manager, this is more easily done by right-clicking on a group header and selecting "Ungroup", like this: Multiple Groups Now that we understand that Groups are just attributes of VMs, it can be seen that VMs can exist in multiple groups, for example, doing this: VBoxManage modifyvm "Ubuntu" --groups "/TestGroup","/ProjectX","/ProjectY" Results in: Or via the VirtualBox Manager, you can drag VMs while pressing the Alt key (Mac) or Ctrl (other platforms). Nested Groups Just like you can drag VMs around in the VirtualBox Manager, you can also drag whole groups around. And dropping a group within a group creates a nested group. Via the command-line, nested groups are specified using a path-like syntax, like this: VBoxManage modifyvm "Ubuntu" --groups "/TestGroup/Linux" ...which creates a sub-group and puts the VM in it. Navigating Groups In the VirtualBox Manager, Groups can be collapsed and expanded by clicking on the carat to the left in the Group Header. But you can also Enter and Leave groups too, either by using the right-arrow/left-arrow keys, or by clicking on the carat on the right hand side of the Group Header, like this: . ..leading to a view of just the Group contents. You can Leave or return to the parent in the same way. Don't worry if you are imprecise with your clicking, you can use a double click on the entire right half of the Group Header to Enter a group, and the left half to Leave a group. Double-clicking on the left half when you're at the top will roll-up or collapse the group.   Group Operations The real power of Groups is not simply in arranging them prettily in the Manager. Rather it is about performing collective operations on them, once you have grouped them appropriately. For example, let's say that you are working on a project (Project X) where you have a solution stack of: Database VM, Middleware/App VM, and  a couple of client VMs which you use to test your app. With VM Groups you can start the whole stack with one operation. Select the Group Header, and choose Start: The full list of operations that may be performed on Groups are: Start Starts from any state (boot or resume) Start VMs in headless mode (hold Shift while starting) Pause Reset Close Save state Send Shutdown signal Poweroff Discard saved state Show in filesystem Sort Conclusion Hopefully we've shown that the introduction of VM Groups not only makes Oracle VM VirtualBox pretty, but pretty powerful too.  - FB 

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• Ubuntu 12.04 Install - Black Screen - No Grub - Have run Boot Repair Disk

  - by Pat

  Day 4 of my purgatory. History: Had problems with live CD at first, had to set the "nomodeset" option ... and then it worked fine. Installed Ubuntu "Alongside" Windows XP from live CD (NOT wubi) Upon reboot after installation, I get the BIOS ... and then a black screen. If I hit shift after the BIOS screen I get text that says "loading GRUB ..", but then no GRUB ... just a black screen. What I have tried to do: Total re-installation ... 3 times now. Also tried with wubi, same black screen. Have gone back to the normal (non-wubi) install. After installation, I tried re-booting the live cd ... and trying to change GRUB file using: sudo gedit /etc/default/grub ... to "nomodeset" and "timeout=10" ... but won't let me save my changes because I'm using the live cd "in memory" system and don't have permissions to the disks (I think). I tried logging in ... but it won't let me. I then read many posts on this site. I'm stuck. This morning, I ran the "boot repair disk". Results here: http://paste.ubuntu.com/1132333/ What I think is wrong: Since I can get the live CD to run (perfectly) with the "nomodeset" option, I think all I need to do is get to GRUB to change that ... but I can't get to GRUB. Appreciate any advice. Pat Day 5 ... I downloaded "Super Grub 2 Disk" from: http://www.supergrubdisk.org/super-grub2-disk/ This looks promising. I can boot the disk and it brings me to a GRUB program that allows me to: 1) Boot to Windows ... which works 2) Boot to Ubuntu ... which does NOT work When I choose boot to Ubuntu, I get lines across the screen which is an obvious video card problem. Likely because I need to set the "nomodeset" option. So, I attempted to use super grub2 to edit the grub file ... but it is TOTALLY different than the Ubuntu grub file ... and I don't know where to put the "nomodeset" option. Still stuck ... The bottom line is that: 1) I need to edit /etc/default/grub on sda(1) ... which is my boot drive ... to add the "nomodeset" option 2) To do that I need to get into grub ... but, I can't. Holding down shift just echo's "loading grub .." and then takes me to a black screen 3) I can boot to the live CD by setting nomodeset .... but I cannot access the hard disk as root ... I can't save my changes! Can anyone tell me how to login as root for the filesystem from the live CD ... so I can edit the grub file on the HARD DISK ... and then run update-grub??

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• The Evolution of Television and Home Entertainment

  - by Bill Evjen

  This is a group that is focused on entertainment in the aviation industry. I am attending their conference for the first time as it relates to my job at Swank Motion Pictures and what we do for our various markets. I will post my notes here. The Evolution of Television and Home Entertainment by Patrick Cosson, Veebeam TV has been the center of living rooms for sometime. Conversations and culture evolve around the TV. The way we consume this content has dramatically been changing. After TV, we had the MTV revolution of TV. It has created shorter attention spans, it made us more materialistic, narcissistic, and not easily impressed. Then we came to the Internet. The amount of content has expanded. It contains a ton of user-generated content, provides filtering, organization, distribution. We now have a problem. We are in the age of digital excess. We can access whatever we want. In conjunction with this – we are moving. The challenge we have now is curation. The trends  we see: rapid shift from scheduled to on demand consumption. A move to Internet protocols from cable Rapid fragmentation of media a transition from the TV set to a variety of screens Social connections bring mediators and amplifiers. TiVo – the shift to on demand It is because of a time-crunch Provides personal experiences Once old consumption habits are changed, there is no way back! Experiences are that people are loading up content and then bringing it with them on planes, to hotels, etc. Rapid fragmentation of media sources Many new professional content sources and channels, the rise of digital distribution, and the rise of user-generated content contribute to the wealth of content sources and abundant choice. Netflix, BBC iPlayer, hulu, Pandora, iTunes, Amazon Video, Vudu, Voddler, Spotify (these companies didn’t exist 5 years ago). People now expect this kind of consumption. People are now thinking how to deliver all these tools. Transition from the TV set to multi-screens The TV screen has traditionally been the dominant consumption screen for TV and video. Now the PC, game consoles, and various mobile devices are rapidly becoming common video devices. Multi-screens are now the norm. Social connections becoming key mediators What increasingly funnels traffic on the web, social networking enablers, will become an integral part of the discovery, consumption and sharing model for Television. The revolution will be broadcasted on Facebook and Twitter. There is business disruption There are a lot of new entrants Rapid internationalization Increasing competition from existing media players A fragmenting audience base Web browser Freedom to access any site The fight over the walled garden Most devices are not powerful enough to support a full browser PC will always be present in the living room Wireless link between PC and TV Output 1080p, plays anything, secure Key players and their challenges Services Internet media is increasingly interconnected to social media and publicly shared UGC Content delivery moving to IPTV Rights management issues are creating silos and hindering a great user experience and growth Devices Devices are becoming people’s windows into all kinds of media from all kinds of sources There won’t be a consolidation of the device landscape, rather the opposite Finding the right niche makes the most sense. We are moving to an on demand world of streaming world. People want full access to anything.

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• Red Gate in the Community

  - by Nick Harrison

  Much has been said recently about Red Gate's community involvement and commitment to the DotNet community. Much of this has been unduly negative. Before you start throwing stones and spewing obscenities, consider some additional facts: Red Gate's software is actually very good. I have worked on many projects where Red Gate's software was instrumental in finishing successfully. Red Gate is VERY good to the community. I have spoken at many user groups and code camps where Red Gate has been a sponsor. Red Gate consistently offers up money to pay for the venue or food, and they will often give away licenses as door prizes. There are many such community events that would not take place without Red Gate's support. All I have ever seen them ask for is to have their products mentioned or be listed as a sponsor. They don't insist on anyone following a specific script. They don't monitor how their products are showcased. They let their products speak for themselves. Red Gate sponsors the Simple Talk web site. I publish there regularly. Red Gate has never exerted editorial pressure on me. No one has ever told me we can't publish this unless you mention Red Gate products. No one has ever said, you need to say nice things about Red Gate products in order to be published. They have told me, "you need to make this less academic, so you don't alienate too many readers. "You need to actually write an introduction so people will know what you are talking about". "You need to write this so that someone who isn't a reflection nut will follow what you are trying to say." In short, they have been good editors worried about the quality of the content and what the readers are likely to be interested in. For me personally, Red Gate and Simple Talk have both been excellent to work with. As for the developer outrage… I am a little embarrassed by so much of the response that I am seeing. So much of the complaints remind me of little children whining "but you promised" Semantics aside. A promise is just a promise. It's not like they "pinky sweared". Sadly no amount name calling or "double dog daring" will change the economics of the situation. Red Gate is not a multibillion dollar corporation. They are a mid size company doing the best they can. Without a doubt, their pockets are not as deep as Microsoft's. I honestly believe that they did try to make the "freemium" model work. Sadly it did not. I have no doubt that they intended for it to work and that they tried to make it work. I also have no doubt that they labored over making this decision. This could not have been an easy decision to make. Many people are gleefully proclaiming a massive backlash against Red Gate swearing off their wonderful products and promising to bash them at every opportunity from now on. This is childish behavior that does not represent professionals. This type of behavior is more in line with bullies in the school yard than professionals in a professional community. Now for my own prediction… This back lash against Red Gate is not likely to last very long. We will all realize that we still need their products. We may look around for alternatives, but realize that they really do have the best in class for every product that they produce, and that they really are not exorbitantly priced. We will see them sponsoring Code Camps and User Groups and be reminded, "hey this isn't such a bad company". On the other hand, software shops like Red Gate, will remember this back lash and give a second thought to supporting open source projects. They will worry about getting involved when an individual wants to turn over control for a product that they developed but can no longer support alone. Who wants to run the risk of not being able to follow through on their best intentions. In the end we may all suffer, even the toddlers among us throwing the temper tantrum, "BUT YOU PROMISED!" Disclaimer Before anyone asks or jumps to conclusions, I do not get paid by Red Gate to say any of this. I have often written about their products, and I have long thought that they are a wonderful company with amazing products. If they ever open an office in the SE United States, I will be one of the first to apply.

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• Oracle WebCenter at the Enterprise 2.0 Conference

  - by Brian Dirking

  We had a great week at the E20 Conference, presenting in four sessions – Andy MacMillan gave a session titled Today’s Successful Enterprises are Social Enterprises and was on a panel that Tony Byrne moderated; Christian Finn spoke on a panel on Unified Communications Unified Communications + Social Computing = Best of Both Worlds?, Mark Bennett spoke on a panel on The Evolution of Talent Management. The key areas of focus this year were sentiment analysis, adoption and community building, the benefits of failure, and social’s role in process applications. Sentiment analysis. This was focused not on external audiences but more on employee sentiment. Tim Young showed his internal "NikoNiko" project, where employees use smilies to report their current mood. The result was a dashboard that showed the company mood by department. Since the goal is to improve productivity, people can see which departments are running into issues and try and address them. A company might otherwise wait until the end of the quarter financials to find out that there was a problem and product didn’t ship. This is a way to identify issues immediately. Tim is great – he had the crowd laughing as soon as he hit the stage, with his proposed hastag for his session: by making it 138 characters long, people couldn’t say much behind his back. And as I tweeted during his session, I loved his comment that complexity diffuses energy - it sounds like something Sun Tzu would say. Another example of employee sentiment analysis was CubeVibe. Founder and CEO Aaron Aycock, in his 3 minute pitch or die session talked about how engaged employees perform better. It was too bad he got gonged, he was just picking up speed, but CubeVibe did win the vote – congratulations to them. Internal adoption, community building, and involvement. On this topic I spoke to Terri Griffith, and she said there is some good work going on at University of Indiana regarding this, and hinted that she might be blogging about it in the near future. This area holds lots of interest for me. Amongst our customers, - CPAC stands out as an organization that has successfully built a community. So, I wonder - what are the building blocks? A strong leader? A common or unifying purpose? A certain level of engagement? I imagine someone has created an equation that says “for a community to grow at 30% per month, there must be an engagement level x to the square root of y, where x equals current community size, and y equals the expected growth rate, and the result is how many engagements the average user must contribute to maintain that growth.” Does anyone have a framework like that? The net result of everyone’s experience is that there is nothing to do but start early and fail often. Kevin Jones made this the focus of his keynote. He talked about the types of failure and what they mean. And he showed his famous kids at work video: Kevin’s blog also has this post: Social Business Failure #8: Workflow Integration. This is something that we’ve been working on at Oracle. Since so much of business is based in enterprise applications such as ERP and CRM (and since Oracle offers e-Business Suite, Siebel, PeopleSoft, and JD Edwards, as well as Fusion Applications), it makes sense that the social capabilities of Oracle WebCenter is built right into these applications. There are two types of social collaboration – ad-hoc, and exception handling. When you are in a business process and encounter an exception, you immediately look for 1) the document that tells you how to handle it, or 2) the person who can tell you how to handle it. With WebCenter built into these processes, people either search their content management system, or engage in expertise location and conversation. The great thing is, THEY DON’T HAVE TO LEAVE THE APPLICATION TO DO IT. Oracle has built the social capabilities right into the applications and business processes. I don’t think enough folks were able to see that at the event, but I expect that over the next six months folks will become very aware of it. WebCenter also provides the ability to have ad-hoc collaboration, search, and expertise location that folks need when they are innovating or collaborating. We demonstrated Oracle Social Network. It’s built on our Oracle WebCenter product to provide social collaboration inside and outside of your company. When we showed it to people, there were a number of areas that they commented on that were different from the other products being shown at the conference: Screenshots from within the product Many authors working on documents simultaneously Flagging people for follow up Direct ability to call out to people Ability to see presence not just if someone is online, but which conversation they are actively in Great stuff, the conference was full of smart people that that we enjoy spending time with. We’ll keep up in the meantime, but we look forward to seeing you in Boston.

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• Old School Wizardry Tip: Batch File Comments

  - by jkauffman

  Johnny, the Endangered Keyboard-Driven Windows User Some of my proudest, obscure Windows tricks are losing their relevance. I know I’m not alone. Keyboard shortcuts are going the way of the dodo. I used to induce fearful awe by slapping Ctrl+Shift+Esc in front of the lowly, pedestrian Windows users. No windows key on the keyboard? No problem: Ctrl+Esc. No menu key on the keyboard: Shift+F10. I am also firmly planted in the habit of closing windows with the Alt+Space menu (Alt+Space, C); and I harbor a brooding, slow=growing list of programs that fail to support this correctly (that means you, Paint.NET). Every time a new version of windows comes out, the support for some of these minor time-saving habits get pared out. Will I complain publicly? Nope, I know my old ways should be axed to conserve precious design energy. In fact, I disapprove of fierce un-intuitiveness for the sake of alleged productivity. Like vim, for example. If you approach a program after being away for 5 years, having to recall encyclopedic knowledge is a flaw. The RTFM disciples have lost. Anyway, some of the items in my arsenal of goofy time-saving tricks are still relevant today. I wanted to draw attention to one that’s stood the test of time. Remember Batch Files? Yes, it’s true, batch files are fading faster than the world of print. But they're not dead yet. I still run into some situations where I opt to use batch files. They are still relevant for build processes, or just various development workflow tools. Sure, there’s powershell, but there’s that stupid Set-ExecutionPolicy speed bump standing in your way; can you really spare the time to A) hunt down that setting on all machines affected and/or B) make futile efforts to convince your coworkers/boss that the hassle was worth it? When possible, I prefer the batch file wild card. And whenever I return to batch files, I end up researching some of the unintuitive aspects such as parameters, quote handling, and ERRORLEVEL. But I never have to remember to use “REM” for comment lines, because there’s a cleaner way to do them! Double Colon For Eye-Friendly Comments Here is a very simple batch file, with pretty much minimal content: @ECHO OFF SETLOCAL REM This is a comment ECHO This batch file doesn’t do much If you code on a daily basis, this may be more suitable to your eyes: @ECHO OFF SETLOCAL :: This is a comment ECHO This batch file doesn’t do much Works great! I imagine I find it preferable due to the similarity to comments in other situations: // or ;  or # I’ve often make visual pseudo-line breaks in my code, and this colon-based syntax works wonders: @ECHO OFF SETLOCAL :: Do stuff ECHO Doing Stuff :::::::::::::::::::::::::::: :: Do more stuff ECHO This batch file doesn’t do much Not only is it more readable, but there’s a slight performance benefit. The batch file engine sees this as an invalid line label and immediately reads the following line. Use that fact to your advantage if this trick leads you into heated nerd debate. Two Pitfalls to Avoid Be aware of that there are a couple situations where this hack will fail you. It most likely won’t be a problem unless you’re getting really sophisticated with your batch files. Pitfall #1: Inline comments @ECHO OFF SETLOCAL IF EXIST C:\SomeFile.txt GOTO END ::This will fail :END Unfortunately, this fails. You can only have whitespace to the left of your comments. Pitfall #2: Code Blocks @ECHO OFF SETLOCAL IF EXIST C:\SomeFile.txt (         :: This will fail         ECHO HELLO ) Code blocks, such as if statements and for loops, cannot contain these comments. This is ultimately due to the fact that entire code blocks are processed as a single line. I originally learned this from Rob van der Woude’s site. He goes into more depth about the behavior of the pitfalls as well, if you are interested in further details. I hope this trick earns you serious geek rep!

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• How to build a great relationship with your colleagues

  - by Maria Sandu

  Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} When you start new job, you worry about your performance, about being able to do what the manager asks you to do, but you also worry about the relations with your colleagues. How will you get along with them? What if they don’t like you? Have you ever felt you’re „the new guy” and your colleagues have already their own way of talking one to each other, their own jokes? It’s a common feeling and can actually become stressful. I am Norbert, Middleware Presales Intern in Hungary and I’ve been working within Oracle for only 1 month. Joining such a big company has been a challenge from many perspectives. One of them was adapting with the environment and getting to know all my colleagues. You know it’s quite difficult to introduce yourself, to try to liaise with them and find some common topics, so I felt very lucky and comfortable when my manager introduced me to all of my colleagues. It was easier to accommodate and we basically we had a starting point for our discussions. We started to talk about what my position means, for how many years they’ve been within Oracle, other Oracle related topics, but also more personal stuff like what they do after work. Having this opportunity of talking with all of them helped me introduce myself in a proper way and actually I told them many things about myself. Networking wasn’t my best skill, but these first days were really helpful from a network point of view. What else can you do to get along with your colleagues? One second thing I consider as being really helpful in networking is asking work-related questions. For instance, when you don’t know how to do something or don’t understand it, asking one of your colleagues will also help you to make a connection with him and you could easily continue the discussion with some other topics which are more personal. It’s a very effective strategy and in a company like Oracle people are very willing to help you with your tasks and perform at a high level. If you see your colleagues going to lunch, you should join them. It will help you become part of their community, finding out what’s new in their lives, you’ll, step-by-step, take part in their conversations and be up to date with the hot topics they talk about. One other opportunity of becoming part of your colleagues’ community are the internal events. Subscribing to the local free time activities mailing list is very useful for finding out information about when they’re going out and have a drink or attending all sorts of events. For instance, this is how I’ve found out about a party within Oracle that most of the employees here attend. It’s a wonderful opportunity for chatting and make a stronger connection to some of them. How important is attending these events? Think about how much time you spend at work. You’d like to enjoy your work and the environment, so getting along with your colleagues is a nice thing to have. I recently attended a corporate party whose purpose was to facilitate the interaction and communication between employees. It was a real success and we had a lot of fun, especially because it was a costume party.  All the fancy dresses and funny clothes we wore made the atmosphere really enjoyable. It was easy to liaise with colleague with whom I had never interacted with before. There was a friendly spirit among us, chatting about personal stuff and about various pleasant things. Working in an international company is not an easy thing because you interact with many people and they have different styles, but all these opportunities of informal interaction are a good way to adapt to the new working environment.

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• Customer Engagement: Are Your Customers Engaged With Your Brands?

  - by Michael Snow

  Engaging Customers is Critical for Business Growth This week we'll be spending some time looking at Customer Engagement. We all have stories about how we try to engage our customers better than ever before.  We all know that successfully engaging customers is critical to an organization’s business success. We also know that engaging our customers is more challenging today than ever before. There is so much noise to compete with for getting anyone's attention. Over the last decade and a half we’ve watched as the online channel became a primary one for conducting our business and even managing our lives. And during this whole process or evolution, the customer journey has grown increasingly complex. Customers themselves have assumed increasing power and influence over the purchase process and for setting the tone and pace of the relationships they have with brands and you see the evidence of this in the really high expectations that customers have today. They expect brand experiences that are personalized and relevant -- In other words they want experiences that demonstrate that the brand understands their interests, preferences and past interactions with them. They also expect their experience with a brand and the community surrounding it to be social and interactive – it’s no longer acceptable to have a static, one-way dialogue with your customer base or to fail to connect your customers with fellow customers, or with your employees and partners. And on top of all this, customers expect us to deliver this rich and engaging, personalized and interactive experience, in a consistent way across a variety of channels including web, mobile and social channels or even offline venues such as in-store or via a call center. And as a result, we see that delivery on these expectations and successfully engaging your customers is a great challenge today. Customers expect a personal, engaging and consistent online customer experience. Today’s consumer expects to engage with your brand and the community surrounding it in an interactive and social way. Customers have come to expect a lot for the online customer experience.  ·        They expect it to be personal: o   Accessible:  - Regardless of my device  Via my existing online identities  o   Relevant:  Content that interests me  o   Customized:  To be able to tailor my online experience  ·        They expect it to be engaging: o   Social:  So I can share content with my social networks  o   Intuitive:  To easily find what I need   o   Interactive:  So I can interact with online communities And they expect it to be consistent across the online experience – so you better have your brand and information ducks in a row. These expectations are not only limited to your customers by any means. Your employees (and partners) are also expecting to be empowered with engagement tools across their internal and external communications and interactions with customers, partners and other employees. We had a great conversation with Ted Schadler from Forrester Research entitled: "Mobile is the New Face of Engagement" that is now available On-Demand. Take a look at all the webcasts available to watch from our Social Business Thought Leader Series. Social capabilities have become so pervasive and changed customers’ expectations for their online experiences. The days of one-direction communication with customers are at an end. Today’s customers expect to engage in a dialogue with your brand and the community surrounding it in an interactive and social way. You have at a very short window of opportunity to engage a customer before they go to another site in their pursuit of information, product, or services. In fact, customers who engage with brands via social media tend to spend more that customers who don’t, between 20% and 40% more.  And your customers are also increasingly influenced by their social networks too – 40% of consumers say they factor in Facebook recommendations when making purchasing decisions.  This means a few different things for today’s businesses. Incorporating forms of social interaction such as commenting or reviews as well as tightly integrating your online experience with your customers’ social networking experiences into the online customer experience are crucial for maintaining the eyeballs on your desired pages. --- Notes/Sources: 93% - Cone Finds that Americans Expect Companies to Have a Presence in Social Media - http://www.coneinc.com/content1182 40% of consumers factor in Facebook recommendations when making decisions about purchasing (Increasing Campaign Effectiveness with Social Media, Syncapse, March 2011) 20%-40% - Customers who engage with a company via social media spend this percentage more with that company than other customers (Source: Bain & Company Report – Putting Social Media to Work)

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• Exploring TCP throughput with DTrace

  - by user12820842

  One key measure to use when assessing TCP throughput is assessing the amount of unacknowledged data in the pipe. This is sometimes termed the Bandwidth Delay Product (BDP) (note that BDP is often used more generally as the product of the link capacity and the end-to-end delay). In DTrace terms, the amount of unacknowledged data in bytes for the connection is the different between the next sequence number to send and the lowest unacknoweldged sequence number (tcps_snxt - tcps_suna). According to the theory, when the number of unacknowledged bytes for the connection is less than the receive window of the peer, the path bandwidth is the limiting factor for throughput. In other words, if we can fill the pipe without the peer TCP complaining (by virtue of its window size reaching 0), we are purely bandwidth-limited. If the peer's receive window is too small however, the sending TCP has to wait for acknowledgements before it can send more data. In this case the round-trip time (RTT) limits throughput. In such cases the effective throughput limit is the window size divided by the RTT, e.g. if the window size is 64K and the RTT is 0.5sec, the throughput is 128K/s. So a neat way to visually determine if the receive window of clients may be too small should be to compare the distribution of BDP values for the server versus the client's advertised receive window. If the BDP distribution overlaps the send window distribution such that it is to the right (or lower down in DTrace since quantizations are displayed vertically), it indicates that the amount of unacknowledged data regularly exceeds the client's receive window, so that it is possible that the sender may have more data to send but is blocked by a zero-window on the client side. In the following example, we compare the distribution of BDP values to the receive window advertised by the receiver (10.175.96.92) for a large file download via http. # dtrace -s tcp_tput.d ^C BDP(bytes) 10.175.96.92 80 value ------------- Distribution ------------- count -1 | 0 0 | 6 1 | 0 2 | 0 4 | 0 8 | 0 16 | 0 32 | 0 64 | 0 128 | 0 256 | 3 512 | 0 1024 | 0 2048 | 9 4096 | 14 8192 | 27 16384 | 67 32768 |@@ 1464 65536 |@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 32396 131072 | 0 SWND(bytes) 10.175.96.92 80 value ------------- Distribution ------------- count 16384 | 0 32768 |@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 17067 65536 | 0 Here we have a puzzle. We can see that the receiver's advertised window is in the 32768-65535 range, while the amount of unacknowledged data in the pipe is largely in the 65536-131071 range. What's going on here? Surely in a case like this we should see zero-window events, since the amount of data in the pipe regularly exceeds the window size of the receiver. We can see that we don't see any zero-window events since the SWND distribution displays no 0 values - it stays within the 32768-65535 range. The explanation is straightforward enough. TCP Window scaling is in operation for this connection - the Window Scale TCP option is used on connection setup to allow a connection to advertise (and have advertised to it) a window greater than 65536 bytes. In this case the scaling shift is 1, so this explains why the SWND values are clustered in the 32768-65535 range rather than the 65536-131071 range - the SWND value needs to be multiplied by two since the reciever is also scaling its window by a shift factor of 1. Here's the simple script that compares BDP and SWND distributions, fixed to take account of window scaling. #!/usr/sbin/dtrace -s #pragma D option quiet tcp:::send / (args[4]-tcp_flags & (TH_SYN|TH_RST|TH_FIN)) == 0 / { @bdp["BDP(bytes)", args[2]-ip_daddr, args[4]-tcp_sport] = quantize(args[3]-tcps_snxt - args[3]-tcps_suna); } tcp:::receive / (args[4]-tcp_flags & (TH_SYN|TH_RST|TH_FIN)) == 0 / { @swnd["SWND(bytes)", args[2]-ip_saddr, args[4]-tcp_dport] = quantize((args[4]-tcp_window)*(1 tcps_snd_ws)); } And here's the fixed output. # dtrace -s tcp_tput_scaled.d ^C BDP(bytes) 10.175.96.92 80 value ------------- Distribution ------------- count -1 | 0 0 | 39 1 | 0 2 | 0 4 | 0 8 | 0 16 | 0 32 | 0 64 | 0 128 | 0 256 | 3 512 | 0 1024 | 0 2048 | 4 4096 | 9 8192 | 22 16384 | 37 32768 |@ 99 65536 |@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 3858 131072 | 0 SWND(bytes) 10.175.96.92 80 value ------------- Distribution ------------- count 512 | 0 1024 | 1 2048 | 0 4096 | 2 8192 | 4 16384 | 7 32768 | 14 65536 |@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ 1956 131072 | 0

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• How to tell whether your programmers are under-performing?

  - by A Team Lead

  I am a team lead with 5+ developers. I have a developer (let's call him A) who is a good programmer, who writes good clean, easy to understand code. However he is somewhat difficult to manage, and sometimes I wonder whether he is really under-performing or not. Our company requires the developers to indicate the work progress in the bug tracker we use, not so much as to monitor the programmers but to let the stackholders know the progress. The thing is, A only updates a task progress when it is done ( maybe 3 weeks after it is first worked on) and this leaves everyone wondering what is going on in the middle of the development week. He wouldn't change his habit despite repeated probing. ( It's OK, developers hate paperwork, I do, too) Recent 2-3 months he on leave quite often due to various events-- either he is sick, or have to attend a lot of personal events etc. ( It's OK, bad things happen in a string. It's just a coincidence) We define sprints, or roadmaps for each month. And in the beginning of the sprint, we will discuss the amount of work each of the developers have to do in a sprint and the developers get to set the amount of time they need for each task. He usually won't be able to complete all of them. (It's OK, the developers are regularly missing deadlines not due to their fault). If only one or two of the above events happen, I won't feel that A is under-performing, but they all happen together. So I have the feeling that A is under-performing and maybe-- God forbid--- slacking off. This is just a feeling based on my years of experience as programmer. But I could be wrong. It is notoriously hard to measure the work of a programmer, given that not all two tasks are alike, and there lacks a standard objective to measure the commitment of a programmer to your company. It is downright impossible to tell whether the programmer is doing his job or slacking off. All you can do, is to trust them-- yeah, trusting and giving them autonomy is the best way for programmers to work, I know that, so don't start a lecture on why you need to trust your programmers, thank you every much-- but if they abuse your trust, can you know? My question is, how can you tell whether your programmers are under-performing? Surely there are experience team leads who know better than me on this? Outcome: I've a straight talk with him regarding my perception on his performance. He was indignant when I suggested that I had the feeling that he wasn't performing at his best level. He felt that this was a completely unfair feeling. I then replied that this was my feeling and I didn't know whether my feeling was right or not. He would have none of this and ended the discussion immediately. Before he left he said that he "would try to give more to the company" in a very cold tone. I was taken aback by his reaction. I am sure that I offended him in some ways. Not too sure whether that was the right thing to do for me to be so frank with him, though. Extra notes: I hate micromanaging. So all that we have for our software process is Sprint ( where tasks get prioritized and assigned, and at the end of the month, a review of the amount of work done). Developers would require to update the tasks as they go along everyday. There is no standup meeting, or anything of the sort. Mainly because we have the freedom to work from home and everyone cherishes this freedom. Although I am the one who sets the deadline, but the developers will provide the estimate for each tasks and I will decide-- based on the estimate-- the tasks that go into a particular sprint. If they can't finish the tasks at the end of the sprint, I will push them to the next. So theoretically one can just do only 1 or 2 tasks during the whole sprint and then push the remaining 99 tasks to the next sprint and still he will be fine as long as justifies this-- in the form of daily work progress updates

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• How to Apply a Business Card Template to a Contact and Customize it in Outlook 2013

  - by Lori Kaufman

  If you want to add a business card template to an existing contact in Outlook, you can do so without having to enter all of the information again. We will also show you how to customize the layout and format of the text on the card. Microsoft provides a couple of business card templates you can use. We will use their Blue Sky template as an example. To open the archive file for the template you downloaded, double-click on the .cab file. NOTE: You can also use a tool like 7-Zip to open the archive. A new Extract tab becomes available under Compressed Folder Tools and the files in the archive are listed. Select the .vcf file in the list of files. This automatically activates the Extract tab. Click Extract To and select a location or select Choose location if the desired location is not on the drop-down menu. Select a folder in which you want to save the .vcf file on the Copy Items dialog box and click Copy. NOTE: Use the Make New Folder button to create a new folder for the location, if desired. Double-click on the .vcf file that you copied out of the .cab archive file. By default, .vcf files are associated with Outlook so, when you double-click on a .vcf file, it automatically opens in a Contact window in Outlook. Change the Full Name to match the existing contact to which you want to apply this template. Delete the other contact info from the template. If you want to add any additional information not in the existing contact, enter it. Click Save & Close to save the contact with the new template. The Duplicate Contact Detected dialog box displays. To update the existing contact, select the Update information of selected Contact option. Click Update. NOTE: If you want to create a new contact from this template, select the Add new contact option. With the Contacts folder open (the People link on the Navigation Bar), click Business Card in the Current View section of the Home tab. You may notice that not all the fields from your contact display on the business card you just updated. Double-click on the contact to update the contact and the business card. On the Contact window, right-click on the image of the business card and select Edit Business Card from the popup menu. The Edit Business Card dialog box displays. You can change the design of the card, including changing he background color or image. The Fields box allows you to specify which fields display on the business card and in what order. Notice, in our example, that Company is listed below the Full Name, but no text displays on the business card below the name. That’s because we did not enter any information for Company in the Contact. We have information in Job Title. So, we select Company and click Remove to remove that field. Now, we want to add Job Title. First, select the field below which you want to add the new field. We select Full Name to add the Job Title below that. Then, we click Add and select Organization | Job Title from the popup menu to insert the Job Title. To make the Job Title white like the name, we select Job Title in the list of Fields and click the Font Color button in the Edit section. On the Color dialog box, select the color you want to use for the text in the selected field. Click OK. You can also make text bold, italic, or underlined. We chose to make the Job Title bold and the Full Name bold and italic. We also need to remove the Business Phone because this contact only has a mobile phone number. So, we add a Mobile Phone from the Phone submenu. Then, we need to remove enough blank lines so the Mobile Phone is visible on the card. We also added a website and email address and removed more blank lines so they are visible. You can also move text to the right side of the card or make it centered on the card. We also changed the color of the bottom three lines to blue. Click OK to accept your changes and close the dialog box. Your new business card design displays on the Contact window. Click Save & Close to save the changes you made to the business card for this contact and close the Contact window. The final design of the business card displays in the Business Card view on the People screen. If you have a signature that contains the business card for the contact you just updated, you will also need to update the signature by removing the business card and adding it again using the Business Card button in the Signature editor. You can also add the updated Business Card to a signature without the image or without the vCard (.vcf) file.     

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• Siemens AG, Sector Healthcare, Increases Transparency and Improves Customer Loyalty with Web Portal Solution

  - by Kellsey Ruppel

  Siemens AG, Sector Healthcare, Increases Transparency and Improves Customer Loyalty with Web Portal Solution CUSTOMER AND PARTNER INFORMATION Customer Name – Siemens AG, Sector Healthcare Customer Revenue – 73,515 Billion Euro (2011, Siemens AG total) Customer Quote – “The realization of our complex requirements within a very short amount of time was enabled through the competent implementation partner Sapient, who fully used the  very broad scope of standard functionality provided in the Oracle WebCenter Portal, and the management of customer services, who continuously supported the project setup. ” – Joerg Modlmayr, Project Manager, Healthcare Customer Service Portal, Siemens AG The Siemens Healthcare Sector is one of the world's largest suppliers to the healthcare industry and a trendsetter in medical imaging, laboratory diagnostics, medical information technology and hearing aids. Siemens offers its customers products and solutions for the entire range of patient care from a single source – from prevention and early detection to diagnosis, and on to treatment and aftercare. By optimizing clinical workflows for the most common diseases, Siemens also makes healthcare faster, better and more cost-effective. To ensure greater transparency, increased efficiency, higher user acceptance, and additional services, Siemens AG, Sector Healthcare, replaced several existing legacy portal solutions that could not meet the company’s future needs with Oracle WebCenter Portal. Various existing portal solutions that cannot meet future demands will be successively replaced by the new central service portal, which will also allow for the efficient and intuitive implementation of new service concepts.  With Oracle, doctors and hospitals using Siemens medical solutions now have access to a central information portal that provides important information and services at just the push of a button.  Customer Name – Siemens AG, Sector Healthcare Customer URL – www.siemens.com Customer Headquarters – Erlangen, Germany Industry – Industrial Manufacturing Employees – 360,000  Challenges – Replace disparate medical service portals to meet future demands and eliminate an  unnecessarily high level of administrative work caused by heterogeneous installations Ensure portals meet current user demands to improve user-acceptance rates and increase number of total users Enable changes and expansion through standard functionality to eliminate the need for reliance on IT and reduce administrative efforts and associated high costs Ensure efficient and intuitive implementation of new service concepts for all devices and systems Ensure hospitals and clinics to transparently monitor and measure services rendered for the various medical devices and systems  Increase electronic interaction and expand services to achieve a higher level of customer loyalty Solution –  Deployed Oracle WebCenter Portal to ensure greater transparency, and as a result, a higher level of customer loyalty  Provided a centralized platform for doctors and hospitals using Siemens’ medical technology solutions that provides important information and services at the push of a button Reduced significantly the administrative workload by centralizing the solution in the new customer service portal Secured positive feedback from customers involved in the pilot program developed by design experts from Oracle partner Sapient. The interfaces were created with customer needs in mind. The first survey taken shortly after implementation came back with 2.4 points on a scale of 0-3 in the category “customer service portal intuitiveness level” Met all requirements including alignment with the Siemens Style Guide without extensive programming Implemented additional services via the portal such as benchmarking options to ensure the optimal use of the Customer Device Park Provided option for documentation of all services rendered in conjunction with the medical technology systems to ensure that the value of the services are transparent for the decision makers in the hospitals  Saved and stored all machine data from approximately 100,000 remote systems in the central service and information platform Provided the option to register errors online and follow the call status in real-time on the portal Made  available at the push of a button all information on the medical technology devices used in hospitals or clinics—from security checks and maintenance activities to current device statuses Provided PDF format Service Performance Reports that summarize information from periods of time ranging from previous weeks up to one year, meeting medical product law requirements  Why Oracle – Siemens AG favored Oracle for many reasons, however, the company ultimately decided to go with Oracle due to the enormous range of functionality the solutions offered for the healthcare sector.“We are not programmers; we are service providers in the medical technology segment and focus on the contents of the portal. All the functionality necessary for internet-based customer interaction is already standard in Oracle WebCenter Portal, which is a huge plus for us. Having Oracle as our technology partner ensures that the product will continually evolve, providing a strong technology platform for our customer service portal well into the future,” said Joerg Modlmayr project manager, Healthcare Customer Service Portal, Siemens AG. Partner Involvement – Siemens AG selected Oracle Partner Sapient because the company offered a service portfolio that perfectly met Siemens’ requirements and had a wealth of experience implementing Oracle WebCenter Portal. Additionally, Sapient had designers with a very high level of expertise in usability—an aspect that Siemens considered to be of vast importance for the project.  “The Sapient team completely met all our expectations. Our tightly timed project was completed on schedule, and the positive feedback from our users proves that we set the right measures in terms of usability—all thanks to the folks at Sapient,” Modlmayr said.  Partner Name – Sapient GmbH Deutschland Partner URL – www.sapient.com

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• Oracle Romania Summer School

  - by Maria Sandu

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 What would you say about a Summer School within a corporation where you can learn, play and practice? You might think that this is something usually uncommon for a company and you would be right. However, Oracle’s main value being innovation, we came up with a new project for Romanian students and graduates. We organised Oracle Summer School , offering them the opportunity to develop their soft skills and gain valuable business knowledge and exposure. How was Oracle Summer School programme organised? We focused on students and graduates’ needs and combined business experience with training and practice. The twenty four participants had different backgrounds, being interested in Software, Hardware, Finance, Marketing or other areas. The programme fulfilled each of these needs, bringing them in contact with Specialists and Managers. The first two weeks were dedicated to the company visits, business presentations and networking. The participants got an insight about employees’ activities and projects. Storytelling was also part of the program and people from different departments spent a couple of hours with the participants, sharing their experiences, knowledge and interesting stories. The Recruitment team delivered a training about the job interview skills in order to make the participants feel better prepared for a Recruitment process. The second module consisted of two weeks of Soft Skills trainings delivered by professional trainers from different departments. The participants gained useful insight on the competencies required within a business environment. The evenings were dedicated to social activities and it not very long until they started feel part of a team. The third module will take place at the end of September and will put the participants in contact with senior people from the business who will become their Mentors. What do the participants say about Oracle Summer School? “ As a fresh computer science graduate, Oracle Summer School gave me the opportunity of finding what are the technical and nontechnical skills required in a large multinational company. It was a great way of seeing how the theoretical knowledge I received during college is applied in real-life scenarios and what skills I still need to develop. “  (Cosmin Radu) “ When arriving at Oracle I had high expectations, but did not know exactly what was going to unfold because of the program's lack of precedence. Right after the first day, my feedback outgrew the initial forecast and the following weeks continued to build upon it. I had the pleasure to acquaint with brilliant people. The program was outlined on various profiles, delivering a comprehensive experience. It was very engaging, informative and nevertheless fun. “ (Vlad Manciu) „ Oracle Summer School is by far the best summer school that I have ever attended. For me it has been a great experience so far, because I’ve learned not only how to use soft skills in a corporate environment, but I’ve learned a great deal about myself as well. However, the most valuable asset of this 3-week period were the people that I’ve met: great individuals and great professionals, whom I really grew fond of.” (Alexandru Purcarea) “Applying to Oracle Summer School has been the best decision I took in regard to how to spend my summer holiday. I had the chance to do job shadowing at some of the departments I was interested in and I attended great trainings on various subjects such as time management and emotional intelligence. Moreover, I made friends with the other participants and we enjoyed going out together after “classes”.(Andreea Tudor) If you are interested in joining our team and attending our events please follow us on https://campus.oracle.com/campus/HR/emea_main.html /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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• Training a 'replacement', how to enforce standards?

  - by Mohgeroth

  Not sure that this is the right stack exchange site to ask this of, but here goes... Scope I work for a small company that employs a few hundred people. The development team for the company is small and works out of visual foxpro. A specific department in the company hired me in as a 'lone gunman' to fix and enhance a pre-existing invoicing system. I've successfully taken an Access application that suffered from a lot of risks and limitations and converted it into a C# application driven off of a SQL server backend. I have recently obtained my undergraduate and am no expert by any means. To help make up for that I've felt that earning microsoft certifications will force me to understand more about .net and how it functions. So, after giving my notice with 9 months in advance, 3 months ago a replacement finally showed up. Their role is to learn what I have been designing to an attempt to support the applications designed in C#. The Replacement Fresh out of college with no real-world work experience, the first instinct for anything involving data was and still is listboxes... any time data is mentioned the list box is the control of choice for the replacement. This has gotten to the point, no matter how many times I discuss other controls, where I've seen 5 listboxes on a single form. Classroom experience was almost all C++ console development. So, an example of where I have concern is in a winforms application: Users need to key Reasons into a table to select from later. Given that I know that a strongly typed data set exists, I can just drag the data source from the toolbox and it would create all of this for me. I realize this is a simple example but using databinding is the key. For the past few months now we have been talking about the strongly typed dataset, how to use it and where it interacts with other controls. Data sets, how they work in relation to binding sources, adapters and data grid views. After handing this project off I expected questions about how to implement these since for me this is the way to do it. What happened next simply floors me: An instance of an adapter from the strongly typed dataset was created in the activate event of the form, a table was created and filled with data. Then, a loop was made to manually add rows to a listbox from this table. Finally, a variable was kept to do lookups to figure out what ID the record was for updates if required. How do they modify records you ask? That was my first question too. You won't believe how simple it is, all you do it double click and they type into a pop-up prompt the new value to change it to. As a data entry operator, all the modal popups would drive me absolutely insane. The final solution exceeds 100 lines of code that must be maintained. So my concern is that none of this is sinking in... the department is only allowed 20 hours a week of their time. Up until last week, we've only been given 4-5 hours a week if I'm lucky. The past week or so, I've been lucky to get 10. Question WHAT DO I DO?! I have 4 weeks left until I leave and they fully 'support' this application. I love this job and the opportunity it has given me but it's time for me to spread my wings and find something new. I am in no way, shape or form convinced that they are ready to take over. I do feel that the replacement has the technical ability to 'figure it out' but instead of learning they just write code to do all of this stuff manually. If the replacement wants to code differently in the end, as long as it works I'm fine with that as horrifiying at it looks. However to support what I have designed they MUST to understand how it works and how I have used controls and the framework to make 'magic' happen. This project has about 40 forms, a database with over 30 some odd tables, triggers and stored procedures. It relates labor to invoices to contracts to projections... it's not as simple as it was three years ago when I began this project and the department is now in a position where they cannot survive without it. How in the world can I accomplish any of the following?: Enforce standards or understanding in constent design when the department manager keeps telling them they can do it however they want to Find a way to engage the replacement in active learning of the framework and system design that support must be given for Gracefully inform sr. management that 5-9 hours a week is simply not enough time to learn about the department, pre-existing processes, applications that need to be supported AND determine where potential enhancements to the system go... Yes I know this is a wall of text, thanks for reading through me but I simply don't know what I should be doing. For me, this job is a monster of a reference and things would look extremely bad if I left and things fell apart. How do I handle this?

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• Drive Online Engagement with Intuitive Portals and Websites

  - by kellsey.ruppel

  As more and more business is being conducted via online channels, engaging users and making them more productive and efficient though these online channels is becoming critical. These users could be customers, partners or employees and while the respective channels through which they interact might be different, these users do increasingly interact with your business through the Web, or mobile devices or now through various social mediums.  Businesses need a user engagement strategy and solution that allows them to deliver targeted and personalized content and applications to users through the various online mediums and touch points.  The customer experience today is made up of an ongoing set of interactions with organizations across many channels, online and offline.  The Direct channel (including sales reps, email and mail) is an important point of contact, as is the Contact Center.  Contact Centers rely on the phone as a means of interacting with customers, and also more now than ever, the Web as well.  However, the online organization is often managed separately from the Contact Center organization within a business. In-store is an important channel for retailers, offering Point-of-Service for human interactions, and Kiosks which enable self-service. Kiosks are a Web-enabled touch point but in-store kiosks are often managed by the head of retail operations, rather than the online organization.  And of course, the online channel, including customer interactions with an organization via digital means -- on the website, mobile websites, and social networking sites, has risen to paramount importance in recent years in the customer experience. Historically all of these channels have been managed separately. The result of all of this fragmentation is that the customer touch points with an organization are siloed.  Their interactions online are not known and respected in their dealings in-store.  Their calls to the contact center are not taken as input into what the website offers them when they arrive. Think of how many times you’ve fallen victim to this. Your experience with the company call center is different than the experience in-store. Your experience with the company website on your desktop computer is different than your experience on your iPad. I think you get the point. But the customer isn’t the only one we need to look at here, as employees and the IT organization have challenges as well when it comes to online engagement. There are many common tools and technologies that organizations have been using to try and engage users, whether it’s customers, employees or partners. Some have adopted different blog and wiki technologies (some hosted, some open source, sometimes embedded in platforms), to things like tagging, file sharing and content management, or composite applications for self-service applications and activity streams. Basically, there are so many different tools & technologies that each address different aspects of user engagement. Now, one of the challenges with this, is that if we look at each individual tool, typically just implementing for example a file sharing and basic collaboration solution, may meet the needs of the business user for one aspect of user engagement, but it may not be the best solution to engage with customers and partners, or it may not fit with IT standards such as integrating with their single sign on tools or their corporate website. Often, the scenario is that businesses are having to acquire multiple pieces and parts as well as build custom applications to meet their needs. Leaving customers and partners with a more fragmented way of interacting with the company. Every organization has some sort of enterprise balancing act between the needs of the business user and the needs and restrictions enforced by enterprise IT groups. As we’ve been discussing, we all know that the expectations for online engagement have changed since the days of the static, one-size fits all website. With these changes have come some very difficult organizational challenges as well. Today, as a business user, you want to engage with your customers, and your customers expect you to know who they are. They expect you to recall the details they’ve provided to you on your website, to your CSRs and to your sales people. They expect you to remember their purchases, their preferences and their problems. And they expect you to know who they are, equally well, across channels, including your web presence. This creates a host of challenges for today’s business users. Delivering targeted, relevant content online is now essential for converting prospects into customers and for engendering long term loyalty. Business users need the ability to leverage customer data from different sources to fuel their segmentation and targeting strategies and to easily set-up, manage and optimize online campaigns. Also critical, they need the ability to accomplish these things on-the-fly, at the speed of the marketplace, while making iterative improvements.  These changing expectations put a host of demands on the IT organization as well. The web presence must be able to scale to support the delivery of personalized and targeted content to thousands of site visitors without sacrificing performance. And integration between systems becomes more important as well, as organizations strive to obtain one view of the customer culled from WCM data, CRM data and more. So then, how do you solve these challenges and meet the growing demands of your users?  You need a solution that: Unifies every customer interaction across all channels Personalizes the products and content that interest the customer and to the device Delivers targeted promotions to the right customer Engages and improve employee productivity Provides self-service access to applications Includes embedded in-context social   So how then do you achieve this level of online engagement, complete customer experience and engage your employees? The answer: Oracle WebCenter. If you want to learn how to get there, we encourage you to attend this webcast on Thursday Drive Online Engagement with Intuitive Portals and Websites, where we'll talk about how you are able to transform your portal experience and optimize online engagement -- making your portals more interactive and more engaging across multiple channels. Register today!

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• Taking a Flying Leap

  - by Lance Shaw

  Yesterday, I went skydiving with three of my children.  It was thrilling, scary, invigorating and exciting. While there is obvious risk involved, the reward and feeling of success was well worth it. You might already be wondering what skydiving would have to with WebCenter, so let me explain. Implementing a skydiving program and becoming an instructor does not happen overnight.  It does not happen with the purchase of the needed technology. Not one of us would go out, buy a parachute, the harnesses, helmet and all the gear and be able to convince anyone that we are now ready to be a skydiving instructor. The fact is that obtaining the technology is merely a small piece of the overall process and so is the case with managing content in your company. You don't just buy the right software (Oracle WebCenter Content) and go to your boss and declare information management success. There is planning, research and effort that goes into deploying software of any kind and especially when it is as mission-critical to the success of your business as Enterprise Content Management. To become a certified skydiving instructor takes at least 3 years of commitment and often longer. In the United States, candidates must complete over 500 solo jumps of their own over a minimum of 36 months and then must complete additional rigorous training under observation.  When you consider the amount of time and effort involved, it's not unlike getting a college degree and anyone that has trusted their lives to one of these instructors will no doubt appreciate their dedication to the curriculum.  Implementing an ECM system won't take that long, but it certainly requires commitment, analysis and consideration. But guess what?  Humans are involved and that means that mistakes can happen and that rules change.  This struck me while reading an excellent post on darkreading.com by Glenn S. Phillips entitled "Mission Impossible: 4 Reasons Compliance is Impossible".  His over-arching point was that with information management and security, environments change and people are involved meaning the work is never done.  He stated that you can never claim your compliance efforts are complete because of the following reasons. People are involved.  And lets face it, some are more trustworthy than others. Change is Constant. There is always some new technology coming along that is disruptive. Consumer grade cloud file sharing and sync tools come to mind here. Compliance is interpreted, not defined.  Laws and the judges that read them are always on the move. Technology is a tool, not a complete solution. There is no magic pill. The skydiving analogy holds true here as well.  Ultimately, a single person packs your parachute.  For obvious reasons, you prefer that this person be trustworthy but there are no absolute guarantees of a 100% error-free scenario.  Weather and wind conditions are never a constant and the best-laid plans for a great day of skydiving are easily disrupted by forces outside of your control.  Rules and regulations vary by location and may be updated at any time and as I mentioned early on, even the best technology on its own will only get you started. The good news is that, like skydiving, with the right technology, the right planning, the right team and a proper understanding of the rules and regulations that govern your industry, your ECM deployment can be a great success.  Failure to plan for any of the 4 factors that Glenn outlined in his article will certainly put your deployment and maybe even your company at risk, so consider them carefully. As a final aside, for those of you who consider skydiving an incredibly dangerous and risky pastime, consider this comparative statistic.  In 2012, the U.S. Parachute Association recorded 19 fatal skydiving accidents in the U.S. out of roughly 3.1 million jumps.  That’s 0.006 fatalities per 1,000 jumps. By comparison, the U.S. National Highway Traffic Safety Administration reports that there were 34,080 deaths due to car accidents in 2012.  Based on the percentages, one could argue that it is safer to jump out of a plane than to drive to the airport where the skydiving will take place. While the way you manage, secure, classify, control, retain and dispose of company files may not carry as much risk as driving or skydiving, it certainly carries risk for the organization when not planned and deployed appropriately.  Consider all the factors involved in your organization as you make your content management plans.  For additional areas of consideration, be sure to download our free whitepaper on the topic entitled "The Top 10 Criteria for Choosing an ECM System" which is available for download here.

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• Using BizTalk to bridge SQL Job and Human Intervention (Requesting Permission)

  - by Kevin Shyr

  I start off the process with either a BizTalk Scheduler (http://biztalkscheduledtask.codeplex.com/releases/view/50363) or a manual file drop of the XML message.  The manual file drop is to allow the SQL  Job to call a "File Copy" SSIS step to copy the trigger file for the next process and allows SQL  Job to be linked back into BizTalk processing. The Process Trigger XML looks like the following.  It is basically the configuration hub of the business process <ns0:MsgSchedulerTriggerSQLJobReceive xmlns:ns0="urn:com:something something">   <ns0:IsProcessAsync>YES</ns0:IsProcessAsync>   <ns0:IsPermissionRequired>YES</ns0:IsPermissionRequired>   <ns0:BusinessProcessName>Data Push</ns0:BusinessProcessName>   <ns0:EmailFrom>[email protected]</ns0:EmailFrom>   <ns0:EmailRecipientToList>[email protected]</ns0:EmailRecipientToList>   <ns0:EmailRecipientCCList>[email protected]</ns0:EmailRecipientCCList>   <ns0:EmailMessageBodyForPermissionRequest>This message was sent to request permission to start the Data Push process.  The SQL Job to be run is WeeklyProcessing_DataPush</ns0:EmailMessageBodyForPermissionRequest>   <ns0:SQLJobName>WeeklyProcessing_DataPush</ns0:SQLJobName>   <ns0:SQLJobStepName>Push_To_Production</ns0:SQLJobStepName>   <ns0:SQLJobMinToWait>1</ns0:SQLJobMinToWait>   <ns0:PermissionRequestTriggerPath>\\server\ETL-BizTalk\Automation\TriggerCreatedByBizTalk\</ns0:PermissionRequestTriggerPath>   <ns0:PermissionRequestApprovedPath>\\server\ETL-BizTalk\Automation\Approved\</ns0:PermissionRequestApprovedPath>   <ns0:PermissionRequestNotApprovedPath>\\server\ETL-BizTalk\Automation\NotApproved\</ns0:PermissionRequestNotApprovedPath> </ns0:MsgSchedulerTriggerSQLJobReceive>   Every node of this schema was promoted to a distinguished field so that the values can be used for decision making in the orchestration.  The first decision made is on the "IsPermissionRequired" field.     If permission is required (IsPermissionRequired=="YES"), BizTalk will use the configuration info in the XML trigger to format the email message.  Here is the snippet of how the email message is constructed. SQLJobEmailMessage.EmailBody     = new Eai.OrchestrationHelpers.XlangCustomFormatters.RawString(         MsgSchedulerTriggerSQLJobReceive.EmailMessageBodyForPermissionRequest +         "<br><br>" +         "By moving the file, you are either giving permission to the process, or disapprove of the process." +         "<br>" +         "This is the file to move: \"" + PermissionTriggerToBeGenereatedHere +         "\"<br>" +         "(You may find it easier to open the destination folder first, then navigate to the sibling folder to get to this file)" +         "<br><br>" +         "To approve, move(NOT copy) the file here: " + MsgSchedulerTriggerSQLJobReceive.PermissionRequestApprovedPath +         "<br><br>" +         "To disapprove, move(NOT copy) the file here: " + MsgSchedulerTriggerSQLJobReceive.PermissionRequestNotApprovedPath +         "<br><br>" +         "The file will be IMMEDIATELY picked up by the automated process.  This is normal.  You should receive a message soon that the file is processed." +         "<br>" +         "Thank you!"     ); SQLJobSendNotification(Microsoft.XLANGs.BaseTypes.Address) = "mailto:" + MsgSchedulerTriggerSQLJobReceive.EmailRecipientToList; SQLJobEmailMessage.EmailBody(Microsoft.XLANGs.BaseTypes.ContentType) = "text/html"; SQLJobEmailMessage(SMTP.Subject) = "Requesting Permission to Start the " + MsgSchedulerTriggerSQLJobReceive.BusinessProcessName; SQLJobEmailMessage(SMTP.From) = MsgSchedulerTriggerSQLJobReceive.EmailFrom; SQLJobEmailMessage(SMTP.CC) = MsgSchedulerTriggerSQLJobReceive.EmailRecipientCCList; SQLJobEmailMessage(SMTP.EmailBodyFileCharset) = "UTF-8"; SQLJobEmailMessage(SMTP.SMTPHost) = "localhost"; SQLJobEmailMessage(SMTP.MessagePartsAttachments) = 2;   After the Permission request email is sent, the next step is to generate the actual Permission Trigger file.  A correlation set is used here on SQLJobName and a newly generated GUID field. <?xml version="1.0" encoding="utf-8"?><ns0:SQLJobAuthorizationTrigger xmlns:ns0="somethingsomething"><SQLJobName>Data Push</SQLJobName><CorrelationGuid>9f7c6b46-0e62-46a7-b3a0-b5327ab03753</CorrelationGuid></ns0:SQLJobAuthorizationTrigger> The end user (the human intervention piece) will either grant permission for this process, or deny it, by moving the Permission Trigger file to either the "Approved" folder or the "NotApproved" folder.  A parallel Listen shape is waiting for either response.   The next set of steps decide how the SQL Job is to be called, or whether it is called at all.  If permission denied, it simply sends out a notification.  If permission is granted, then the flag (IsProcessAsync) in the original Process Trigger is used.  The synchonous part is not really synchronous, but a loop timer to check the status within the calling stored procedure (for more information, check out my previous post:  http://geekswithblogs.net/LifeLongTechie/archive/2010/11/01/execute-sql-job-synchronously-for-biztalk-via-a-stored-procedure.aspx)  If it's async, then the sp starts the job and BizTalk sends out an email.   And of course, some error notification:   Footnote: The next version of this orchestration will have an additional parallel line near the Listen shape with a Delay built in and a Loop to send out a daily reminder if no response has been received from the end user.  The synchronous part is used to gather results and execute a data clean up process so that the SQL Job can be re-tried.  There are manu possibilities here.

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