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  • E-Business Suite Technology Sessions at OAUG Collaborate 12

    - by Max Arderius
    Members of our E-Business Suite Applications Technology Group will be at the OAUG Collaborate 12 conference at the Mandalay Bay Convention Center in Las Vegas, Nevada on April 22 to 26, 2012.  Please drop by any of our sessions to hear the latest news and meet up with us. Speaker Sessions Session 9675Planning Your Oracle E-Business Suite Upgrade from Release 11i to 12.1 and BeyondAnne Carlson, Senior Director, Applications Technology Group, OracleSunday, April 22, 2:00 pm - 3:00 pmLocation: Jasmine B Attend this session to hear the latest Oracle E-Business Suite Release 12.1 upgrade planning tips gleaned from customers who have already performed the upgrade. Youll get specific, cross-product advice on how to decide your project's scope, understand the factors that affect your project's duration, develop a robust testing strategy, leverage Oracle Support resources, and more. In a nutshell, this session tells you things you need to know before embarking upon your Release 12.1 upgrade project. Session 9401Minimizing Oracle E-Business Suite Maintenance DowntimesElke Phelps, Principal Product Manager, Applications Technology Group, OracleKevin Hudson, Sr. Director, Applications Technology Group, OracleSunday, April 22, 2:10 pm - 3:10 pmLocation: South Seas EThis session starts with an architecture review of Oracle E-Business Suite fundamentals and then moves to a practical view of the different tools and approaches for downtimes. Topics include patching shortcuts, merging patches, distributing worker processes across multiple servers, running ADPatch in no-interactive mode, staged APPL_TOPs, shared file systems, deferring system-wide database tasks, avoiding resource bottlenecks etc... This session also describes the online patching capabilities coming in Release 12.2. Session 9368Oracle E-Business Suite Technology: Latest Features and RoadmapLisa Parekh, Vice President, Applications Technology Group, Oracle Sunday, April 22, 4:30 pm - 5:30 pmLocation: South Seas EThis session provides an overview of Oracle E-Business Suite technology strategy, the capabilities and associated business benefits of recent releases, as well as a review of the product roadmap. As a cornerstone session for Oracle E-Business Suite technology, come hear about the latest usability enhancements, systems administration and configuration management tools, security-related updates, and tools and options for extending, customizing, and integrating the Oracle E-Business Suite with other applications. Session 10709Oracle E-Business Suite Applications Strategy and General Manager UpdateCliff Godwin, Sr. VP, Application Development, OracleMonday, April 23, 2:30 pm - 3:30 pmLocation: Mandalay Bay DIn this session, hear from Oracle E-Business Suite General Manager Cliff Godwin as he delivers an update on the Oracle E-Business Suite product line. The session covers the value delivered by the current release of Oracle E-Business Suite applications, the momentum, and how Oracle E-Business Suite applications integrate into Oracle’s overall applications strategy. You will come away with an understanding of the value Oracle E-Business Suite applications deliver now and in the future. Session 9398How to Reduce TCO Using Oracle Application Management Suite for Oracle E-Business SuiteAngelo Rosado, Principal Product Manager, Applications Technology Group, OracleKenneth Baxter, Principal Product Strategy Manager, Management Pack Fusion Middleware Management, OracleTuesday, April 24, 8:00 am - 9:00 amLocation: Breakers GThis session covers the methods and tools you can use to gain insights into your end users, troubleshoot performance problems, define service-level objectives, and proactively monitor your end-to-end Oracle E-Business Suite environment to meet your availability and performance targets. Come hear how you can manage, diagnose, and monitor the Oracle E-Business Suite environment from a single console by using Oracle Enterprise Manager together with the Oracle Application Management Suite for Oracle E-Business Suite. Session 9370 Coexistence of Oracle E-Business Suite and Oracle Fusion Applications: Platform Perspective Nadia Bendjedou, Senior Director, Product Strategy, Oracle Tuesday, April 24, 2:00 pm - 3:00 pm Location: South Seas E Join us at this session if you are wondering which tools to integrate your data, your processes and your User Interface. Or what tools to customize and extend your screens and reports (OAF, Forms, ADF, Oracle Reports, BI etc....), what tools to secure, protect and manage your Oracle E-Business Suite etc... Or simply if you are looking for a technical roadmap for your Oracle E-Business Suite infrastructure to CO-EXIST with the rest of your enterprise applications including Oracle Fusion Applications. Session 9375 Oracle E-Business Suite Directions: Deployment and System AdministrationMax Arderius, Manager, Applications Development Group, OracleTuesday, April 24, 4:30 pm - 5:30 pmLocation: Breakers GWhat's coming in the next major version of Oracle E-Business Suite 12? This session covers the latest technology stack, including the use of Oracle WebLogic Server and Oracle Database 11g Release 2. Topics include an architectural overview, installation and upgrade options, new configuration options, and new tools for hot-cloning and automated "lights out" cloning. Learn about how online patching will reduce your database patching downtimes to the time it takes to bounce your database server.Session 9369Oracle E-Business Suite Technology Certification Primer and RoadmapSteven Chan, Sr. Director, Applications Technology Group, Oracle Wednesday, April 25, 8:15 am - 9:15 amLocation: South Seas FThis Oracle Development session summarizes the latest certifications and roadmap for the Oracle E-Business Suite technology stack, including database releases/options, Java, Oracle Forms, Oracle Containers for J2EE, desktop OS, browsers, JRE releases, Office/OpenOffice, development and Web authoring tools, user authentication and management, BI, security options, clouds, Oracle VM etc.... It also covers the most-commonly-asked questions about technology stack component support dates and upgrade implications. Session 9407The Latest Oracle E-Business Suite Release User Interface and Usability EnhancementsGustavo Jimenez, Sr. Manager, Applications Technology Group, Oracle Wednesday, April 25, 1:00 pm - 2:00 pmLocation: South Seas GIn this session, developers will get a detailed look at new features designed to enhance usability, offer more capabilities for personalization and extensions, and support the development and use of dashboards and Web services. Topics include rich new UI capabilities such as new home page features, Navigator and Favorites pull-down menus, Oracle ADF task flows etc.... In addition, we will cover the personalization/extensibility enhancements, business layer extensions, Oracle ADF integration and much more. Session 9374Best Practices for Oracle E-Business Suite Performance Tuning and Upgrade OptimizationIsam Alyousfi, Senior Director, Applications Performance, OracleUdayan Parvate, Director, Release Engineering, Quality and Release Management, Oracle Thursday, April 26, 8:30 am - 9:30 amLocation: South Seas FThis presentation will offer tips and techniques on tuning all the layers of the Oracle E-Business Suite stack including the various tiers of the Oracle E-Business Suite environment. You will learn about tuning Oracle Forms, Concurrent Manager, Apache, and Oracle Discoverer. Track down memory leaks and other issues on the Java and Java Virtual Machine layers. The session also covers Oracle E-Business Suite product-level tuning, including Oracle Workflow, Oracle Order Management, Oracle Payroll, and other modules.Session 9412 Oracle E-Business Suite 12.1 Desktop Integration: Beyond Oracle Applications Desktop IntegratorGustavo Jimenez, Sr. Manager, Applications Technology Group, OracleThursday, April 26, 8:30 am - 9:30 amLocation: Breakers GThis session describes the new expanded functionality in Oracle Web Applications Desktop Integrator, Oracle Report Manager, and dedicated integrators. You have more options for desktop integration now, not fewer. Topics include an overview of prepackaged solutions for integrating Oracle E-Business Suite with desktop applications such as Microsoft Excel, Word, and Projects. The session also discusses how you can use the Desktop Integration Framework feature to create your own integrators quickly and easily.Session 9533 Upgrading your Customizations to Oracle E-Business Suite Release 12.1Sara Woodhull, Principal Product Manager, Applications Technology Group, Oracle Thursday, April 26, 11:00 am - 12:00 pmLocation: South Seas FHave you personalized Forms or OA Framework screens? Have you used mod_plsql or Applications Express to tailor your Release 11i functionality? Have you extended or customized your Release 11i environment using other tools? This session will help you understand customization scenarios, use cases, tools, and technologies for ensuring that your Oracle E-Business Suite Release 12.1 environment fits your users' needs closely and that any future customizations will be easy to upgrade. Special Interest Groups (SIG) Session 10535OAUG Database SIG- Part IMichael Brown, Colibri Limited Company Sunday, April 22, 3:20 pm - 4:20 pmLocation: South Seas FThis is the annual meeting of the Database SIG at Collaborate. The call for candidates for the chair will be closed at the meeting. Plans include a speaker from Oracle and a presentation on applications performance. The details of the meeting will be posted on http://www.dbsig.com. Guest Presentation: Oracle E-Business Suite Database PerformanceIsam Alyousfi, Senior Director, Applications Performance, Oracle Session 10720OAUG EBS Applications Technology SIG- Part ISrini Chaval, Cummins Monday, April 23, 2:30 pm - 3:30 pmLocation: South Seas F Guest Presentation:Oracle E-Business Suite Technology Certification RoadmapSteven Chan, Sr. Director, Applications Technology Group, Oracle Session 10510OAUG EBS Applications Technology SIG- Part IISrini Chaval, CumminsMonday, April 23, 3:45 pm - 4:45 pmLocation: South Seas F Guest Presentation:Oracle E-Business Suite 12.2 Online Patching Kevin Hudson, Sr. Director, Applications Technology Group, Oracle Session 10522 OAUG Upgrade SIG- Part IISandra Vucinic, VLAD Group, Inc. Wednesday, April 25, 3:00 pm - 4:00 pmLocation: South Seas FUpgrade SIG will host a business meeting followed by panel (Q&A) related to EBS Upgrade topics and Oracle presentation. Guest Presentation:Upgrading E-Business Suite Amrita Mehrok, Director, Financials Product Strategy, Oracle Nadia Bendjedou, Senior Director, Product Strategy, Oracle Session 10722OAUG Upgrade SIG- Part IISandra Vucinic, VLAD Group, Inc. Wednesday, April 25, 4:15 pm - 5:15 pmLocation: South Seas FUpgrade SIG will host a business meeting followed by panel (Q&A) related to EBS Upgrade topics and Oracle presentation. Guest Presentation:Tuning the Oracle E-Business Suite Upgrade Isam Alyousfi, Senior Director, Applications Performance, Oracle Panels Session 9360Oracle E-Business Suite Cloning PanelSandra Vucinic, VLAD Group, Inc. Guest Speaker: Max Arderius, Manager, Applications Technology Group, OracleWednesday, April 25, 9:30 am - 10:30 amLocation: South Seas FThis panel will discuss differences between available release 11i, R12 and R12.1 cloning methods. Advantages and disadvantages of each cloning method will be discussed in depth. This panel of experienced database administrators will lead a discussion focusing on the questions such as “which cloning method is best to use in your particular environment”. Attendees will gain practical knowledge, tips and tricks to assist with cloning of Oracle E-Business Suite release 11i, R12 and R12.1 environments. Session 10022Oracle Applications Tuning PanelMark Farnham, Rightsizing, Inc.Guest Speaker: Isam Alyousfi, Senior Director, Applications Performance, OracleThursday, April 26, 09:45 am - 10:45 amLocation: South Seas FThis applications performance panel session, sponsored by the OAUG Database SIG, provides a Q&A forum focused on helping you address your Oracle Applications (Oracle E-Business Suite and Oracle's PeopleSoft Enterprise and Siebel applications) performance- and scalability-related issues. The panel comprises several well-known Oracle Applications performance experts. Topic areas include Oracle Database; the network; and the applications tier, including patching and upgrade performance. For complete listing of all speaker sessions and other activities, please visit the OAUG Collaborate Web Site.

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  • Oracle OpenWorld Preview: Oracle WebCenter Sessions You Won’t Want to Miss

    - by Christie Flanagan
    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-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} 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-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} 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-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} 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-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} The beginning of Oracle OpenWorld is only a few short days away. This week on the WebCenter blog, we’ll focus in on the sessions you definitely don’t want to miss while you’re in San Francisco next week.  Monday, October 1 will be a day focused on strategy.  Here are the sessions you want to add to your calendar: CON8268 - Oracle WebCenter Strategy: Engaging Your Customers. Empowering Your Business Monday, Oct 1, 10:45 AM - 11:45 AM - Moscone West – 3001 Start things off with Oracle WebCenter’s Christian Finn, Senior Director of Evangelism and Roel Stalman, VP of Product Management to learn more about the Oracle WebCenter strategy, and to understand where Oracle is taking the platform to help companies engage, customers, empower employees, and enable partners. This session will also feature Richard Backx, Business IT Architect/Consultant, for the Dutch telecom, KPN. Richard has played a key role in the roll-out of WebCenter products for KPN’s multibrand portals with a specific focus on creating the best customer journey platform for all the company’s digital channels. Business success starts with ensuring that everyone is engaged with the right people and the right information and can access what they need through the channel of their choice—web, mobile, or social. Are you giving customers, employees, and partners the best-possible experience? Come learn how you can! Dig deeper into WebCenter’s strategy for its ECM, portal, web experience management and social collaboration in the following sessions: CON8270 - Oracle WebCenter Content Strategy and Vision Monday, Oct 1, 12:15 PM - 1:15 PM - Moscone West – 3001 Oracle WebCenter Content provides a strategic content infrastructure for managing documents, images, e-mails, and rich media files. With a single repository, organizations can address any content use case, such as accounts payable, HR onboarding, document management, compliance, records management, digital asset management, or Website management. In this session, learn about future plans for how Oracle WebCenter will address new use cases as well as new integrations with Oracle Fusion Middleware and Oracle Applications, leveraging your investments by making your users more productive and error-free. CON8269 - Oracle WebCenter Sites Strategy and Vision Monday, Oct 1, 1:45 PM - 2:45 PM - Moscone West - 3009 Oracle’s Web experience management solution, Oracle WebCenter Sites, enables organizations to use the online channel to drive customer acquisition and brand loyalty. It helps marketers and business users easily create and manage contextually relevant, social, interactive online experiences across multiple channels on a global scale. In this session, learn about future plans for how Oracle WebCenter Sites will provide you with the tools, capabilities, and integrations you need in order to continue to address your customers’ evolving requirements for engaging online experiences and keep moving your business forward. CON8271 - Oracle WebCenter Portal Strategy and Vision Monday, Oct 1, 3:15 PM - 4:15 PM - Moscone West - 3001 To innovate and keep a competitive edge, organizations need to leverage the power of agile and responsive Web applications. Oracle WebCenter Portal enables you to do just that, by delivering intuitive user experiences for enterprise applications to drive innovation with composite applications and mashups. Attend this session to learn firsthand from Oracle WebCenter Portal customers like the Los Angeles Department of Water and Power, extend the value of existing enterprise applications, business processes, and content; delivers a superior business user experience; and maximizes limited IT resources. CON8272 - Oracle Social Network Strategy and Vision Monday, Oct 1, 4:45 PM - 5:45 PM - Moscone West - 3001 One key way of increasing employee productivity is by bringing people, processes, and information together—providing new social capabilities to enable business users to quickly correspond and collaborate on business activities. Oracle WebCenter provides a user engagement platform with social and collaborative technologies to empower business users to focus on their key business processes, applications, and content in the context of their role and process. Attend this session to hear how the latest social capabilities in Oracle Social Network are enabling organizations to transform themselves into social businesses.Attention WebCenter Customers: Last Day to RSVP for WebCenter Customer Appreciation Reception Oracle WebCenter partners Fishbowl Solutions, Fujitsu, Keste, Mythics, Redstone Content Solutions, TEAM Informatics, and TekStream invite Oracle WebCenter customers to a private cocktail reception at one of San Francisco's finest hotels. Please join us and fellow Oracle WebCenter customers for hors d'oeuvres and cocktails at this exclusive reception. Don't miss this opportunity to meet and talk with executives from Oracle WebCenter product management and product marketing, and premier Oracle WebCenter partners. We look forward to seeing you! RSVP today.

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  • Data Integration 12c Raising the Big Data Roof at Oracle OpenWorld

    - by Tanu Sood
    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:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Times New Roman","serif"; mso-fareast-font-family:"MS Mincho";} Author: Dain Hansen, Director, Oracle It was an exciting OpenWorld 2013 for us in the Data Integration track. Our theme this year was all about ‘being future ready’ - previewing one of our biggest releases this year: Oracle Data Integration 12c. Just this week we followed up with this preview by announcing the general availability of 12c release for Oracle’s key data integration products: Oracle Data Integrator 12c and Oracle GoldenGate 12c. The new release delivers extreme performance, increase IT productivity, and simplify deployment, while helping IT organizations to keep pace with new data-oriented technology trends including cloud computing, big data analytics, real-time business intelligence. 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:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Times New Roman","serif"; mso-fareast-font-family:"MS Mincho";} Mark Hurd's keynote on day one set the tone for the Data Integration sessions. Mark focused on big data analytics and the changing consumer expectations. Especially real-time insight is a key theme for Oracle overall and data integration products. In Mark Hurd's keynote we heard from key customers, such as Airbus and Thomson Reuters, how real-time analysis of operational data including machine data creates value, in some cases even saves lives. Thomas Kurian gave a deeper look into Oracle's big data and fast data solutions. In the initial lead Data Integration track session - Brad Adelberg, VP of Development, presented Oracle’s Data Integration 12c product strategy based on key trends from the initial OpenWorld keynotes. Brad talked about how Oracle's data integration products address the new data integration requirements that evolved with cloud computing, big data, and changing consumer expectations and how they set the key themes in our products’ road map. Brad explained why and how fast-time to value, high-performance and future-ready solutions is the top focus areas for product development. If you were not able to attend OpenWorld or this session I recommend reading the white paper: Five New Data Integration Requirements and How to Meet them with Oracle Data Integration, which provides an in-depth look into how Oracle addresses the new trends in the DI market. Following Brad’s session, Nick Wagner provided in depth review of Oracle GoldenGate’s latest features and roadmap. Nick discussed how Oracle GoldenGate’s tight integration with Oracle Database sets the product apart from the competition. We also heard that heterogeneity of the product is still a major focus for GoldenGate’s development and there will be more news on that front when there is a major release. 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:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Times New Roman","serif"; mso-fareast-font-family:"MS Mincho";} After GoldenGate’s product strategy session, Denis Gray from the PM team presented Oracle Data Integrator’s product strategy session, talking about the latest and greatest on ODI. Another good session was delivered by long-time GoldenGate users, Comcast.  Jason Hurd and Amit Patel of Comcast talked about the various use cases they deploy Oracle GoldenGate throughout their enterprise, from database upgrades, feeding reporting systems, to active-active database synchronization.  The Comcast team shared many good tips on how to use GoldenGate for both zero downtime upgrades and active-active replication with conflict management requirement. One of our other important goals we had this year for the Data Integration track at OpenWorld was hearing from our customers. We ended day 1 on just that, with a wonderful award ceremony for Oracle Excellence Awards for Oracle Fusion Middleware Innovation. The ceremony was held in the Yerba Buena Center for the Arts. Congratulations to Royal Bank of Scotland and Yalumba Wine Company, the winners in the Data Integration category. You can find more information on the award and the winners in our previous blog post: 2013 Oracle Excellence Awards for Fusion Middleware Innovation… Selected for their innovation use of Oracle’s Data Integration products; the winners for the Data Integration Category are Royal Bank of Scotland and The Yalumba Wine Company. Congratulations!!! Royal Bank of Scotland’s Market and International Banking division provides clients across the globe with seamless trading and competitive pricing, underpinned by a deep knowledge of risk management across the full spectrum of financial products. They handle millions of transactions daily to keep the lifeblood of their clients’ businesses flowing – whether through payment management solutions or through bespoke trade finance solutions. Royal Bank of Scotland is leveraging Oracle GoldenGate and Oracle Data Integrator along with Oracle Business Intelligence Enterprise Edition and the Oracle Database for a variety of solutions. Mainly, Oracle GoldenGate and Oracle Data Integrator are used to feed their data warehouse – providing a real-time data integration solution that feeds transactional data to their analytics system in minutes to enable improved decision making with timely, accurate data for their business users. Oracle Data Integrator’s in-database transformation capabilities and its ability to integrate with Oracle GoldenGate for real-time data capture is the foundation of this implementation. This solution makes it such that changes happening in the analytics systems are available the same day they are deployed on the operational system with 100% data quality guaranteed. Additionally, the solution has helped to reduce their operational database size from 150GB to 10GB. Impressive! Now what if I told you this solution was built in 3 months and had a less than 6 month return on investment? That’s outstanding! The Yalumba Wine Company is situated in the Barossa Valley of Australia. It is the oldest family owned winery in Australia with a unique way of aging their wines in specially crafted 100 liter barrels. Did you know that “Yalumba” is Aboriginal for “all the land around”? The Yalumba Wine Company is growing rapidly, and was in need of introducing a more modern standard to the existing manufacturing processes to meet globalization demands, overall time-to-market, and better operational efficiency objectives of product development. The Yalumba Wine Company worked with a partner, Bristlecone to develop a unique solution whereby Oracle Data Integrator is leveraged to pull data from Salesforce.com and JD Edwards, in addition to their other pre-existing source systems, for consumption into their data warehouse. They have emphasized the overall ease of developing integration workflows with Oracle Data Integrator. The solution has brought better visibility for the business users, shorter data loading and transformation performance to their data warehouse with rapid incorporation of new data sources, and a solid future-proof foundation for their organization. Moving forward, they plan on leveraging more from Oracle’s Data Integration portfolio. Terrific! In addition to these two customers on Tuesday we featured many other important Oracle Data Integrator and Oracle GoldenGate customers. On Tuesday the GoldenGate panel included: Land O’Lakes, Smuckers, and Veolia Water. Besides giving us yummy nutrition and healthy water, these companies have another aspect in common. They all use GoldenGate to boost their ERP application. Please read the recap by Irem Radzik. On Wednesday, the ODI Panel included: Barry Ralston and Ryan Weber of Infinity Insurance, Paul Stracke of Paychex Inc., and Ian Wall of Vertex Pharmaceuticals for a session filled with interesting projects, use cases and approaches to leveraging Oracle Data Integrator. Please read the recap by Sandrine Riley for more. Thanks to everyone who joined with us and we hope to stay connected! To hear more about our Data Integration12c products join us in an upcoming webcast to learn more. Follow us www.twitter.com/ORCLGoldenGate or goto our website at www.oracle.com/goto/dataintegration

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

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

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  • The Changing Face of PASS

    - by Bill Graziano
    I’m starting my sixth year on the PASS Board.  I served two years as the Program Director, two years as the Vice-President of Marketing and I’m starting my second year as the Executive Vice-President of Finance.  There’s a pretty good chance that if PASS has done something you don’t like or is doing something you don’t like, that I’m involved in one way or another. Andy Leonard asked in a comment on his blog if the Board had ever reversed itself based on community input.  He asserted that it hadn’t.  I disagree.  I’m not going to try and list all the changes we make inside portfolios based on feedback from and meetings with the community.  I’m going to focus on major governance issues since I was elected to the Board. Management Company The first big change was our management company.  Our old management company had a standard approach to running a non-profit.  It worked well when PASS was launched.  Having a ready-made structure and process to run the organization enabled the organization to grow quickly.  As time went on we were limited in some of the things we wanted to do.  The more involved you were with PASS, the more you saw these limitations.  Key volunteers were regularly providing feedback that they wanted certain changes that were difficult for us to accomplish.  The Board at that time wanted changes that were difficult or impossible to accomplish under that structure. This was not a simple change.  Imagine a $2.5 million dollar company letting all its employees go on a Friday and starting with a new staff on Monday.  We also had a very narrow window to accomplish that so that we wouldn’t affect the Summit – our only source of revenue.  We spent the year after the change rebuilding processes and putting on the Summit in Denver.  That’s a concrete example of a huge change that PASS made to better serve its members.  And it was a change that many in the community were telling us we needed to make. Financials We heard regularly from our members that they wanted our financials posted.  Today on our web site you can find audited financials going back to 2004.  We publish our budget at the start of each year.  If you ask a question about the financials on the PASS site I do my best to answer it.  I’m also trying to do a better job answering financial questions posted in other locations.  (And yes, I know I owe a few of you some blog posts.) That’s another concrete example of a change that our members asked for that the Board agreed was a good decision. Minutes When I started on the Board the meeting minutes were very limited.  The minutes from a two day Board meeting might fit on one page.  I think we did the bare minimum we were legally required to do.  Today Board meeting minutes run from 5 to 12 pages and go into incredible detail on what we talk about.  There are certain topics that are NDA but where possible we try to list the topic we discussed but that the actual discussion was under NDA.  We also publish the agenda of Board meetings ahead of time. This is another specific example where input from the community influenced the decision.  It was certainly easier to have limited minutes but I think the extra effort helps our members understand what’s going on. Board Q&A At the 2009 Summit the Board held its first public Q&A with our members.  We’d always been available individually to answer questions.  There’s a benefit to getting us all in one room and asking the really hard questions to watch us squirm.  We learn what questions we don’t have good answers for.  We get to see how many people in the crowd look interested in the various questions and answers. I don’t recall the genesis of how this came about.  I’m fairly certain there was some community pressure though. Board Votes Until last November, the Board only reported the vote totals and not how individual Board members voted.  That was one of the topics at a great lunch I had with Tim Mitchell and Kendal van Dyke at the Summit.  That was also the topic of the first question asked at the Board Q&A by Kendal.  Kendal expressed his opposition to to anonymous votes clearly and passionately and without trying to paint anyone into a corner.  Less than 24 hours later the PASS Board voted to make individual votes public unless the topic was under NDA.  That’s another area where the Board decided to change based on feedback from our members. Summit Location While this isn’t actually a governance issue it is one of the more public decisions we make that has taken some public criticism.  There is a significant portion of our members that want the Summit near them.  There is a significant portion of our members that like the Summit in Seattle.  There is a significant portion of our members that think it should move around the country.  I was one that felt strongly that there were significant, tangible benefits to our attendees to being in Seattle every year.  I’m also one that has been swayed by some very compelling arguments that we need to have at least one outside Seattle and then revisit the decision.  I can’t tell you how the Board will vote but I know the opinion of our members weighs heavily on the decision. Elections And that brings us to the grand-daddy of all governance issues.  My thesis for this blog post is that the PASS Board has implemented policy changes in response to member feedback.  It isn’t to defend or criticize our election process.  It’s just to say that is has been under going continuous change since I’ve been on the Board.  I ran for the Board in the fall of 2005.  I don’t know much about what happened before then.  I was actively volunteering for PASS for four years prior to that as a chapter leader and on the program committee.  I don’t recall any complaints about elections but that doesn’t mean they didn’t occur.  The questions from the Nominating Committee (NomCom) were trivial and the selection process rudimentary (For example, “Tell us about your accomplishments”).  I don’t even remember who I ran against or how many other people ran.  I ran for the VP of Marketing in the fall of 2007.  I don’t recall any significant changes the Board made in the election process for that election.  I think a lot of the changes in 2007 came from us asking the management company to work on the election process.  I was expecting a similar set of puff ball questions from my previous election.  Boy, was I in for a shock.  The NomCom had found a much better set of questions and really made the interview portion difficult.  The questions were much more behavioral in nature.  I’d already written about my vision for PASS and my goals.  They wanted to know how I handled adversity, how I handled criticism, how I handled conflict, how I handled troublesome volunteers, how I motivated people and how I responded to motivation. And many, many other things. They grilled me for over an hour.  I’ve done a fair bit of technical sales in my time.  I feel I speak well under pressure addressing pointed questions.  This interview intentionally put me under pressure.  In addition to wanting to know about my interpersonal skills, my work experience, my volunteer experience and my supervisory experience they wanted to see how I’d do under pressure.  They wanted to see who would respond under pressure and who wouldn’t.  It was a bit of a shock. That was the first big change I remember in the election process.  I know there were other improvements around the process but none of them stick in my mind quite like the unexpected hour-long grilling. The next big change I remember was after the 2009 elections.  Andy Warren was unhappy with the election process and wanted to make some changes.  He worked with Hannes at HQ and they came up with a better set of processes.  I think Andy moved PASS in the right direction.  Nonetheless, after the 2010 election even more people were very publicly clamoring for changes to our election process.  In August of 2010 we had a choice to make.  There were numerous bloggers criticizing the Board and our upcoming election.  The easy change would be to announce that we were changing the process in a way that would satisfy our critics.  I believe that a knee-jerk response to criticism is seldom correct. Instead the Board spent August and September and October and November listening to the community.  I visited two SQLSaturdays and asked questions of everyone I could.  I attended chapter meetings and asked questions of as many people as they’d let me.  At Summit I made it a point to introduce myself to strangers and ask them about the election.  At every breakfast I’d sit down at a table full of strangers and ask about the election.  I’m happy to say that I left most tables arguing about the election.  Most days I managed to get 2 or 3 breakfasts in. I spent less time talking to people that had already written about the election.  They were already expressing their opinion.  I wanted to talk to people that hadn’t spoken up.  I wanted to know what the silent majority thought.  The Board all attended the Q&A session where our members expressed their concerns about a variety of issues including the election. The PASS Board also chose to create the Election Review Committee.  We wanted people from the community that had been involved with PASS to look at our election process with fresh eyes while listening to what the community had to say and give us some advice on how we could improve the process.  I’m a part of this as is Andy Warren.  None of the other members are on the Board.  I’ve sat in numerous calls and interviews with this group and attended an open meeting at the Summit.  We asked anyone that wanted to discuss the election to come speak with us.  The ERC held an open meeting at the Summit and invited anyone to attend.  There are forums on the ERC web site where we’ve invited people to participate.  The ERC has reached to key people involved in recent elections.  The years that I haven’t mentioned also saw minor improvements in the election process.  Off the top of my head I don’t recall what exact changes were made each year.  Specifically since the 2010 election we’ve gone out of our way to seek input from the community about the process.  I’m not sure what more we could have done to invite feedback from the community. I think to say that we haven’t “fixed” the election process isn’t a fair criticism at this time.  We haven’t rushed any changes through the process.  If you don’t see any changes in our election process in July or August then I think it’s fair to criticize us for ignoring the community or ask for an explanation for what we’ve done. In Summary Andy’s main point was that the PASS Board hasn’t changed in response to our members wishes.  I think I’ve shown that time and time again the PASS Board has changed in response to what our members want.  There are only two outstanding issues: Summit location and elections.  The 2013 Summit location hasn’t been decided yet.  Our work on the elections is also in progress.  And at every step in the election review we’ve gone out of our way to listen to the community and incorporate their feedback on the process. I also hope I’m not encouraging everyone that wants some change in the organization to organize a “blog rush” against the Board.  We take public suggestions very seriously but we also take the time to evaluate those suggestions and learn what the rest of our members think and make a measured decision.

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  • PASS: Bylaw Changes

    - by Bill Graziano
    While you’re reading this, a post should be going up on the PASS blog on the plans to change our bylaws.  You should be able to find our old bylaws, our proposed bylaws and a red-lined version of the changes.  We plan to listen to feedback until March 31st.  At that point we’ll decide whether to vote on these changes or take other action. The executive summary is that we’re adding a restriction to prevent more than two people from the same company on the Board and eliminating the Board’s Officer Appointment Committee to have Officers directly elected by the Board.  This second change better matches how officer elections have been conducted in the past. The Gritty Details Our scope was to change bylaws to match how PASS actually works and tackle a limited set of issues.  Changing the bylaws is hard.  We’ve been working on these changes since the March board meeting last year.  At that meeting we met and talked through the issues we wanted to address.  In years past the Board has tried to come up with language and then we’ve discussed and negotiated to get to the result.  In March, we gave HQ guidance on what we wanted and asked them to come up with a starting point.  Hannes worked on building us an initial set of changes that we could work our way through.  Discussing changes like this over email is difficult wasn’t very productive.  We do a much better job on this at the in-person Board meetings.  Unfortunately there are only 2 or 3 of those a year. In August we met in Nashville and spent time discussing the changes.  That was also the day after we released the slate for the 2010 election. The discussion around that colored what we talked about in terms of these changes.  We talked very briefly at the Summit and again reviewed and revised the changes at the Board meeting in January.  This is the result of those changes and discussions. We made numerous small changes to clean up language and make wording more clear.  We also made two big changes. Director Employment Restrictions The first is that only two people from the same company can serve on the Board at the same time.  The actual language in section VI.3 reads: A maximum of two (2) Directors who are employed by, or who are joint owners or partners in, the same for-profit venture, company, organization, or other legal entity, may concurrently serve on the PASS Board of Directors at any time. The definition of “employed” is at the sole discretion of the Board. And what a mess this turns out to be in practice.  Our membership is a hodgepodge of interlocking relationships.  Let’s say three Board members get together and start a blog service for SQL Server bloggers.  It’s technically for-profit.  Let’s assume it makes $8 in the first year.  Does that trigger this clause?  (Technically yes.)  We had a horrible time trying to write language that covered everything.  All the sample bylaws that we found were just as vague as this. That led to the third clause in this section.  The first sentence reads: The Board of Directors reserves the right, strictly on a case-by-case basis, to overrule the requirements of Section VI.3 by majority decision for any single Director’s conflict of employment. We needed some way to handle the trivial issues and exercise some judgment.  It seems like a public vote is the best way.  This discloses the relationship and gets each Board member on record on the issue.   In practice I think this clause will rarely be used.  I think this entire section will only be invoked for actual employment issues and not for small side projects.  In either case we have the mechanisms in place to handle it in a public, transparent way. That’s the first and third clauses.  The second clause says that if your situation changes and you fall afoul of this restriction you need to notify the Board.  The clause further states that if this new job means a Board members violates the “two-per-company” rule the Board may request their resignation.  The Board can also  allow the person to continue serving with a majority vote.  I think this will also take some judgment.  Consider a person switching jobs that leads to three people from the same company.  I’m very likely to ask for someone to resign if all three are two weeks into a two year term.  I’m unlikely to ask anyone to resign if one is two weeks away from ending their term.  In either case, the decision will be a public vote that we can be held accountable for. One concern that was raised was whether this would affect someone choosing to accept a job.  I think that’s a choice for them to make.  PASS is clearly stating its intent that only two directors from any one organization should serve at any time.  Once these bylaws are approved, this policy should not come as a surprise to any potential or current Board members considering a job change.  This clause isn’t perfect.  The biggest hole is business relationships that aren’t defined above.  Let’s say that two employees from company “X” serve on the Board.  What happens if I accept a full-time consulting contract with that company?  Let’s assume I’m working directly for one of the two existing Board members.  That doesn’t violate section VI.3.  But I think it’s clearly the kind of relationship we’d like to prevent.  Unfortunately that was even harder to write than what we have now.  I fully expect that in the next revision of the bylaws we’ll address this.  It just didn’t make it into this one. Officer Elections The officer election process received a slightly different rewrite.  Our goal was to codify in the bylaws the actual process we used to elect the officers.  The officers are the President, Executive Vice-President (EVP) and Vice-President of Marketing.  The Immediate Past President (IPP) is also an officer but isn’t elected.  The IPP serves in that role for two years after completing their term as President.  We do that for continuity’s sake.  Some organizations have a President-elect that serves for one or two years.  The group that founded PASS chose to have an IPP. When I started on the Board, the Nominating Committee (NomCom) selected the slate for the at-large directors and the slate for the officers.  There was always one candidate for each officer position.  It wasn’t really an election so much as the NomCom decided who the next person would be for each officer position.  Behind the scenes the Board worked to select the best people for the role. In June 2009 that process was changed to bring it line with what actually happens.  An Officer Appointment Committee was created that was a subset of the Board.  That committee would take time to interview the candidates and present a slate to the Board for approval.  The majority vote of the Board would determine the officers for the next two years.  In practice the Board itself interviewed the candidates and conducted the elections.  That means it was time to change the bylaws again. Section VII.2 and VII.3 spell out the process used to select the officers.  We use the phrase “Officer Appointment” to separate it from the Director election but the end result is that the Board elects the officers.  Section VII.3 starts: Officers shall be appointed bi-annually by a majority of all the voting members of the Board of Directors. Everything else revolves around that sentence.  We use the word appoint but they truly are elected.  There are details in the bylaws for term limits, minimum requirements for President (1 prior term as an officer), tie breakers and filling vacancies. In practice we will have an election for President, then an election for EVP and then an election for VP Marketing.  That means that losing candidates will be able to fall down the ladder and run for the next open position.  Another point to note is that officers aren’t at-large directors.  That means if a current sitting officer loses all three elections they are off the Board.  Having Board member votes public will help with the transparency of this approach. This process has a number of positive and negatives.  The biggest concern I expect to hear is that our members don’t directly choose the officers.  I’m going to try and list all the positives and negatives of this approach. Many non-profits value continuity and are slower to change than a business.  On the plus side this promotes that.  On the negative side this promotes that.  If we change too slowly the members complain that we aren’t responsive.  If we change too quickly we make mistakes and fail at various things.  We’ve been criticized for both of those lately so I’m not entirely sure where to draw the line.  My rough assumption to this point is that we’re going too slow on governance and too quickly on becoming “more than a Summit.”  This approach creates competition in the officer elections.  If you are an at-large director there is no consequence to losing an election.  If you are an officer the only way to stay on the Board is to win an officer election or an at-large election.  If you are an officer and lose an election you can always run for the next office down.  This makes it very easy for multiple people to contest an election. There is value in a person moving through the officer positions up to the Presidency.  Having the Board select the officers promotes this.  The down side is that it takes a LOT of time to get to the Presidency.  We’ve had good people struggle with burnout.  We’ve had lots of discussion around this.  The process as we’ve described it here makes it possible for someone to move quickly through the ranks but doesn’t prevent people from working their way up through each role. We talked long and hard about having the officers elected by the members.  We had a self-imposed deadline to complete these changes prior to elections this summer. The other challenge was that our original goal was to make the bylaws reflect our actual process rather than create a new one.  I believe we accomplished this goal. We ran out of time to consider this option in the detail it needs.  Having member elections for officers needs a number of problems solved.  We would need a way for candidates to fall through the election.  This is what promotes competition.  Without this few people would risk an election and we’ll be back to one candidate per slot.  We need to do this without having multiple elections.  We may be able to copy what other organizations are doing but I was surprised at how little I could find on other organizations.  We also need a way for people that lose an officer election to win an at-large election.  Otherwise we’ll have very little competition for officers. This brings me to an area that I think we as a Board haven’t done a good job.  We haven’t built a strong process to tell you who is doing a good job and who isn’t.  This is a double-edged sword.  I don’t want to highlight Board members that are failing.  That’s not a good way to get people to volunteer and run for the Board.  But I also need a way let the members make an informed choice about who is doing a good job and would make a good officer.  Encouraging Board members to blog, publishing minutes and making votes public helps in that regard but isn’t the final answer.  I don’t know what the final answer is yet.  I do know that the Board members themselves are uniquely positioned to know which other Board members are doing good work.  They know who speaks up in meetings, who works to build consensus, who has good ideas and who works with the members.  What I Could Do Better I’ve learned a lot writing this about how we communicated with our members.  The next time we revise the bylaws I’d do a few things differently.  The biggest change would be to provide better documentation.  The March 2009 minutes provide a very detailed look into what changes we wanted to make to the bylaws.  Looking back, I’m a little surprised at how closely they matched our final changes and covered the various arguments.  If you just read those you’d get 90% of what we eventually changed.  Nearly everything else was just details around implementation.  I’d also consider publishing a scope document defining exactly what we were doing any why.  I think it really helped that we had a limited, defined goal in mind.  I don’t think we did a good job communicating that goal outside the meeting minutes though. That said, I wish I’d blogged more after the August and January meeting.  I think it would have helped more people to know that this change was coming and to be ready for it. Conclusion These changes address two big concerns that the Board had.  First, it prevents a single organization from dominating the Board.  Second, it codifies and clearly spells out how officers are elected.  This is the process that was previously followed but it was somewhat murky.  These changes bring clarity to this and clearly explain the process the Board will follow. We’re going to listen to feedback until March 31st.  At that time we’ll decide whether to approve these changes.  I’m also assuming that we’ll start another round of changes in the next year or two.  Are there other issues in the bylaws that we should tackle in the future?

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  • Scrum in 5 Minutes

    - by Stephen.Walther
    The goal of this blog entry is to explain the basic concepts of Scrum in less than five minutes. You learn how Scrum can help a team of developers to successfully complete a complex software project. Product Backlog and the Product Owner Imagine that you are part of a team which needs to create a new website – for example, an e-commerce website. You have an overwhelming amount of work to do. You need to build (or possibly buy) a shopping cart, install an SSL certificate, create a product catalog, create a Facebook page, and at least a hundred other things that you have not thought of yet. According to Scrum, the first thing you should do is create a list. Place the highest priority items at the top of the list and the lower priority items lower in the list. For example, creating the shopping cart and buying the domain name might be high priority items and creating a Facebook page might be a lower priority item. In Scrum, this list is called the Product Backlog. How do you prioritize the items in the Product Backlog? Different stakeholders in the project might have different priorities. Gary, your division VP, thinks that it is crucial that the e-commerce site has a mobile app. Sally, your direct manager, thinks taking advantage of new HTML5 features is much more important. Multiple people are pulling you in different directions. According to Scrum, it is important that you always designate one person, and only one person, as the Product Owner. The Product Owner is the person who decides what items should be added to the Product Backlog and the priority of the items in the Product Backlog. The Product Owner could be the customer who is paying the bills, the project manager who is responsible for delivering the project, or a customer representative. The critical point is that the Product Owner must always be a single person and that single person has absolute authority over the Product Backlog. Sprints and the Sprint Backlog So now the developer team has a prioritized list of items and they can start work. The team starts implementing the first item in the Backlog — the shopping cart — and the team is making good progress. Unfortunately, however, half-way through the work of implementing the shopping cart, the Product Owner changes his mind. The Product Owner decides that it is much more important to create the product catalog before the shopping cart. With some frustration, the team switches their developmental efforts to focus on implementing the product catalog. However, part way through completing this work, once again the Product Owner changes his mind about the highest priority item. Getting work done when priorities are constantly shifting is frustrating for the developer team and it results in lower productivity. At the same time, however, the Product Owner needs to have absolute authority over the priority of the items which need to get done. Scrum solves this conflict with the concept of Sprints. In Scrum, a developer team works in Sprints. At the beginning of a Sprint the developers and the Product Owner agree on the items from the backlog which they will complete during the Sprint. This subset of items from the Product Backlog becomes the Sprint Backlog. During the Sprint, the Product Owner is not allowed to change the items in the Sprint Backlog. In other words, the Product Owner cannot shift priorities on the developer team during the Sprint. Different teams use Sprints of different lengths such as one month Sprints, two-week Sprints, and one week Sprints. For high-stress, time critical projects, teams typically choose shorter sprints such as one week sprints. For more mature projects, longer one month sprints might be more appropriate. A team can pick whatever Sprint length makes sense for them just as long as the team is consistent. You should pick a Sprint length and stick with it. Daily Scrum During a Sprint, the developer team needs to have meetings to coordinate their work on completing the items in the Sprint Backlog. For example, the team needs to discuss who is working on what and whether any blocking issues have been discovered. Developers hate meetings (well, sane developers hate meetings). Meetings take developers away from their work of actually implementing stuff as opposed to talking about implementing stuff. However, a developer team which never has meetings and never coordinates their work also has problems. For example, Fred might get stuck on a programming problem for days and never reach out for help even though Tom (who sits in the cubicle next to him) has already solved the very same problem. Or, both Ted and Fred might have started working on the same item from the Sprint Backlog at the same time. In Scrum, these conflicting needs – limiting meetings but enabling team coordination – are resolved with the idea of the Daily Scrum. The Daily Scrum is a meeting for coordinating the work of the developer team which happens once a day. To keep the meeting short, each developer answers only the following three questions: 1. What have you done since yesterday? 2. What do you plan to do today? 3. Any impediments in your way? During the Daily Scrum, developers are not allowed to talk about issues with their cat, do demos of their latest work, or tell heroic stories of programming problems overcome. The meeting must be kept short — typically about 15 minutes. Issues which come up during the Daily Scrum should be discussed in separate meetings which do not involve the whole developer team. Stories and Tasks Items in the Product or Sprint Backlog – such as building a shopping cart or creating a Facebook page – are often referred to as User Stories or Stories. The Stories are created by the Product Owner and should represent some business need. Unlike the Product Owner, the developer team needs to think about how a Story should be implemented. At the beginning of a Sprint, the developer team takes the Stories from the Sprint Backlog and breaks the stories into tasks. For example, the developer team might take the Create a Shopping Cart story and break it into the following tasks: · Enable users to add and remote items from shopping cart · Persist the shopping cart to database between visits · Redirect user to checkout page when Checkout button is clicked During the Daily Scrum, members of the developer team volunteer to complete the tasks required to implement the next Story in the Sprint Backlog. When a developer talks about what he did yesterday or plans to do tomorrow then the developer should be referring to a task. Stories are owned by the Product Owner and a story is all about business value. In contrast, the tasks are owned by the developer team and a task is all about implementation details. A story might take several days or weeks to complete. A task is something which a developer can complete in less than a day. Some teams get lazy about breaking stories into tasks. Neglecting to break stories into tasks can lead to “Never Ending Stories” If you don’t break a story into tasks, then you can’t know how much of a story has actually been completed because you don’t have a clear idea about the implementation steps required to complete the story. Scrumboard During the Daily Scrum, the developer team uses a Scrumboard to coordinate their work. A Scrumboard contains a list of the stories for the current Sprint, the tasks associated with each Story, and the state of each task. The developer team uses the Scrumboard so everyone on the team can see, at a glance, what everyone is working on. As a developer works on a task, the task moves from state to state and the state of the task is updated on the Scrumboard. Common task states are ToDo, In Progress, and Done. Some teams include additional task states such as Needs Review or Needs Testing. Some teams use a physical Scrumboard. In that case, you use index cards to represent the stories and the tasks and you tack the index cards onto a physical board. Using a physical Scrumboard has several disadvantages. A physical Scrumboard does not work well with a distributed team – for example, it is hard to share the same physical Scrumboard between Boston and Seattle. Also, generating reports from a physical Scrumboard is more difficult than generating reports from an online Scrumboard. Estimating Stories and Tasks Stakeholders in a project, the people investing in a project, need to have an idea of how a project is progressing and when the project will be completed. For example, if you are investing in creating an e-commerce site, you need to know when the site can be launched. It is not enough to just say that “the project will be done when it is done” because the stakeholders almost certainly have a limited budget to devote to the project. The people investing in the project cannot determine the business value of the project unless they can have an estimate of how long it will take to complete the project. Developers hate to give estimates. The reason that developers hate to give estimates is that the estimates are almost always completely made up. For example, you really don’t know how long it takes to build a shopping cart until you finish building a shopping cart, and at that point, the estimate is no longer useful. The problem is that writing code is much more like Finding a Cure for Cancer than Building a Brick Wall. Building a brick wall is very straightforward. After you learn how to add one brick to a wall, you understand everything that is involved in adding a brick to a wall. There is no additional research required and no surprises. If, on the other hand, I assembled a team of scientists and asked them to find a cure for cancer, and estimate exactly how long it will take, they would have no idea. The problem is that there are too many unknowns. I don’t know how to cure cancer, I need to do a lot of research here, so I cannot even begin to estimate how long it will take. So developers hate to provide estimates, but the Product Owner and other product stakeholders, have a legitimate need for estimates. Scrum resolves this conflict by using the idea of Story Points. Different teams use different units to represent Story Points. For example, some teams use shirt sizes such as Small, Medium, Large, and X-Large. Some teams prefer to use Coffee Cup sizes such as Tall, Short, and Grande. Finally, some teams like to use numbers from the Fibonacci series. These alternative units are converted into a Story Point value. Regardless of the type of unit which you use to represent Story Points, the goal is the same. Instead of attempting to estimate a Story in hours (which is doomed to failure), you use a much less fine-grained measure of work. A developer team is much more likely to be able to estimate that a Story is Small or X-Large than the exact number of hours required to complete the story. So you can think of Story Points as a compromise between the needs of the Product Owner and the developer team. When a Sprint starts, the developer team devotes more time to thinking about the Stories in a Sprint and the developer team breaks the Stories into Tasks. In Scrum, you estimate the work required to complete a Story by using Story Points and you estimate the work required to complete a task by using hours. The difference between Stories and Tasks is that you don’t create a task until you are just about ready to start working on a task. A task is something that you should be able to create within a day, so you have a much better chance of providing an accurate estimate of the work required to complete a task than a story. Burndown Charts In Scrum, you use Burndown charts to represent the remaining work on a project. You use Release Burndown charts to represent the overall remaining work for a project and you use Sprint Burndown charts to represent the overall remaining work for a particular Sprint. You create a Release Burndown chart by calculating the remaining number of uncompleted Story Points for the entire Product Backlog every day. The vertical axis represents Story Points and the horizontal axis represents time. A Sprint Burndown chart is similar to a Release Burndown chart, but it focuses on the remaining work for a particular Sprint. There are two different types of Sprint Burndown charts. You can either represent the remaining work in a Sprint with Story Points or with task hours (the following image, taken from Wikipedia, uses hours). When each Product Backlog Story is completed, the Release Burndown chart slopes down. When each Story or task is completed, the Sprint Burndown chart slopes down. Burndown charts typically do not always slope down over time. As new work is added to the Product Backlog, the Release Burndown chart slopes up. If new tasks are discovered during a Sprint, the Sprint Burndown chart will also slope up. The purpose of a Burndown chart is to give you a way to track team progress over time. If, halfway through a Sprint, the Sprint Burndown chart is still climbing a hill then you know that you are in trouble. Team Velocity Stakeholders in a project always want more work done faster. For example, the Product Owner for the e-commerce site wants the website to launch before tomorrow. Developers tend to be overly optimistic. Rarely do developers acknowledge the physical limitations of reality. So Project stakeholders and the developer team often collude to delude themselves about how much work can be done and how quickly. Too many software projects begin in a state of optimism and end in frustration as deadlines zoom by. In Scrum, this problem is overcome by calculating a number called the Team Velocity. The Team Velocity is a measure of the average number of Story Points which a team has completed in previous Sprints. Knowing the Team Velocity is important during the Sprint Planning meeting when the Product Owner and the developer team work together to determine the number of stories which can be completed in the next Sprint. If you know the Team Velocity then you can avoid committing to do more work than the team has been able to accomplish in the past, and your team is much more likely to complete all of the work required for the next Sprint. Scrum Master There are three roles in Scrum: the Product Owner, the developer team, and the Scrum Master. I’v e already discussed the Product Owner. The Product Owner is the one and only person who maintains the Product Backlog and prioritizes the stories. I’ve also described the role of the developer team. The members of the developer team do the work of implementing the stories by breaking the stories into tasks. The final role, which I have not discussed, is the role of the Scrum Master. The Scrum Master is responsible for ensuring that the team is following the Scrum process. For example, the Scrum Master is responsible for making sure that there is a Daily Scrum meeting and that everyone answers the standard three questions. The Scrum Master is also responsible for removing (non-technical) impediments which the team might encounter. For example, if the team cannot start work until everyone installs the latest version of Microsoft Visual Studio then the Scrum Master has the responsibility of working with management to get the latest version of Visual Studio as quickly as possible. The Scrum Master can be a member of the developer team. Furthermore, different people can take on the role of the Scrum Master over time. The Scrum Master, however, cannot be the same person as the Product Owner. Using SonicAgile SonicAgile (SonicAgile.com) is an online tool which you can use to manage your projects using Scrum. You can use the SonicAgile Product Backlog to create a prioritized list of stories. You can estimate the size of the Stories using different Story Point units such as Shirt Sizes and Coffee Cup sizes. You can use SonicAgile during the Sprint Planning meeting to select the Stories that you want to complete during a particular Sprint. You can configure Sprints to be any length of time. SonicAgile calculates Team Velocity automatically and displays a warning when you add too many stories to a Sprint. In other words, it warns you when it thinks you are overcommitting in a Sprint. SonicAgile also includes a Scrumboard which displays the list of Stories selected for a Sprint and the tasks associated with each story. You can drag tasks from one task state to another. Finally, SonicAgile enables you to generate Release Burndown and Sprint Burndown charts. You can use these charts to view the progress of your team. To learn more about SonicAgile, visit SonicAgile.com. Summary In this post, I described many of the basic concepts of Scrum. You learned how a Product Owner uses a Product Backlog to create a prioritized list of tasks. I explained why work is completed in Sprints so the developer team can be more productive. I also explained how a developer team uses the daily scrum to coordinate their work. You learned how the developer team uses a Scrumboard to see, at a glance, who is working on what and the state of each task. I also discussed Burndown charts. You learned how you can use both Release and Sprint Burndown charts to track team progress in completing a project. Finally, I described the crucial role of the Scrum Master – the person who is responsible for ensuring that the rules of Scrum are being followed. My goal was not to describe all of the concepts of Scrum. This post was intended to be an introductory overview. For a comprehensive explanation of Scrum, I recommend reading Ken Schwaber’s book Agile Project Management with Scrum: http://www.amazon.com/Agile-Project-Management-Microsoft-Professional/dp/073561993X/ref=la_B001H6ODMC_1_1?ie=UTF8&qid=1345224000&sr=1-1

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  • Quick guide to Oracle IRM 11g: Classification design

    - by Simon Thorpe
    Quick guide to Oracle IRM 11g indexThis is the final article in the quick guide to Oracle IRM. If you've followed everything prior you will now have a fully functional and tested Information Rights Management service. It doesn't matter if you've been following the 10g or 11g guide as this next article is common to both. ContentsWhy this is the most important part... Understanding the classification and standard rights model Identifying business use cases Creating an effective IRM classification modelOne single classification across the entire businessA context for each and every possible granular use caseWhat makes a good context? Deciding on the use of roles in the context Reviewing the features and security for context roles Summary Why this is the most important part...Now the real work begins, installing and getting an IRM system running is as simple as following instructions. However to actually have an IRM technology easily protecting your most sensitive information without interfering with your users existing daily work flows and be able to scale IRM across the entire business, requires thought into how confidential documents are created, used and distributed. This article is going to give you the information you need to ask the business the right questions so that you can deploy your IRM service successfully. The IRM team here at Oracle have over 10 years of experience in helping customers and it is important you understand the following to be successful in securing access to your most confidential information. Whatever you are trying to secure, be it mergers and acquisitions information, engineering intellectual property, health care documentation or financial reports. No matter what type of user is going to access the information, be they employees, contractors or customers, there are common goals you are always trying to achieve.Securing the content at the earliest point possible and do it automatically. Removing the dependency on the user to decide to secure the content reduces the risk of mistakes significantly and therefore results a more secure deployment. K.I.S.S. (Keep It Simple Stupid) Reduce complexity in the rights/classification model. Oracle IRM lets you make changes to access to documents even after they are secured which allows you to start with a simple model and then introduce complexity once you've understood how the technology is going to be used in the business. After an initial learning period you can review your implementation and start to make informed decisions based on user feedback and administration experience. Clearly communicate to the user, when appropriate, any changes to their existing work practice. You must make every effort to make the transition to sealed content as simple as possible. For external users you must help them understand why you are securing the documents and inform them the value of the technology to both your business and them. Before getting into the detail, I must pay homage to Martin White, Vice President of client services in SealedMedia, the company Oracle acquired and who created Oracle IRM. In the SealedMedia years Martin was involved with every single customer and was key to the design of certain aspects of the IRM technology, specifically the context model we will be discussing here. Listening carefully to customers and understanding the flexibility of the IRM technology, Martin taught me all the skills of helping customers build scalable, effective and simple to use IRM deployments. No matter how well the engineering department designed the software, badly designed and poorly executed projects can result in difficult to use and manage, and ultimately insecure solutions. The advice and information that follows was born with Martin and he's still delivering IRM consulting with customers and can be found at www.thinkers.co.uk. It is from Martin and others that Oracle not only has the most advanced, scalable and usable document security solution on the market, but Oracle and their partners have the most experience in delivering successful document security solutions. Understanding the classification and standard rights model The goal of any successful IRM deployment is to balance the increase in security the technology brings without over complicating the way people use secured content and avoid a significant increase in administration and maintenance. With Oracle it is possible to automate the protection of content, deploy the desktop software transparently and use authentication methods such that users can open newly secured content initially unaware the document is any different to an insecure one. That is until of course they attempt to do something for which they don't have any rights, such as copy and paste to an insecure application or try and print. Central to achieving this objective is creating a classification model that is simple to understand and use but also provides the right level of complexity to meet the business needs. In Oracle IRM the term used for each classification is a "context". A context defines the relationship between.A group of related documents The people that use the documents The roles that these people perform The rights that these people need to perform their role The context is the key to the success of Oracle IRM. It provides the separation of the role and rights of a user from the content itself. Documents are sealed to contexts but none of the rights, user or group information is stored within the content itself. Sealing only places information about the location of the IRM server that sealed it, the context applied to the document and a few other pieces of metadata that pertain only to the document. This important separation of rights from content means that millions of documents can be secured against a single classification and a user needs only one right assigned to be able to access all documents. If you have followed all the previous articles in this guide, you will be ready to start defining contexts to which your sensitive information will be protected. But before you even start with IRM, you need to understand how your own business uses and creates sensitive documents and emails. Identifying business use cases Oracle is able to support multiple classification systems, but usually there is one single initial need for the technology which drives a deployment. This need might be to protect sensitive mergers and acquisitions information, engineering intellectual property, financial documents. For this and every subsequent use case you must understand how users create and work with documents, to who they are distributed and how the recipients should interact with them. A successful IRM deployment should start with one well identified use case (we go through some examples towards the end of this article) and then after letting this use case play out in the business, you learn how your users work with content, how well your communication to the business worked and if the classification system you deployed delivered the right balance. It is at this point you can start rolling the technology out further. Creating an effective IRM classification model Once you have selected the initial use case you will address with IRM, you need to design a classification model that defines the access to secured documents within the use case. In Oracle IRM there is an inbuilt classification system called the "context" model. In Oracle IRM 11g it is possible to extend the server to support any rights classification model, but the majority of users who are not using an application integration (such as Oracle IRM within Oracle Beehive) are likely to be starting out with the built in context model. Before looking at creating a classification system with IRM, it is worth reviewing some recognized standards and methods for creating and implementing security policy. A very useful set of documents are the ISO 17799 guidelines and the SANS security policy templates. First task is to create a context against which documents are to be secured. A context consists of a group of related documents (all top secret engineering research), a list of roles (contributors and readers) which define how users can access documents and a list of users (research engineers) who have been given a role allowing them to interact with sealed content. Before even creating the first context it is wise to decide on a philosophy which will dictate the level of granularity, the question is, where do you start? At a department level? By project? By technology? First consider the two ends of the spectrum... One single classification across the entire business Imagine that instead of having separate contexts, one for engineering intellectual property, one for your financial data, one for human resources personally identifiable information, you create one context for all documents across the entire business. Whilst you may have immediate objections, there are some significant benefits in thinking about considering this. Document security classification decisions are simple. You only have one context to chose from! User provisioning is simple, just make sure everyone has a role in the only context in the business. Administration is very low, if you assign rights to groups from the business user repository you probably never have to touch IRM administration again. There are however some obvious downsides to this model.All users in have access to all IRM secured content. So potentially a sales person could access sensitive mergers and acquisition documents, if they can get their hands on a copy that is. You cannot delegate control of different documents to different parts of the business, this may not satisfy your regulatory requirements for the separation and delegation of duties. Changing a users role affects every single document ever secured. Even though it is very unlikely a business would ever use one single context to secure all their sensitive information, thinking about this scenario raises one very important point. Just having one single context and securing all confidential documents to it, whilst incurring some of the problems detailed above, has one huge value. Once secured, IRM protected content can ONLY be accessed by authorized users. Just think of all the sensitive documents in your business today, imagine if you could ensure that only everyone you trust could open them. Even if an employee lost a laptop or someone accidentally sent an email to the wrong recipient, only the right people could open that file. A context for each and every possible granular use case Now let's think about the total opposite of a single context design. What if you created a context for each and every single defined business need and created multiple contexts within this for each level of granularity? Let's take a use case where we need to protect engineering intellectual property. Imagine we have 6 different engineering groups, and in each we have a research department, a design department and manufacturing. The company information security policy defines 3 levels of information sensitivity... restricted, confidential and top secret. Then let's say that each group and department needs to define access to information from both internal and external users. Finally add into the mix that they want to review the rights model for each context every financial quarter. This would result in a huge amount of contexts. For example, lets just look at the resulting contexts for one engineering group. Q1FY2010 Restricted Internal - Engineering Group 1 - Research Q1FY2010 Restricted Internal - Engineering Group 1 - Design Q1FY2010 Restricted Internal - Engineering Group 1 - Manufacturing Q1FY2010 Restricted External- Engineering Group 1 - Research Q1FY2010 Restricted External - Engineering Group 1 - Design Q1FY2010 Restricted External - Engineering Group 1 - Manufacturing Q1FY2010 Confidential Internal - Engineering Group 1 - Research Q1FY2010 Confidential Internal - Engineering Group 1 - Design Q1FY2010 Confidential Internal - Engineering Group 1 - Manufacturing Q1FY2010 Confidential External - Engineering Group 1 - Research Q1FY2010 Confidential External - Engineering Group 1 - Design Q1FY2010 Confidential External - Engineering Group 1 - Manufacturing Q1FY2010 Top Secret Internal - Engineering Group 1 - Research Q1FY2010 Top Secret Internal - Engineering Group 1 - Design Q1FY2010 Top Secret Internal - Engineering Group 1 - Manufacturing Q1FY2010 Top Secret External - Engineering Group 1 - Research Q1FY2010 Top Secret External - Engineering Group 1 - Design Q1FY2010 Top Secret External - Engineering Group 1 - Manufacturing Now multiply the above by 6 for each engineering group, 18 contexts. You are then creating/reviewing another 18 every 3 months. After a year you've got 72 contexts. What would be the advantages of such a complex classification model? You can satisfy very granular rights requirements, for example only an authorized engineering group 1 researcher can create a top secret report for access internally, and his role will be reviewed on a very frequent basis. Your business may have very complex rights requirements and mapping this directly to IRM may be an obvious exercise. The disadvantages of such a classification model are significant...Huge administrative overhead. Someone in the business must manage, review and administrate each of these contexts. If the engineering group had a single administrator, they would have 72 classifications to reside over each year. From an end users perspective life will be very confusing. Imagine if a user has rights in just 6 of these contexts. They may be able to print content from one but not another, be able to edit content in 2 contexts but not the other 4. Such confusion at the end user level causes frustration and resistance to the use of the technology. Increased synchronization complexity. Imagine a user who after 3 years in the company ends up with over 300 rights in many different contexts across the business. This would result in long synchronization times as the client software updates all your offline rights. Hard to understand who can do what with what. Imagine being the VP of engineering and as part of an internal security audit you are asked the question, "What rights to researchers have to our top secret information?". In this complex model the answer is not simple, it would depend on many roles in many contexts. Of course this example is extreme, but it highlights that trying to build many barriers in your business can result in a nightmare of administration and confusion amongst users. In the real world what we need is a balance of the two. We need to seek an optimum number of contexts. Too many contexts are unmanageable and too few contexts does not give fine enough granularity. What makes a good context? Good context design derives mainly from how well you understand your business requirements to secure access to confidential information. Some customers I have worked with can tell me exactly the documents they wish to secure and know exactly who should be opening them. However there are some customers who know only of the government regulation that requires them to control access to certain types of information, they don't actually know where the documents are, how they are created or understand exactly who should have access. Therefore you need to know how to ask the business the right questions that lead to information which help you define a context. First ask these questions about a set of documentsWhat is the topic? Who are legitimate contributors on this topic? Who are the authorized readership? If the answer to any one of these is significantly different, then it probably merits a separate context. Remember that sealed documents are inherently secure and as such they cannot leak to your competitors, therefore it is better sealed to a broad context than not sealed at all. Simplicity is key here. Always revert to the first extreme example of a single classification, then work towards essential complexity. If there is any doubt, always prefer fewer contexts. Remember, Oracle IRM allows you to change your mind later on. You can implement a design now and continue to change and refine as you learn how the technology is used. It is easy to go from a simple model to a more complex one, it is much harder to take a complex model that is already embedded in the work practice of users and try to simplify it. It is also wise to take a single use case and address this first with the business. Don't try and tackle many different problems from the outset. Do one, learn from the process, refine it and then take what you have learned into the next use case, refine and continue. Once you have a good grasp of the technology and understand how your business will use it, you can then start rolling out the technology wider across the business. Deciding on the use of roles in the context Once you have decided on that first initial use case and a context to create let's look at the details you need to decide upon. For each context, identify; Administrative rolesBusiness owner, the person who makes decisions about who may or may not see content in this context. This is often the person who wanted to use IRM and drove the business purchase. They are the usually the person with the most at risk when sensitive information is lost. Point of contact, the person who will handle requests for access to content. Sometimes the same as the business owner, sometimes a trusted secretary or administrator. Context administrator, the person who will enact the decisions of the Business Owner. Sometimes the point of contact, sometimes a trusted IT person. Document related rolesContributors, the people who create and edit documents in this context. Reviewers, the people who are involved in reviewing documents but are not trusted to secure information to this classification. This role is not always necessary. (See later discussion on Published-work and Work-in-Progress) Readers, the people who read documents from this context. Some people may have several of the roles above, which is fine. What you are trying to do is understand and define how the business interacts with your sensitive information. These roles obviously map directly to roles available in Oracle IRM. Reviewing the features and security for context roles At this point we have decided on a classification of information, understand what roles people in the business will play when administrating this classification and how they will interact with content. The final piece of the puzzle in getting the information for our first context is to look at the permissions people will have to sealed documents. First think why are you protecting the documents in the first place? It is to prevent the loss of leaking of information to the wrong people. To control the information, making sure that people only access the latest versions of documents. You are not using Oracle IRM to prevent unauthorized people from doing legitimate work. This is an important point, with IRM you can erect many barriers to prevent access to content yet too many restrictions and authorized users will often find ways to circumvent using the technology and end up distributing unprotected originals. Because IRM is a security technology, it is easy to get carried away restricting different groups. However I would highly recommend starting with a simple solution with few restrictions. Ensure that everyone who reasonably needs to read documents can do so from the outset. Remember that with Oracle IRM you can change rights to content whenever you wish and tighten security. Always return to the fact that the greatest value IRM brings is that ONLY authorized users can access secured content, remember that simple "one context for the entire business" model. At the start of the deployment you really need to aim for user acceptance and therefore a simple model is more likely to succeed. As time passes and users understand how IRM works you can start to introduce more restrictions and complexity. Another key aspect to focus on is handling exceptions. If you decide on a context model where engineering can only access engineering information, and sales can only access sales data. Act quickly when a sales manager needs legitimate access to a set of engineering documents. Having a quick and effective process for permitting other people with legitimate needs to obtain appropriate access will be rewarded with acceptance from the user community. These use cases can often be satisfied by integrating IRM with a good Identity & Access Management technology which simplifies the process of assigning users the correct business roles. The big print issue... Printing is often an issue of contention, users love to print but the business wants to ensure sensitive information remains in the controlled digital world. There are many cases of physical document loss causing a business pain, it is often overlooked that IRM can help with this issue by limiting the ability to generate physical copies of digital content. However it can be hard to maintain a balance between security and usability when it comes to printing. Consider the following points when deciding about whether to give print rights. Oracle IRM sealed documents can contain watermarks that expose information about the user, time and location of access and the classification of the document. This information would reside in the printed copy making it easier to trace who printed it. Printed documents are slower to distribute in comparison to their digital counterparts, so time sensitive information in printed format may present a lower risk. Print activity is audited, therefore you can monitor and react to users abusing print rights. Summary In summary it is important to think carefully about the way you create your context model. As you ask the business these questions you may get a variety of different requirements. There may be special projects that require a context just for sensitive information created during the lifetime of the project. There may be a department that requires all information in the group is secured and you might have a few senior executives who wish to use IRM to exchange a small number of highly sensitive documents with a very small number of people. Oracle IRM, with its very flexible context classification system, can support all of these use cases. The trick is to introducing the complexity to deliver them at the right level. In another article i'm working on I will go through some examples of how Oracle IRM might map to existing business use cases. But for now, this article covers all the important questions you need to get your IRM service deployed and successfully protecting your most sensitive information.

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  • Working with Analytic Workflow Manager (AWM) - Part 8 Cube Metadata Analysis

    - by Mohan Ramanuja
    CUBE SIZEselect dbal.owner||'.'||substr(dbal.table_name,4) awname, sum(dbas.bytes)/1024/1024 as mb, dbas.tablespace_name from dba_lobs dbal, dba_segments dbas where dbal.column_name = 'AWLOB' and dbal.segment_name = dbas.segment_name group by dbal.owner, dbal.table_name, dbas.tablespace_name order by dbal.owner, dbal.table_name SESSION RESOURCES select vses.username||':'||vsst.sid username, vstt.name, max(vsst.value) valuefrom v$sesstat vsst, v$statname vstt, v$session vseswhere vstt.statistic# = vsst.statistic# and vsst.sid = vses.sid andVSES.USERNAME LIKE ('ATTRIBDW_OWN') ANDvstt.name in ('session pga memory', 'session pga memory max', 'session uga memory','session uga memory max', 'session cursor cache count', 'session cursor cache hits', 'session stored procedure space', 'opened cursors current', 'opened cursors cumulative') andvses.username is not null group by vsst.sid, vses.username, vstt.name order by vsst.sid, vses.username, vstt.name OLAP PGA USE select 'OLAP Pages Occupying: '|| round((((select sum(nvl(pool_size,1)) from v$aw_calc)) / (select value from v$pgastat where name = 'total PGA inuse')),2)*100||'%' info from dual union select 'Total PGA Inuse Size: '||value/1024||' KB' info from v$pgastat where name = 'total PGA inuse' union select 'Total OLAP Page Size: '|| round(sum(nvl(pool_size,1))/1024,0)||' KB' info from v$aw_calc order by info desc OLAP PGA USAGE PER USER select vs.username, vs.sid, round(pga_used_mem/1024/1024,2)||' MB' pga_used, round(pga_max_mem/1024/1024,2)||' MB' pga_max, round(pool_size/1024/1024,2)||' MB' olap_pp, round(100*(pool_hits-pool_misses)/pool_hits,2) || '%' olap_ratio from v$process vp, v$session vs, v$aw_calc va where session_id=vs.sid and addr = paddr CUBE LOADING SCRIPT REM The 'set define off' statement is needed only if running this script through SQLPlus.REM If you are using another tool to run this script, the line below may be commented out.set define offBEGIN  DBMS_CUBE.BUILD(    'VALIDATE  ATTRIBDW_OWN.CURRENCY USING  (    LOAD NO SYNCH,    COMPILE SORT  ),  ATTRIBDW_OWN.ACCOUNT USING  (    LOAD NO SYNCH,    COMPILE SORT  ),  ATTRIBDW_OWN.DATEDIM USING  (    LOAD NO SYNCH,    COMPILE SORT  ),  ATTRIBDW_OWN.CUSIP USING  (    LOAD NO SYNCH,    COMPILE SORT  ),  ATTRIBDW_OWN.ACCOUNTRETURN',    'CCCCC', -- refresh methodfalse, -- refresh after errors    0, -- parallelismtrue, -- atomic refreshtrue, -- automatic orderfalse); -- add dimensionsEND;/BEGIN  DBMS_CUBE.BUILD(    '  ATTRIBDW_OWN.CURRENCY USING  (    LOAD NO SYNCH,    COMPILE SORT  ),  ATTRIBDW_OWN.ACCOUNT USING  (    LOAD NO SYNCH,    COMPILE SORT  ),  ATTRIBDW_OWN.DATEDIM USING  (    LOAD NO SYNCH,    COMPILE SORT  ),  ATTRIBDW_OWN.CUSIP USING  (    LOAD NO SYNCH,    COMPILE SORT  ),  ATTRIBDW_OWN.ACCOUNTRETURN',    'CCCCC', -- refresh methodfalse, -- refresh after errors    0, -- parallelismtrue, -- atomic refreshtrue, -- automatic orderfalse); -- add dimensionsEND;/ VISUALIZATION OBJECT - AW$ATTRIBDW_OWN  CREATE TABLE "ATTRIBDW_OWN"."AW$ATTRIBDW_OWN"        (            "PS#"    NUMBER(10,0),            "GEN#"   NUMBER(10,0),            "EXTNUM" NUMBER(8,0),            "AWLOB" BLOB,            "OBJNAME"  VARCHAR2(256 BYTE),            "PARTNAME" VARCHAR2(256 BYTE)        )        PCTFREE 10 PCTUSED 40 INITRANS 4 MAXTRANS 255 STORAGE        (            BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT        )        TABLESPACE "ATTRIBDW_DATA" LOB        (            "AWLOB"        )        STORE AS SECUREFILE        (            TABLESPACE "ATTRIBDW_DATA" DISABLE STORAGE IN ROW CHUNK 8192 RETENTION MIN 1 CACHE NOCOMPRESS KEEP_DUPLICATES STORAGE( BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT)        )        PARTITION BY RANGE        (            "GEN#"        )        SUBPARTITION BY HASH        (            "PS#",            "EXTNUM"        )        SUBPARTITIONS 8        (            PARTITION "PTN1" VALUES LESS THAN (1) PCTFREE 10 PCTUSED 40 INITRANS 4 MAXTRANS 255 STORAGE( BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT) TABLESPACE "ATTRIBDW_DATA" LOB ("AWLOB") STORE AS SECUREFILE ( TABLESPACE "ATTRIBDW_DATA" DISABLE STORAGE IN ROW CHUNK 8192 RETENTION MIN 1 CACHE READS LOGGING NOCOMPRESS KEEP_DUPLICATES STORAGE( BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT)) ( SUBPARTITION "SYS_SUBP661" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP662" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP663" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP664" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP665" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION            "SYS_SUBP666" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP667" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP668" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" ) ,            PARTITION "PTNN" VALUES LESS THAN (MAXVALUE) PCTFREE 10 PCTUSED 40 INITRANS 4 MAXTRANS 255 STORAGE( BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT) TABLESPACE "ATTRIBDW_DATA" LOB ("AWLOB") STORE AS SECUREFILE ( TABLESPACE "ATTRIBDW_DATA" DISABLE STORAGE IN ROW CHUNK 8192 RETENTION MIN 1 CACHE NOCOMPRESS KEEP_DUPLICATES STORAGE( BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT)) ( SUBPARTITION "SYS_SUBP669" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP670" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP671" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP672" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP673" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION            "SYS_SUBP674" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP675" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_SUBP676" LOB ("AWLOB") STORE AS ( TABLESPACE "ATTRIBDW_DATA" ) TABLESPACE "ATTRIBDW_DATA" )        ) ;CREATE UNIQUE INDEX "ATTRIBDW_OWN"."ATTRIBDW_OWN_I$" ON "ATTRIBDW_OWN"."AW$ATTRIBDW_OWN"    (        "PS#", "GEN#", "EXTNUM"    )    PCTFREE 10 INITRANS 4 MAXTRANS 255 COMPUTE STATISTICS STORAGE    (        INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT    )    TABLESPACE "ATTRIBDW_DATA" ;CREATE UNIQUE INDEX "ATTRIBDW_OWN"."SYS_IL0000406980C00004$$" ON "ATTRIBDW_OWN"."AW$ATTRIBDW_OWN"    (        PCTFREE 10 INITRANS 1 MAXTRANS 255 STORAGE( BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT) TABLESPACE "ATTRIBDW_DATA" LOCAL (PARTITION "SYS_IL_P711" PCTFREE 10 INITRANS 1 MAXTRANS 255 STORAGE( BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT) ( SUBPARTITION "SYS_IL_SUBP695" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP696" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP697" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP698" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP699" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP700" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP701" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP702" TABLESPACE "ATTRIBDW_DATA" ) , PARTITION "SYS_IL_P712" PCTFREE 10 INITRANS 1 MAXTRANS 255 STORAGE( BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT) ( SUBPARTITION "SYS_IL_SUBP703" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP704" TABLESPACE        "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP705" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP706" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP707" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP708" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP709" TABLESPACE "ATTRIBDW_DATA" , SUBPARTITION "SYS_IL_SUBP710" TABLESPACE "ATTRIBDW_DATA" ) ) PARALLEL (DEGREE 0 INSTANCES 0) ; CUBE BUILD LOG  CREATE TABLE "ATTRIBDW_OWN"."CUBE_BUILD_LOG"        (            "BUILD_ID"          NUMBER,            "SLAVE_NUMBER"      NUMBER,            "STATUS"            VARCHAR2(10 BYTE),            "COMMAND"           VARCHAR2(25 BYTE),            "BUILD_OBJECT"      VARCHAR2(30 BYTE),            "BUILD_OBJECT_TYPE" VARCHAR2(10 BYTE),            "OUTPUT" CLOB,            "AW"            VARCHAR2(30 BYTE),            "OWNER"         VARCHAR2(30 BYTE),            "PARTITION"     VARCHAR2(50 BYTE),            "SCHEDULER_JOB" VARCHAR2(100 BYTE),            "TIME" TIMESTAMP (6)WITH TIME ZONE,        "BUILD_SCRIPT" CLOB,        "BUILD_TYPE"            VARCHAR2(22 BYTE),        "COMMAND_DEPTH"         NUMBER(2,0),        "BUILD_SUB_OBJECT"      VARCHAR2(30 BYTE),        "REFRESH_METHOD"        VARCHAR2(1 BYTE),        "SEQ_NUMBER"            NUMBER,        "COMMAND_NUMBER"        NUMBER,        "IN_BRANCH"             NUMBER(1,0),        "COMMAND_STATUS_NUMBER" NUMBER,        "BUILD_NAME"            VARCHAR2(100 BYTE)        )        SEGMENT CREATION IMMEDIATE PCTFREE 10 PCTUSED 40 INITRANS 1 MAXTRANS 255 NOCOMPRESS LOGGING STORAGE        (            INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT        )        TABLESPACE "ATTRIBDW_DATA" LOB        (            "OUTPUT"        )        STORE AS BASICFILE        (            TABLESPACE "ATTRIBDW_DATA" ENABLE STORAGE IN ROW CHUNK 8192 RETENTION NOCACHE LOGGING STORAGE(INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT)        )        LOB        (            "BUILD_SCRIPT"        )        STORE AS BASICFILE        (            TABLESPACE "ATTRIBDW_DATA" ENABLE STORAGE IN ROW CHUNK 8192 RETENTION NOCACHE LOGGING STORAGE(INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT)        ) ;CREATE UNIQUE INDEX "ATTRIBDW_OWN"."SYS_IL0000407294C00013$$" ON "ATTRIBDW_OWN"."CUBE_BUILD_LOG"    (        PCTFREE 10 INITRANS 2 MAXTRANS 255 STORAGE(INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT) TABLESPACE "ATTRIBDW_DATA" PARALLEL (DEGREE 0 INSTANCES 0) ;CREATE UNIQUE INDEX "ATTRIBDW_OWN"."SYS_IL0000407294C00007$$" ON "ATTRIBDW_OWN"."CUBE_BUILD_LOG" ( PCTFREE 10 INITRANS 2 MAXTRANS 255 STORAGE(INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT) TABLESPACE "ATTRIBDW_DATA" PARALLEL (DEGREE 0 INSTANCES 0) ; CUBE DIMENSION COMPILE  CREATE TABLE "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"        (            "ID"               NUMBER,            "SEQ_NUMBER"       NUMBER,            "ERROR#"           NUMBER(8,0) NOT NULL ENABLE,            "ERROR_MESSAGE"    VARCHAR2(2000 BYTE),            "DIMENSION"        VARCHAR2(100 BYTE),            "DIMENSION_MEMBER" VARCHAR2(100 BYTE),            "MEMBER_ANCESTOR"  VARCHAR2(100 BYTE),            "HIERARCHY1"       VARCHAR2(100 BYTE),            "HIERARCHY2"       VARCHAR2(100 BYTE),            "ERROR_CONTEXT" CLOB        )        SEGMENT CREATION DEFERRED PCTFREE 10 PCTUSED 40 INITRANS 1 MAXTRANS 255 NOCOMPRESS LOGGING TABLESPACE "ATTRIBDW_DATA" LOB        (            "ERROR_CONTEXT"        )        STORE AS BASICFILE        (            TABLESPACE "ATTRIBDW_DATA" ENABLE STORAGE IN ROW CHUNK 8192 RETENTION NOCACHE LOGGING        ) ;COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"."ID"IS    'Current operation ID';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"."SEQ_NUMBER"IS    'Cube build log sequence number';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"."ERROR#"IS    'Error number being reported';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"."ERROR_MESSAGE"IS    'Error text being reported';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"."DIMENSION"IS    'Name of dimension being compiled';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"."DIMENSION_MEMBER"IS    'Problem dimension member';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"."MEMBER_ANCESTOR"IS    'Problem dimension member''s parent';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"."HIERARCHY1"IS    'First hierarchy involved in error';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"."HIERARCHY2"IS    'Second hierarchy involved in error';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"."ERROR_CONTEXT"IS    'Extra information for error';    COMMENT ON TABLE "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"IS    'Cube dimension compile log';CREATE UNIQUE INDEX "ATTRIBDW_OWN"."SYS_IL0000407307C00010$$" ON "ATTRIBDW_OWN"."CUBE_DIMENSION_COMPILE"    (        PCTFREE 10 INITRANS 2 MAXTRANS 255 STORAGE( INITIAL 1048576 NEXT 1048576 MAXEXTENTS 2147483645) TABLESPACE "ATTRIBDW_DATA" PARALLEL (DEGREE 0 INSTANCES 0) ; CUBE OPERATING LOG  CREATE TABLE "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"        (            "INST_ID"    NUMBER NOT NULL ENABLE,            "SID"        NUMBER NOT NULL ENABLE,            "SERIAL#"    NUMBER NOT NULL ENABLE,            "USER#"      NUMBER NOT NULL ENABLE,            "SQL_ID"     VARCHAR2(13 BYTE),            "JOB"        NUMBER,            "ID"         NUMBER,            "PARENT_ID"  NUMBER,            "SEQ_NUMBER" NUMBER,            "TIME" TIMESTAMP (6)WITH TIME ZONE NOT NULL ENABLE,        "LOG_LEVEL"    NUMBER(4,0) NOT NULL ENABLE,        "DEPTH"        NUMBER(4,0),        "OPERATION"    VARCHAR2(15 BYTE) NOT NULL ENABLE,        "SUBOPERATION" VARCHAR2(20 BYTE),        "STATUS"       VARCHAR2(10 BYTE) NOT NULL ENABLE,        "NAME"         VARCHAR2(20 BYTE) NOT NULL ENABLE,        "VALUE"        VARCHAR2(4000 BYTE),        "DETAILS" CLOB        )        SEGMENT CREATION IMMEDIATE PCTFREE 10 PCTUSED 40 INITRANS 1 MAXTRANS 255 NOCOMPRESS LOGGING STORAGE        (            INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT        )        TABLESPACE "ATTRIBDW_DATA" LOB        (            "DETAILS"        )        STORE AS BASICFILE        (            TABLESPACE "ATTRIBDW_DATA" ENABLE STORAGE IN ROW CHUNK 8192 RETENTION NOCACHE LOGGING STORAGE(INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT)        ) ;COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."INST_ID"IS    'Instance ID';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."SID"IS    'Session ID';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."SERIAL#"IS    'Session serial#';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."USER#"IS    'User ID';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."SQL_ID"IS    'Executing SQL statement ID';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."JOB"IS    'Identifier of job';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."ID"IS    'Current operation ID';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."PARENT_ID"IS    'Parent operation ID';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."SEQ_NUMBER"IS    'Cube build log sequence number';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."TIME"IS    'Time of record';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."LOG_LEVEL"IS    'Verbosity level of record';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."DEPTH"IS    'Nesting depth of record';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."OPERATION"IS    'Current operation';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."SUBOPERATION"IS    'Current suboperation';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."STATUS"IS    'Status of current operation';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."NAME"IS    'Name of record';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."VALUE"IS    'Value of record';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"."DETAILS"IS    'Extra information for record';    COMMENT ON TABLE "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"IS    'Cube operations log';CREATE UNIQUE INDEX "ATTRIBDW_OWN"."SYS_IL0000407301C00018$$" ON "ATTRIBDW_OWN"."CUBE_OPERATIONS_LOG"    (        PCTFREE 10 INITRANS 2 MAXTRANS 255 STORAGE(INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT) TABLESPACE "ATTRIBDW_DATA" PARALLEL (DEGREE 0 INSTANCES 0) ; CUBE REJECTED RECORDS CREATE TABLE "ATTRIBDW_OWN"."CUBE_REJECTED_RECORDS"        (            "ID"            NUMBER,            "SEQ_NUMBER"    NUMBER,            "ERROR#"        NUMBER(8,0) NOT NULL ENABLE,            "ERROR_MESSAGE" VARCHAR2(2000 BYTE),            "RECORD#"       NUMBER(38,0),            "SOURCE_ROW" ROWID,            "REJECTED_RECORD" CLOB        )        SEGMENT CREATION IMMEDIATE PCTFREE 10 PCTUSED 40 INITRANS 1 MAXTRANS 255 NOCOMPRESS LOGGING STORAGE        (            INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT        )        TABLESPACE "ATTRIBDW_DATA" LOB        (            "REJECTED_RECORD"        )        STORE AS BASICFILE        (            TABLESPACE "ATTRIBDW_DATA" ENABLE STORAGE IN ROW CHUNK 8192 RETENTION NOCACHE LOGGING STORAGE(INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT)        ) ;COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_REJECTED_RECORDS"."ID"IS    'Current operation ID';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_REJECTED_RECORDS"."SEQ_NUMBER"IS    'Cube build log sequence number';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_REJECTED_RECORDS"."ERROR#"IS    'Error number being reported';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_REJECTED_RECORDS"."ERROR_MESSAGE"IS    'Error text being reported';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_REJECTED_RECORDS"."RECORD#"IS    'Rejected record number';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_REJECTED_RECORDS"."SOURCE_ROW"IS    'Rejected record''s ROWID';    COMMENT ON COLUMN "ATTRIBDW_OWN"."CUBE_REJECTED_RECORDS"."REJECTED_RECORD"IS    'Rejected record copy';    COMMENT ON TABLE "ATTRIBDW_OWN"."CUBE_REJECTED_RECORDS"IS    'Cube rejected records log';CREATE UNIQUE INDEX "ATTRIBDW_OWN"."SYS_IL0000407304C00007$$" ON "ATTRIBDW_OWN"."CUBE_REJECTED_RECORDS"    (        PCTFREE 10 INITRANS 2 MAXTRANS 255 STORAGE(INITIAL 1048576 NEXT 1048576 MINEXTENTS 1 MAXEXTENTS 2147483645 PCTINCREASE 0 FREELISTS 1 FREELIST GROUPS 1 BUFFER_POOL DEFAULT FLASH_CACHE DEFAULT CELL_FLASH_CACHE DEFAULT) TABLESPACE "ATTRIBDW_DATA" PARALLEL (DEGREE 0 INSTANCES 0) ;

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  • Zend/PHP: Problem uploading/downloading file to/from MySQL's BLOB field.

    - by NAVEED
    I am uploading file(any type) like this: (It is uploading content of file in blob field of mysql) $organizationModel = new Model_Organization_Object( organizationId ); $myFile = file_get_contents( '../path/to/my/file/filename.ext' ); $organizationModel->setOrganizationProfile( $myFile ); $organizationModel->save(); Now I want to get that file from database and want to download. I doing this in controller's action: (I am aspecting pdf file here therefore it is hardcoded below. But in future I want to download any file from blob field) $organizationModel = new Model_Organization_Object( $organizationId ); $content = $organizationModel->getOrganizationProfile(); header('Content-Type: application/octet-stream'); header("Content-Length: " . strlen($content) ); header('Content-Disposition: attachment; filename=orgProfile.pdf'); $this->view->organizationProfile = $content; Now in view file I am doing this: echo $this-organizationProfile; But above download process print(echo) the content of file in firbug and does not download file in orignal format. My echo output in firebug is like this: %PDF-1.3 %???? 84 0 obj << /Linearized 1 /O 86 /H [ 541 212 ] /L 958398 /E 11238 /N 27 /T 956600 >> endobj xref 84 7 0000000016 00000 n 0000000486 00000 n 0000000753 00000 n 0000000982 00000 n 0000001102 00000 n 0000000541 00000 n 0000000732 00000 n trailer << /Size 91 /Info 83 0 R /Root 85 0 R /Prev 956590 /ID[<0a8d7035bf08791da591e8cae39b8c49><0a8d7035bf08791da591e8cae39b8c49>] >> startxref 0 %%EOF 85 0 obj << /Type /Catalog /Pages 82 0 R >> endobj 89 0 obj << /S 151 /Filter /FlateDecode /Length 90 0 R >> stream H?b```f``?e`b`?f`@\0?.????\\I~aV$?X??dO????bA?Az?lv1o#?{-????1+??G?????N`?b? >?-?? \0\0D40 endstream endobj 90 0 obj 106 endobj 86 0 obj << /Type /Page /Contents 87 0 R /Parent 79 0 R /Resources << /XObject << /img0 88 0 R >> /ProcSet [ /PDF /Text /ImageB /ImageC /ImageI ] >> /MediaBox [ 0 0 612 792 ] /CropBox [ 0 0 612 792 ] /Rotate 0 >> endobj 87 0 obj << /Filter /FlateDecode /Length 46 >> stream x?+T05???P0\0Bs#SC=S3c3??\\???t?|?@.\0??? endstream endobj 88 0 obj << /Filter /FlateDecode /Type /XObject /Length 8926 /BitsPerComponent 8 /Height 1122 /ColorSpace [ /Indexed /DeviceRGB 255 (\0\0\0JJJkkk{{{????????????????????????????????????\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\\ \0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\\ \0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\\ \0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\\ \0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\\ \0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\\ \0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\\ \0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\\ \0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\\ \0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\\ \0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0) ] /Subtype /Image /Width 793 >> stream x???v??\0?bF???mf?\\3??k?~? ?7uj??\\\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0~??/\0~??/\0~?&|??tp?pKS ????Fc???!?Q~?72?&???>???]?$?KUo????9?Tx??E8U}?????? _#=??6 Q{????v?T|s?>\\??w??.|??8?7Q????o.?o????????G??x??|?Is:??????oN>4???jJ?F?v? ? V?q<???P?????I>?.|?iT? ???Ç?Q?m????G?8c`????a`<?.|??~`????OG!?x7j??K*]??S?1??_??1\'?D?????0??\"?w\\?e?????<F:4????E-??Fa????O?v????9??_ m???P??8iuTr?i?FX?????<C? ????t:?(0??I>?2`????.???:??pv:???A??<$M??????e9??\\c???.0???t?kum?K;??<???\\@?]f/?h??m_???g???l?8&??*??2?-??Ew?4[j?v?(?????p?T???M--?8 cb??]?h??pN???kt?J$?m???X???5Cr?]?Jm?VP?X?Ð!? ?$???-?PM??O]??,?h???r=???qV}?p*?c?uq??t??????R6v??l8?I?e?9 {s\\K _?CN?^??W?8%p\']?2U?D{???Z?EB?*?d?va1^??Z\"?7?t]?TL?^??d???.|?4?q?2?&2??S{(??G?vNi4?D?K?)_^?]???D]DK???j?9????OQ?]???us?n?T4?om?P??E?|?t??w?????c?7>!]?\"}$??:??<????[9?C??Wi?u?su#9?\0?t?u=??=w??Q??A??.?dyb vN?N\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0??U/????<??v????S?A\\??qkm? !???&??J????!,??+?w;????{?!D???K×%5?E???????|n?FT*,? ?? ?j#Q??uT~r:}\\?_?????v???8Q?&? ???T?S?I\"?(>Y??????}H??aj?3??u?h?T?X?Z?-~??c\'P?^??d?????????]_???z??O]?q?????7??|?mN%??????T?????o???sUzT???m?v8?q? ??e]?wS???C~Ta???.??[%!??????2x]n~?7??????6.????K??;c }????r?)V?? u???*?7?$c\\???m?~???r??)U{?????????R?? ??D1L_????WUog?>??/?????????~?%???M???}\'?? ;???y??K`?????O?,??????<?,0???;3 #??m?v???aZ=?N?u?J`??dwnm;??.??k?n?K1-M?7????H&??????s?C??? ?}Z?1????c?(0?q?_1??7?%???G7U/??h9I??????S?Q??4nc?Lq??H6??;??c(/O??2???-?*_????%?I?/??I?o????ô?k??<????q??\'??]v?\"??+????,????qxgk?\\\\?6???7??Y???.G???Y??8??.??*???M_??J?hu1????z??W?o_??F?/???s?:?Y~??>0?g\\E?l?K5e???&L?/????k$????{?:\\>??Fs?-??l?>c??o?????9?V+?2;??}q?4 ?zS?|u?A`dK???n~?s???K?hiY?j??#p???S?M\\???0P2?\\*?m+?L5Er????[W?>9|???i?????}`Nmc:Qv??]&|?_????fx???????Ns~w??to????K?M???uN????0J6q1??u(b?M?_?????7?]?m?\':????S@???4?????\\??@~Mn?????|}?9?F6_Vr ??7??{?_??_????Y?Go?9??f1????E?|?Ucd? ????????t7k?? }??:??n?M?_????#?M$DG???:Z??y??;g:?|????F?m??e?F*?uJ?C??-?v?%??^?*??????z:l???w?e???9??i?5j???x?~??Ao???a?x?{?UL??? ??#:???\'^?????W??f;?u???ejq¯?u[?2K8??e?>/?ug?@S??L???? ??u0uI~?z?YYV???[[O?T??-Y?u?j?M?_???n&??7O?f??s??z`.`?,W??#?l??n???s??\'?????=??&#?z?M7_????s???x??y? ??u?p?G???0?e?G????8]{??N?1}??}~Q?[)?XF??_??*? p7iQ????M?(?l????????????f??6????*??U;@~\\k?i??w_??*?#???^?j?\\?L??/?}?Y?[??V??t~?w?n??a???m?O?(.?n;??ji:??W?ZnQ[9?n=?^??sE9??;?.??u3\"???<?L??y8?<H???g??u??\\?q???71p?U??}???f`?Y??m3b*C?t{?SX??7m<??6??8K??[Qs??&_??(M??:?Z???W?????W? ??4d??4?A????lw?e?d?>? ?pCV??h?SS?Z?T??4?N?,?? ?8=-?%???4?p?a??~??R?L??=J??j}??"??,?(?x?????????o?ï??t??X7???~jQ?aK???Z*YL????X??/?m?ot?9&s0???O5??j=?7sb?l?Mh???y?}Q\\4?MM?i5&?Yf??hS??N????\'?\0?????i?9??G?$??R?A1[??Y?t??4b?}????u??3?Y??Il????{??[u??f??q???Z_;??|*?t?uTO??}b?a?0>????>?>w\'P?E??]????6???v?^?,?;?uE?f?;?> yo?eNS@?C???I??????Otf????4I??? ?s????*??G?\'?>?</?=T?CE??5NR?~??%?1?d^V??O??????????e||/b??^ \0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0\0~????+?W8??t????????}????????X?????7??/???\\}LM?????b?#?q];J??[U???(0N??t?????[??_V?!??%????-?7:?m???9??Dau?o]??^????*??,???h?o3f??[%?FW?W!?X#; ?>HC?-?\'/??^??\'?*?)??!?_?e?+TC?7O??I.?[?tN?,??Rs???u???^???????q??S??.?c?UR?????? ????M????FS???A????>?^K?|[?]z~7??7u???7V]L?|??l???]?[e?+u?????{U}???Em??IWbV7????/v?x?zk??F@.??5?G?Í>f??_???Gg?}??tc??&R???n???G-?N]/?w?? ????f?}Ue%?;?~?:????`6(??_???g???`? E~?p06?}#/?G=????;??<$Y???l??m?T??@Y??p?????r??.?H?>\0.Ih??~???!?N/^o? ??&v??R???9?suJ?r???JZg?z?Y?7??^?J??H>{[?vQ????qw?e{{?l????????u]?.Z?xh%7??>?|???b`?K?|I\"?nh?m?????m?z5Qpw??N3???y?)??k??????,?Ws*SJ]????????!?o?Iq3~x??Az{?v]\'?k????k???Dc ?]??l?)L??? I8eG#r?dC??;??/C???l???rm???????e?6?M??fP?4?r??)?!?\\s???{??!cN??h??>?? ??o>??m?dO=&<??P??]=]???n?v??y?l??\"?K??????rF?I???)Z??]n?J??N?w???S/S??w???R6}\'u??kN?K`?C/???N??,??o??I?>?S?(??hOV????-]?p?r??0??u?(?,a????/???\"o;???44????P?9K!O]??x?r?}??8?????w?4?|?el7U??l.}|w?- ?=?Lq??e<&??g?/z8??7??:n?????ï??~??_?a???&?7sy???,?3?1??rV???m?????s??C?x50?????g???\\??!??????e?????/Cl?Y???:??jz3??????/?a?]}??\\n???BZ?0?J-+u??????x?=??CC??M??W[??v<???S14?????\\C?Z ??g???q:?u?C?k?vc?K?;??\"Y?t?r]??G?z????w???r??????0??????e?:??/f?*^?W?Q8WsN??9}*?|??~x)?N?=6J?l????M?b??????M45?C?k]??r?u??????r ] Can someone help that how to download file or I am doing something wrong with uploading process. setOrganizationProfile() and getOrganizationProfile() function are created by me which are working fine while storing/getting data to/from database. Thanks

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