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  • Email Alias [email protected] Replaced with New Oracle Certification Support Tool

    - by Paul Sorensen
    All Oracle Certification customer service issues previously sent to [email protected], [email protected], [email protected], or [email protected], should now be submitted as service requests via the new request tool. Support via these email aliases ends today. Managing candidate communications via this tool will enable better issue tracking capabilities and ensure that all issues are handled quickly and efficiently. The integrated tool will also help us to more easily research historical and related issues to enable improved certification communications and business processes. For now, questions related to Java, Oracle Solaris (Cluster), MySQL, NetBeans or OpenOffice.org exam or certification, will still be sent to [email protected] and resolved via email. Questions related to the status of an Oracle Certification Success Kit, will still be sent to [email protected] and resolved via email. ?We are excited about this new offering and ?c?o?n?t?i?n?u?e? ??t?o??????? ?w?o?r?k? ?t?o?w?a?r?d ?improve?d customer ?s?e?r?v?i?c?e?? for our OCP community. Thank you for your cooperation! Quick View of Oracle Certification Customer Support Oracle Certification Support: All issues that previously would have been sent to [email protected] [email protected]: All questions on Java, Oracle Solaris (Cluster), MySQL, NetBeans, OpenOffice.org exams and certifications [email protected]: All questions on the status of your Oracle Certification Success Kit

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  • Closed-loop Recommendation Engines: Analyst Insight report on Oracle Real-Time Decisions (RTD)

    - by Mike.Hallett(at)Oracle-BI&EPM
    In November 2011, Helena Schwenk of MWD Advisors, published her analysis on Oracle Real-Time Decisions.  She summarizes as follows: "In contrast to other popular approaches to implementing predictive analytics, RTD focuses on learning from each interaction and using these insights to adjust what is presented, offered or displayed to a customer. Likewise its capabilities for optimising decisions within the context of specific business goals and a report-driven framework for assessing the performance of models and decisions make it a strong contender for organisations that want to continuously improve decision making as part of a customer experience marketing, e-commerce optimisation and operational process efficiency initiative." This is an outstanding report to share with a prospect or client as it goes into great detail about the product and its capabilities.  It also highlights the differences in Oracle's Real-Time Decisions product vs. other closed loop recommendation engines. I encourage you to share this report with your clients and prospects. It can be downloaded directly from here - MWD Advisors Vendor Profile: Oracle Real-Time Decisions. (expires in November 2012) Highlights: "At the core of RTD lies a learning engine that combines business rules and adaptive predictive models to deliver recommendations to operational systems while simultaneously learning from experiences." "While closed-loop recommendation engines are becoming more prevalent... there are a number of features that distinguish RTD: It makes its decisions in the context of the business objectives, such as maximising customer revenue or reducing service costs Its support for operational integration offers organisations some flexibility in how they implement the offering."

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  • Convert ddply {plyr} to Oracle R Enterprise, or use with Embedded R Execution

    - by Mark Hornick
    The plyr package contains a set of tools for partitioning a problem into smaller sub-problems that can be more easily processed. One function within {plyr} is ddply, which allows you to specify subsets of a data.frame and then apply a function to each subset. The result is gathered into a single data.frame. Such a capability is very convenient. The function ddply also has a parallel option that if TRUE, will apply the function in parallel, using the backend provided by foreach. This type of functionality is available through Oracle R Enterprise using the ore.groupApply function. In this blog post, we show a few examples from Sean Anderson's "A quick introduction to plyr" to illustrate the correpsonding functionality using ore.groupApply. To get started, we'll create a demo data set and load the plyr package. set.seed(1) d <- data.frame(year = rep(2000:2014, each = 3),         count = round(runif(45, 0, 20))) dim(d) library(plyr) This first example takes the data frame, partitions it by year, and calculates the coefficient of variation of the count, returning a data frame. # Example 1 res <- ddply(d, "year", function(x) {   mean.count <- mean(x$count)   sd.count <- sd(x$count)   cv <- sd.count/mean.count   data.frame(cv.count = cv)   }) To illustrate the equivalent functionality in Oracle R Enterprise, using embedded R execution, we use the ore.groupApply function on the same data, but pushed to the database, creating an ore.frame. The function ore.push creates a temporary table in the database, returning a proxy object, the ore.frame. D <- ore.push(d) res <- ore.groupApply (D, D$year, function(x) {   mean.count <- mean(x$count)   sd.count <- sd(x$count)   cv <- sd.count/mean.count   data.frame(year=x$year[1], cv.count = cv)   }, FUN.VALUE=data.frame(year=1, cv.count=1)) You'll notice the similarities in the first three arguments. With ore.groupApply, we augment the function to return the specific data.frame we want. We also specify the argument FUN.VALUE, which describes the resulting data.frame. From our previous blog posts, you may recall that by default, ore.groupApply returns an ore.list containing the results of each function invocation. To get a data.frame, we specify the structure of the result. The results in both cases are the same, however the ore.groupApply result is an ore.frame. In this case the data stays in the database until it's actually required. This can result in significant memory and time savings whe data is large. R> class(res) [1] "ore.frame" attr(,"package") [1] "OREbase" R> head(res)    year cv.count 1 2000 0.3984848 2 2001 0.6062178 3 2002 0.2309401 4 2003 0.5773503 5 2004 0.3069680 6 2005 0.3431743 To make the ore.groupApply execute in parallel, you can specify the argument parallel with either TRUE, to use default database parallelism, or to a specific number, which serves as a hint to the database as to how many parallel R engines should be used. The next ddply example uses the summarise function, which creates a new data.frame. In ore.groupApply, the year column is passed in with the data. Since no automatic creation of columns takes place, we explicitly set the year column in the data.frame result to the value of the first row, since all rows received by the function have the same year. # Example 2 ddply(d, "year", summarise, mean.count = mean(count)) res <- ore.groupApply (D, D$year, function(x) {   mean.count <- mean(x$count)   data.frame(year=x$year[1], mean.count = mean.count)   }, FUN.VALUE=data.frame(year=1, mean.count=1)) R> head(res)    year mean.count 1 2000 7.666667 2 2001 13.333333 3 2002 15.000000 4 2003 3.000000 5 2004 12.333333 6 2005 14.666667 Example 3 uses the transform function with ddply, which modifies the existing data.frame. With ore.groupApply, we again construct the data.frame explicilty, which is returned as an ore.frame. # Example 3 ddply(d, "year", transform, total.count = sum(count)) res <- ore.groupApply (D, D$year, function(x) {   total.count <- sum(x$count)   data.frame(year=x$year[1], count=x$count, total.count = total.count)   }, FUN.VALUE=data.frame(year=1, count=1, total.count=1)) > head(res)    year count total.count 1 2000 5 23 2 2000 7 23 3 2000 11 23 4 2001 18 40 5 2001 4 40 6 2001 18 40 In Example 4, the mutate function with ddply enables you to define new columns that build on columns just defined. Since the construction of the data.frame using ore.groupApply is explicit, you always have complete control over when and how to use columns. # Example 4 ddply(d, "year", mutate, mu = mean(count), sigma = sd(count),       cv = sigma/mu) res <- ore.groupApply (D, D$year, function(x) {   mu <- mean(x$count)   sigma <- sd(x$count)   cv <- sigma/mu   data.frame(year=x$year[1], count=x$count, mu=mu, sigma=sigma, cv=cv)   }, FUN.VALUE=data.frame(year=1, count=1, mu=1,sigma=1,cv=1)) R> head(res)    year count mu sigma cv 1 2000 5 7.666667 3.055050 0.3984848 2 2000 7 7.666667 3.055050 0.3984848 3 2000 11 7.666667 3.055050 0.3984848 4 2001 18 13.333333 8.082904 0.6062178 5 2001 4 13.333333 8.082904 0.6062178 6 2001 18 13.333333 8.082904 0.6062178 In Example 5, ddply is used to partition data on multiple columns before constructing the result. Realizing this with ore.groupApply involves creating an index column out of the concatenation of the columns used for partitioning. This example also allows us to illustrate using the ORE transparency layer to subset the data. # Example 5 baseball.dat <- subset(baseball, year > 2000) # data from the plyr package x <- ddply(baseball.dat, c("year", "team"), summarize,            homeruns = sum(hr)) We first push the data set to the database to get an ore.frame. We then add the composite column and perform the subset, using the transparency layer. Since the results from database execution are unordered, we will explicitly sort these results and view the first 6 rows. BB.DAT <- ore.push(baseball) BB.DAT$index <- with(BB.DAT, paste(year, team, sep="+")) BB.DAT2 <- subset(BB.DAT, year > 2000) X <- ore.groupApply (BB.DAT2, BB.DAT2$index, function(x) {   data.frame(year=x$year[1], team=x$team[1], homeruns=sum(x$hr))   }, FUN.VALUE=data.frame(year=1, team="A", homeruns=1), parallel=FALSE) res <- ore.sort(X, by=c("year","team")) R> head(res)    year team homeruns 1 2001 ANA 4 2 2001 ARI 155 3 2001 ATL 63 4 2001 BAL 58 5 2001 BOS 77 6 2001 CHA 63 Our next example is derived from the ggplot function documentation. This illustrates the use of ddply within using the ggplot2 package. We first create a data.frame with demo data and use ddply to create some statistics for each group (gp). We then use ggplot to produce the graph. We can take this same code, push the data.frame df to the database and invoke this on the database server. The graph will be returned to the client window, as depicted below. # Example 6 with ggplot2 library(ggplot2) df <- data.frame(gp = factor(rep(letters[1:3], each = 10)),                  y = rnorm(30)) # Compute sample mean and standard deviation in each group library(plyr) ds <- ddply(df, .(gp), summarise, mean = mean(y), sd = sd(y)) # Set up a skeleton ggplot object and add layers: ggplot() +   geom_point(data = df, aes(x = gp, y = y)) +   geom_point(data = ds, aes(x = gp, y = mean),              colour = 'red', size = 3) +   geom_errorbar(data = ds, aes(x = gp, y = mean,                                ymin = mean - sd, ymax = mean + sd),              colour = 'red', width = 0.4) DF <- ore.push(df) ore.tableApply(DF, function(df) {   library(ggplot2)   library(plyr)   ds <- ddply(df, .(gp), summarise, mean = mean(y), sd = sd(y))   ggplot() +     geom_point(data = df, aes(x = gp, y = y)) +     geom_point(data = ds, aes(x = gp, y = mean),                colour = 'red', size = 3) +     geom_errorbar(data = ds, aes(x = gp, y = mean,                                  ymin = mean - sd, ymax = mean + sd),                   colour = 'red', width = 0.4) }) But let's take this one step further. Suppose we wanted to produce multiple graphs, partitioned on some index column. We replicate the data three times and add some noise to the y values, just to make the graphs a little different. We also create an index column to form our three partitions. Note that we've also specified that this should be executed in parallel, allowing Oracle Database to control and manage the server-side R engines. The result of ore.groupApply is an ore.list that contains the three graphs. Each graph can be viewed by printing the list element. df2 <- rbind(df,df,df) df2$y <- df2$y + rnorm(nrow(df2)) df2$index <- c(rep(1,300), rep(2,300), rep(3,300)) DF2 <- ore.push(df2) res <- ore.groupApply(DF2, DF2$index, function(df) {   df <- df[,1:2]   library(ggplot2)   library(plyr)   ds <- ddply(df, .(gp), summarise, mean = mean(y), sd = sd(y))   ggplot() +     geom_point(data = df, aes(x = gp, y = y)) +     geom_point(data = ds, aes(x = gp, y = mean),                colour = 'red', size = 3) +     geom_errorbar(data = ds, aes(x = gp, y = mean,                                  ymin = mean - sd, ymax = mean + sd),                   colour = 'red', width = 0.4)   }, parallel=TRUE) res[[1]] res[[2]] res[[3]] To recap, we've illustrated how various uses of ddply from the plyr package can be realized in ore.groupApply, which affords the user explicit control over the contents of the data.frame result in a straightforward manner. We've also highlighted how ddply can be used within an ore.groupApply call.

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  • A Multi-Channel Contact Center Can Reduce Total Cost of Ownership

    - by Tom Floodeen
    In order to remain competitive in today’s market, CRM customers need to provide feature-rich superior call center experience to their customers across all communication channels while improving their service agent productivity. They also require their call center to be deeply integrated with their CRM system; and they need to implement all this quickly, seamlessly, and without breaking the bank. Oracle’s Siebel Customer Relationship Management (CRM) is the world’s leading application suite for automated customer-facing operations for Sales and Marketing and for managing all aspects of providing service to customers. Oracle’s Contact On Demand (COD) is a world-class carrier grade hosted multi-channel contact center solution that can be deployed in days without up-front capital expenditures or integration costs. Agents can work efficiently from anywhere in the world with 360-degree views into customer interactions and real-time business intelligence. Customers gain from rapid and personalized sales and service, while organizations can dramatically reduce costs and increase revenues Oracle’s latest update of Siebel CRM now comes pre-integrated with Oracle’s Contact On Demand. This solution seamlessly runs fully-functional contact center provided by a single vendor, significantly reducing your total cost of ownership. This solution supports Siebel 7.8 and higher for Voice and Siebel 8.1 and higher for Voice and Siebel CRM Chat.  The impressive feature list of Oracle’s COD solution includes full-control CTI toolbar with Voice, Chat, and Click to Dial features.  It also includes context-sensitive screens, automated desktops, built-in IVR, Multidimensional routing, Supervisor and Quality monitoring, and Instant Provisioning. The solution also ships with Extensible Web Services interface for implementing more complex business processes. Click here to learn how to reduce complexity and total cost of ownership of your contact center. Contact Ann Singh at [email protected] for additional information.

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  • Agile Testing Days 2012 – Day 2 – Learn through disagreement

    - by Chris George
    I think I was in the right place! During Day 1 I kept on reading tweets about Lean Coffee that has happened earlier that morning. It intrigued me and I figured in for a penny in for a pound, and set my alarm for 6:45am. Following the award night the night before, it was _really_ hard getting up when it went off, but I did and after a very early breakfast, set off for the 10 min walk to the Dorint. With Lean Coffee due to start at 07:30, I arrived at the hotel and made my way to one of the hotel bars. I soon realised I was in the right place as although the bar was empty, there was a table with post-it’s and pens! This MUST be the place! The premise of Lean Coffee is to have several small timeboxed discussions. Everyone writes down what they would like to discuss on post-its that are then briefly explained and submitted to the pile. Once everyone is done, the group dot-votes on the topics. The topics are then sorted by the dot vote counts and the discussions begin. Each discussion had 8 mins to start with, which meant it prevented the discussions getting off topic too much. After the time elapsed, the group had a vote whether to extend the discussion by a further 4 mins or move on. Several discussion were had around training, soft skills etc. The conversations were really interesting and there were quite a few good ideas. Overall it was a very enjoyable experience, certainly worth the early start! Make Melly Happy Following Lean Coffee was real coffee, and much needed that was! The first keynote of the day was “Let’s help Melly (Changing Work into Life)”by Jurgen Appelo. Draw lines to track happiness This was a very interesting presentation, and set the day nicely. The theme to the keynote was projects are about the people, more-so than the actual tasks. So he started by showing a photo of an employee ‘Melly’ who looked happy enough. He then stated that she looked happy but actually hated her job. In fact 50% of Americans hate their jobs. He went on to say that the world over 50% of people hate Americans their jobs. Jurgen talked about many ways to reduce the feedback cycle, not only of the project, but of the people management. Ideas such as Happiness doors, happiness tracking (drawing lines on a wall indicating your happiness for that day), kudo boxes (to compliment a colleague for good work). All of these (and more) ideas stimulate conversation amongst the team, lead to early detection of issues and investigation of solutions. I’ve massively simplified Jurgen’s keynote and have certainly not done it justice, so I will post a link to the video once it’s available. Following more coffee, the next talk was “How releasing faster changes testing” by Alexander Schwartz. This is a topic very close to our hearts at the moment, so I was eager to find out any juicy morsels that could help us achieve more frequent releases, and Alex did not disappoint. He started off by confirming something that I have been a firm believer in for a number of years now; adding more people can do more harm than good when trying to release. This is for a number of reasons, but just adding new people to a team at such a critical time can be more of a drain on resources than they add. The alternative is to have the whole team have shared responsibility for faster delivery. So the whole team is responsible for quality and testing. Obviously you will have the test engineers on the project who have the specialist skills, but there is no reason that the entire team cannot do exploratory testing on the product. This links nicely with the Developer Exploratory testing presented by Sigge on Day 1, and certainly something that my team are really striving towards. Focus on cycle time, so what can be done to reduce the time between dev cycles, release cycles. What’s stops a release, what delays a release? all good solid questions that can be answered. Alex suggested that perhaps the product doesn’t need to be fully tested. Doing less testing will reduce the cycle time therefore get the release out faster. He suggested a risk-based approach to planning what testing needs to happen. Reducing testing could have an impact on revenue if it causes harm to customers, so test the ‘right stuff’! Determine a set of tests that are ‘face saving’ or ‘smoke’ tests. These tests cover the core functionality of the product and aim to prevent major embarrassment if these areas were to fail! Amongst many other very good points, Alex suggested that a good approach would be to release after every new feature is added. So do a bit of work -> release, do some more work -> release. By releasing small increments of work, the impact on the customer of bugs being introduced is reduced. Red Pill, Blue Pill The second keynote of the day was “Adaptation and improvisation – but your weakness is not your technique” by Markus Gartner and proved to be another very good presentation. It started off quoting lines from the Matrix which relate to adapting, improvising, realisation and mastery. It has alot of nerds in the room smiling! Markus went on to explain how through deliberate practice ( and a lot of it!) you can achieve mastery, but then you never stop learning. Through methods such as code retreats, testing dojos, workshops you can continually improve and learn. The code retreat idea was one that interested me. It involved pairing to write an automated test for, say, 45 mins, they deleting all the code, finding a different partner and writing the same test again! This is another keynote where the video will speak louder than anything I can write here! Markus did elaborate on something that Lisa and Janet had touched on yesterday whilst busting the myth that “Testers Must Code”. Whilst it is true that to be a tester, you don’t need to code, it is becoming more common that there is this crossover happening where more testers are coding and more programmers are testing. Markus made a special distinction between programmers and developers as testers develop tests code so this helped to make that clear. “Extending Continuous Integration and TDD with Continuous Testing” by Jason Ayers was my next talk after lunch. We already do CI and a bit of TDD on my project team so I was interested to see what this continuous testing thing was all about and whether it would actually work for us. At the start of the presentation I was of the opinion that it just would not work for us because our tests are too slow, and that would be the case for many people. Jason started off by setting the scene and saying that those doing TDD spend between 10-15% of their time waiting for tests to run. This can be reduced by testing less often, reducing the test time but this then increases the risk of introduced bugs not being spotted quickly. Therefore, in comes Continuous Testing (CT). CT systems run your unit tests whenever you save some code and runs them in the background so you can continue working. This is a really nice idea, but to do this, your tests must be fast, independent and reliable. The latter two should be the case anyway, and the first is ideal, but hard! Jason makes several suggestions to make tests fast. Firstly keep the scope of the test small, secondly spin off any expensive tests into a suite which is run, perhaps, overnight or outside of the CT system at any rate. So this started to change my mind, perhaps we could re-engineer our tests, and continuously run the quick ones to give an element of coverage. This talk was very interesting and I’ve already tried a couple of the tools mentioned on our product (Mighty Moose and NCrunch). Sadly due to the way our solution is built, it currently doesn’t work, but we will look at whether we can make this work because this has the potential to be a mini-game-changer for us. Using the wrong data Gojko’s Hierarchy of Quality The final keynote of the day was “Reinventing software quality” by Gojko Adzic. He opened the talk with the statement “We’ve got quality wrong because we are using the wrong data”! Gojko then went on to explain that we should judge a bug by whether the customer cares about it, not by whether we think it’s important. Why spend time fixing issues that the customer just wouldn’t care about and releasing months later because of this? Surely it’s better to release now and get customer feedback? This was another reference to the idea of how it’s better to build the right thing wrong than the wrong thing right. Get feedback early to make sure you’re making the right thing. Gojko then showed something which was very analogous to Maslow’s heirachy of needs. Successful – does it contribute to the business? Useful – does it do what the user wants Usable – does it do what it’s supposed to without breaking Performant/Secure – is it secure/is the performance acceptable Deployable Functionally ok – can it be deployed without breaking? He then explained that User Stories should focus on change. In other words they should focus on the users needs, not the users process. Describe what the change will be, how that change will happen then measure it! Networking and Beer Following the day’s closing keynote, there were drinks and nibble for the ‘Networking’ evening. This was a great opportunity to talk to people. I find approaching strangers very uncomfortable but once again, when in Rome! Pete Walen and I had a long conversation about only fixing issues that the customer cares about versus fixing issues that make you proud of your software! Without saying much, and asking the right questions, Pete made me re-evaluate my thoughts on the matter. Clever, very clever!  Oh and he ‘bought’ me a beer! My Takeaway Triple from Day 2: release small and release often to minimize issues creeping in and get faster feedback from ‘the real world’ Focus on issues that the customers care about, not what we think is important It’s okay to disagree with someone, even if they are well respected agile testing gurus, that’s how discussion and learning happens!  

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  • Data migration - dangerous or essential?

    - by MRalwasser
    The software development department of my company is facing with the problem that data migrations are considered as potentially dangerous, especially for my managers. The background is that our customers are using a large amount of data with poor quality. The reasons for this is only partially related to our software quality, but rather to the history of the data: Most of them have been migrated from predecessor systems, some bugs caused (mostly business) inconsistencies in the data records or misentries by accident on the customer's side (which our software allowed by error). The most important counter-arguments from my managers are that faulty data may turn into even worse data, the data troubles may awake some managers at the customer and some processes on the customer's side may not work anymore because their processes somewhat adapted to our system. Personally, I consider data migrations as an integral part of the software development and that data migration can been seen to data what refactoring is to code. I think that data migration is an essential for creating software that evolves. Without it, we would have to create painful software which somewhat works around a bad data structure. I am asking you: What are your thoughts to data migration, especially for the real life cases and not only from a developer's perspecticve? Do you have any arguments against my managers opinions? How does your company deal with data migrations and the difficulties caused by them? Any other interesting thoughts which belongs to this topics?

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  • Oracle Industrial Manufacturing Forum, Nov 8, W Hotel-Chicago

    - by Stephen Slade
    As global markets mature and new customer segments emerge, top industrial manufacturers are restructuring their businesses for growth. Oracle's annual Industrial Manufacturing Forum was created to help these companies focus on revolutionizing product and service innovation, maximize organizational performance, and deliver exceptional customer experiences. Key themes of this year's event are redefining "Lean," transforming service, and modernizing the manufacturing enterprise.  This informative forum will be held at the W Hotel and include a Keynote from Eaton's VP of IT who led the firm through a dramatic supply chain transformation. This jouney led Eaton to win the Manufacturer of the Year award in 2011 from Managing Automation/Manufacturing Executive publication. Other featured presentations include:  Value of BI Applications & EAM Analytics for Industrial Manufacturing: Regal Beloit,  Sales & Operating Planning: GE Healthcare,   Advanced Financial Controls/Leveraging Change Controls: Eaton,   Customer Experience (CX): Pella,  Creating The Strategic Service Chain: Entercoms Register today at: MANUFACTURING_FORUM Oracle Industrial Manufacturing ForumThursday, November 8, 2012 9:30 a.m. – 6:00 p.m. W Hotel City Center172 West Adams Street, Chicago, IL 60603 Click here to register now or call 1.800.820.5592 ext. 10954.

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  • Learn How Ancestry.com Helps Families Uncover Their History with Oracle WebCenter

    - by Christie Flanagan
    Delivering Exceptional Online Customer ExperiencesAncestry.com is the world’s largest online family history resource, providing an engaging and interactive customer experience to more than 1.7 million members. With smart search technology, a wealth of learning resources, and a worldwide community of family history enthusiasts, Ancestry.com helps people discover their roots and tell their unique family stories. Key to Ancestry.com’s success has been the delivery of an online customer experience that converts site visitors into paying subscribers and keeps them coming back. To help achieve this goal, Ancestry.com turned to Oracle’s Web experience management solution, Oracle WebCenter Sites. Join us as executives from Ancestry.com and Oracle discuss how Oracle’s Web experience management solution is helping them deliver engaging online experiences. Learn how: Ancestry.com selected Oracle WebCenter Sites to meet their demanding Web experience management requirements The company was able to get up and running quickly despite a complex technology stack and challenging integration requirements with legacy systems Ancestry.com empowered business users to manage the online experience and significantly reduce time to market for their online campaigns and initiatives Register now for the Webcast. REGISTER NOW Thursday,June 28, 201210 a.m. PT / 1 p.m. ET Presented by: Blane Nelson Chief Architect–Applications,Ancestry.com Christie FlanaganDirector of Product Marketing, Oracle WebCenter Sites,Oracle

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  • Update: GTAS and EBS

    - by jeffrey.waterman
    Provided below are updated target date timeframes for provided patches for upcoming legislative enhancements.   Dates have been pushed out from previous dates provided due to changes in Treasury mandatory dates.  Mandatory dates for GTAS and IPAC have changes since previous target dates for patches were provided.   These are target dates, not commitments to deliver functionality. Deliverable Target Timeframes for Customer Patches Comments R12 GTAS Configuration Apr 2012 Patch is available GTAS Key Processes Oct/Nov 2012 Includes GTAS processes necessary to create the GTAS interface file, migration of FACTS balances to GTAS, GTAS Trial Balance, and GTAS Transaction Register. GTAS Reports Nov/Dec 2012 GTAS Trial Balance GTAS Transaction Register Capture of Trading Partner TAS/BETC Apr/May 2013 Includes modification necessary to capture BETC, Trading Partner TAS/BETC on relevant transactions. GTAS Other Processes May/Jun  2013 Includes GTAS Customer and Vendor  update processes. IPAC Aug/Sep Includes modification required to IPAC to accommodate Componentized TAS and BETC. 11i GTAS Configuration May 2012 Patch is available GTAS Key Processes Nov/Dec 2012 Includes GTAS processes necessary to create the GTAS interface file, migration of FACTS balances to GTAS, GTAS Trial Balance, and GTAS Transaction Register. GTAS Reports Dec/Jan 2012 GTAS Trial Balance GTAS Transaction Register Capture of Trading Partner TAS/BETC May/Jun 2013 Includes modification necessary to capture BETC, Trading Partner TAS/BETC on relevant transactions. GTAS Other Processes Jun/Jul 2013 Includes GTAS Customer and Vendor  update processes. IPAC Sep/Oct 2013 Includes modification required to IPAC to accommodate Componentized TAS and BETC.

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  • Big GRC: Turning Data into Actionable GRC Intelligence

    - by Jenna Danko
    While it’s no longer headline news that Governments have carried out large scale data-mining programmes aimed at terrorism detection and identifying other patterns of interest across a wide range of digital data sources, the debate over the ethics and justification over this action, will clearly continue for some time to come. What is becoming clear is that these programmes are a framework for the collation and aggregation of massive amounts of unstructured data and from this, the creation of actionable intelligence from analyses that allowed the analysts to explore and extract a variety of patterns and then direct resources. This data included audio and video chats, phone calls, photographs, e-mails, documents, internet searches, social media posts and mobile phone logs and connections. Although Governance, Risk and Compliance (GRC) professionals are not looking at the implementation of such programmes, there are many similar GRC “Big data” challenges to be faced and potential lessons to be learned from these high profile government programmes that can be applied a lot closer to home. For example, how can GRC professionals collect, manage and analyze an enormous and disparate volume of data to create and manage their own actionable intelligence covering hidden signs and patterns of criminal activity, the early or retrospective, violation of regulations/laws/corporate policies and procedures, emerging risks and weakening controls etc. Not exactly the stuff of James Bond to be sure, but it is certainly more applicable to most GRC professional’s day to day challenges. So what is Big Data and how can it benefit the GRC process? Although it often varies, the definition of Big Data largely refers to the following types of data: Traditional Enterprise Data – includes customer information from CRM systems, transactional ERP data, web store transactions, and general ledger data. Machine-Generated /Sensor Data – includes Call Detail Records (“CDR”), weblogs and trading systems data. Social Data – includes customer feedback streams, micro-blogging sites like Twitter, and social media platforms like Facebook. The McKinsey Global Institute estimates that data volume is growing 40% per year, and will grow 44x between 2009 and 2020. But while it’s often the most visible parameter, volume of data is not the only characteristic that matters. In fact, according to sources such as Forrester there are four key characteristics that define big data: Volume. Machine-generated data is produced in much larger quantities than non-traditional data. This is all the data generated by IT systems that power the enterprise. This includes live data from packaged and custom applications – for example, app servers, Web servers, databases, networks, virtual machines, telecom equipment, and much more. Velocity. Social media data streams – while not as massive as machine-generated data – produce a large influx of opinions and relationships valuable to customer relationship management as well as offering early insight into potential reputational risk issues. Even at 140 characters per tweet, the high velocity (or frequency) of Twitter data ensures large volumes (over 8 TB per day) need to be managed. Variety. Traditional data formats tend to be relatively well defined by a data schema and change slowly. In contrast, non-traditional data formats exhibit a dizzying rate of change. Without question, all GRC professionals work in a dynamic environment and as new services, new products, new business lines are added or new marketing campaigns executed for example, new data types are needed to capture the resultant information.  Value. The economic value of data varies significantly. Typically, there is good information hidden amongst a larger body of non-traditional data that GRC professionals can use to add real value to the organisation; the greater challenge is identifying what is valuable and then transforming and extracting that data for analysis and action. For example, customer service calls and emails have millions of useful data points and have long been a source of information to GRC professionals. Those calls and emails are critical in helping GRC professionals better identify hidden patterns and implement new policies that can reduce the amount of customer complaints.   Now on a scale and depth far beyond those in place today, all that unstructured call and email data can be captured, stored and analyzed to reveal the reasons for the contact, perhaps with the aggregated customer results cross referenced against what is being said about the organization or a similar peer organization on social media. The organization can then take positive actions, communicating to the market in advance of issues reaching the press, strengthening controls, adjusting risk profiles, changing policy and procedures and completely minimizing, if not eliminating, complaints and compensation for that specific reason in the future. In this one example of many similar ones, the GRC team(s) has demonstrated real and tangible business value. Big Challenges - Big Opportunities As pointed out by recent Forrester research, high performing companies (those that are growing 15% or more year-on-year compared to their peers) are taking a selective approach to investing in Big Data.  "Tomorrow's winners understand this, and they are making selective investments aimed at specific opportunities with tangible benefits where big data offers a more economical solution to meet a need." (Forrsights Strategy Spotlight: Business Intelligence and Big Data, Q4 2012) As pointed out earlier, with the ever increasing volume of regulatory demands and fines for getting it wrong, limited resource availability and out of date or inadequate GRC systems all contributing to a higher cost of compliance and/or higher risk profile than desired – a big data investment in GRC clearly falls into this category. However, to make the most of big data organizations must evolve both their business and IT procedures, processes, people and infrastructures to handle these new high-volume, high-velocity, high-variety sources of data and be able integrate them with the pre-existing company data to be analyzed. GRC big data clearly allows the organization access to and management over a huge amount of often very sensitive information that although can help create a more risk intelligent organization, also presents numerous data governance challenges, including regulatory compliance and information security. In addition to client and regulatory demands over better information security and data protection the sheer amount of information organizations deal with the need to quickly access, classify, protect and manage that information can quickly become a key issue  from a legal, as well as technical or operational standpoint. However, by making information governance processes a bigger part of everyday operations, organizations can make sure data remains readily available and protected. The Right GRC & Big Data Partnership Becomes Key  The "getting it right first time" mantra used in so many companies remains essential for any GRC team that is sponsoring, helping kick start, or even overseeing a big data project. To make a big data GRC initiative work and get the desired value, partnerships with companies, who have a long history of success in delivering successful GRC solutions as well as being at the very forefront of technology innovation, becomes key. Clearly solutions can be built in-house more cheaply than through vendor, but as has been proven time and time again, when it comes to self built solutions covering AML and Fraud for example, few have able to scale or adapt appropriately to meet the changing regulations or challenges that the GRC teams face on a daily basis. This has led to the creation of GRC silo’s that are causing so many headaches today. The solutions that stand out and should be explored are the ones that can seamlessly merge the traditional world of well-known data, analytics and visualization with the new world of seemingly innumerable data sources, utilizing Big Data technologies to generate new GRC insights right across the enterprise.Ultimately, Big Data is here to stay, and organizations that embrace its potential and outline a viable strategy, as well as understand and build a solid analytical foundation, will be the ones that are well positioned to make the most of it. A Blueprint and Roadmap Service for Big Data Big data adoption is first and foremost a business decision. As such it is essential that your partner can align your strategies, goals, and objectives with an architecture vision and roadmap to accelerate adoption of big data for your environment, as well as establish practical, effective governance that will maintain a well managed environment going forward. Key Activities: While your initiatives will clearly vary, there are some generic starting points the team and organization will need to complete: Clearly define your drivers, strategies, goals, objectives and requirements as it relates to big data Conduct a big data readiness and Information Architecture maturity assessment Develop future state big data architecture, including views across all relevant architecture domains; business, applications, information, and technology Provide initial guidance on big data candidate selection for migrations or implementation Develop a strategic roadmap and implementation plan that reflects a prioritization of initiatives based on business impact and technology dependency, and an incremental integration approach for evolving your current state to the target future state in a manner that represents the least amount of risk and impact of change on the business Provide recommendations for practical, effective Data Governance, Data Quality Management, and Information Lifecycle Management to maintain a well-managed environment Conduct an executive workshop with recommendations and next steps There is little debate that managing risk and data are the two biggest obstacles encountered by financial institutions.  Big data is here to stay and risk management certainly is not going anywhere, and ultimately financial services industry organizations that embrace its potential and outline a viable strategy, as well as understand and build a solid analytical foundation, will be best positioned to make the most of it. Matthew Long is a Financial Crime Specialist for Oracle Financial Services. He can be reached at matthew.long AT oracle.com.

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  • Magento 1.6.2 Catalog Price Rule Problem

    - by robgt
    My Magento system seems to have a slight issue with Catalog Price Rule application. As far as the customer is concerned, all is working perfectly. The problem is that some orders are not being displayed properly in the admin system when I look at the details. The Catalog Price rule appears to not be applied - so when we reconcile our card processor details with those in our backend Sage system, numbers are not tallying up. Magento and out Sage system say the customer paid X, but the card issuer has taken payment of Y. The payment amount is correct due to the Catalog Price Rule. The customer is always paying the correct amount, but because of some issue with Magento, I think the data is possibly not being stored correctly (stored without the catalog price rule discount amount applied). This means that when I look at an order in the admin system, the line item prices that should be affected by the catalog price rule are not - but also the prices in our backend Sage system are incorrect too. We use another piece of software to bring the data into Sage from Magento, so the data must be stored in Magento's database incorrectly somewhere as this software reads out the order information from Magento. Does anyone have any idea what is wrong here, and how it might be fixed? Cheers!

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  • Automatically create bug resolution task using the TFS 2010 API

    - by Bob Hardister
    My customer requires bug resolution to be approved and tracked.  To minimize the overhead for developers I implemented a TFS 2010 server-side plug-in to automatically create a child resolution task for the bug when the “CCB” field is set to approved. The CCB field is a custom field.  I also added the story points field to the bug WIT for sizing purposes. Redundant tasks will not be created unless the bug title is changed or the prior task is closed. The program writes an audit trail to a log file visible in the TFS Admin Console Log view. Here’s the code. BugAutoTask.cs /* SPECIFICATION * When the CCB field on the bug is set to approved, create a child task where the task: * name = Resolve bug [ID] - [Title of bug] * assigned to = same as assigned to field on the bug * same area path * same iteration path * activity = Bug Resolution * original estimate = bug points * * The source code is used to build a dll (Ows.TeamFoundation.BugAutoTaskCreation.PlugIns.dll), * which needs to be copied to * C:\Program Files\Microsoft Team Foundation Server 2010\Application Tier\Web Services\bin\Plugins * on ALL TFS application-tier servers. * * Author: Bob Hardister. */ using System; using System.Collections.Generic; using System.IO; using System.Xml; using System.Text; using System.Diagnostics; using System.Linq; using Microsoft.TeamFoundation.Common; using Microsoft.TeamFoundation.Framework.Server; using Microsoft.TeamFoundation.WorkItemTracking.Client; using Microsoft.TeamFoundation.WorkItemTracking.Server; using Microsoft.TeamFoundation.Client; using System.Collections; namespace BugAutoTaskCreation { public class BugAutoTask : ISubscriber { public EventNotificationStatus ProcessEvent(TeamFoundationRequestContext requestContext, NotificationType notificationType, object notificationEventArgs, out int statusCode, out string statusMessage, out ExceptionPropertyCollection properties) { statusCode = 0; properties = null; statusMessage = String.Empty; // Error message for for tracing last code executed and optional fields string lastStep = "No field values found or set "; try { if ((notificationType == NotificationType.Notification) && (notificationEventArgs.GetType() == typeof(WorkItemChangedEvent))) { WorkItemChangedEvent workItemChange = (WorkItemChangedEvent)notificationEventArgs; // see ConnectToTFS() method below to select which TFS instance/collection // to connect to TfsTeamProjectCollection tfs = ConnectToTFS(); WorkItemStore wiStore = tfs.GetService<WorkItemStore>(); lastStep = lastStep + ": connection to TFS successful "; // Get the work item that was just changed by the user. WorkItem witem = wiStore.GetWorkItem(workItemChange.CoreFields.IntegerFields[0].NewValue); lastStep = lastStep + ": retrieved changed work item, ID:" + witem.Id + " "; // Filter for Bug work items only if (witem.Type.Name == "Bug") { // DEBUG lastStep = lastStep + ": changed work item is a bug "; // Filter for CCB (i.e. Baseline Status) field set to approved only bool BaselineStatusChange = false; if (workItemChange.ChangedFields != null) { ProcessBugRevision(ref lastStep, workItemChange, wiStore, ref witem, ref BaselineStatusChange); } } } } catch (Exception e) { Trace.WriteLine(e.Message); Logger log = new Logger(); log.WriteLineToLog(MsgLevel.Error, "Application error: " + lastStep + " - " + e.Message + " - " + e.InnerException); } statusCode = 1; statusMessage = "Bug Auto Task Evaluation Completed"; properties = null; return EventNotificationStatus.ActionApproved; } // PRIVATE METHODS private static void ProcessBugRevision(ref string lastStep, WorkItemChangedEvent workItemChange, WorkItemStore wiStore, ref WorkItem witem, ref bool BaselineStatusChange) { foreach (StringField field in workItemChange.ChangedFields.StringFields) { // DEBUG lastStep = lastStep + ": last changed field is - " + field.Name + " "; if (field.Name == "Baseline Status") { lastStep = lastStep + ": retrieved bug baseline status field value, bug ID:" + witem.Id + " "; BaselineStatusChange = (field.NewValue != field.OldValue); if ((BaselineStatusChange) && (field.NewValue == "Approved")) { // Instanciate logger Logger log = new Logger(); // *** Create resolution task for this bug *** // ******************************************* // Get the team project and selected field values of the bug work item Project teamProject = witem.Project; int bugID = witem.Id; string bugTitle = witem.Fields["System.Title"].Value.ToString(); string bugAssignedTo = witem.Fields["System.AssignedTo"].Value.ToString(); string bugAreaPath = witem.Fields["System.AreaPath"].Value.ToString(); string bugIterationPath = witem.Fields["System.IterationPath"].Value.ToString(); string bugChangedBy = witem.Fields["System.ChangedBy"].OriginalValue.ToString(); string bugTeamProject = witem.Project.Name; lastStep = lastStep + ": all mandatory bug field values found "; // Optional fields Field bugPoints = witem.Fields["Microsoft.VSTS.Scheduling.StoryPoints"]; if (bugPoints.Value != null) { lastStep = lastStep + ": all mandatory and optional bug field values found "; } // Initialize child resolution task title string childTaskTitle = "Resolve bug " + bugID + " - " + bugTitle; // At this point I can check if a resolution task (of the same name) // for the bug already exist // If so, do not create a new resolution task bool createResolutionTask = true; WorkItem parentBug = wiStore.GetWorkItem(bugID); WorkItemLinkCollection links = parentBug.WorkItemLinks; foreach (WorkItemLink wil in links) { if (wil.LinkTypeEnd.Name == "Child") { WorkItem childTask = wiStore.GetWorkItem(wil.TargetId); if ((childTask.Title == childTaskTitle) && (childTask.State != "Closed")) { createResolutionTask = false; log.WriteLineToLog(MsgLevel.Info, "Team project " + bugTeamProject + ": " + bugChangedBy + " - set the CCB field to \"Approved\" for bug, ID: " + bugID + ". Task not created as open one of the same name already exist, ID:" + childTask.Id); } } } if (createResolutionTask) { // Define the work item type of the new work item WorkItemTypeCollection workItemTypes = wiStore.Projects[teamProject.Name].WorkItemTypes; WorkItemType wiType = workItemTypes["Task"]; // Setup the new task and assign field values witem = new WorkItem(wiType); witem.Fields["System.Title"].Value = "Resolve bug " + bugID + " - " + bugTitle; witem.Fields["System.AssignedTo"].Value = bugAssignedTo; witem.Fields["System.AreaPath"].Value = bugAreaPath; witem.Fields["System.IterationPath"].Value = bugIterationPath; witem.Fields["Microsoft.VSTS.Common.Activity"].Value = "Bug Resolution"; lastStep = lastStep + ": all mandatory task field values set "; // Optional fields if (bugPoints.Value != null) { witem.Fields["Microsoft.VSTS.Scheduling.OriginalEstimate"].Value = bugPoints.Value; lastStep = lastStep + ": all mandatory and optional task field values set "; } // Check for validation errors before saving the new task and linking it to the bug ArrayList validationErrors = witem.Validate(); if (validationErrors.Count == 0) { witem.Save(); // Link the new task (child) to the bug (parent) var linkType = wiStore.WorkItemLinkTypes[CoreLinkTypeReferenceNames.Hierarchy]; // Fetch the work items to be linked var parentWorkItem = wiStore.GetWorkItem(bugID); int taskID = witem.Id; var childWorkItem = wiStore.GetWorkItem(taskID); // Add a new link to the parent relating the child and save it parentWorkItem.Links.Add(new WorkItemLink(linkType.ForwardEnd, childWorkItem.Id)); parentWorkItem.Save(); log.WriteLineToLog(MsgLevel.Info, "Team project " + bugTeamProject + ": " + bugChangedBy + " - set the CCB field to \"Approved\" for bug, ID:" + bugID + ", which automatically created child resolution task, ID:" + taskID); } else { log.WriteLineToLog(MsgLevel.Error, "Error in creating bug resolution child task for bug ID:" + bugID); foreach (Field taskField in validationErrors) { log.WriteLineToLog(MsgLevel.Error, " - Validation Error in task field: " + taskField.ReferenceName); } } } } } } } private TfsTeamProjectCollection ConnectToTFS() { // Connect to TFS string tfsUri = string.Empty; // Production TFS instance production collection tfsUri = @"xxxx"; // Production TFS instance admin collection //tfsUri = @"xxxxx"; // Local TFS testing instance default collection //tfsUri = @"xxxxx"; TfsTeamProjectCollection tfs = new TfsTeamProjectCollection(new System.Uri(tfsUri)); tfs.EnsureAuthenticated(); return tfs; } // HELPERS public string Name { get { return "Bug Auto Task Creation Event Handler"; } } public SubscriberPriority Priority { get { return SubscriberPriority.Normal; } } public enum MsgLevel { Info, Warning, Error }; public Type[] SubscribedTypes() { return new Type[1] { typeof(WorkItemChangedEvent) }; } } } Logger.cs using System; using System.Collections.Generic; using System.IO; using System.Linq; using System.Text; using System.Windows.Forms; namespace BugAutoTaskCreation { class Logger { // fields private string _ApplicationDirectory = @"C:\ProgramData\Microsoft\Team Foundation\Server Configuration\Logs"; private string _LogFileName = @"\CFG_ACCT_AT_OWS_BugAutoTaskCreation.log"; private string _LogFile; private string _LogTimestamp = DateTime.Now.ToString("MM/dd/yyyy HH:mm:ss"); private string _MsgLevelText = string.Empty; // default constructor public Logger() { // check for a prior log file FileInfo logFile = new FileInfo(_ApplicationDirectory + _LogFileName); if (!logFile.Exists) { CreateNewLogFile(ref logFile); } } // properties public string ApplicationDirectory { get { return _ApplicationDirectory; } set { _ApplicationDirectory = value; } } public string LogFile { get { _LogFile = _ApplicationDirectory + _LogFileName; return _LogFile; } set { _LogFile = value; } } // PUBLIC METHODS public void WriteLineToLog(BugAutoTask.MsgLevel msgLevel, string logRecord) { try { // set msgLevel text if (msgLevel == BugAutoTask.MsgLevel.Info) { _MsgLevelText = "[Info @" + MsgTimeStamp() + "] "; } else if (msgLevel == BugAutoTask.MsgLevel.Warning) { _MsgLevelText = "[Warning @" + MsgTimeStamp() + "] "; } else if (msgLevel == BugAutoTask.MsgLevel.Error) { _MsgLevelText = "[Error @" + MsgTimeStamp() + "] "; } else { _MsgLevelText = "[Error: unsupported message level @" + MsgTimeStamp() + "] "; } // write a line to the log file StreamWriter logFile = new StreamWriter(_ApplicationDirectory + _LogFileName, true); logFile.WriteLine(_MsgLevelText + logRecord); logFile.Close(); } catch (Exception) { throw; } } // PRIVATE METHODS private void CreateNewLogFile(ref FileInfo logFile) { try { string logFilePath = logFile.FullName; // write the log file header _MsgLevelText = "[Info @" + MsgTimeStamp() + "] "; string cpu = string.Empty; if (Environment.Is64BitOperatingSystem) { cpu = " (x64)"; } StreamWriter newLog = new StreamWriter(logFilePath, false); newLog.Flush(); newLog.WriteLine(_MsgLevelText + "===================================================================="); newLog.WriteLine(_MsgLevelText + "Team Foundation Server Administration Log"); newLog.WriteLine(_MsgLevelText + "Version : " + "1.0.0 Author: Bob Hardister"); newLog.WriteLine(_MsgLevelText + "DateTime : " + _LogTimestamp); newLog.WriteLine(_MsgLevelText + "Type : " + "OWS Custom TFS API Plug-in"); newLog.WriteLine(_MsgLevelText + "Activity : " + "Bug Auto Task Creation for CCB Approved Bugs"); newLog.WriteLine(_MsgLevelText + "Area : " + "Build Explorer"); newLog.WriteLine(_MsgLevelText + "Assembly : " + "Ows.TeamFoundation.BugAutoTaskCreation.PlugIns.dll"); newLog.WriteLine(_MsgLevelText + "Location : " + @"C:\Program Files\Microsoft Team Foundation Server 2010\Application Tier\Web Services\bin\Plugins"); newLog.WriteLine(_MsgLevelText + "User : " + Environment.UserDomainName + @"\" + Environment.UserName); newLog.WriteLine(_MsgLevelText + "Machine : " + Environment.MachineName); newLog.WriteLine(_MsgLevelText + "System : " + Environment.OSVersion + cpu); newLog.WriteLine(_MsgLevelText + "===================================================================="); newLog.WriteLine(_MsgLevelText); newLog.Close(); } catch (Exception) { throw; } } private string MsgTimeStamp() { string msgTimestamp = string.Empty; return msgTimestamp = DateTime.Now.ToString("yyyy-MM-dd HH:mm:ss:fff"); } } }

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  • Oracle@info360: Advance Beyond Point Solutions To An Enterprise Content Strategy

    - by kellsey.ruppel(at)oracle.com
    The info360/AIIM conference is March 22-24 in Washington DC. We have a number of customer speakers this year talking on the theme of “Advance Beyond Point Solutions To An Enterprise Content Strategy.” These customers all started by addressing a particular use case, but then used the infrastructure they had created to quickly and cost effectively stand up solutions to new business problems.  Andy MacMillan, VP of Product Management at Oracle, will give a thought provoking opening keynote at 8:50 AM on Tuesday, March 22nd. He will be joined by Juan Jose Goldschtein, the CIO of the Organization of American States. The OAS has developed a human rights website that is the front end to a case management system for human rights violations. The implementation supports digital signatures on iPads, so their executives can approve workflows and keep cases moving forward while they are busy traveling and investigating abuses.Other customer speakers include:Tom Robinette, Director of Applications and IT Engineering, Dresser-RandRobin Crisp, Program Manager, FDAMonica Crocker, Corporate Records Manager, Land O’ LakesBrian Skapura, The American Institute of ArchitectsKathy Adams and Leslie Becker, The Nature ConservancyIrfan Motiwala, Sr. VP, Moody’s Investment ServicesMolly Wenzler, Director of Electronic Media, MeadWestvaco Other sessions include our Super Session that kicks off the Oracle Track @info360 on Wednesday. At 11:00 AM, Senior Director of Product Marketing, Howard Beader will present The Social Enterprise – Combining People, Processes and Content. This session will focus on how customers have brought social media, business process management, and content management together to supercharge their organizations. Oracle customers can arrange one-on-one meetings with Oracle executives and product experts, and attend the VIP customer appreciation event. Oracle will be joined by Oracle partners:FujitsuKesteTeamInformaticsKapowSena SystemsDTIYou can learn more about discounts for Oracle customers and register on our Oracle@info360 page.To see more about the customers and sessions that will be presented, you can look at the Oracle Track page on the AIIM/info360 website.Technorati Tags: oracle, AIIM, info360, content management, social enterprise

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  • Should a programmer "think" for the client?

    - by P.Brian.Mackey
    I have gotten to the point where I hate requirements gathering. Customer's are too vague for their own good. In an agile environment, where we can show the client a piece of work to completion it's not too bad as we can make small regular corrections/updates to functionality. In a "waterfall" type in environment (requirements first, nearly complete product next) things can get ugly. This kind of environment has led me to constantly question requirements. E.G. Customer wants "automatically convert input to the number 1" (referring to a Qty in an order). But what they don't think about is that "input" could be a simple type-o. An "x" in a textbox could be a "woops" not I want 1 of those "toothpaste" products. But, there's so much in the air with requirements that I could stand and correct for hours on end smashing out what they want. This just isn't healthy. Working for a corporation, I could try to adjust the culture to fit the agile model that would help us (no small job, above my pay grade). Or, sweep ugly details under the rug and hope for the best. Maybe my customer is trying to get too close to the code? How does one handle the problem of "thinking for the client" without pissing them off with too many questions?

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  • The Oracle MDM Portfolio & Strategy Session - It All Comes Down to Master Data

    - by Mala Narasimharajan
     By Narayana Machiraju We are less than a week now from the start of Oracle Open World 2012 and I would like to introduce you all to one of the most awaited MDM strategy sessions this year titled “What’s there to Know about Oracle’s Master Data Management Portfolio and Roadmap?”. Manouj Tahiliani, Senior Director of MDM Product Strategy provides you a complete picture of the Oracle MDM Portfolio, the Product releases, the Strategy and the Roadmaps. Manoj will be discussing Oracle Fusion MDM applications, the first enterprise-grade SaaS MDM product suite. You’ll hear strategies for leveraging MDM and data quality in the enterprise and how you can derive business value by deploying an MDM foundation for strategic initiatives such as customer experience management, product innovation, and financial transformation. And as a bonus, he is also going to discuss the confluence of MDM with emerging technologies such as big data, social, and mobile. The session is co-presented by GEHC and Westpac. Tony Craddock from Westpac is going to share the insights of their MDM Implementation in the lines of Business drivers, data governance, ROI and other important implementation considerations. A reprsentative from GEHC is going to talk about their MDM journey and the multi-domain MDM story. I strongly recommend yo not miss this important session The MDM track at Oracle Open World covers variety of topics related to MDM. In addition to the product management team presenting product updates and roadmap, we have several Customer Panels, Conference sessions and Customer round table sessions featuring a lot of marquee Customers. You can see an overview of MDM sessions here. 

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  • Breadcrumbs in a modern web application, make sense? [on hold]

    - by Xtreme Biker
    I'm currently beginning with the development of a new web application. The whole web application is going to be bookmarkable and all the pages accesible via GET requests and url parameters. Having said that, let's suppose I've got three entities in my application, Customer, Team and City. Each Customer and Team belong to a city and I've got a city-detail page which displays the detail for a concrete city. So next navigation cases are possible: Customers - Customer detail (id=2) - City detail (id=3) Football teams - Team detail (id=5) - City detail (id=3) Cities - City detail (id=3) There are three possible ways of ending up in a city detail view. My question is, does it make sense to implement a breadcrumb to show such a history, having it available in the browser itself? Would it be more appropiate to show a breadcrumb with the last case, no matter where we're coming from (hierarchical breadcrumb)? That's what Jakob Nielsen points out here: Offering users a Hansel-and-Gretel-style history trail is basically useless, because it simply duplicates functionality offered by the Back button, which is the Web’s second-most-used feature. A history trail can also be confusing: users often wander in circles or go to the wrong site sections. Having each point in a confused progression at the top of the current page doesn’t offer much help. Finally, a history trail is useless for users who arrive directly at a page deep within the site. Also, even if the history trail seems the most natural way to implement it, it requires an extra effort to keep the whole track being HTTP a stateless mean.

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  • Should a Parent with Children have a DefaultChild, or should a Child have a Default property?

    - by Stijn
    Which of the following two models makes more sense? I'm leaning towards the first one because there can only be one default child. The examples are in C# but I think it can apply to other languages too. Here DefaultChild holds one of the items in Children. class Parent { int ID { get; set; } Child DefaultChild { get; set; } IEnumerable<Child> Children { get; set; } } class Child { int ID { get; set; } } Here one of the items in Children has Default set to true while the others have it set to false. class Parent { int ID { get; set; } IEnumerable<Child> Children { get; set; } } class Child { int ID { get; set; } bool Default { get; set; } } A concrete situation: a User in our system has one or more Customers attached. When logging in, if said User has a default Customer, they are immediately working under this Customer. If they don't, they have to select a Customer to work under. While logged in, they can switch between Customers.

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  • ArchBeat Link-o-Rama for 2012-06-27

    - by Bob Rhubart
    Resource Kit: Oracle Exadata for the Communications industry In addition to several customer case studies, in video and white paper formats, this resource kit also includes a technical overview of Oracle Exadata Database Machine and a product datasheet. Registration is required for those who don't already have a free Oracle.com membership account. Call for Nominations: Oracle Fusion Middleware Innovation Awards 2012 - Win a free pass to #OOW12 These awards honor customers for their cutting-edge solutions using Oracle Fusion Middleware. Either a customer, their partner, or an Oracle representative can submit the nomination form on behalf of the customer. Submission deadline: July 17. Winners receive a free pass to Oracle OpenWorld 2012 in San Francisco. BPM – Disable DBMS job to refresh B2B Materialized View | Mark Nelson "If you are running BPM and you are not using B2B, you might want to disable the DBMS job that refreshes the B2B materialized view," says Fusion Middleware A-Team blogger Mark Nelson. Learn how in his short post. A Universal JMX Client for Weblogic –Part 1: Monitoring BPEL Thread Pools in SOA 11g | Stefan Koser A concise how-to from Oracle Fusion Middleware A-Team blogger Stefan Koser. Thought for the Day "There are two ways of constructing a software design: One way is to make it so simple that there are obviously no deficiencies, and the other way is to make it so complicated that there are no obvious deficiencies. The first method is far more difficult." — C. A. R. Hoare Source: SoftwareQuotes.com/

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  • Dynamic filter expressions in an OpenAccess LINQ query

    We had some support questions recently where our customers had the need to combine multiple smaller predicate expressions with either an OR or an AND  logical operators (these will be the || and && operators if you are using C#). And because the code from the answer that we sent to these customers is very interesting, and can easily be refactorred into something reusable, we decided to write this blog post. The key thing that one must know is that if you want your predicate to be translated by OpenAccess ORM to SQL and executed on the server you must have a LINQ Expression that is not compiled. So, let’s say that you have these smaller predicate expressions: Expression<Func<Customer, bool>> filter1 = c => c.City.StartsWith("S");Expression<Func<Customer, bool>> filter2 = c => c.City.StartsWith("M");Expression<Func<Customer, bool>> filter3 = c => c.ContactTitle == "Owner"; And ...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • How Do Top Performing High Tech Companies Measure Online Marketing Success?

    - by Charles Knapp
    You might expect a focus on Net Promoter scores, open rates, and click metrics. The real answers from top performers may surprise you. I've been working for a few months with Aberdeen Group and colleagues from IBM and Oracle to survey high technology firms worldwide on best practices in marketing and channel sales effectiveness.  Now, we will share the results of our original customer research in a new white paper and webcast. Register today to learn how leading High Tech companies are increasing their Return on Marketing Investment (ROMI) and growing channel sales revenue. Discover how top performing high tech companies manage and use customer data, measure marketing spend effectiveness, and support internal and channel sales. Learn how best in class high tech companies use enterprise data throughout their customer lifecycle -- messaging to leads, selling to prospects, and serving customers. Our speakers will be: Peter Ostrow, Research Director - Sales Effectiveness, Aberdeen Group David Lasher, Global Business Services Partner, IBM Jonathan Oomrigar, Vice President, Global High Technology Business Unit, Oracle Reserve your place now! This global webinar is on Tuesday, November 15, 10-11 am PST / 1-2 pm EST / 6-7 GMT / 7-8 CET

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  • Data migration - dangerous or essential?

    - by MRalwasser
    The software development department of my company is facing with the problem that data migrations are considered as potentially dangerous, especially for my managers. The background is that our customers are using a large amount of data with poor quality. The reasons for this is only partially related to our software quality, but rather to the history of the data: Most of them have been migrated from predecessor systems, some bugs caused (mostly business) inconsistencies in the data records or misentries by accident on the customer's side (which our software allowed by error). The most important counter-arguments from my managers are that faulty data may turn into even worse data, the data troubles may awake some managers at the customer and some processes on the customer's side may not work anymore because their processes somewhat adapted to our system. Personally, I consider data migrations as an integral part of the software development and that data migration can been seen to data what refactoring is to code. I think that data migration is an essential for creating software that evolves. Without it, we would have to create painful software which somewhat works around a bad data structure. I am asking you: What are your thoughts to data migration, especially for the real life cases and not only from a developer's perspecticve? Do you have any arguments against my managers opinions? How does your company deal with data migrations and the difficulties caused by them? Any other interesting thoughts which belongs to this topics?

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  • Saudi Arabian Retail Distribution Business Ajlan & Bros Selects Oracle Commerce

    - by Marie-Christin Hansen
    Ajlan & Bros has selected Oracle Commerce in a bid to improve its customer engagement capabilities and drive its expansion plans. The large Middle Eastern retail distribution business, which specializes in the design, manufacture and supply of clothing across the Middle East, is seeking to expand its operations, which consist of a distribution network of more than 7,000 points of sale and represent more than 15 international brands. The business is aiming to build brand awareness globally with an interest in the European and American markets. Choosing Oracle Commerce will provide Ajlan & Bros with the capability to optimize each customer engagement, which will help to increase cross-channel promotion and improve a unified online, mobile and social experience for customers. The company will be able to leverage Oracle Commerce’s advanced marketing and personalization capabilities, with enhanced integrated search and content management functionality across its channels. The selection of Oracle Commerce followed an extensive evaluation of competitor solutions, with Oracle selected due to the solutions strong capabilities in cross-channel ecommerce and customer experience management, as well as a solid track record of maintaining best practice. Press release: Ajlan & Bros Selects Oracle Commerce to Support Expansion Strategy

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  • Personalized Pricing

    - by David Dorf
    In past postings I've spent a fair amount of time talking about targeted promotions.  Using a complete view of the customer that includes purchase history, location history, and psychographics gleaned from social media, we can select the offer with the greatest chance of redemption.  This is done to influence shopping behavior, which might be introducing the consumer to a new product line, increasing their basket size, increasing frequency of purchases, etc. Safeway seems to be taking a slightly different approach with their personalized pricing.  In additional to offering electronic coupons and club card offers, they are also providing a personalized price for certain items based on purchase history.  So when Sally want to shop at Safeway, she first checks the "Just for U" website for three types of deals.  She starts by selecting manufacturer coupons to load into her loyalty card, then she checks the Club Card for offers like "buy one get one free." The third step is the interesting one.  Safeway will set a particular lower price for Sally good for 90 days on items she buys often.  Clearly this isn't enforcing a new behavior but rather instilling loyalty.  I would love to know exactly how they are determining the personalized price.  Of course bargain hunters can still stack the three offers so they can, for example, get their $4.99 Oatmeal for $0.72. I like this particular question and answer from their website's FAQ: My offers are not that great. Can I tell you what offers I need? That's a good idea. That functionality is not currently available, but we appreciate your input and are constantly improving our just for U program. Stay tuned for exciting enhancements! I suppose if Safeway is tracking all the purchases, they can easily determine whether the customer if profitable.  As long as the customer stays profitable, why not let them determine a few offers themselves?  Food for thought.

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  • Vernon's book Implementing DDD and modeling of underlying concepts

    - by EdvRusj
    Following questions all refer to examples presented in Implementing DDD In article we can see from Figure 6 that both BankingAccount and PayeeAccount represent the same underlying concept of Banking Account BA 1. On page 64 author gives an example of a publishing organization, where the life-cycle of a book goes through several stages ( proposing a book, editorial process, translation of the book ... ) and at each of those stages this book has a different definition. Each stage of the book is defined in a different Bounded Context, but do all these different definitions still represent the same underlying concept of a Book, just like both BankingAccount and PayeeAccount represent the same underlying concept of a BA? 2. a) I understand why User shouldn't exist in Collaboration Context ( CC ), but instead should be defined within Identity and Access Context IAC ( page 65 ). But still, do User ( IAC ), Moderator ( CC ), Author ( CC ),Owner ( CC ) and Participant ( CC ) all represent different aspects of the same underlying concept? b) If yes, then this means that CC contains several model elements ( Moderator, Author, Owner and Participant ), each representing different aspect of the same underlying concept ( just like both BankingAccount and PayeeAccount represent the same underlying concept of a BA ). But isn't this considered a duplication of concepts ( Evan's book, page 339 ), since several model elements in CC represent the same underlying concept? c) If Moderator, Author ... don't represent the same underlying concept, then what underlying concept does each represent? 3. In an e-commerce system, the term Customer has multiple meanings ( page 49 ): When user is browsing the Catalog, Customer has different meaning than when user is placing an Order. But do these two different definitions of a Customer represent the same underlying concept, just like both BankingAccount and PayeeAccount represent the same underlying concept of a BA? thanks

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  • Upgrading Oracle Siebel CRM Application Without Downtime

    - by Doug Reid
    Oracle’s Siebel Customer Relationship Management (CRM) software helps organizations differentiate their businesses to achieve top- and bottom-line growth. Siebel CRM delivers comprehensive solutions that are tailored to more than 20 different industries. As Siebel CRM implementations have evolved into mission critical, operational business processes that must operate 24/7, companies are finding it increasingly difficult to afford the downtime typically required to perform an in-place upgrade. Without these upgrades, businesses loose out on critical new features and functionality. With Oracle GoldenGate, customers don’t have to choose between upgrades and outages. Oracle GoldenGate allows Siebel CRM customers to perform upgrades with zero downtime. Now Siebel customers can always take advantages of the latest innovations in customer relationship management without having to worry about potential lost revenue due to downtime. Oracle GoldenGate provides three different deployment models for Siebel CRM zero downtime upgrades that are designed to meet differing customer requirements. These range from a basic unidirectional model, which is designed to work out-of-the-box, to the most sophisticated active-active model for phased migrations. If you have mission-critical Siebel CRM implementations I recommend that you watch the screencast below to learn how you can begin taking advantage of all the latest Siebel enhancements without having any downtime. This screencast is also available on Oracle Media Network and Oracle's YouTube channel. For even more details I recommend reading the whitepaper Upgrading Siebel CRM with Zero Downtime .

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