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• Oracle participó en el Expocontact14

  - by Noelia Gomez

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 Los pasados 27 y 28 de Mayo tuvo lugar el congreso Expocontact en el Museo del Traje. El congreso volvió a ser punto de encuentro de los mejores expertos y empresas líderes del sector Contact Center con una convocatoria de 700 asistentes. Oracle, además de patrocinador del evento, formó parte de la agenda con la ponencia de Victor López, Sales Consulting Director, CRM Orale Ibérica en la que explicó “Cómo pasar de atender a “gestionar experiencias” ”. En esta ponencia trasladó la importancia de la innovación tecnológica en el servicio al cliente ya que a través de este “puedes disponer del perfil completo de tu cliente” y hacer tu trabajo más ágil y funcional, comentaba Victor. Además, aprovechó para resaltar las mayores funcionalidades de las soluciones de CX (Customer Experience) de Oracle en la nube: “multicanal, móviles, integradas y flexibles”. 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: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:"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; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Además de las ponencias, la agenda contaba con una mesa redonda donde se debatió sobre la gestión integral del cliente desde una perspectiva global. La interacción de la audiencia fue clave durante las dos jornadas, pudiendo votar a las preguntas propuestas sobre las ponencias en directo y conociendo al momento los resultados, a través de una aplicación móvil. Algo que hizo constatar un mensaje clave para este sector: “saber escuchar al cliente” Conoce ya nuestras soluciones de CX aquí. /* 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:"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; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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• The Future of Air Travel: Intelligence and Automation

  - by BobEvans

  Remember those white-knuckle flights through stormy weather where unexpected plunges in altitude result in near-permanent relocations of major internal organs? Perhaps there’s a better way, according to a recent Wall Street Journal article: “Pilots of a Honeywell International Inc. test plane stayed on their initial flight path, relying on the company's latest onboard radar technology to steer through the worst of the weather. The specially outfitted Boeing 757 barely shuddered as it gingerly skirted some of the most ferocious storm cells over Fort Walton Beach and then climbed above the rest in zero visibility.” Or how about the multifaceted check-in process, which might not wreak havoc on liver location but nevertheless makes you wonder if you’ve been trapped in some sort of covert psychological-stress test? Another WSJ article, called “The Self-Service Airport,” says there’s reason for hope there as well: “Airlines are laying the groundwork for the next big step in the airport experience: a trip from the curb to the plane without interacting with a single airline employee. At the airport of the near future, ‘your first interaction could be with a flight attendant,’ said Ben Minicucci, chief operating officer of Alaska Airlines, a unit of Alaska Air Group Inc.” And in the topsy-turvy world of air travel, it’s not just the passengers who’ve been experiencing bumpy rides: the airlines themselves are grappling with a range of challenges—some beyond their control, some not—that make profitability increasingly elusive in spite of heavy demand for their services. A recent piece in The Economist illustrates one of the mega-challenges confronting the airline industry via a striking set of contrasting and very large numbers: while the airlines pay $7 billion per year to third-party computerized reservation services, the airlines themselves earn a collective profit of only $3 billion per year. In that context, the anecdotes above point unmistakably to the future that airlines must pursue if they hope to be able to manage some of the factors outside of their control (e.g., weather) as well as all of those within their control (operating expenses, end-to-end visibility, safety, load optimization, etc.): more intelligence, more automation, more interconnectedness, and more real-time awareness of every facet of their operations. Those moves will benefit both passengers and the air carriers, says the WSJ piece on The Self-Service Airport: “Airlines say the advanced technology will quicken the airport experience for seasoned travelers—shaving a minute or two from the checked-baggage process alone—while freeing airline employees to focus on fliers with questions. ‘It's more about throughput with the resources you have than getting rid of humans,’ said Andrew O'Connor, director of airport solutions at Geneva-based airline IT provider SITA.” Oracle’s attempting to help airlines gain control over these challenges by blending together a range of its technologies into a solution called the Oracle Airline Data Model, which suggests the following steps: • To retain and grow their customer base, airlines need to focus on the customer experience. • To personalize and differentiate the customer experience, airlines need to effectively manage their passenger data. • The Oracle Airline Data Model can help airlines jump-start their customer-experience initiatives by consolidating passenger data into a customer data hub that drives realtime business intelligence and strategic customer insight. • Oracle’s Airline Data Model brings together multiple types of data that can jumpstart your data-warehousing project with rich out-of-the-box functionality. • Oracle’s Intelligent Warehouse for Airlines brings together the powerful capabilities of Oracle Exadata and the Oracle Airline Data Model to give you real-time strategic insights into passenger demand, revenues, sales channels and your flight network. The airline industry aside, the bullet points above offer a broad strategic outline for just about any industry because the customer experience is becoming pre-eminent in each and there is simply no way to deliver world-class customer experiences unless a company can capture, manage, and analyze all of the relevant data in real-time. I’ll leave you with two thoughts from the WSJ article about the new in-flight radar system from Honeywell: first, studies show that a single episode of serious turbulence can wrack up $150,000 in additional costs for an airline—so, it certainly behooves the carriers to gain the intelligence to avoid turbulence as much as possible. And second, it’s back to that top-priority customer-experience thing and the value that ever-increasing levels of intelligence can deliver. As the article says: “In the cabin, reporters watched screens showing the most intense parts of the nearly 10-mile wide storm, which churned some 7,000 feet below, in vibrant red and other colors. The screens also were filled with tiny symbols depicting likely locations of lightning and hail, which can damage planes and wreak havoc on the nerves of white-knuckle flyers.”  (Bob Evans is senior vice-president, communications, for Oracle.)  

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• The Connected Company: WebCenter Portal - Feedback - Analytics and Polls

  - by Michael Snow

  Evernote Export body, td { }Guest Post by: Mitchell Palski, Staff Sales Consultant The importance of connecting peers has been widely recognized and socialized as a critical component of employee intranets. Organizations are striving to provide mediums for sharing knowledge and improving awareness across their enterprise. Indirectly, the socialization of your enterprise should lead to cost savings and improved product/service quality. However, many times the direct effects of connecting an organization’s leadership with its employees are overlooked. Oracle WebCenter Portal can help you bridge that gap by gathering implicit and explicit feedback. Implicit Feedback Through Usage Analytics Analytics allows administrators to track and analyze WebCenter Portal traffic and usage. Analytics provides the following basic functionality: Usage Tracking Metrics: Analytics collects and reports metrics of common WebCenter Portal functions, including community and portlet traffic. Behavior Tracking: Analytics can be used to analyze WebCenter Portal metrics to determine usage patterns, such as page visit duration and usage over time. User Profile Correlation: Analytics can be used to correlate metric information with user profile information. Usage tracking reports can be viewed and filtered by user profile data such as country, company or title. Usage analytics help measure how users interact with website content – allowing your IT staff and business analysts to make informed decisions when planning development for your next intranet enhancement. For example: If users are not accessing your Announcements page and missing critical information that they need to be aware of, you may elect to use graphical links on the home page to direct more users to that page. As a result, the number of employee help-requests to HR decreases. If users are not accessing your News page to read recent articles, you may elect to stop spending as much time updating the page with new stories and cut costs in your communications department. You notice that there is a high volume of users accessing the Employee Dashboard page so your organization decides to continue making personalization enhancements to the page and investing in the Portal tool that most users are accessing. Usage analytics aren’t necessarily a new concept in the IT industry. What sets WebCenter Portal Analytics apart is: Reports are tailored for WebCenter specific tools Report can be easily added to a page as simple as a drag-and-drop Explicit Feedback Through Polls WebCenter Portal users can create, edit, take, and analyze online polls. With polls, you can survey your audience (such as their opinions and their experience level), check whether they can recall important information, and gather feedback and metrics. How many times have you been involved in a requirements discussion and someone has asked a question similar to “Well how do you know that no one likes our home page?” and the response is “Everyone says they hate it! That’s all anyone complains about.” No one has any measurable, quantifiable metric to gauge user satisfaction. Analytics measure usage, but your organization also needs to measure the quality of your portal as defined by the actual people that use it. With that information, your leadership can make informed decisions that will not only match usage patterns but also relate to employees on a personal level. The end result is a connection between employees and leadership that gives everyone in the organization a sense of ownership of their Portal rather than the feeling of development decisions being segregated to leadership only. Polls can be created and edited through the Poll Manager: Polls and View Poll Results can easily be added to a page through drag-and-drop. What did we learn? Being a “connected” company doesn’t just mean helping employees connect with each other horizontally across your enterprise. It also means connecting those employees to the decisions that affect their everyday activities. Through WebCenter Portal Usage Analytics and Polls, any decision that is made to remove a Portal page, update a Portal page, or develop new Portal functionality, can be justified by quantifiable metrics. Instead of fielding complaints and hearing that your employees don’t have a voice, give those employees a voice and listen!

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• What Color is your Jetpack ?

  - by JoshReuben

  I’m a programmer, Im approaching 40, and I’m fairly decent at my job – I’ll keep doing what I’m doing for as long as they let me!   So what are your career options if you know how to code? A Programmer could be ..   An Algorithm developer Pros Interesting High barriers of entry, potential for startup competitive factor Cons Do you have the skill, qualifications? What are working conditions n this mystery niche ? micro-focus An Academic Pros Low pressure Job security – or is this an illusion ? Cons Low Pay Need a PhD A Software Architect Pros: strategic, rather than tactical Setting technology platform and high level vision You say how it should work, others have to figure out why its not working the way its supposed to ! broad view – you are paid to learn (how do you con people into paying for you to learn ??) Cons: Glorified developer – more often than not! competitive – everyone wants to do it ! loose touch with underlying tech in tough times, first guy to get the axe ! A Software Engineer Pros: interesting, always more to learn fun I can do it Fallback Cons: Nothing new under the sun – been there, done that Dealing with poor requirements, deadlines, other peoples code, overtime C#, XAML, Web - Low barriers of entry –> à race to the bottom A Team leader Pros: Setting code standards and proposing technology choices Cons: Glorified developer – more often than not! Inspecting other peoples code and debugging the problems they cannot fix Dealing with mugbies and prima donas Responsible for QA of others A Project Manager Pros No need for debugging other peoples code Cons Low barrier of entry High pressure Responsible for QA of others Loosing touch with technology A lot of bullshit meetings Have to be an asshole A Product Manager Pros No need for debugging other peoples code Learning new skillset of sales and marketing Cons Travel (I'm a family man) May need to know the bs details of an uninteresting product things I want to work with: AI, algorithms, Numerical Computing, Mathematica, C++ AMP – unfortunately, the work here is few & far between. VS & TFS Extensibility, DSLs (Workflow , Lightswitch), Code Generation – one day, code will write code ! Unity3D, WebGL – fun, fun, fun ! Modern Web – Knockout, SignalR, MVC, Node.Js ??? (tentative – I'll wait until things stabilize as this area is undergoing a pre-Cambrian explosion) Things I don’t want to work with: (but will if I'm asked to !) C# – same old, same old – not learning anything new here Old code – blech ! Environment with code & fix mentality , ad hoc requirements, excessive overtime Pc support, System administration – even after 20 years, people still ask you to do this sometimes ! debugging – my skills are just not there yet Oracle Old tech: VB 6, XSLT, WinForms, Net 3.51 or less Old style Web dev Information Systems: ASP.NET webforms, Reporting services / crystal reports, SQL Server CRUD with manual data layer, XAML MVVM – variations of the same concept, ad nauseaum. Low barriers of entry –> race to the bottom.  Metro – an elegant API coupled to a horrendous UX – I'll wait for market penetration viability before investing further in this.   Conclusion So if you are in a slump, take heart: Programming is a great career choice compared to every other job !

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• Field Report - Notes from IHRIM Atlanta Event

  - by Natalia Rachelson

  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: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; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} A guest post by Steve Boese, Director, Talent Strategy, Oracle Recently I had the pleasure to serve as a guest speaker at the IHRIM Atlanta/SE Chapter meeting in Atlanta, Georgia. The focus of my talk was Mobile Technology in Human Resources, and while still a new and developing area, the enormous growth and ubiquitous presence of mobile devices and increasing importance of and demand for constant connectivity in both our personal and professional lives has put planning and developing a mobile HR technology strategy high on many organizations lists of priorities in 2012. Numerous studies have shown that the confluence of ever-rising sales of smartphones and tablets; and the increasing tendency for workers of all kinds to be more mobile and less tied down to traditional, fixed-location workplaces and what now seem like old-fashioned PC-centric and traditional computing environments are driving Human Resources leaders to think about how, where, when, and for whom that the deployment of mobile HR solutions will help them address their business needs, and put information in the hands of those that need it, when they need it, and on their preferred devices. In the session we talked about some of the potential opportunities for mobile HR technologies, from simple workflow-based approval capability, to employee directories and robust employee profiles, to more advanced use cases like internal social networking and location-based mobile recruiting applications. And truly we are just scratching the surface of the potential and the value that all kinds of HR-related mobile technologies will help deliver to enterprises in the coming years. Additionally, it was encouraging to talk with many of the HR leaders in attendance who expressed interest in these kinds of mobile HR technology opportunities, as well as to hear how some of them are already working on developing their own mobile strategies or experimenting with mobile solutions in their workforces. It was a fantastic meeting and I’d like to express my thanks to Kim Bryant, IHRIM Atlanta/SE Board President, the other board members, and also the IHRIM Atlanta Chapter members and attendees at the event. If you are in the Atlanta area and are interested in HR and HR Technology, you can learn more about the programs and services that the Chapter has to offer at their website - http://www.ihrimatlantase.org/. And for people that are interested in what we at Oracle are working on in mobile, you can also sign up to receive the latest updates about the Oracle Fusion Applications tablet solutions, Oracle Fusion Tap, at https://fusiontap.oracle.com/.

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• Brazil is Hot for Social Media

  - by Mike Stiles

  Today’s guest blog is from Oracle SVP Product Development Reggie Bradford, fresh off a visit to Sao Paulo, Brazil where he spoke at the Dachis Social Business Summit and spent some time getting a personal taste for the astonishing growth of social in Brazil, both in terms of usage and engagement. I knew it was big, but I now have an all-new appreciation for why the Wall Street Journal branded Brazil the “social media capital of the universe.” Brazil has the world’s 5th largest economy, an expanding middle class, an active younger demo market, a connected & outgoing culture, and an ongoing embrace of the social media platforms. According to comScore's 2012 Brazil Digital Future in Focus report, 97% are using social media, and that’s not even taking mobile-only users into account. There were 65 million Facebook users in 2012, spending an average 535 minutes there, up 208%. It’s one of Twitter’s fastest growing markets and the 2nd biggest market for YouTube. Instagram usage has grown over 300% since last year. That by itself is exciting, but look at the opportunity for social marketing brands. 74% of Brazilian social users follow brands on Facebook, and 59% have praised a company on either Twitter or Facebook. A 2011 Oh! Panel study found 81% of social networkers there used social to research new products and 75% went there looking for discounts. B2C eCommerce sales in Brazil is projected to hit $26.9 billion by 2015. I bet I’m not the only one who sees great things ahead, and I was fortunate enough give a keynote ABRADI, an association of leading digital agencies in Brazil with 53 execs from 35 agencies attending. I was also afforded the opportunity to give my impressions of what’s going on in Brazil to Jornal Propoganda & Marketing, one of the most popular publications in Latin America for marketers. I conveyed that especially in an environment like Brazil, where social users are so willing to connect and engage brands, marketers need to back away from the heavy-handed, one-way messaging of old school advertising and move toward genuine relationships and trust-building. To aide in this, organizational and operation changes must be embraced inside the enterprise. We've talked often about the new, tighter partnership forming between the CIO and CMO. If this partnership is not encouraged, fostered and resourced, the increasing amount of time consumers spend on mobile and digital, and the efficiencies and integrations offered by cloud-based software cannot be exploited. These are the kinds of changes that can yield social data that, when combined with enterprise data, helps you come to know your social audiences intimately and predict their needs. Consumers are always connected and need your brand to be accessible at any time, be it for information or customer service. And, of course, all of this is happening quite publicly. The holistic, socially-enable enterprise connects social to customer service systems and all other customer touch points, facilitating the kind of immediate, real-time, gratifying response customers are coming to expect. Social users in Brazil are highly active and clearly willing to meet us as brands more than halfway. Empowering yourself with a social management technology platform will have you set up to maximize this booming social market…from listening & monitoring to engagement to analytics to workflow & automation to globalization & language support. Brands, it’s time to be as social as the great people of Brazil are. Obrigado! @reggiebradfordPhoto: Gualberto107, freedigitalphotos.net

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• The Social Enterprise: Gangnam Style

  - by Mike Stiles

  Are only small and medium businesses able to put social strategies in place, generate consistent, compelling content for customers, and be nimble enough to listen and respond to the social communities they build? Or are enterprise organizations eagerly and effectively adopting social as well? It depends on whom inside the organization you ask. A study from Attensity looked at who “gets” social inside enterprise organizations. The results were unsurprising. Mostly, Generation X and Y employees who came of age with social as part of their lives and as a key communications vehicle understand it. Imagine being a 25-year-old at a company that bans employees from accessing Facebook at work. You may as well tell them they can’t use phones and must do all calculations on an abacus. To them, such policy is absent of real-world logic and signals to them the organization is destined to be the victim of an up-and-comer. After that, it’s senior management that gets social. You don’t get to be in senior management without reading a few things and paying attention. Most senior managers are well aware of the impact social has had and will have, though they may be unsure of what to do about it. The better ones will utilize those on the inside who do inherently know how to communicate and build virtual relationships using social. The very best will get the past out of the way for these social innovators, so the new communications can be enacted minus counterproductive dictums, double-clutching, meeting-creep, and all the other fading internal practices that water down content and impede change. Organizationally, the Attensity study found 81% of enterprise companies believe failing to embrace social will result in their being left behind. Yet our old friend fear still has many captive in its clutches. 79% feel overwhelmed by the volume of social data available, something a social technology partner with goal-oriented analytics expertise could go a long way toward alleviating. Then there’s the fear of social having a negative impact. This comes from a lack of belief in the product, the customer service, or both. The public uses social not to go out and slay brands. They’re using it to be honest. If the fear is that honesty will reflect badly on the brand, the brand has much bigger, broader problems than what happens on Facebook. Sadly, most enterprise organizations still see social as a megaphone, a one-way channel with which to hit people with ads. They either don’t understand social relationships, or don’t want any. The truly unenlightened manager will always say, “We help them by selling them our stuff.” “Brand affinity” is a term, it’s just not one assigned much value in enterprise organizations. Which brings us to Psy, the Korean performer whose Internet video phenom “Gangnam Style,” as of this writing, has been viewed 438,550,238 times on YouTube. It’s bigger than anything a brand will probably ever publish. Most brands would never have seen the point of making or publishing it. But a funny thing happened on the way to Internet success. The video literally doubled the stock price of Psy’s father’s software firm. NH Investment and Securities said, "The positive sentiment has attracted investors just because of the fact the company is owned by Psy's father and uncle.” The company wasn’t mentioned or seen in the video in any way, yet reaped tangible rewards just for being tangentially associated with it. Imagine your brand being visibly and directly responsible for such a smash and tell me it’s worthless. When enterprise organizations embrace the value of igniting passions, making people happier, solving their problems, informing them, helping them have fun, etc., then they will have fully embraced social, and will reap the brand affinity rewards of heightened awareness, brand loyalty and yes, sales.

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• eSTEP Newsletter November 2012

  - by mseika

  Dear Partners,We would like to inform you that the November '12 issue of our Newsletter is now available.The issue contains information to the following topics: News from CorpOracle Celebrates 25 Years of SPARC Innovation; IDC White Papers Finds Growing Customer Comfort with Oracle Solaris Operating System; Oracle Buys Instantis; Pillar Axiom OpenWorld Highlights; Announcement Oracle Solaris 11.1 Availability (data sheet, new features, FAQ's, corporate pages, internal blog, download links, Oracle shop); Announcing StorageTek VSM 6; Announcement Oracle Solaris Cluster 4.1 Availability (new features, FAQ's, cluster corp page, download site, shop for media); Announcement: Oracle Database Appliance 2.4 patch update becomes available Technical SectionOracle White papers on SPARC SuperCluster; Understanding Parallel Execution; With LTFS, Tape is Gaining Storage Ground with additional link to How to Create Oracle Solaris 11 Zones with Oracle Enterprise Manager Ops Center; Provisioning Capabilities of Oracle Enterprise Ops Center Manager 12c; Maximizing your SPARC T4 Oracle Solaris Application Performance with the following articles: SPARC T4 Servers Set World Record on Siebel CRM 8.1.1.4 Benchmark, SPARC T4-Based Highly Scalable Solutions Posts New World Record on SPECjEnterprise2010 Benchmark, SPARC T4 Server Delivers Outstanding Performance on Oracle Business Intelligence Enterprise Edition 11g; Oracle SUN ZFS Storage Appliance Reference Architecture for VMware vSphere4; Why 4K? - George Wilson's ZFS Day Talk; Pillar Axiom 600 with connected subjects: Oracle Introduces Pillar Axiom Release 5 Storage System Software, Driving down the high cost of Storage, This Provisioning with Pilar Axiom 600, Pillar Axiom 600- System overview and architecture; Migrate to Oracle;s SPARC Systems; Top 5 Reasons to Migrate to Oracle's SPARC Systems Learning & EventsRecently delivered Techcasts: Learning Paths; Oracle Database 11g: Database Administration (New) - Learning Path; Webcast: Drill Down on Disaster Recovery; What are Oracle Users Doing to Improve Availability and Disaster Recovery; SAP NetWeaver and Oracle Exadata Database Machine ReferencesARTstor Selects Oracle’s Sun ZFS Storage 7420 Appliances To Support Rapidly Growing Digital Image Library, Scottish Widows Cuts Sales Administration 20%, Reduces Time to Prepare Reports by 75%, and Achieves Return on Investment in First Year, Oracle's CRM Cloud Service Powers Innovation: Applications on Demand; Technology on Demand, How toHow to Migrate Your Data to Oracle Solaris 11 Using Shadow Migration; Using svcbundle to Create SMF Manifests and Profiles in Oracle Solaris 11; How to prepare a Sun ZFS Storage Appliance to Serve as a Storage Devise with Oracle Enterprise Manager Ops Center 12c; Command Summary: Basic Operations with the Image Packaging System In Oracle Solaris 11; How to Update to Oracle Solaris 11.1 Using the Image Packaging System, How to Migrate Oracle Database from Oracle Solaris 8 to Oracle Solaris 11; Setting Up, Configuring, and Using an Oracle WebLogic Server Cluster; Ease the Chaos with Automated Patching: Oracle Enterprise Manager Cloud Control 12c; Book excerpt: Oracle Exalogic Elastic Cloud HandbookYou find the Newsletter on our portal under eSTEP News ---> Latest Newsletter. You will need to provide your email address and the pin below to get access. Link to the portal is shown below.URL: http://launch.oracle.com/PIN: eSTEP_2011Previous published Newsletters can be found under the Archived Newsletters section and more useful information under the Events, Download and Links tab. Feel free to explore and any feedback is appreciated to help us improve the service and information we deliver.Thanks and best regards,Partner HW Enablement EMEA

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• Incentivizing Work with Development Teams

  - by MarkPearl

  Recently I saw someone on twitter asking about incentives and if anyone had past experience with incentivizing work. I promised to respond with some of the experiences I have had in the past so here goes... **Disclaimer** - these are my experiences with incentives, generally in software development - in some other industries this may not be applicable – this is also my thinking at this point in time, with more experience my opinion may change. Incentivize at the level that you want people to group at If you are wanting to promote a team mentality, incentivize teams. If you want to promote an individual mentality, incentivize individuals. There is nothing worse than mixing this up. Some organizations put a lot of effort in establishing teams and team mentalities but reward individuals. This has a counter effect on the resources they have put towards establishing a team mentality. In the software projects that I work with we want promote cross functional teams that collaborate. Personally, if I was on a team and knew that there was an opportunity to work on a critical component of the system, and that by doing so I would get a bigger bonus, then I would be hesitant to include other people in solving that problem. Thus, I would hinder the teams efforts in being cross functional and reduce collaboration levels. Does that mean everyone in the team should get an even share of an incentive? In most situations I would say yes - even though this may feel counter-intuitive. I have heard arguments put forward that if “person x contributed more than person Y then they should be rewarded more” – This may sound controversial but I would rather treat people how would you like them to perform, not where they currently are at. To add to this approach, if someone is free loading, you bet your bottom dollar that the team is going to make this a lot more transparent if they feel that individual is going to be rewarded at the same level that everyone else is. Bad incentives promote destructive work If you are going to incentivize people, pick you incentives very carefully. I had an experience once with a sales person who was told they would get a bonus provided that they met an ordering target with a particular supplier. What did this person do? They sold everything at cost for the next month or so. They reached the goal, but the company didn't gain anything from it. It was a bad incentive. Expect the same with development teams, if you incentivize zero bug levels, you will get zero code committed to the solution. If you incentivize lines of code, you will get many many lines of bad code. Is there such a thing as a good incentives? Monetary wise, I am not sure there is. I would much rather encourage organizations to pay their people what they are worth upfront. I would also advise against paying money to teams as an incentive or even a bonus or reward for reaching a milestone. Rather have a breakaway for the team that promotes team building as a reward if they reach a milestone than pay them more money. I would also advise against making the incentive the reason for them to reach the milestone. If this becomes the norm it promotes people to begin to only do their job if there is an incentive at the end of the line. This is not a behaviour one wants to encourage. If the team or individual is in the right mind-set, they should not work any harder than they are right now with normal pay.

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• There are 2 jobs available - which one sounds better all round [closed]

  - by Steve Gates

  I am currently employed at a company where we scrape by each year breaking even, sometimes having a little profit. The development environment is very relaxed and we have a laugh. My colleagues are not interested in improving their knowledge unless they have to, so trying to get them to adopt things like TDD is a non-starter. My development manager is stuck in .Net 2 land and refuses to use things like LINQ. He over complicates architecture and writes very unreadable code, heres an example SortedList<int,<SortedList<int,SortedList<int, MyClass>>>> The MD of the company has no drive and lets the one sales guy bring in the contracts. We are not busy all the time and this allows me time to look at new technology and learn. In terms of using things like TDD, my development manager has no problem with it and can kind of see the purpose of it, he just wont use it himself. This means I am alone in learning new things and am often resorting to StackOverflow to make sure I get things right. The company has a lot of flexibility, I can work from home if needs be and when my daughter was born they let me work from home 1 day a week however they expect this flexibility in return often asking me to travel occasionally on a Friday afternoon for the following week. Sometimes its abroad. We are also pretty much on call 24/5 as we have engineers in various countries. Also we have no testers so most of the testing is done by us developers and some testing by engineers. Either way no-one likes testing! I have been offered a role at a company I worked at 5 years ago. They were quite Victorian in their working practices but it appears to have relaxed now although I suspect still reasonably formal. There is a new team of developers I don't know and they are about to move to new offices. The team lead is a guy that was there when I was and I get the impression he takes his role seriously and likes his formal procedures and documentation. I think some of the Victorian practices may have rubbed off on him. However he did say if things crop up then as long as I can trust the person they can work at home although he prefers people in the office. The team uses SCRUM, TDD and SOLID design principles so they are quite up to date in technology. They are reasonably Microsoft focused. It appears the Technical Director might be the R&D man and research new technology on his own not allowing developers to play with new technology. He possibly might be a super developer and makes all the decisions that no can argue with. They are currently moving to Entity Framework away from NHibernate based on issues that their queries seem to fail sometimes and they feel NHibernate is stagnant. They have analysts and a QA team. The MD is focused and they are an expanding company making profit each year. I'm not sure what the team morale is and whether they have a laugh. When I had a tour around the office they were there in dead silence. I'm really unsure which role is the best for me and going with my gut instinct is useless as I'm not sure what my gut is telling me. Based on the information above which role would you choose and why?

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• Using Content Analytics for More Effective Engagement

  - by Kellsey Ruppel

  Using Content Analytics for More Effective Engagement: Turning High-Volume Content into Templates for Success By Mitchell Palski, Oracle WebCenter Sales Consultant Many organizations use Oracle WebCenter Portal to develop these basic types of portals: Intranet portals used for collaboration, employee self-service, and company communication Extranet portals used by customers and partners for self-service and support Team collaboration portals that allow users to share documents and content, track activity, and engage in discussions Portals are intended to provide a personalized, single point of interaction with web-based applications and information. The user experiences that a Portal is capable of displaying should be relevant to an individual user or class of users (a group or role). The components of a Portal that would vary based on a user’s identity include: Web content such as images, news articles, and on-screen instruction Social tools such as threaded discussions, polls/surveys, and blogs Document management tools to upload, download, and edit files Web applications that present data visualizations and data entry modules These collections of content, tools, and applications make up valuable workspaces. The challenge that a development team may have is defining which combinations are the most effective for its users. No one wants to create and manage a workspace that goes un-used or (even worse) that is used but is ineffective. Oracle WebCenter Portal provides you with the capabilities to not only rapidly develop variations of portals, but also identify which portals are the most effective and should be re-used throughout an enterprise. Capturing Portal AnalyticsOracle WebCenter Portal provides an analytics service that allows administrators and business users to track and analyze portal usage. These analytics are captured in the form of: Usage tracking metrics Behavior tracking User Profile Correlation The out-of-the-box task reports that come with Oracle WebCenter Portal include: WebCenter Portal Traffic Page Traffic Login Metrics Portlet Traffic Portlet Response Time Portlet Instance Traffic Portlet Instance Response Time Search Metrics Document Metrics Wiki Metrics Blog Metrics Discussion Metrics Portal Traffic Portal Response Time By determining the usage and behavior tracking metrics that are associated with specific user profiles (including groups and roles), your administrators will be able to identify the components of your solution that are the most valuable.  Your first step as an administrator should be to identify the specific pages and/or components are used the most frequently. Next, determine the user(s) or user-group(s) that are accessing those high-use elements of a portal. It is also important to determine patterns in high-usage and see if they correlate to a specific schedule. One of the goals of any development team (especially those that are following Agile methodologies) should be to develop reusable web components to minimize redundant development. Oracle WebCenter Portal provides you the tools to capture the successful workspaces that have already been developed and identified so that they can be reused for similar user demographics. Re-using Successful PortalsWhen creating a new Portal in Oracle WebCenter, developers have the option to base that portal on a template that includes: Pre-seeded data such as pages, tools, user roles, and look-and-feel assets Specific sub-sets of page-layouts, tools, and other resources to standardize what is added to a Portal’s pages Any custom components that your team creates during development cycles Once you have identified a successful workspace and its most valuable components, leverage Oracle WebCenter’s ability to turn that custom portal into a portal template. By creating a template from your already successful portal, you are empowering your enterprise by providing a starting point for future initiatives. Your new projects, new teams, and new web pages can benefit from lessons learned and adjustments that have already been made to optimize user experiences instead of starting from scratch. ***For a complete explanation of how to work with Portal Templates, be sure to read the Fusion Middleware documentation available online.

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• Spotlight on Oracle Social Relationship Management. Social Enable Your Enterprise with Oracle SRM.

  - by Pat Ma

  Facebook is now the most popular site on the Internet. People are tweeting more than they send email. Because there are so many people on social media, companies and brands want to be there too. They want to be able to listen to social chatter, engage with customers on social, create great-looking Facebook pages, and roll out social-collaborative work environments within their organization. This is where Oracle Social Relationship Management (SRM) comes in. Oracle SRM is a product that allows companies to manage their presence with prospects and customers on social channels. Let's talk about two popular use cases with Oracle SRM. Easy Publishing - Companies now have an average of 178 social media accounts - with every product or geography or employee group creating their own social media channel. For example, if you work at an international hotel chain with every single hotel creating their own Facebook page for their location, that chain can have well over 1,000 social media accounts. Managing these channels is a mess - with logging in and out of every account, making sure that all accounts are on brand, and preventing rogue posts from destroying the brand. This is where Oracle SRM comes in. With Oracle Social Relationship Management, you can log into one window and post messages to all 1,000+ social channels at once. You can set up approval flows and have each account generate their own content but that content must be approved before publishing. The benefits of this are easy social media publishing, brand consistency across all channels, and protection of your brand from inappropriate posts. Monitoring and Listening - People are writing and talking about your company right now on social media. 75% of social media users have written a negative post about a brand after a poor customer service experience. Think about all the negative posts you see in your Facebook news feed about delayed flights or being on hold for 45 minutes. There is so much social chatter going on around your brand that it's almost impossible to keep up or comprehend what's going on. That's where Oracle SRM comes in. With Social Relationship Management, a company can monitor and listen to what people are saying about them on social channels. They can drill down into individual posts or get a high level view of trends and mentions. The benefits of this are comprehending what's being said about your brand and its competitors, understanding customers and their intent, and responding to negative posts before they become a PR crisis. Oracle SRM is part of Oracle Cloud. The benefits of cloud deployment for customers are faster deployments, less maintenance, and lower cost of ownership versus on-premise deployments. Oracle SRM also fits into Oracle's vision to social enable your enterprise. With Oracle SRM, social media is not just a marketing channel. Social media is also mechanism for sales, customer support, recruiting, and employee collaboration. For more information about how Oracle SRM can social enable your enterprise, please visit oracle.com/social. For more information about Oracle Cloud, please visit cloud.oracle.com.

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• How to organize SQL script files

  - by Mehper C. Palavuzlar

  We have an Oracle 10g database (a huge one) in our company, and I provide employees with data upon their requests. My problem is, I save almost every SQL query I wrote, and now my list has grown too long. I want to organize and rename these .sql files so that I can find the one I want easily. At the moment, I'm using some folders named as Sales Dept, Field Team, Planning Dept, Special etc. and under those folders there are .sql files like Delivery_sales_1, Delivery_sales_2, ... Sent_sold_lostsales_endpoints, ... Sales_provinces_period, Returnrates_regions_bymonths, ... Jack_1, Steve_1, Steve_2, ... I try to name the files regarding their content but this makes file names longer and does not completely meet my needs. Sometimes someone comes and demands a special report, and I give the file his name, but this is also not so good. I know duplicates or very similar files are growing in time but I don't have control over them. Can you show me the right direction to rename all these files and folders and organize my queries for easy and better control? TIA.

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• How can I set PivotField.Calculation in Excel/VSTO?

  - by Kang Su

  I'm trying to set the Calculation property on an OLAP PivotField with VSTO 3.0. For example: pivotField.Calculation = XlPivotFieldCalculation.PercentOf; If I do the above, the value I assign does not stay (Excel appears to revert the change). I suspect the reason is that the BaseField property of the PivotField also needs to be populated (as PercentOf needs a BaseField). But it appears to me that you can't set the BaseField property until you've set the Calculation property (otherwise you get a COMException). I've tried to set ManualUpdate on the PivotTable to true, but with VSTO this rarely works, as this gets reverted immediately back to false. Note, that this seems to work fine in VBA as you can assign multiple values in a single statement, like this: With ActiveSheet.PivotTables("PivotTable1").PivotFields("[Measures].[Reseller Sales Amount]") .Calculation = xlPercentOf .BaseField = "[Geography].[Geography].[Country]" .BaseItem = "[Geography].[Geography].[Country].&[France]" .NumberFormat = "0.00%" End With But with C#/VSTO there's no construct like this (that I know of) and I'm stuck not able to do something like the above. Further note, Calculation values that don't require a BaseField, e.g., XlPivotFieldCalculation.xlPercentOfTotal, get set just fine. Any help on this would be greatly appreciated!

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• MS Chart in WPF, Setting the DataSource is not creating the Series

  - by Shaik Phakeer

  Hi All, Here I am trying to assign the datasource (using same code given in the sample application) and create a graph, only difference is i am doing it in WPF WindowsFormsHost. due to some reason the datasource is not being assigned properly and i am not able to see the series ("Series 1") being created. wired thing is that it is working in the Windows Forms application but not in the WPF one. am i missing something and can somebody help me? Thanks <Window x:Class="SEDC.MDM.WinUI.WindowsFormsHostWindow" xmlns="http://schemas.microsoft.com/winfx/2006/xaml/presentation" xmlns:x="http://schemas.microsoft.com/winfx/2006/xaml" xmlns:wf="clr-namespace:System.Windows.Forms;assembly=System.Windows.Forms" xmlns:CHR="clr- namespace:System.Windows.Forms.DataVisualization.Charting;assembly=System.Windows.Forms.Dat aVisualization" Title="HostingWfInWpf" Height="230" Width="338"> <Grid x:Name="grid1"> </Grid> </Window> private void drawChartDataBinding() { System.Windows.Forms.Integration.WindowsFormsHost host = new System.Windows.Forms.Integration.WindowsFormsHost(); string fileNameString = @"C:\Users\Shaik\MSChart\WinSamples\WinSamples\data\chartdata.mdb"; // initialize a connection string string myConnectionString = "PROVIDER=Microsoft.Jet.OLEDB.4.0;Data Source=" + fileNameString; // define the database query string mySelectQuery = "SELECT * FROM REPS;"; // create a database connection object using the connection string OleDbConnection myConnection = new OleDbConnection(myConnectionString); // create a database command on the connection using query OleDbCommand myCommand = new OleDbCommand(mySelectQuery, myConnection); Chart Chart1 = new Chart(); // set chart data source Chart1.DataSource = myCommand; // set series members names for the X and Y values Chart1.Series"Series 1".XValueMember = "Name"; Chart1.Series"Series 1".YValueMembers = "Sales"; // data bind to the selected data source Chart1.DataBind(); myCommand.Dispose(); myConnection.Close(); host.Child = Chart1; this.grid1.Children.Add(host); } Shaik

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• ProgrammingError when aggregating over an annotated & grouped Django ORM query

  - by ento

  I'm trying to construct a query to get the "average, maximum, minimum number of items purchased by a single user". The data source is this simple sales record table: class SalesRecord(models.Model): id = models.IntegerField(primary_key=True) user_id = models.IntegerField() product_code = models.CharField() price = models.IntegerField() created_at = models.DateTimeField() A new record is inserted into this table for every item purchased by a user. Here's my attempt at building the query: q = SalesRecord.objects.all() q = q.values('user_id').annotate( # group by user and count the # of records count=Count('id'), # (= # of items) ).order_by() result = q.aggregate(Max('count'), Min('count'), Avg('count')) When I try to execute the code, a ProgrammingError is raised at the last line: (1064, "You have an error in your SQL syntax; check the manual that corresponds to your MySQL server version for the right syntax to use near 'FROM (SELECT sales_records.user_id AS user_id, COUNT(sales_records.`' at line 1") Django's error screen shows that the SQL is SELECT FROM (SELECT `sales_records`.`player_id` AS `player_id`, COUNT(`sales_records`.`id`) AS `count` FROM `sales_records` WHERE (`sales_records`.`created_at` >= %s AND `sales_records`.`created_at` <= %s ) GROUP BY `sales_records`.`player_id` ORDER BY NULL) subquery It's not selecting anything! Can someone please show me the right way to do this? Hacking Django I've found that clearing the cache of selected fields in django.db.models.sql.BaseQuery.get_aggregation() seems to solve the problem. Though I'm not really sure this is a fix or a workaround. @@ -327,10 +327,13 @@ # Remove any aggregates marked for reduction from the subquery # and move them to the outer AggregateQuery. + self._aggregate_select_cache = None + self.aggregate_select_mask = None for alias, aggregate in self.aggregate_select.items(): if aggregate.is_summary: query.aggregate_select[alias] = aggregate - del obj.aggregate_select[alias] + if alias in obj.aggregate_select: + del obj.aggregate_select[alias] ... yields result: {'count__max': 267, 'count__avg': 26.2563, 'count__min': 1}

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• Error with ReportViewer in ASP.NET: "The server is not a compatible version" ?

  - by fritz

  I deployed some SSRS reports created in Visual Studio 2008 to localhost:8080/ReportServer. ( Using VS 2008 .NET , Version 9.0.21022.8, SQL Server 2008 and XP Prof.) Calling them in the Webbrowser works fine, but now I'm trying to use them in an ASP.NET app with ReportViewer in VS 2008 and using local ASP.NET Development Server. Excecuting the following Code: ReportViewer1.ProcessingMode = ProcessingMode.Remote; IReportServerCredentials irsc = new CustomReportCredentials("xxx", "xxx", "xxx"); ReportViewer1.ServerReport.ReportServerCredentials = irsc; ReportViewer1.ServerReport.ReportServerUrl = new Uri("http://localhost:8080/ReportServer/ReportService2005.asmx?wsdl"); ReportViewer1.ServerReport.ReportPath = @"/AdventureWorks Sample Reports/Sales Order Detail"; ReportViewer1.ServerReport.Refresh(); results in the following exception: "# The version of the report server web service definition (WSDL) is either not valid or unrecognized. The server is not a compatible version. * System.Web.Services.Protocols.SoapException: Server did not recognize the value of HTTP Header 'SOAPAction': http://schemas.microsoft.com/sqlserver/2005/06/30/reporting/reportingservices/LoadReport..." The report file .rdl contains the namespace: xmlns="http://schemas.microsoft.com/sqlserver/reporting/2008/01/reportdefinition" and "http://localhost:8080/ReportServer?&rs%3aCommand=ListChildren" in the Webbrowser shows the report directories and "Microsoft SQL Server Reporting Services, Version 10.0.1600.22" The file "ReportService2005.wsdl" contains a lot of "soapAction="http://schemas.microsoft.com/sqlserver/2005/06/30/reporting/reportingservices/..." attributes. So it sounds like a 2005 / 2008 incompability ? (but as mentioned: i'm using only 2008 products) Any ideas ?

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• Subscription Management with Merchant Account via API

  - by Josh

  I'm researching gateways/vendors that provide the ability to create subscription based transitions for merchant accounts. In other words, I want to allow customers to signup for a subscription for a website service that charges once a month. Authorize.Net has an ARB (Automated Recurring Billing) Module. The cost is cheap, $10 a month for the service, with unlimited subscriptions, and they have an API that allows XML or SOAP access to create, update and cancel. The LARGE negative of the service is that it doesn't have elegant way to obtain the current status of a subscription. They can send a daily email with an attached CSV file, or someone can login into the site and review statuses – neither is an enterprise solution. The parent company "CyberSource" has a "Recurring Billing Service" which implies a more robust solution, including API access to subscription information. I’m currently waiting for a sales call back on costs related to the service. I also looked at PayPal's Recurring Billing Service, but that appears to require that users are redirected to the PayPal site to signup for the subscription -- again, not an an elegant solution. Does anyone know of any other vendors/gateways that offer subscription service, that meet the following criteria: Vendor/Gateway must host the credit card number and be PCI compliant Have an API that accessible via a Web Service, Post over HTTPS or SOAP Have an API that allows querying the status of subscriptions and/or the ability to query for activity since a certain date. Thanks in advance for your suggestions.

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• Database design for invoices, invoice lines & revisions

  - by FreshCode

  I'm designing the 2nd major iteration of a relational database for a franchise's CRM (with lots of refactoring) and I need help on the best database design practices for storing job invoices and invoice lines with a strong audit trail of any changes made to each invoice. Current schema Invoices Table InvoiceId (int) // Primary key JobId (int) StatusId (tinyint) // Pending, Paid or Deleted UserId (int) // auditing user Reference (nvarchar(256)) // unique natural string key with invoice number Date (datetime) Comments (nvarchar(MAX)) InvoiceLines Table LineId (int) // Primary key InvoiceId (int) // related to Invoices above Quantity (decimal(9,4)) Title (nvarchar(512)) Comment (nvarchar(512)) UnitPrice (smallmoney) Revision schema InvoiceRevisions Table RevisionId (int) // Primary key InvoiceId (int) JobId (int) StatusId (tinyint) // Pending, Paid or Deleted UserId (int) // auditing user Reference (nvarchar(256)) // unique natural string key with invoice number Date (datetime) Total (smallmoney) Schema design considerations 1. Is it sensible to store an invoice's Paid or Pending status? All payments received for an invoice are stored in a Payments table (eg. Cash, Credit Card, Cheque, Bank Deposit). Is it meaningful to store a "Paid" status in the Invoices table if all the income related to a given job's invoices can be inferred from the Payments table? 2. How to keep track of invoice line item revisions? I can track revisions to an invoice by storing status changes along with the invoice total and the auditing user in an invoice revision table (see InvoiceRevisions above), but keeping track of an invoice line revision table feels hard to maintain. Thoughts? 3. Tax How should I incorporate sales tax (or 14% VAT in SA) when storing invoice data?

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• Beginner problems with references to arrays in python 3.1.1

  - by Protean

  As part of the last assignment in a beginner python programing class, I have been assigned a traveling sales man problem. I settled on a recursive function to find each permutation and the sum of the distances between the destinations, however, I am have a lot of problems with references. Arrays in different instances of the Permute and Main functions of TSP seem to be pointing to the same reference. from math import sqrt class TSP: def __init__(self): self.CartisianCoordinates = [['A',[1,1]], ['B',[2,2]], ['C',[2,1]], ['D',[1,2]], ['E',[3,3]]] self.Array = [] self.Max = 0 self.StoredList = ['',0] def Distance(self, i1, i2): x1 = self.CartisianCoordinates[i1][1][0] y1 = self.CartisianCoordinates[i1][1][1] x2 = self.CartisianCoordinates[i2][1][0] y2 = self.CartisianCoordinates[i2][1][1] return sqrt(pow((x2 - x1), 2) + pow((y2 - y1), 2)) def Evaluate(self): temparray = [] Data = [] for i in range(len(self.CartisianCoordinates)): Data.append([]) for i1 in range(len(self.CartisianCoordinates)): for i2 in range(len(self.CartisianCoordinates)): if i1 != i2: temparray.append(self.Distance(i1, i2)) else: temparray.append('X') Data[i1] = temparray temparray = [] self.Array = Data self.Max = len(Data) def Permute(self,varray,index,vcarry,mcarry): #Problem Class array = varray[:] carry = vcarry[:] for i in range(self.Max): print ('ARRAY:', array) print (index,i,carry,array[index][i]) if array[index][i] != 'X': carry[0] += self.CartisianCoordinates[i][0] carry[1] += array[index][i] if len(carry) != self.Max: temparray = array[:] for j in range(self.Max):temparray[j][i] = 'X' index = i mcarry += self.Permute(temparray,index,carry,mcarry) else: return mcarry print ('pass',mcarry) return mcarry def Main(self): out = [] self.Evaluate() for i in range(self.Max): array = self.Array[:] #array appears to maintain the same reference after each copy, resulting in an incorrect array being passed to Permute after the first iteration. print (self.Array[:]) for j in range(self.Max):array[j][i] = 'X' print('I:', i, array) out.append(self.Permute(array,i,[str(self.CartisianCoordinates[i][0]),0],[])) return out SalesPerson = TSP() print(SalesPerson.Main()) It would be greatly appreciated if you could provide me with help in solving the reference problems I am having. Thank you.

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• Cucumber could not find table; but its there. What is going on?

  - by JZ

  I'm working with cucumber and I'm running into difficulties. When I run "cucumber features", I am met with errors, cucumber is unable to find my requests table. What obvious mistake am I making? Thank you in advance! Bash: justin-zollarss-mac-pro:conversion justinz$ cucumber features Using the default profile... /Users/justinz/.gem/ruby/1.8/gems/rails-2.3.5/lib/rails/gem_dependency.rb:119:Warning: Gem::Dependency#version_requirements is deprecated and will be removed on or after August 2010. Use #requirement F-- (::) failed steps (::) Could not find table 'requests' (ActiveRecord::StatementInvalid) ./features/article_steps.rb:3 ./features/article_steps.rb:2:in `each' ./features/article_steps.rb:2:in `/^I have requests named (.+)$/' features/manage_articles.feature:7:in `Given I have requests named Foo, Bar' Failing Scenarios: cucumber features/manage_articles.feature:6 # Scenario: Conversion 1 scenario (1 failed) 3 steps (1 failed, 2 skipped) 0m0.154s justin-zollarss-mac-pro:conversion justinz$ Manage_articles.feature: Feature: Manage Articles In order to make sales As a customer I want to make conversions Scenario: Conversion Given I have requests named Foo, Bar When I go to the list of customers Then I should see a new "customer" Article_steps.rb: Given /^I have requests named (.+)$/ do |firsts| firsts.split(', ').each do |first| Request.create!(:first => first) pending # express the regexp above with the code you wish you had end end Then /^I should see a new "([^"]*)"$/ do |arg1| pending # express the regexp above with the code you wish you had end DB schema: ActiveRecord::Schema.define(:version => 20100528011731) do create_table "requests", :force => true do |t| t.string "institution" t.string "website" t.string "type" t.string "users" t.string "first" t.string "last" t.string "jobtitle" t.string "phone" t.string "email" t.datetime "created_at" t.datetime "updated_at" end end

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• Using prepared statements with JDBCTemplate

  - by Bernhard V

  Hi. I'm using the Jdbc template and want to read from the database using prepared statements. I iterate over many lines in a csv file and on every line I execute some sql select queries with it's values. Now I want to speed up my reading from the database but I just can't get the Jdbc template to work with prepared statements. Actually I even don't know how to do it. There is the PreparedStatementCreator and the PreparedStatementCreator. As in this example both of them are created with anonymous inner classes. But inside the PreparedStatementCreator class I don't have access to the values I want to set in the prepared statement. Since I'm iterating through a csv file I can't hard code them as a String because I don't know them. I also can't pass them to the PreparedStatementCreator because there are no arguments for the constructor. I was used to the creation of prepared statements being fairly simple. Something like PreparedStatement updateSales = con.prepareStatement( "UPDATE COFFEES SET SALES = ? WHERE COF_NAME LIKE ? "); updateSales.setInt(1, 75); updateSales.setString(2, "Colombian"); updateSales.executeUpdate(): as in the Java tutorial. Your help would be very appreciated.

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• Database Design Question regaurding duplicate information.

  - by galford13x

  I have a database that contains a history of product sales. For example the following table CREATE TABLE SalesHistoryTable ( OrderID, // Order Number Unique to all orders ProductID, // Product ID can be used as a Key to look up product info in another table Price, // Price of the product per unit at the time of the order Quantity, // quantity of the product for the order Total, // total cost of the order for the product. (Price * Quantity) Date, // Date of the order StoreID, // The store that created the Order PRIMARY KEY(OrderID)); The table will eventually have millions of transactions. From this, profiles can be created for products in different geographical regions (based on the StoreID). Creating these profiles can be very time consuming as a database query. For example. SELECT ProductID, StoreID, SUM(Total) AS Total, SUM(Quantity) QTY, SUM(Total)/SUM(Quantity) AS AvgPrice FROM SalesHistoryTable GROUP BY ProductID, StoreID; The above query could be used to get the Information based on products for any particular store. You could then determine which store has sold the most, has made the most money, and on average sells for the most/least. This would be very costly to use as a normal query run anytime. What are some design descisions in order to allow these types of queries to run faster assuming storage size isn’t an issue. For example, I could create another Table with duplicate information. Store ID (Key), Product ID, TotalCost, QTY, AvgPrice And provide a trigger so that when a new order is received, the entry for that store is updated in a new table. The cost for the update is almost nothing. What should be considered when given the above scenario?

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• Testing a wide variety of computers with a small company

  - by Tom the Junglist

  Hello everyone, I work for a small dotcom which will soon be launching a reasonably-complicated Windows program. We have uncovered a number of "WTF?" type scenarios that have turned up as the program has been passed around to the various not-technical-types that we've been unable to replicate. One of the biggest problems we're facing is that of testing: there are a total of three programmers -- only one working on this particular project, me -- no testers, and a handful of assorted other staff (sales, etc). We are also geographically isolated. The "testing lab" consists of a handful of VMWare and VPC images running sort-of fresh installs of Windows XP and Vista, which runs on my personal computer. The non-technical types try to be helpful when problems arise, we have trained them on how to most effectively report problems, and the software itself sports a wide array of diagnostic features, but since they aren't computer nerds like us their reporting is only so useful, and arranging remote control sessions to dig into the guts of their computers is time-consuming. I am looking for resources that allow us to amplify our testing abilities without having to put together an actual lab and hire beta testers. My boss mentioned rental VPS services and asked me to look in to them, however they are still largely very much self-service and I was wondering if there were any better ways. How have you, or any other companies in a similar situation handled this sort of thing? EDIT: According to the lingo, our goal here is to expand our systems testing capacity via an elastic computing platform such as Amazon EC2. At this point I am not sure suggestions of beefing up our unit/integration testing are going to help very much as we are consistently hitting walls at the systems testing phase. Has anyone attempted to do this kind of software testing on a cloud-type service like EC2? Tom

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• Magento failure.phtml, get the order total

  - by Kieran

  Hello. One of the projects I work on has the failure page and success page in magento as exactly the same and requires some tracking code on both. The tracking code requires the order ID and the amount being ordered. The issue I'm having is trying to get the order total on the failure page. The methods built into the block class Mage_Checkout_Block_Onepage_Failure are getRealOrderId(), getErrorMessage() and getContinueShoppingUrl(), so no help there. I found some code to do what I want on the success page but it doesn't work for the failure page. <?php $orderId = $this->getRealOrderId(); $order = Mage::getSingleton('sales/order'); $order->load($orderId); $_totalData = $order->getData(); $_grand = $_totalData['grand_total']; ?> I dumped $order and $_totalData. $_totalData just an empty array and $order an empty Mage_Sales_Model_Order instance. Does anyone have any suggestions for where to get the grand total of what is being purchased? Regards, Kieran (I'm also having issues testing the success page as I can't get to it, even putting in the correct test card details on the dev server - but I'll find a way around this)

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