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• Survey: Most Software Bugs Due to Poor Testing Procedures

  When a bug is found in released software, the bottom-line impact on an organization is significant.

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• Survey: Most Software Bugs Due to Poor Testing Procedures

  When a bug is found in released software, the bottom-line impact on an organization is significant.

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• Online Learning Library free BPM training for everybody partners, customers and freelancer!

  - by JuergenKress

  BPM Product Library - Special Topics Tab A portal to free resources to help you learn about Oracle BPM Employee Onboarding Process Accelerator Demo All organizations hire new employees, and helping new hires become productive immediately is important for the organization’s ROI and for the individual’s motivation as well. To do that, an organization needs to have a process in place to help determine what services the new hire needs, and to track that all of the activities needed to prepare for the new hire are performed on time. This video demonstrates how the Oracle BPM Employee Onboarding Process Accelerator helps ensure that new hires hit the ground running from their first day on the job SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Facebook Wiki Technorati Tags: BPM training,BPM education,process accelerator,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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• If a company is using ubuntu on its servers/dektops, does it have to pay?

  - by rsjethani

  a friend of my friend has started a small firm and given me the responsibility to erect all the IT infrastructure required? I'm basically a windows guy that too on the developer side. But recently I fell in love with Linux n dared to dream about becoming a Linux admin and play with Linux, virtualization, cloud etc. So, first I'll be running a pilot project of creating mail/ftp/web servers required on a Linux based server. And Ubuntu is the ideal choice for a Linux beginner right? my question is simple: if a commercial organization is using Ubuntu for it's day to day desktop and server(mail,ftp etc) uses but has technicians which can provide support internally then do the organization needs to pay for Ubuntu? If yes then could you please suggest a Debian based distro on the lines of CentOS. Also can I use the Ubuntu 12.04 LTS 64 bit desktop version instead of the no gui server version for the server machine(gui can be helpful for a windows guy like me) thanks.

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• Calling Customer Service Leaders

  - by Charles Knapp

  and by Suzy Meriwether The Customer Service Leader is under greater pressure today than ever before. With rapid adoption of new communication technologies and devices by customers, customer expectations are on the rise and social media provides a venue to share their experiences. To respond to these industry change drivers, Customer Service Leaders need to deliver a superior customer experience, achieve operational excellence, and transform their service organization. Oracle is hosting a series of evening seminars to discuss these drivers and how to improve efficiency within the service organization while treating every interaction as an opportunity to deliver superior customer experiences and increase revenue throughout the entire customer lifecycle. • Miami – November 7th @ Marlins Park – Call to register: 1-800-820-5592 x 10996 • Dallas – November 8th @ Cowboys Stadium – Call to register: 1-800-820-5592 x 11016 • Philadelphia – November 13th @ Rodin Museum – Call to register: 1-800-820-5592 x 11013 Be sure to mention you heard about this event from the Oracle CX Blog. I hope to see you there.

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• Business Intelligence is a Growing Field

  How do you, as a database administrator, display the wealth of knowledge in your Database to the organization in a meaningful way -- Business Intelligence.

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• ActionController::RoutingError (No route matches {:action=>"show", :controller=>"users", :id=>nil}):

  - by Matt Bishop

  I have been trying to fix this routing error for a long time. I would appreciate any assistance! This error is preventing me from being able to authenticate. Here is what I am getting in my Heroku logs. app/controllers/authentications_controller.rb:12:in `create' ActionController::RoutingError (No route matches {:action=>"show", :controller=>"users", :id=>nil}) Here is the routes.rb file: Company::Application.routes.draw do resources :profile_individual resources :careers match 'careers' => 'careers#index' match 'about' => 'about#index' constraints(:subdomain => /^$|www/) do devise_for :users resources :authentications, :identities #, :beta_invitations resources :users do resources :invitations, :controller => 'UserInvitation' do post :upload, :on => :collection get :email_template, :on => :collection get :plaintext_template, :on => :collection get :facebook_invitation, :on => :collection end member do get :summary get :recruits get :friends_events get :events_near_me get :recent_activity get :impact get :campaigns end end resources :password_resets do get 'password_reset' => 'password_resets#show', :as => 'password_reset' end resources :events, :only => [:new, :index, :create] resources :organizations, :only => [:index, :create] resources :orders do post :ipn, :on => :member resource :payment do member do post :relay_response get :receipt end end resource :paypal_integration do member do get :authorize get :cancel post :finalize end end end match '/users/:id/impact/money/:d' => 'users#impact_money_graph', :constraints => {:d => /\d+{4}_\d+{2}-\d+{2}/}, :as => :user_impact_money match '/users/:id/impact/money' => 'users#impact_money_graph', :as => :user_impact_money match '/users/:id/impact/recruits/:d' => 'users#impact_recruits_graph', :constraints => {:d => /\d+{4}_\d+{2}-\d+{2}/}, :as => :user_impact_recruits match '/users/:id/impact/recruits' => 'users#impact_recruits_graph', :as => :user_impact_recruits match '/auth/failure' => 'authentications#failure' match '/auth/:provider/callback' => 'authentications#create' match '/auth/:provider/callback' => 'authentications#show', :controller => 'users', :as => :login match '/logout' => 'authentications#destroy', :as => :logout match '/login' => 'authentications#new', :as => :login match "/join_team/:id" => "team_members#join", :as => :join_team match "/rsvp/:id" => "rsvps#show", :as => :rsvp match "/signup" => 'authentications#signup', :as => :signup match "/beacon/:id.gif" => "email_beacons#show", :as => :email_beacon root :to => "homes#show" match '/corporate_giving' => "homes#corporate_giving" end constraints(Subdomain) do resource :organization, :path => "/", :only => [:edit, :update] do member do get :org_photos_videos get :org_recent_activity end end resources :events, :except => [:index] do post :publish, :on => :member resource :supporter_invite resource :team_management do post :mailer, :on => :member end resource :team_member do post :invite, :on => :member end resource :rsvp do put :make_order, :on => :collection get :make_order, :on => :collection end resources :invites do post :upload, :on => :collection end resources :ticket_tiers, :team_members end match "/events" => redirect("/") root :to => "organizations#show" end namespace :admin do resources :stats resources :organizations resources :campaigns do resources :rewards resources :contents put :header, :action => 'header_update' end resources :users do member do post :grant_access post :revoke_access end end resources :nonprofits do member do put :approve put :revoke end end end resources :campaigns do get :find_charities, :on => :collection get :how_many_charities, :on => :collection member do post :join get :join post :header, :action => 'header_creation' put :header, :action => 'header_update' end resources :rewards resources :contents resource :donations do resource :paypal_integration, :controller => 'donations' do member do get :authorize get :cancel post :finalize end end end end match '/campaigns/:id/graph/:d' => 'campaigns#graph', :constraints => {:d => /\d+{4}_\d+ {2}-\d+{2}/}, :as => :graph_campaign match '/campaigns/:id/graph' => 'campaigns#graph', :as => :graph_campaign resources :business_campaigns, :controller => 'campaigns' resources :businesses do put :logo, :on => :collection, :action => 'upload_logo' member do get :summary get :recruits get :friends_events get :events_near_me get :recent_activity get :impact get :campaigns end end resources :nonprofit_campaigns, :controller => 'campaigns' resources :nonprofits do put :logo, :on => :collection, :action => 'upload_logo' member do get :summary get :recruits get :friends_events get :events_near_me get :recent_activity get :impact get :campaigns get :supporting_campaigns end end resources :publicities match '/campaigns/:campaign_id/rewards/:id' => 'campaigns#reward', :via => :get match "/robots.txt" => "application#robots_txt" match "/beta_invitations" => redirect('/') resource :sitemap resources :referrals end Here is my authentications_controller.rb file class AuthenticationsController < ApplicationController skip_before_filter :require_beta_access before_filter :redirect_to_profile_if_logged_in, :only => [:create, :new] layout :resolve_layout def create omniauth = request.env["omniauth.auth"] authentication = Authentication.find_by_provider_and_uid(omniauth['provider'], omniauth['uid']) if authentication && authentication.user.present? sign_in(:user, authentication.user) redirect_to session[:redirect_to] || user_path(current_user, :subdomain => nil) elsif current_user current_user.authentications.create!(:provider => omniauth['provider'], :uid => omniauth['uid']) redirect_to session[:redirect_to] || user_path(current_user, :subdomain => nil) else user = User.new user.apply_omniauth(omniauth) logger.debug "=======================auth=============================" logger.debug session[:referrer_token] logger.debug "========================================================" if session[:referrer_token] publicity = Publicity.find_by_token(session[:referrer_token]) user.invited_by = publicity user.recruited_by = publicity end if user.save sign_in(user) unless session[:redirect_to] session[:referrer_token] = nil end redirect_to session[:redirect_to] || user_path(current_user, :subdomain => nil) #redirect_to session[:redirect_to] || campaigns_url(:tc => request.env['omniauth.params']['tc']) #tc is for AB testing else session[:omniauth] = omniauth.except('extra') redirect_to signup_path end end end def failure flash[:error] = "Please check your email and password and try again" redirect_to login_path end def destroy reset_session redirect_to root_path end def signup # end private def redirect_to_profile_if_logged_in redirect_to user_path(current_user.permalink) if current_user end def resolve_layout case action_name when "new", "signup" "authentication" else "selfcontained" end end end I am adding my appplication_controller.rb too: class ApplicationController < ActionController::Base #Wrote by George for beta users -before_filter :require_beta_access before_filter :save_referrer_token protect_from_forgery helper_method :organization_admin?, :team_member?, :profile_url, :current_profile def set_headers # Set our headers here end def save_referrer_token #session.delete(:referrer_token) if params[:ref] publicity = Publicity.find_by_token(params[:ref]) logger.debug "========================================================" logger.debug current_profile.nil? logger.debug publicity.creator logger.debug current_profile logger.debug current_profile != publicity.creator session[:referrer_token] = params[:ref] if current_profile.nil? or publicity.creator != current_profile logger.debug session[:referrer_token] logger.debug "========================================================" end end def robots_txt robots = File.read(Rails.root + "public/robots.#{Rails.env}.txt") render :text => robots, :layout => false, :content_type => "text/plain" end def load_organization @organization = Organization.find_by_permalink(request.subdomain) raise ActiveRecord::RecordNotFound if @organization.nil? end def require_user unless current_user session[:redirect_to] = request.url redirect_to login_url(:host => request.domain) end end def require_beta_access if !current_user redirect_to root_url(:host => request.domain) elsif !current_user.beta_access? redirect_to new_beta_invitation_url(:host => request.domain) end end def require_organization_admin unless organization_admin? redirect_to root_url(:subdomain => @organization.permalink) end end def team_member? if current_user && @event.team_memberships.where(:user_id => current_user.id).count != 0 true end end def organization_admin? if current_user && current_user.beta_access? && @organization && @organization.memberships.where(:user_id => current_user.id, :role => 'admin').count != 0 true end end def profile_url(profile, opt = nil) if profile == current_user user_url(profile, :host => opt[:host]) elsif profile.is_a? BusinessProfile business_url(profile) elsif profile.is_a? NonprofitProfile nonprofit_url(profile) end end def set_current_profile(profile) session[:current_profile] = profile end def current_user @current_user ||= User.find_by_auth_token!(cookies[:auth_token]) if cookies[:auth_token] end def current_profile #if session session[:current_profile] || current_user #else # nil #end end IGIVEMORE_HTML5_OPTIOINS = { :style => 'z-index: 0;',:width => '290', :height => '200', :frameborder => '0', :url_params => {:wmode=>"opaque"} } def campaign_header_body(camp, opt = IGIVEMORE_HTML5_OPTIOINS) if camp.header_type == Campaign::HEADER_YOUTUBE youtube_html5(camp.header_url, opt).html_safe elsif camp.header_type == Campaign::HEADER_IMAGE "<img src=\"#{camp.header_url}\" width=\"#{opt[:width]}\" height=\"#{opt[:height]}\"/>'".html_safe else "Unsupported Type!!" end end def youtube_html5(url, opt) begin video = YouTubeIt::Client.new.video_by(url) video.embed_html5(opt).gsub(/http:\/\//,"https://") rescue => e "<div style='color:red; width:290px; height:100px; padding-top:100px'>Given Video URL has problem.</div>" end end end

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• DisableCrossAccountCopy not working on some Outlook installs, working on others, both going against Exchange

  - by MikeBaz

  As part of a mail migration project from one Exchange organization to another, we need to be able to prevent users from moving/copying messages between their accounts in each organization. (Yes, users will think this is evil; no, it's not my decision; yes, users will hate us.) Luckily, we thought, Outlook 2010 provides the DisableCrossAccountCopy registry value/policy (cf. http://technet.microsoft.com/en-us/library/ff800883.aspx). (Because you can't do multiple Exchange organizations in a single profile before Outlook 2010, this only matters on Outlook 2010. Yes, I'm ignoring for the sake of this question copy/move to/from the filesystem.) In our test lab, in a test forest with a test Exchange organization, with a second Exchange account added to the profile in either of the "real" Exchange organizations, with the value set to "*", everything works as expected. On a workstation in one of the production domains, however, the setting does not seem to work. We have tried it under HKCU, HKLM, HKCU\Software\Policies, and HKLM\Software\Policies. It simply seems to be ignored. The value was set in the OCT on a test machine, but the OCT (and the ADM/ADMX file) have the wrong type for the value. We have located the value in the registry and removed it everywhere it is found, we think, and put it back in HKCU, but it still isn't taking. At the moment, a clean Outlook install is not an option - even if it was, we at this point would need to know what to do to fix the pushed copy (I didn't push the copy out to thousands of machines, I've just been asked to help clean up the current mess). Thoughts?

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• Question about Displaying Documents and the CQWP in MOSS 2007

  - by Psycho Bob

  My organization is in the process of converting our intranet over to a SharePoint solution. Part of this intranet will be the movement and organization of all our internal documents. Currently, we have 11 pages of document links, each with its own subheadings. So far I have it set where each document has a custom field called "Page" with a check box list of all the document pages on the intranet site. On each individual page, I have setup a Content Query Web Part that displays the documents that have the corresponding Page value set (i.e. if a document Page value has been checked for "HR" it will appear on the HR page). The goal of this setup is to allow the nontechnical personal who will be responsible for the maintenance of the documents to be able to upload new documents to the documents list and note on which pages they should appear on without having to manually update the pages themselves. The problem that I am having is that I cannot seem to find a good way to sort the documents into their subheadings once they are on the appropriate page. I could create individual check boxes for each page/subheading combination, but this would create a list of approximately 50-75 items. Does anyone have any ideas as to how I could accomplish this, either via CQWP or by different means? Goals/Requirements of Installation Allow Intranet documents to be maintained by nontechnical personnel Display documents on the appropriate pages without user having to edit actual page or web part Denote document page location using user settable document attributes (if possible) Maintain current intranet organization and workflow Use only one document list without subdirectories NOTE: I am aware that this is not the most efficient or elegant way to do things, but these are the requirements I have been given for the project.

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• Install Exchange 2013 with DSC

  - by Alain Laventure

  I tried to install Exchange 2013 with the resource windowsProcess in existing Exchange Configuration. All prerequisites are installed (the Exchange Organization still exists). This is my Resource section: WindowsProcess Exchange2013 { Credential=$credential Path= "C:\Sources\Cumulative Update 5 for Exchange Server 2013 (KB2936880)\Setup.exe" Arguments= "/mode:Install /role:Mailbox /IAcceptExchangeServerLicenseTerms /TargetDir:C:\EX2013" Ensure= "Present" } #End Filter } #End Node } # End configuration /* @TargetNode='TargetDSC02' @GeneratedBy=exadmin @GenerationDate=08/02/2014 08:16:03 @GenerationHost=SOURCEDSC02 */ instance of MSFT_Credential as $MSFT_Credential1ref { Password = "Password1"; UserName = "S05\\Exadmin"; }; Exadmin is a member of Orgaganization Management Group and it is also member of Domain Admin Group, to be able to install Exchange When I execute this resource , Exchange Installation Start but after 1 minute the installation stops with this error: Failed [Rule:GlobalServerInstall] [Message:You must be a member of the 'Organization Management' role group or a member of the 'Enterprise Admins' group to continue.] To be sure that the right is really the problem I create a special User with only Administrator right of the Exchange server and with no Exchange Permission I run manually on the new Exchange server .\Setup.exe /mode:Install /role:Mailbox /IAcceptExchangeServerLicenseTerms /Targetdir:C:\EX2013 And I got the Same error that with DSC. After I add my test user in the Organization Management Group and I run again manually .\Setup.exe /mode:Install /role:Mailbox /IAcceptExchangeServerLicenseTerms /Targetdir:C:\EX2013 And the Exchange 2013 installation finish without any error. That prove that the problem with DSC is Permission right.

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• Recover windows cached domain password

  - by theguy

  I have a computer from another small organization that works with our school. It was previously joined to another domain from elsewhere. The organization doesn't have an IT person so they didn't think of what they needed to do about the information on the computer before they moved it to our school. The previous user of the computer is no longer with the organization so no information about the password. The computer has information that needs to be accessed and programs so putting the hard drive on another computer and grabbing the information is a no go as I need the computer itself to be working as well. The computer is running Windows Vista Business Edition and is joined to a domain with a cached profile. The admin accounts are disabled by GPO. I've been asked to see if I could recover the password but running ophcrack gave me no hits on the cached profile. I'm not too familiar with password recovery tools that would work on a cached profile from a domain so I'm looking for answers here. Any other suggestions? Preferably something free as we're a small school and an easy to use liveCD solution like ophcrack would be appreciated.

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• Message to distribution list with removed recipient bouncing back when sent from external mail server

  - by jshin47

  I removed a particular user from all distribution groups manually about five days ago. This user was a member of two particular groups that have other recipients. The OAB polling interval is 30 minutes, not that it really matters here. The situation is that I have an SMTP server that is not part of my Exchange organization that sends out automated email reports to these distribution groups. It sends them using a from: address that is a member of our Exchange organization. That member receives a bounce-back email indicating the member that should have been removed from the group does not exist. I have also verified that this is the same behavior when sending an email from a webmail service like GMail or Hotmail (outside of our Exchange organization of course) to either of those distribution group addresses. However when I send an email internally to one of those distribution group addresses everything works as expected (no bounce messages.) Not sure why this would be happening, but also not sure how to go about diagnosing the issue. I've looked at the SMTP headers and there are no relevant clues there as far as I can tell. I think it's an Exchange issue.

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• Multivariant email in Dynamics CRM

  - by esp

  Does anybody have resources on multivariant email testing in Dynamics CRM? Multivariant email being where an organization wants to segment their contacts and send separant variations of an email campaign to different segments in their organization?

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• C# Multi-Comparisons possible?

  - by Iggy Ma

  is it possible in some way to compare multiple variables to one constant in a if statement? It would be very helpful if instead of if ( col.Name != "Organization" && col.Name != "Contacts" && col.Name != "Orders" ) { } I could just say if ( col.Name != "Organization" || "Contacts" || "Orders" ) { } And I know I could use a list but in some instances I dont want to... Thanks!

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• hibernate modeling relationships managed through an intermediate table

  - by shikarishambu

  I have a datamodel that has an intermediate table to manage relationships between entities. For example, tables Person and Organization are related through the Relationship table Party (table) - ID Person (table) - ID (references Party.ID) - name Organization (table) -ID (references Party.ID) -name Relationship (table) -ID (PK) -type (references relationshiptype lookup) -fromID (references Party.ID) -ToID (references Party.ID) -fromDate -ToDate Type+fromID+ToID+fromDate+ToDate is guaranteed to be unique. How do I manage this using hibernate? TIA

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• e-interview: SunSpace to WebCenter migration

  - by me

  I had the pleasure to do an e-interview with Ana Neves around the SunSpace to WebCenter migration project.  Below is the english version of the interview.  Enjoy   Peter, you joined Oracle in 2009 through the acquisition of Sun. Becoming a part of Oracle meant many changes. The internal collaboration platform was one of them, as per a post you wrote back in 2011. Sun had SunSpace. How would you describe SunSpace? SunSpace was the internal Community and Social Collaboration platform for the Sun's Global Sales and Services Organization. SunSpace served around 600 communities with a main focus around technology, products and services. SunSpace was a big success. Within 3 months of its launch SunSpace had over 20,000 users and it won the Atlassian "Not just another wiki" Award for the best use of Confluence (https://blogs.oracle.com/peterreiser/entry/goodbye_sunspace_hello_webcenter). What made SunSpace so special? 1. People centric versus  Web centric The main concept of SunSpace put the person in the middle of everything. All relevant information, resources  etc. where dynamically pushed to a person's  myProfile ( Facebook like interface) based on the person's interest and  needs.  2. Ease to use  SunSpace was really easy to use. We spent a lot of time on social interaction design to optimize the user experience.  Also we integrated some sophisticated technology to hide complexity from the user. As example - when a user added a document to SunSpace - we analyzed the content of the document and suggested related metadata and tags to the user based on a sophisticated algorithm which was integrated with the corporate taxonomy. Based on this metadata the document was automatically shared with the relevant communities.  3. Easy to find One of the main use cases for SunSpace was that  a user could quickly find the content and information they needed for their job.  The search implementation was based on:  optimized search engine algorithm using social value based ranking enhancements community facilitated search optimization  faceted search which recommended highly relevant  content like products, communities and experts 4. Social Adoption  - How to build vibrant communities You can deploy the coolest social technology but what if the users are not using it?   To drive user adoption we implemented two  complementary models: 4.1 Community Methodology  We developed a set of best practices on how to create, run and sustain communities including: community structure and types (e.g. Community of Practice, Community of Interest etc.) & tips and tricks on how to build a "vibrant " communities, Community Health check etc.  These best practices where constantly tuned and updated by the community of community drivers. 4.2. Social Value System To drive user adoption there is ONE key  question you  have to answer for each individual user: What's In It For Me (WIIFM) We developed a Social Value System called Community Equity which measures the social value flow between People, Content and Metadata. Based on this technology we added "Gamfication" techniques (although at that time this term did not exist ) to SunSpace to honor people for the active contribution and participation.  As example: All  social credentials a user earned trough active community participation where dynamically displayed on her/his myProfile. How would you describe WebCenter? Oracle WebCenter (@oraclewebcenter) is the Oracle's  user engagement platform for social business. It helps people work together more efficiently through contextual collaboration tools that optimize connections between people, information, and applications and ensures users have access to the right information in the context of the business process in which they are engaged. Oracle WebCenter can help your organization deliver contextual and targeted Web experiences to users and enable employees to access information and applications through intuitive portals, composite applications, and mash-ups. How does it compare to SunSpace in terms of functionality? Before I answer this question, I would like to point out some limitation we started to see with the current SunSpace implementation. Due to the massive growth of the user population (>20,000 users), we experienced  performance and scalability challenges with the current technology. Also at the time - Sun Internal Communications and SunIT planned to replace the entire Sun Intranet with SunSpace. We  kicked-off a project to evaluate the enterprise level technology which eventually would replace the good old static Intranet.  And then Oracle acquired Sun. We already had defined the functional requirements for the Intranet replacement with a Social Enterprise Stack and we just needed to evaluate the functional requirements against WebCenter   Below are the summary of this evaluation  MyProfile SunSpace WebCenter How WebCenter Works Home MyProfile: to access, click on your name at the top of any WebCenter page Your name, title, and reporting line are displayed.  Sub-tabs show your activity stream (Activities); people in your network (Connections); files you have uploaded (Documents); your contact information (Organization); and any personal information you wish to share (About).   Files MyFiles Allows you to upload, download and store documents or wiki pages within folders and subfolders.  The WebDav interface allows you to download / upload files / folders with a simple drag and drop to / from your local machine.  Tagging is supported and recommended. Network HomeMyConnections Home: displays the activity stream of individuals in your network.MyConnections: shows individuals in your network.  Click on a person's name to see their contact info and link to their profile. Status Updates MyProfle > Activties Add and displays  your recent activties and status updates. Watches Preferences > Subscriptions > Current Subscriptions Receive email notifications when  pages / spaces you watch are modified. Drafts N/A WebCenter does not support Drafts Settings Preferences: to access, click on 'Preferences' at the top of any WebCenter page Set your general preferences, as well as your WebCenter messaging, search and mail settings. MyCommunities MySpaces: to access, click on 'Spaces' at the top of any WebCenter page Displays MySpaces (communities you are a member of); and Recent Spaces (communities you have recently visited). Community SunSpace Webcenter How Webcenter Works Home Home Displays a community introduction and activity stream.  Members can add messages, links or documents via the Community Message Board. No Top Contributors widget. People Members Lists members of the community. The Mail All Members feature allows moderators and participants to send a message to all members of the community. Membership Management can be found under > Manage > Members News News Members can post and access latest community news and they can subscribe to news using an RSS reader Documents Documents Allows community members to upload, download and store documents or wiki pages within folders and subfolders.  The WebDav interface allows participants to download / upload files / folders with a simple drag and drop to / from your local machine.  Tagging is supported and recommended. Wiki Wiki Allows community members to create and update web pages with a WYSIWYG editor.  Note: WebCenter does not support macros or portlet embedding. Forum Forum Post community forum topics. Contribute to community forum conversations.  N/A Calendar Update and/or view the Community Calendar. N/A Analytics Displays detailed analytics data (views,downloads, unique users etc.) for Pages, Wiki, Documents, and Forum in a given community space. What is the adoption of WebCenter at Oracle? The entire Intranet serving around 100,000 users  is running on WebCenter Content.  For professional communities we use WebCenter Portal and Spaces. Currently we have around 6,000 community spaces with  around 40,000 members.  Does Oracle have any metrics to assess usage and impact of WebCenter? Can you give us some examples? Sure -  we have a lot of metrics   For the Intranet we use traditional metrics like pageviews, monthly unique visitors and unique visits.  For Communities we use the WebCenter Portal/Spaces analytics service which gives as a wealth of data. The key metrics we track are: Space traffic (PageViews, Unique Users) Wiki,Documents (views, downloads etc.) Forum (users, views, posts etc.) Registered members over time  Depending on the community we can filter/segment the metrics by User Properties e.g. Country, Organization, Job Role etc. What are you doing to improve usage and impact? 1. We  integrating the WebCenter social services/fabric into all  main business applications. As example The Fusion CRM deployment is seamless integrated with Oracle Social Network (OSN) and all conversation around an opportunity or customer engagement is  done in OSN (see youtube video). 2. We drive Social Best Practice trough a program called "Social Networking & Business Collaboration (SNBC) program" You worked both with WebCenter and SunSpace. Knowing what you know today, if you had the chance to choose between the two, which one would you choose? Why? That's a tricky question   In the early days of  the Social Enterprise implementation (we started SunSpace in 2006), we needed an agile and easy to deploy technology to keep up with the users requirements. Sometimes we pushed two releases per day  and we were in a permanent perpetual beta mode - SunSpace was perfect for that.  After the social implementation matured over time - community generated content became business critical and we saw a change in the  requirements from agile to stability, scalability and reliability  of the infrastructure.  WebCenter is the right choice for such an enterprise-level deployment.  You are a WebCenter Evangelist at Oracle. What do you do as part of that role? Our  role is to help position Oracle as one of the key thought leaders and solutions provider for Social Business. In addition we drive social innovation trough our Oracle Appslab  team. Is that a full time role? Yes  How many other Evangelists are there in Oracle? We are currently 5 people in the WebCenter evangelist team (@webcentervoices): Christian Finn (@cfinn) leads the team - Christian came from the Microsoft Sharepoint product management team and is a recognized expert in Social Business and Enterprise Collaboration. Noël Jaffré  (@noeljaffre) is our Web Experience Management (WEM) guru and came to Oracle via FatWire acquisition (now WebCenter Sites). Jake Kuramoto (@theapplab) is part of the Oracle AppsLab innovation  team - Jake is well known as  the driving force behind  http://theappslab.com  a blog around social and innovation.  Noel Portugal (@noelportugal) is a developer in the Oracle AppsLab innovation team - he is the inventor of OraTweet - Oracle's internal tweeting platform  Peter Reiser (@peterreiser) is  a Social Business guru and the inventor of SunSpace and Community Equity.  What area of the business do you and the rest of the Evangelists sit in? What area of the organisation is responsible for WebCenter? We are part of the WebCenter product management  organization.  Is WebCenter part of the Knowledge Management strategy? Oracle WebCenter is the Oracle's user engagement platform for social business. It brings together the most complete portfolio of portal, web experience management, content, social and collaboration technologies into a single product suite and is the product foundation of the Oracle Knowledge Management strategy.  I am aware Oracle also uses Beehive internally. How would you describe Beehive? Oracle Beehive provides an integrated set of communication and collaboration services built on a single scalable, secure, enterprise-class platform Beehive is  internally used for enterprise wide mail, calendar and real collaboration (Web conferencing) services.  Are Beehive and WebCenter connected? Historically Beehive and WebCenter Portal & Content had some overlap in functionally. (Hey - if  a company has an acquisition strategy to strengthen its product offering and accelerate  innovation, it's pretty normal that functional overlap exists  :- )) A key objective of the WebCenter strategy is  to combine all social and collaboration offerings under the WebCenter product family. That means that certain Beehive components  will be integrated into the overall WebCenter product offering.  Are there any other internal collaboration tools at Oracle? Which ones There here are two other main social tools which are widely used at Oracle  Oracle Connect was the first social tool the Oracle AppsLab team created in 2007 - see (Jake's blog post for details). It is still extensively used. ... and as a former Sun guy I like this quote from the blog post:  "Traffic to Connect peaked right after the Sun merger in 2010, when it served several hundred thousand pageviews each month; since then, traffic has subsided, but still averages tens of thousands of pageviews to several thousand users each month." Oratweet - Oracle internal microblogging platform has been used since June 2008 and it is still growing.  It's entirely written in Oracle Application Express (APEX) which is a rapid web application development tool for the Oracle database. Wanna try it out? Here you can download the code.  What is Oracle's strategy regarding (all these) collaboration tools? Pretty straight forward. The strategy is to seamless  integrate the WebCenter social & collaboration services into all Business Applications to help customers to socialize their enterprise. 

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• Code Camp 2011 – Summary

  - by hajan

  Waiting whole twelve months to come this year’s Code Camp 2011 event was something which all Microsoft technologies (and even non-Microsoft techs.) developers were doing in the past year. Last year’s success was enough big to be heard and to influence everything around our developer community and beyond. Code Camp 2011 was nothing else but a invincible success which will remain in our memory for a long time from now. Darko Milevski (president of MKDOT.NET UG and SharePoint MVP) said something interesting at the event keynote that up to now we were looking at the past by saying what we did… now we will focus on the future and how to develop our community more and more in the future days, weeks, months and I hope so for many years… Even though it was held only two days ago (26th of November 2011), I already feel the nostalgia for everything that happened there and for the excellent time we have spent all together. ORGANIZED BY ENTHUSIASTS AND EXPERTS Code Camp 2011 was organized by number of community enthusiasts and experts who have unselfishly contributed with all their free time to make the best of this event. The event was organized by a known community group called MKDOT.NET User Group, name of a user group which is known not only in Macedonia, but also in many countries abroad. Organization mainly consists of software developers, technical leaders, team leaders in several known companies in Macedonia, as well as Microsoft MVPs. SPEAKERS There were 24 speakers at five parallel tracks. At Code Camp 2011 we had two groups of speakers: Professional Experts in various technologies and Student Speakers. The new interesting thing here is the Student Speakers, which draw attention a lot, especially to other students who were interested to see what their colleagues are going to speak about and how do they use Microsoft technologies in different coding scenarios and practices, in different topics. From the rest of the professional speakers, there were 7 Microsoft MVPs: Two ASP.NET/IIS MVPs, Two C# MVPs, and One MVP in SharePoint, SQL Server and Exchange Server. I must say that besides the MVP Speakers, who definitely did a great job as always… there were other excellent speakers as well, which were speaking on various technologies, such as: Web Development, Windows Phone Development, XNA, Windows 8, Games Development, Entity Framework, Event-driven programming, SOLID, SQLCLR, T-SQL, e.t.c. SESSIONS There were 25 sessions mainly all related to Microsoft technologies, but ranging from Windows 8, WP7, ASP.NET till Games Development, XNA and Event-driven programming. Sessions were going in five parallel tracks named as Red, Yellow, Green, Blue and Student track. Five presentations in each track, each with level 300 or 400. More info MY SESSION (ASP.NET MVC Best Practices) I must say that from the big number of speaking engagements I have had, this was one of my best performances and definitely I have set new records of attendees at my sessions and probably overall. I spoke on topic ASP.NET MVC Best Practices, where I have shown tips, tricks, guidelines and best practices on what to use and what to avoid by developing with one of the best web development frameworks nowadays, ASP.NET MVC. I had approximately 350+ attendees, the hall was full so that there was no room for staying at feet. Besides .NET developers, there were a lot of other technology oriented developers, who has also received the presentation very well and I really hope I gave them reason to think about ASP.NET as one of the best options for web development nowadays (if you ask me, it’s the best one ;-)). I have included 10 tips in using ASP.NET MVC each of them followed by a demo. Besides these 10 tips, I have briefly introduced the concept of ASP.NET MVC for those that haven’t been working with the framework and at the end some bonus tips. I must say there was lot of laugh for some funny sentences I have stated, like “If you code ASP.NET MVC, girls will love you more” – same goes for girls, only replace girls with boys :). [LINK TO SESSION WILL GO HERE, ONCE SESSIONS ARE AVAILABLE ON MK CODECAMP WEBSITE] VOLUNTEERS Without strong organization, such events wouldn’t be able to gather hundreds of attendees at one place and still stay perfectly organized to the smallest details, without dedicated organization and volunteers. I would like to dedicate this space in my blog to them and to say one big THANK YOU for supporting us before the event and during the whole day in the event. With such young and dedicated volunteers, we couldn’t achieve anything but great results. THANK YOU EVERYONE FOR YOUR CONTRIBUTION! NETWORKING One of the main reasons why we do such events is to gather all professionals in one place. Networking is what everyone wants because through this way of networking, we can meet incredible people in one place. It is amazing feeling to share your knowledge with others and exchange thoughts on various topics. Meet and talk to interesting people. I have had very special moments with many attendees especially after my presentation. Special Thank You to all of them who come to meet me in person, whether to ask a question, say congrats for my session or simply meet me and just smile :)… everything counts! Thank You! TWITTER During the event, twitter was one of the most useful event-wide communication tool where everyone could tweet with hash tag #mkcodecamp or #mkdotnet and say what he/she wants to say about the current state and happenings at that moment… In my next blog post I will list the top craziest tweets that were posted at this event… FUTURE OF MKDOT.NET Having such strong community around MKDOT.NET, the future seems very bright. The initial plans are to have sub-groups in several technologies, however all these sub-groups will belong to the MKDOT.NET UG which will be, somehow, the HEAD of these sub-groups. We are doing this to provide better divisions by technologies and organize ourselves better since our community is very big, around 500 members in MKDOT.NET.We will have five sub-groups:- Web User Group (Lead:Hajan Selmani - me)- Mobile User Group (Lead: Filip Kerazovski)- Visual C# User Group (Lead: Vekoslav Stefanovski)- SharePoint User Group (Lead: Darko Milevski)- Dynamics User Group (Lead: Vladimir Senih) SUMMARY Online registered attendees: ~1.200 Event attendees: ~800 Number of members in organization: 40+ Organized by: MKDOT.NET User Group Number of tracks: 5 Number of speakers: 24 Number of sessions: 25 Event official website: http://codecamp.mkdot.net Total number of sponsors: 20 Platinum Sponsors: Microsoft, INETA, Telerik Place held: FON University City and Country: Skopje, Macedonia THANK YOU FOR BEING PART OF THE BEST EVENT IN MACEDONIA, CODE CAMP 2011. Regards, Hajan

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• PeopleSoft Upgrades, Fusion, & BI for Leading European PeopleSoft Applications Customers

  - by Mark Rosenberg

  With so many industry-leading services firms around the globe managing their businesses with PeopleSoft, it’s always an adventure setting up times and meetings for us to keep in touch with them, especially those outside of North America who often do not get to join us at Oracle OpenWorld. Fortunately, during the first two weeks of May, Nigel Woodland (Oracle’s Service Industries Director for the EMEA region) and I successfully blocked off our calendars to visit seven different customers spanning four countries in Western Europe. We met executives and leaders at four Staffing industry firms, two Professional Services firms that engage in consulting and auditing, and a Financial Services firm. As we shared the latest information regarding product capabilities and plans, we also gained valuable insight into the hot technology topics facing these businesses. What we heard was both informative and inspiring, and I suspect other Oracle PeopleSoft applications customers can benefit from one or more of the following observations from our trip. Great IT Plans Get Executed When You Respect the Users Each of our visits followed roughly the same pattern. After introductions, Nigel outlined Oracle’s product and technology strategy, including a discussion of how we at Oracle invest in each layer of the “technology stack” to provide customers with unprecedented business management capabilities and choice. Then, I provided the specifics of the PeopleSoft product line’s investment strategy, detailing the dramatic number of rich usability and functionality enhancements added to release 9.1 since its general availability in 2009 and the game-changing capabilities slated for 9.2. What was most exciting about each of these discussions was that shortly after my talking about what customers can do with release 9.1 right now to drive up user productivity and satisfaction, I saw the wheels turning in the minds of our audiences. Business analyst and end user-configurable tools and technologies, such as WorkCenters and the Related Action Framework, that provide the ability to tailor a “central command center” to the exact needs of each recruiter, biller, and every other role in the organization were exactly what each of our customers had been looking for. Every one of our audiences agreed that these tools which demonstrate a respect for the user would finally help IT pole vault over the wall of resistance that users had often raised in the past. With these new user-focused capabilities, IT is positioned to definitively partner with the business, instead of drag the business along, to unlock the value of their investment in PeopleSoft. This topic of respecting the user emerged during our very first visit, which was at Vital Services Group at their Head Office “The Mill” in Manchester, England. (If you are a student of architecture and are ever in Manchester, you should stop in to see this amazingly renovated old mill building.) I had just finished explaining our PeopleSoft 9.2 roadmap, and Mike Code, PeopleSoft Systems Manager for this innovative staffing company, said, “Mark, the new features you’ve shown us in 9.1/9.2 are very relevant to our business. As we forge ahead with the 9.1 upgrade, the ability to configure a targeted user interface with WorkCenters, Related Actions, Pivot Grids, and Alerts will enable us to satisfy the business that this upgrade is for them and will deliver tangible benefits. In fact, you’ve highlighted that we need to start talking to the business to keep up the momentum to start reviewing the 9.2 upgrade after we get to 9.1, because as much as 9.1 and PeopleTools 8.52 offers, what you’ve shown us for 9.2 is what we’ve envisioned was ultimately possible with our investment in PeopleSoft applications.” We also received valuable feedback about our investment for the Staffing industry when we visited with Hans Wanders, CIO of Randstad (the second largest Staffing company in the world) in the Netherlands. After our visit, Hans noted, “It was very interesting to see how the PeopleSoft applications have developed. I was truly impressed by many of the new developments.” Hans and Mike, sincere thanks for the validation that our team’s hard work and dedication to “respecting the users” is worth the effort! Co-existence of PeopleSoft and Fusion Applications Just Makes Sense As a “product person,” one of the most rewarding things about visiting customers is that they actually want to talk to me. Sometimes, they want to discuss a product area that we need to enhance; other times, they are interested in learning how to extract more value from their applications; and still others, they want to tell me how they are using the applications to drive real value for the business. During this trip, I was very pleased to hear that several of our customers not only thought the co-existence of Fusion applications alongside PeopleSoft applications made sense in theory, but also that they were aggressively looking at how to deploy one or more Fusion applications alongside their PeopleSoft HCM and FSCM applications. The most common deployment plan in the works by three of the organizations is to upgrade to PeopleSoft 9.1 or 9.2, and then adopt one of the new Fusion HCM applications, such as Fusion Performance Management or the full suite of  Fusion Talent Management. For example, during an applications upgrade planning discussion with the staffing company Hays plc., Mark Thomas, who is Hays’ UK IT Director, commented, “We are very excited about where we can go with the latest versions of the PeopleSoft applications in conjunction with Fusion Talent Management.” Needless to say, this news was very encouraging, because it reiterated that our applications investment strategy makes good business sense for our customers. Next Generation Business Intelligence Is the Key to the Future The third, and perhaps most exciting, lesson I learned during this journey is that our audiences already know that the latest generation of Business Intelligence technologies will be the “secret sauce” for organizations to transform business in radical ways. While a number of the organizations we visited on the trip have deployed or are deploying Oracle Business Intelligence Enterprise Edition and the associated analytics applications to provide dashboards of easy-to-understand, user-configurable metrics that help optimize business performance according to current operating procedures, what’s most exciting to them is being able to use Business Intelligence to change the way an organization does business, grows revenue, and makes a profit. In particular, several executives we met asked whether we can help them minimize the need to have perfectly structured data and at the same time generate analytics that improve order fulfillment decision-making. To them, the path to future growth lies in having the ability to analyze unstructured data rapidly and intuitively and leveraging technology’s ability to detect patterns that a human cannot reasonably be expected to see. For illustrative purposes, here is a good example of a business problem where analyzing a combination of structured and unstructured data can produce better results. If you have a resource manager trying to decide which person would be the best fit for an assignment in terms of ensuring (a) client satisfaction, (b) the individual’s satisfaction with the work, (c) least travel distance, and (d) highest margin, you traditionally compare resource qualifications to assignment needs, calculate margins on past work with the client, and measure distances. To perform these comparisons, you are likely to need the organization to have profiles setup, people ranked against profiles, margin targets setup, margins measured, distances setup, distances measured, and more. As you can imagine, this requires organizations to plan and implement data setup, capture, and quality management initiatives to ensure that dependable information is available to support resourcing analysis and decisions. In the fast-paced, tight-budget world in which most organizations operate today, the effort and discipline required to maintain high-quality, structured data like those described in the above example are certainly not desirable and in some cases are not feasible. You can imagine how intrigued our audiences were when I informed them that we are ready to help them analyze volumes of unstructured data, detect trends, and produce recommendations. Our discussions delved into examples of how the firms could leverage Oracle’s Secure Enterprise Search and Endeca technologies to keyword search against, compare, and learn from unstructured resource and assignment data. We also considered examples of how they could employ Oracle Real-Time Decisions to generate statistically significant recommendations based on similar resourcing scenarios that have produced the desired satisfaction and profit margin results. --- Although I had almost no time for sight-seeing during this trip to Europe, I have to say that it may have been one of the most energizing and engaging trips of my career. Showing these dedicated customers how they can give every user a uniquely tailored set of tools and address business problems in ways that have to date been impossible made the journey across the Atlantic more than worth it. If any of these three topics intrigue you, I’d recommend you contact your Oracle applications representative to arrange for more detailed discussions with the appropriate members of our organization.

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• Oracle Tutor: Top 10 to Implement Sustainable Policies and Procedures

  - by emily.chorba(at)oracle.com

  Overview Your organization (executives, managers, and employees) understands the value of having written business process documents (process maps, procedures, instructions, reference documents, and form abstracts). Policies and procedures should be documented because they help to reduce the range of individual decisions and encourage management by exception: the manager only needs to give special attention to unusual problems, not covered by a specific policy or procedure. As more and more procedures are written to cover recurring situations, managers will begin to make decisions which will be consistent from one functional area to the next.Companies should take a project management approach when implementing an environment for a sustainable documentation program and do the following:1. Identify an Executive Champion2. Put together a winning team3. Assign ownership4. Centralize publishing5. Establish the Document Maintenance Process Up Front6. Document critical activities only7. Document actual practice8. Minimize documentation9. Support continuous improvement10. Keep it simple 1. Identify an Executive ChampionAppoint a top down driver. Select one key individual to be a mentor for the procedure planning team. The individual should be a senior manager, such as your company president, CIO, CFO, the vice-president of quality, manufacturing, or engineering. Written policies and procedures can be important supportive aids when known to express the thinking for the chief executive officer and / or the president and to have his or her full support. 2. Put Together a Winning TeamChoose a strong Project Management Leader and staff the procedure planning team with management members from cross functional groups. Make sure team members have the responsibility - and the authority - to make things happen.The winning team should consist of the Documentation Project Manager, Document Owners (one for each functional area), a Document Controller, and Document Specialists (as needed). The Tutor Implementation Guide has complete job descriptions for these roles. 3. Assign Ownership It is virtually impossible to keep process documentation simple and meaningful if employees who are far removed from the activity itself create it. It is impossible to keep documentation up-to-date when responsibility for the document is not clearly understood.Key to the Tutor methodology, therefore, is the concept of ownership. Each document has a single owner, who is responsible for ensuring that the document is necessary and that it reflects actual practice. The owner must be a person who is knowledgeable about the activity and who has the authority to build consensus among the persons who participate in the activity as well as the authority to define or change the way an activity is performed. The owner must be an advocate of the performers and negotiate, not dictate practices.In the Tutor environment, a document's owner is the only person with the authority to approve an update to that document. 4. Centralize Publishing Although it is tempting (especially in a networked environment and with document management software solutions) to decentralize the control of all documents -- with each owner updating and distributing his own -- Tutor promotes centralized publishing by assigning the Document Administrator (gate keeper) to manage the updates and distribution of the procedures library. 5. Establish a Document Maintenance Process Up Front (and stick to it) Everyone in your organization should know they are invited to suggest changes to procedures and should understand exactly what steps to take to do so. Tutor provides a set of procedures to help your company set up a healthy document control system. There are many document management products available to automate some of the document change and maintenance steps. Depending on the size of your organization, a simple document management system can reduce the effort it takes to track and distribute document changes and updates. Whether your company decides to store the written policies and procedures on a file server or in a database, the essential tasks for maintaining documents are the same, though some tasks are automated. 6. Document Critical Activities Only The best way to keep your documentation simple is to reduce the number of process documents to a bare minimum and to include in those documents only as much detail as is absolutely necessary. The first step to reducing process documentation is to document only those activities that are deemed critical. Not all activities require documentation. In fact, some critical activities cannot and should not be standardized. Others may be sufficiently documented with an instruction or a checklist and may not require a procedure. A document should only be created when it enhances the performance of the employee performing the activity. If it does not help the employee, then there is no reason to maintain the document. Activities that represent little risk (such as project status), activities that cannot be defined in terms of specific tasks (such as product research), and activities that can be performed in a variety of ways (such as advertising) often do not require documentation. Sometimes, an activity will evolve to the point where documentation is necessary. For example, an activity performed by single employee may be straightforward and uncomplicated -- that is, until the activity is performed by multiple employees. Sometimes, it is the interaction between co-workers that necessitates documentation; sometimes, it is the complexity or the diversity of the activity.7. Document Actual Practices The only reason to maintain process documentation is to enhance the performance of the employee performing the activity. And documentation can only enhance performance if it reflects reality -- that is, current best practice. Documentation that reflects an unattainable ideal or outdated practices will end up on the shelf, unused and forgotten.Documenting actual practice means (1) auditing the activity to understand how the work is really performed, (2) identifying best practices with employees who are involved in the activity, (3) building consensus so that everyone agrees on a common method, and (4) recording that consensus.8. Minimize Documentation One way to keep it simple is to document at the highest level possible. That is, include in your documents only as much detail as is absolutely necessary.When writing a document, you should ask yourself, What is the purpose of this document? That is, what problem will it solve?By focusing on this question, you can target the critical information.• What questions are the end users likely to have?• What level of detail is required?• Is any of this information extraneous to the document's purpose? Short, concise documents are user friendly and they are easier to keep up to date. 9. Support Continuous Improvement Employees who perform an activity are often in the best position to identify improvements to the process. In other words, continuous improvement is a natural byproduct of the work itself -- but only if the improvements are communicated to all employees who are involved in the process, and only if there is consensus among those employees.Traditionally, process documentation has been used to dictate performance, to limit employees' actions. In the Tutor environment, process documents are used to communicate improvements identified by employees. How does this work? The Tutor methodology requires a process document to reflect actual practice, so the owner of a document must routinely audit its content -- does the document match what the employees are doing? If it doesn't, the owner has the responsibility to evaluate the process, to build consensus among the employees, to identify "best practices," and to communicate these improvements via a document update. Continuous improvement can also be an outgrowth of corrective action -- but only if the solutions to problems are communicated effectively. The goal should be to solve a problem once and only once, which means not only identifying the solution, but ensuring that the solution becomes part of the process. The Tutor system provides the method through which improvements and solutions are documented and communicated to all affected employees in a cost-effective, timely manner; it ensures that improvements are not lost or confined to a single employee. 10. Keep it Simple Process documents don't have to be complex and unfriendly. In fact, the simpler the format and organization, the more likely the documents will be used. And the simpler the method of maintenance, the more likely the documents will be kept up-to-date. Keep it simply by:• Minimizing skills and training required• Following the established Tutor document format and layout• Avoiding technology just for technology's sake No other rule has as major an impact on the success of your internal documentation as -- keep it simple. Learn More For more information about Tutor, visit Oracle.Com or the Tutor Blog. Post your questions at the Tutor Forum.   Emily Chorba Principle Product Manager Oracle Tutor & BPM 

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• Evaluating Solutions to Manage Product Compliance? Don't Wait Much Longer

  - by Kerrie Foy

  Depending on severity, product compliance issues can cause all sorts of problems from run-away budgets to business closures. But effective policies and safeguards can create a strong foundation for innovation, productivity, market penetration and competitive advantage. If you’ve been putting off a systematic approach to product compliance, it is time to reconsider that decision, or indecision. Why now?  No matter what industry, companies face a litany of worldwide and regional regulations that require proof of product compliance and environmental friendliness for market access.  For example, Restriction of Hazardous Substances (RoHS) is a regulation that restricts the use of six dangerous materials used in the manufacture of electronic and electrical equipment.  ROHS was originally adopted by the European Union in 2003 for implementation in 2006, and it has evolved over time through various regional versions for North America, China, Japan, Korea, Norway and Turkey.  In addition, the RoHS directive allowed for material exemptions used in Medical Devices, but that exemption ends in 2014.   Additional regulations worth watching are the Battery Directive, Waste Electrical and Electronic Equipment (WEEE), and Registration, Evaluation, Authorization and Restriction of Chemicals (REACH) directives.  Additional evolving regulations are coming from governing bodies like the Food and Drug Administration (FDA) and the International Organization for Standardization (ISO). Corporate sustainability initiatives are also gaining urgency and influencing product design. In a survey of 405 corporations in the Global 500 by Carbon Disclosure Project, co-written by PwC (CDP Global 500 Climate Change Report 2012 entitled Business Resilience in an Uncertain, Resource-Constrained World), 48% of the respondents indicated they saw potential to create new products and business services as a response to climate change. Just 21% reported a dedicated budget for the research. However, the report goes on to explain that those few companies are winning over new customers and driving additional profits by exploiting their abilities to adapt to environmental needs. The article cites Dell as an example – Dell has invested in research to develop new products designed to reduce its customers’ emissions by more than 10 million metric tons of CO2e per year. This reduction in emissions should save Dell’s customers over $1billion per year as a result! Over time we expect to see many additional companies prove that eco-design provides marketplace benefits through differentiation and direct customer value. How do you meet compliance requirements and also successfully invest in eco-friendly designs? No doubt companies struggle to answer this question. After all, the journey to get there may involve transforming business models, go-to-market strategies, supply networks, quality assurance policies and compliance processes per the rapidly evolving global and regional directives. There may be limited executive focus on the initiative, inability to quantify noncompliance, or not enough resources to justify investment. To make things even more difficult to address, compliance responsibility can be a passionate topic within an organization, making the prospect of change on an enterprise scale problematic and time-consuming. Without a single source of truth for product data and without proper processes in place, ensuring product compliance burgeons into a crushing task that is cost-prohibitive and overwhelming to an organization. With all the overhead, certain markets or demographics become simply inaccessible. Therefore, the risk to consumer goodwill and satisfaction, revenue, business continuity, and market potential is too great not to solve the compliance challenge. Companies are beginning to adapt and even thrive in today’s highly regulated and transparent environment by implementing systematic approaches to product compliance that are more than functional bandages but revenue-generating engines. Consider partnering with Oracle to help you address your compliance needs. Many of the world’s most innovative leaders and pioneers are leveraging Oracle’s Agile Product Lifecycle Management (PLM) portfolio of enterprise applications to manage the product value chain, centralize product data, automate processes, and launch more eco-friendly products to market faster.   Particularly, the Agile Product Governance & Compliance (PG&C) solution provides out-of-the-box functionality to integrate actionable regulatory information into the enterprise product record from the ideation to the disposal/recycling phase. Agile PG&C makes it possible to efficiently manage compliance per corporate green initiatives as well as regional and global directives. Options are critical, but so is ease-of-use. Anyone who’s grappled with compliance policy knows legal interpretation plays a major role in determining how an organization responds to regulation. Agile PG&C gives you the freedom to configure product compliance per your needs, while maintaining rigorous control over the product record in an easy-to-use interface that facilitates adoption efforts. It allows you to assign regulations as specifications for a part or BOM roll-up. Each specification has a threshold value that alerts you to a non-compliance issue if the threshold value is exceeded. Set however many regulations as specifications you need to make sure a product can be sold in your target countries. Another option is to implement like one of our leading consumer electronics customers and define your own “catch-all” specification to ensure compliance in all markets. You can give your suppliers secure access to enter their component data or integrate a third party’s data. With Agile PG&C you are able to design compliance earlier into your products to reduce cost and improve quality downstream when stakes are higher. Agile PG&C is a comprehensive solution that makes product compliance more reliable and efficient. Throughout product lifecycles, use the solution to support full material disclosures, efficiently manage declarations with your suppliers, feed compliance data into a corrective action if a product must be changed, and swiftly satisfy audits by showing all due diligence tracked in one solution. Given the compounding regulation and consumer focus on urgent environmental issues, now is the time to act. Implementing an enterprise, systematic approach to product compliance is a competitive investment. From the start, Agile Product Governance & Compliance enables companies to confidently design for compliance and sustainability, reduce the cost of compliance, minimize the risk of business interruption, deliver responsible products, and inspire new innovation.  Don’t wait any longer! To find out more about Agile Product Governance & Compliance download the data sheet, contact your sales representative, or call Oracle at 1-800-633-0738. Many thanks to Shane Goodwin, Senior Manager, Oracle Agile PLM Product Management, for contributions to this article. 

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• Unlocking Productivity

  - by Michael Snow

  Unlocking Productivity in Life Sciences with Consolidated Content Management by Joe Golemba, Vice President, Product Management, Oracle WebCenter As life sciences organizations look to become more operationally efficient, the ability to effectively leverage information is a competitive advantage. Whether data mining at the drug discovery phase or prepping the sales team before a product launch, content management can play a key role in developing, organizing, and disseminating vital information. The goal of content management is relatively straightforward: put the information that people need where they can find it. A number of issues can complicate this; information sits in many different systems, each of those systems has its own security, and the information in those systems exists in many different formats. Identifying and extracting pertinent information from mountains of farflung data is no simple job, but the alternative—wasted effort or even regulatory compliance issues—is worse. An integrated information architecture can enable health sciences organizations to make better decisions, accelerate clinical operations, and be more competitive. Unstructured data matters Often when we think of drug development data, we think of structured data that fits neatly into one or more research databases. But structured data is often directly supported by unstructured data such as experimental protocols, reaction conditions, lot numbers, run times, analyses, and research notes. As life sciences companies seek integrated views of data, they are typically finding diverse islands of data that seemingly have no relationship to other data in the organization. Information like sales reports or call center reports can be locked into siloed systems, and unavailable to the discovery process. Additionally, in the increasingly networked clinical environment, Web pages, instant messages, videos, scientific imaging, sales and marketing data, collaborative workspaces, and predictive modeling data are likely to be present within an organization, and each source potentially possesses information that can help to better inform specific efforts. Historically, content management solutions that had 21CFR Part 11 capabilities—electronic records and signatures—were focused mainly on content-enabling manufacturing-related processes. Today, life sciences companies have many standalone repositories, requiring different skills, service level agreements, and vendor support costs to manage them. With the amount of content doubling every three to six months, companies have recognized the need to manage unstructured content from the beginning, in order to increase employee productivity and operational efficiency. Using scalable and secure enterprise content management (ECM) solutions, organizations can better manage their unstructured content. These solutions can also be integrated with enterprise resource planning (ERP) systems or research systems, making content available immediately, in the context of the application and within the flow of the employee’s typical business activity. Administrative safeguards—such as content de-duplication—can also be applied within ECM systems, so documents are never recreated, eliminating redundant efforts, ensuring one source of truth, and maintaining content standards in the organization. Putting it in context Consolidating structured and unstructured information in a single system can greatly simplify access to relevant information when it is needed through contextual search. Using contextual filters, results can include therapeutic area, position in the value chain, semantic commonalities, technology-specific factors, specific researchers involved, or potential business impact. The use of taxonomies is essential to organizing information and enabling contextual searches. Taxonomy solutions are composed of a hierarchical tree that defines the relationship between different life science terms. When overlaid with additional indexing related to research and/or business processes, it becomes possible to effectively narrow down the amount of data that is returned during searches, as well as prioritize results based on specific criteria and/or prior search history. Thus, search results are more accurate and relevant to an employee’s day-to-day work. For example, a search for the word "tissue" by a lab researcher would return significantly different results than a search for the same word performed by someone in procurement. Of course, diverse data repositories, combined with the immense amounts of data present in an organization, necessitate that the data elements be regularly indexed and cached beforehand to enable reasonable search response times. In its simplest form, indexing of a single, consolidated data warehouse can be expected to be a relatively straightforward effort. However, organizations require the ability to index multiple data repositories, enabling a single search to reference multiple data sources and provide an integrated results listing. Security and compliance Beyond yielding efficiencies and supporting new insight, an enterprise search environment can support important security considerations as well as compliance initiatives. For example, the systems enable organizations to retain the relevance and the security of the indexed systems, so users can only see the results to which they are granted access. This is especially important as life sciences companies are working in an increasingly networked environment and need to provide secure, role-based access to information across multiple partners. Although not officially required by the 21 CFR Part 11 regulation, the U.S. Food and Drug Administraiton has begun to extend the type of content considered when performing relevant audits and discoveries. Having an ECM infrastructure that provides centralized management of all content enterprise-wide—with the ability to consistently apply records and retention policies along with the appropriate controls, validations, audit trails, and electronic signatures—is becoming increasingly critical for life sciences companies. Making the move Creating an enterprise-wide ECM environment requires moving large amounts of content into a single enterprise repository, a daunting and risk-laden initiative. The first key is to focus on data taxonomy, allowing content to be mapped across systems. The second is to take advantage new tools which can dramatically speed and reduce the cost of the data migration process through automation. Additional content need not be frozen while it is migrated, enabling productivity throughout the process. The ability to effectively leverage information into success has been gaining importance in the life sciences industry for years. The rapid adoption of enterprise content management, both in operational processes as well as in scientific management, are clear indicators that the companies are looking to use all available data to be better informed, improve decision making, minimize risk, and increase time to market, to maintain profitability and be more competitive. As more and more varieties and sources of information are brought under the strategic management umbrella, the ability to divine knowledge from the vast pool of information is increasingly difficult. Simple search engines and basic content management are increasingly unable to effectively extract the right information from the mountains of data available. By bringing these tools into context and integrating them with business processes and applications, we can effectively focus on the right decisions that make our organizations more profitable. More Information Oracle will be exhibiting at DIA 2012 in Philadelphia on June 25-27. Stop by our booth Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} (#2825) to learn more about the advantages of a centralized ECM strategy and see the Oracle WebCenter Content solution, our 21 CFR Part 11 compliant content management platform.

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• Partner Blog Series: PwC Perspectives Part 2 - Jumpstarting your IAM program with R2

  - by Tanu Sood

  Identity and access management (IAM) isn’t a new concept. Over the past decade, companies have begun to address identity management through a variety of solutions that have primarily focused on provisioning. . The new age workforce is converging at a rapid pace with ever increasing demand to use diverse portfolio of applications and systems to interact and interface with their peers in the industry and customers alike. Oracle has taken a significant leap with their release of Identity and Access Management 11gR2 towards enabling this global workforce to conduct their business in a secure, efficient and effective manner. As companies deal with IAM business drivers, it becomes immediately apparent that holistic, rather than piecemeal, approaches better address their needs. When planning an enterprise-wide IAM solution, the first step is to create a common framework that serves as the foundation on which to build the cost, compliance and business process efficiencies. As a leading industry practice, IAM should be established on a foundation of accurate data for identity management, making this data available in a uniform manner to downstream applications and processes. Mature organizations are looking beyond IAM’s basic benefits to harness more advanced capabilities in user lifecycle management. For any organization looking to embark on an IAM initiative, consider the following use cases in managing and administering user access. Expanding the Enterprise Provisioning Footprint Almost all organizations have some helpdesk resources tied up in handling access requests from users, a distraction from their core job of handling problem tickets. This dependency has mushroomed from the traditional acceptance of provisioning solutions integrating and addressing only a portion of applications in the heterogeneous landscape Oracle Identity Manager (OIM) 11gR2 solves this problem by offering integration with third party ticketing systems as “disconnected applications”. It allows for the existing business processes to be seamlessly integrated into the system and tracked throughout its lifecycle. With minimal effort and analysis, an organization can begin integrating OIM with groups or applications that are involved with manually intensive access provisioning and de-provisioning activities. This aspect of OIM allows organizations to on-board applications and associated business processes quickly using out of box templates and frameworks. This is especially important for organizations looking to fold in users and resources from mergers and acquisitions. Simplifying Access Requests Organizations looking to implement access request solutions often find it challenging to get their users to accept and adopt the new processes.. So, how do we improve the user experience, make it intuitive and personalized and yet simplify the user access process? With R2, OIM helps organizations alleviate the challenge by placing the most used functionality front and centre in the new user request interface. Roles, application accounts, and entitlements can all be found in the same interface as catalog items, giving business users a single location to go to whenever they need to initiate, approve or track a request. Furthermore, if a particular item is not relevant to a user’s job function or area inside the organization, it can be hidden so as to not overwhelm or confuse the user with superfluous options. The ability to customize the user interface to suit your needs helps in exercising the business rules effectively and avoiding access proliferation within the organization. Saving Time with Templates A typical use case that is most beneficial to business users is flexibility to place, edit, and withdraw requests based on changing circumstances and business needs. With OIM R2, multiple catalog items can now be added and removed from the shopping cart, an ecommerce paradigm that many users are already familiar with. This feature can be especially useful when setting up a large number of new employees or granting existing department or group access to a newly integrated application. Additionally, users can create their own shopping cart templates in order to complete subsequent requests more quickly. This feature saves the user from having to search for and select items all over again if a request is similar to a previous one. Advanced Delegated Administration A key feature of any provisioning solution should be to empower each business unit in managing their own access requests. By bringing administration closer to the user, you improve user productivity, enable efficiency and alleviate the administration overhead. To do so requires a federated services model so that the business units capable of shouldering the onus of user life cycle management of their business users can be enabled to do so. OIM 11gR2 offers advanced administrative options for creating, managing and controlling business logic and workflows through easy to use administrative interface and tools that can be exposed to delegated business administrators. For example, these business administrators can establish or modify how certain requests and operations should be handled within their business unit based on a number of attributes ranging from the type of request or the risk level of the individual items requested. Closed-Loop Remediation Security continues to be a major concern for most organizations. Identity management solutions bolster security by ensuring only the right users have the right access to the right resources. To prevent unauthorized access and where it already exists, the ability to detect and remediate it, are key requirements of an enterprise-grade proven solution. But the challenge with most solutions today is that some of this information still exists in silos. And when changes are made to systems directly, not all information is captured. With R2, oracle is offering a comprehensive Identity Governance solution that our customer organizations are leveraging for closed loop remediation that allows for an automated way for administrators to revoke unauthorized access. The change is automatically captured and the action noted for continued management. Conclusion While implementing provisioning solutions, it is important to keep the near term and the long term goals in mind. The provisioning solution should always be a part of a larger security and identity management program but with the ability to seamlessly integrate not only with the company’s infrastructure but also have the ability to leverage the information, business models compiled and used by the other identity management solutions. This allows organizations to reduce the cost of ownership, close security gaps and leverage the existing infrastructure. And having done so a multiple clients’ sites, this is the approach we recommend. In our next post, we will take a journey through our experiences of advising clients looking to upgrade to R2 from a previous version or migrating from a different solution. Meet the Writers:   Praveen Krishna is a Manager in the Advisory Security practice within PwC.  Over the last decade Praveen has helped clients plan, architect and implement Oracle identity solutions across diverse industries.  His experience includes delivering security across diverse topics like network, infrastructure, application and data where he brings a holistic point of view to problem solving. Dharma Padala is a Director in the Advisory Security practice within PwC.  He has been implementing medium to large scale Identity Management solutions across multiple industries including utility, health care, entertainment, retail and financial sectors.   Dharma has 14 years of experience in delivering IT solutions out of which he has been implementing Identity Management solutions for the past 8 years. Scott MacDonald is a Director in the Advisory Security practice within PwC.  He has consulted for several clients across multiple industries including financial services, health care, automotive and retail.   Scott has 10 years of experience in delivering Identity Management solutions. John Misczak is a member of the Advisory Security practice within PwC.  He has experience implementing multiple Identity and Access Management solutions, specializing in Oracle Identity Manager and Business Process Engineering Language (BPEL). Jenny (Xiao) Zhang is a member of the Advisory Security practice within PwC.  She has consulted across multiple industries including financial services, entertainment and retail. Jenny has three years of experience in delivering IT solutions out of which she has been implementing Identity Management solutions for the past one and a half years.

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• Building an OpenStack Cloud for Solaris Engineering, Part 1

  - by Dave Miner

  One of the signature features of the recently-released Solaris 11.2 is the OpenStack cloud computing platform.  Over on the Solaris OpenStack blog the development team is publishing lots of details about our version of OpenStack Havana as well as some tips on specific features, and I highly recommend reading those to get a feel for how we've leveraged Solaris's features to build a top-notch cloud platform.  In this and some subsequent posts I'm going to look at it from a different perspective, which is that of the enterprise administrator deploying an OpenStack cloud.  But this won't be just a theoretical perspective: I've spent the past several months putting together a deployment of OpenStack for use by the Solaris engineering organization, and now that it's in production we'll share how we built it and what we've learned so far.In the Solaris engineering organization we've long had dedicated lab systems dispersed among our various sites and a home-grown reservation tool for developers to reserve those systems; various teams also have private systems for specific testing purposes.  But as a developer, it can still be difficult to find systems you need, especially since most Solaris changes require testing on both SPARC and x86 systems before they can be integrated.  We've added virtual resources over the years as well in the form of LDOMs and zones (both traditional non-global zones and the new kernel zones).  Fundamentally, though, these were all still deployed in the same model: our overworked lab administrators set up pre-configured resources and we then reserve them.  Sounds like pretty much every traditional IT shop, right?  Which means that there's a lot of opportunity for efficiencies from greater use of virtualization and the self-service style of cloud computing.  As we were well into development of OpenStack on Solaris, I was recruited to figure out how we could deploy it to both provide more (and more efficient) development and test resources for the organization as well as a test environment for Solaris OpenStack.At this point, let's acknowledge one fact: deploying OpenStack is hard.  It's a very complex piece of software that makes use of sophisticated networking features and runs as a ton of service daemons with myriad configuration files.  The web UI, Horizon, doesn't often do a good job of providing detailed errors.  Even the command-line clients are not as transparent as you'd like, though at least you can turn on verbose and debug messaging and often get some clues as to what to look for, though it helps if you're good at reading JSON structure dumps.  I'd already learned all of this in doing a single-system Grizzly-on-Linux deployment for the development team to reference when they were getting started so I at least came to this job with some appreciation for what I was taking on.  The good news is that both we and the community have done a lot to make deployment much easier in the last year; probably the easiest approach is to download the OpenStack Unified Archive from OTN to get your hands on a single-system demonstration environment.  I highly recommend getting started with something like it to get some understanding of OpenStack before you embark on a more complex deployment.  For some situations, it may in fact be all you ever need.  If so, you don't need to read the rest of this series of posts!In the Solaris engineering case, we need a lot more horsepower than a single-system cloud can provide.  We need to support both SPARC and x86 VM's, and we have hundreds of developers so we want to be able to scale to support thousands of VM's, though we're going to build to that scale over time, not immediately.  We also want to be able to test both Solaris 11 updates and a release such as Solaris 12 that's under development so that we can work out any upgrade issues before release.  One thing we don't have is a requirement for extremely high availability, at least at this point.  We surely don't want a lot of down time, but we can tolerate scheduled outages and brief (as in an hour or so) unscheduled ones.  Thus I didn't need to spend effort on trying to get high availability everywhere.The diagram below shows our initial deployment design.  We're using six systems, most of which are x86 because we had more of those immediately available.  All of those systems reside on a management VLAN and are connected with a two-way link aggregation of 1 Gb links (we don't yet have 10 Gb switching infrastructure in place, but we'll get there).  A separate VLAN provides "public" (as in connected to the rest of Oracle's internal network) addresses, while we use VxLANs for the tenant networks. One system is more or less the control node, providing the MySQL database, RabbitMQ, Keystone, and the Nova API and scheduler as well as the Horizon console.  We're curious how this will perform and I anticipate eventually splitting at least the database off to another node to help simplify upgrades, but at our present scale this works.I had a couple of systems with lots of disk space, one of which was already configured as the Automated Installation server for the lab, so it's just providing the Glance image repository for OpenStack.  The other node with lots of disks provides Cinder block storage service; we also have a ZFS Storage Appliance that will help back-end Cinder in the near future, I just haven't had time to get it configured in yet.There's a separate system for Neutron, which is our Elastic Virtual Switch controller and handles the routing and NAT for the guests.  We don't have any need for firewalling in this deployment so we're not doing so.  We presently have only two tenants defined, one for the Solaris organization that's funding this cloud, and a separate tenant for other Oracle organizations that would like to try out OpenStack on Solaris.  Each tenant has one VxLAN defined initially, but we can of course add more.  Right now we have just a single /24 network for the floating IP's, once we get demand up to where we need more then we'll add them.Finally, we have started with just two compute nodes; one is an x86 system, the other is an LDOM on a SPARC T5-2.  We'll be adding more when demand reaches the level where we need them, but as we're still ramping up the user base it's less work to manage fewer nodes until then.My next post will delve into the details of building this OpenStack cloud's infrastructure, including how we're using various Solaris features such as Automated Installation, IPS packaging, SMF, and Puppet to deploy and manage the nodes.  After that we'll get into the specifics of configuring and running OpenStack itself.

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• Nginx and client certificates from hierarchical OpenSSL-based certification authorities

  - by Fmy Oen

  I'm trying to set up root certification authority, subordinate certification authority and to generate the client certificates signed by any of this CA that nginx 0.7.67 on Debian Squeeze will accept. My problem is that root CA signed client certificate works fine while subordinate CA signed one results in "400 Bad Request. The SSL certificate error". Step 1: nginx virtual host configuration: server { server_name test.local; access_log /var/log/nginx/test.access.log; listen 443 default ssl; keepalive_timeout 70; ssl_protocols SSLv3 TLSv1; ssl_ciphers AES128-SHA:AES256-SHA:RC4-SHA:DES-CBC3-SHA:RC4-MD5; ssl_certificate /etc/nginx/ssl/server.crt; ssl_certificate_key /etc/nginx/ssl/server.key; ssl_client_certificate /etc/nginx/ssl/client.pem; ssl_verify_client on; ssl_session_cache shared:SSL:10m; ssl_session_timeout 5m; location / { proxy_pass http://testsite.local/; } } Step 2: PKI infrastructure organization for both root and subordinate CA (based on this article): # mkdir ~/pki && cd ~/pki # mkdir rootCA subCA # cp -v /etc/ssl/openssl.cnf rootCA/ # cd rootCA/ # mkdir certs private crl newcerts; touch serial; echo 01 > serial; touch index.txt; touch crlnumber; echo 01 > crlnumber # cp -Rvp * ../subCA/ Almost no changes was made to rootCA/openssl.cnf: [ CA_default ] dir = . # Where everything is kept ... certificate = $dir/certs/rootca.crt # The CA certificate ... private_key = $dir/private/rootca.key # The private key and to subCA/openssl.cnf: [ CA_default ] dir = . # Where everything is kept ... certificate = $dir/certs/subca.crt # The CA certificate ... private_key = $dir/private/subca.key # The private key Step 3: Self-signed root CA certificate generation: # openssl genrsa -out ./private/rootca.key -des3 2048 # openssl req -x509 -new -key ./private/rootca.key -out certs/rootca.crt -config openssl.cnf Enter pass phrase for ./private/rootca.key: You are about to be asked to enter information that will be incorporated into your certificate request. What you are about to enter is what is called a Distinguished Name or a DN. There are quite a few fields but you can leave some blank For some fields there will be a default value, If you enter '.', the field will be left blank. ----- Country Name (2 letter code) [AU]: State or Province Name (full name) [Some-State]: Locality Name (eg, city) []: Organization Name (eg, company) [Internet Widgits Pty Ltd]: Organizational Unit Name (eg, section) []: Common Name (eg, YOUR name) []:rootca Email Address []: Step 4: Subordinate CA certificate generation: # cd ../subCA # openssl genrsa -out ./private/subca.key -des3 2048 # openssl req -new -key ./private/subca.key -out subca.csr -config openssl.cnf Enter pass phrase for ./private/subca.key: You are about to be asked to enter information that will be incorporated into your certificate request. What you are about to enter is what is called a Distinguished Name or a DN. There are quite a few fields but you can leave some blank For some fields there will be a default value, If you enter '.', the field will be left blank. ----- Country Name (2 letter code) [AU]: State or Province Name (full name) [Some-State]: Locality Name (eg, city) []: Organization Name (eg, company) [Internet Widgits Pty Ltd]: Organizational Unit Name (eg, section) []: Common Name (eg, YOUR name) []:subca Email Address []: Please enter the following 'extra' attributes to be sent with your certificate request A challenge password []: An optional company name []: Step 5: Subordinate CA certificate signing by root CA certificate: # cd ../rootCA/ # openssl ca -in ../subCA/subca.csr -extensions v3_ca -config openssl.cnf Using configuration from openssl.cnf Enter pass phrase for ./private/rootca.key: Check that the request matches the signature Signature ok Certificate Details: Serial Number: 1 (0x1) Validity Not Before: Feb 4 10:49:43 2013 GMT Not After : Feb 4 10:49:43 2014 GMT Subject: countryName = AU stateOrProvinceName = Some-State organizationName = Internet Widgits Pty Ltd commonName = subca X509v3 extensions: X509v3 Subject Key Identifier: C9:E2:AC:31:53:81:86:3F:CD:F8:3D:47:10:FC:E5:8E:C2:DA:A9:20 X509v3 Authority Key Identifier: keyid:E9:50:E6:BF:57:03:EA:6E:8F:21:23:86:BB:44:3D:9F:8F:4A:8B:F2 DirName:/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca serial:9F:FB:56:66:8D:D3:8F:11 X509v3 Basic Constraints: CA:TRUE Certificate is to be certified until Feb 4 10:49:43 2014 GMT (365 days) Sign the certificate? [y/n]:y 1 out of 1 certificate requests certified, commit? [y/n]y ... # cd ../subCA/ # cp -v ../rootCA/newcerts/01.pem certs/subca.crt Step 6: Server certificate generation and signing by root CA (for nginx virtual host): # cd ../rootCA # openssl genrsa -out ./private/server.key -des3 2048 # openssl req -new -key ./private/server.key -out server.csr -config openssl.cnf Enter pass phrase for ./private/server.key: You are about to be asked to enter information that will be incorporated into your certificate request. What you are about to enter is what is called a Distinguished Name or a DN. There are quite a few fields but you can leave some blank For some fields there will be a default value, If you enter '.', the field will be left blank. ----- Country Name (2 letter code) [AU]: State or Province Name (full name) [Some-State]: Locality Name (eg, city) []: Organization Name (eg, company) [Internet Widgits Pty Ltd]: Organizational Unit Name (eg, section) []: Common Name (eg, YOUR name) []:test.local Email Address []: Please enter the following 'extra' attributes to be sent with your certificate request A challenge password []: An optional company name []: # openssl ca -in server.csr -out certs/server.crt -config openssl.cnf Step 7: Client #1 certificate generation and signing by root CA: # openssl genrsa -out ./private/client1.key -des3 2048 # openssl req -new -key ./private/client1.key -out client1.csr -config openssl.cnf Enter pass phrase for ./private/client1.key: You are about to be asked to enter information that will be incorporated into your certificate request. What you are about to enter is what is called a Distinguished Name or a DN. There are quite a few fields but you can leave some blank For some fields there will be a default value, If you enter '.', the field will be left blank. ----- Country Name (2 letter code) [AU]: State or Province Name (full name) [Some-State]: Locality Name (eg, city) []: Organization Name (eg, company) [Internet Widgits Pty Ltd]: Organizational Unit Name (eg, section) []: Common Name (eg, YOUR name) []:Client #1 Email Address []: Please enter the following 'extra' attributes to be sent with your certificate request A challenge password []: An optional company name []: # openssl ca -in client1.csr -out certs/client1.crt -config openssl.cnf Step 8: Client #1 certificate converting to PKCS12 format: # openssl pkcs12 -export -out certs/client1.p12 -inkey private/client1.key -in certs/client1.crt -certfile certs/rootca.crt Step 9: Client #2 certificate generation and signing by subordinate CA: # cd ../subCA/ # openssl genrsa -out ./private/client2.key -des3 2048 # openssl req -new -key ./private/client2.key -out client2.csr -config openssl.cnf Enter pass phrase for ./private/client2.key: You are about to be asked to enter information that will be incorporated into your certificate request. What you are about to enter is what is called a Distinguished Name or a DN. There are quite a few fields but you can leave some blank For some fields there will be a default value, If you enter '.', the field will be left blank. ----- Country Name (2 letter code) [AU]: State or Province Name (full name) [Some-State]: Locality Name (eg, city) []: Organization Name (eg, company) [Internet Widgits Pty Ltd]: Organizational Unit Name (eg, section) []: Common Name (eg, YOUR name) []:Client #2 Email Address []: Please enter the following 'extra' attributes to be sent with your certificate request A challenge password []: An optional company name []: # openssl ca -in client2.csr -out certs/client2.crt -config openssl.cnf Step 10: Client #2 certificate converting to PKCS12 format: # openssl pkcs12 -export -out certs/client2.p12 -inkey private/client2.key -in certs/client2.crt -certfile certs/subca.crt Step 11: Passing server certificate and private key to nginx (performed with OS superuser privileges): # cd ../rootCA/ # cp -v certs/server.crt /etc/nginx/ssl/ # cp -v private/server.key /etc/nginx/ssl/ Step 12: Passing root and subordinate CA certificates to nginx (performed with OS superuser privileges): # cat certs/rootca.crt > /etc/nginx/ssl/client.pem # cat ../subCA/certs/subca.crt >> /etc/nginx/ssl/client.pem client.pem file look like this: # cat /etc/nginx/ssl/client.pem -----BEGIN CERTIFICATE----- MIID6TCCAtGgAwIBAgIJAJ/7VmaN048RMA0GCSqGSIb3DQEBBQUAMFYxCzAJBgNV BAYTAkFVMRMwEQYDVQQIEwpTb21lLVN0YXRlMSEwHwYDVQQKExhJbnRlcm5ldCBX aWRnaXRzIFB0eSBMdGQxDzANBgNVBAMTBnJvb3RjYTAeFw0xMzAyMDQxMDM1NTda ... -----END CERTIFICATE----- Certificate: Data: Version: 3 (0x2) Serial Number: 1 (0x1) ... -----BEGIN CERTIFICATE----- MIID4DCCAsigAwIBAgIBATANBgkqhkiG9w0BAQUFADBWMQswCQYDVQQGEwJBVTET MBEGA1UECBMKU29tZS1TdGF0ZTEhMB8GA1UEChMYSW50ZXJuZXQgV2lkZ2l0cyBQ dHkgTHRkMQ8wDQYDVQQDEwZyb290Y2EwHhcNMTMwMjA0MTA0OTQzWhcNMTQwMjA0 ... -----END CERTIFICATE----- It looks like everything is working fine: # service nginx reload # Reloading nginx configuration: Enter PEM pass phrase: # nginx. # Step 13: Installing *.p12 certificates in browser (Firefox in my case) gives the problem I've mentioned above. Client #1 = 200 OK, Client #2 = 400 Bad request/The SSL certificate error. Any ideas what should I do? Update 1: Results of SSL connection test attempts: # openssl s_client -connect test.local:443 -CAfile ~/pki/rootCA/certs/rootca.crt -cert ~/pki/rootCA/certs/client1.crt -key ~/pki/rootCA/private/client1.key -showcerts Enter pass phrase for tmp/testcert/client1.key: CONNECTED(00000003) depth=1 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = rootca verify return:1 depth=0 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = test.local verify return:1 --- Certificate chain 0 s:/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=test.local i:/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca -----BEGIN CERTIFICATE----- MIIDpjCCAo6gAwIBAgIBAjANBgkqhkiG9w0BAQUFADBWMQswCQYDVQQGEwJBVTET MBEGA1UECBMKU29tZS1TdGF0ZTEhMB8GA1UEChMYSW50ZXJuZXQgV2lkZ2l0cyBQ dHkgTHRkMQ8wDQYDVQQDEwZyb290Y2EwHhcNMTMwMjA0MTEwNjAzWhcNMTQwMjA0 ... -----END CERTIFICATE----- 1 s:/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca i:/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca -----BEGIN CERTIFICATE----- MIID6TCCAtGgAwIBAgIJAJ/7VmaN048RMA0GCSqGSIb3DQEBBQUAMFYxCzAJBgNV BAYTAkFVMRMwEQYDVQQIEwpTb21lLVN0YXRlMSEwHwYDVQQKExhJbnRlcm5ldCBX aWRnaXRzIFB0eSBMdGQxDzANBgNVBAMTBnJvb3RjYTAeFw0xMzAyMDQxMDM1NTda ... -----END CERTIFICATE----- --- Server certificate subject=/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=test.local issuer=/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca --- Acceptable client certificate CA names /C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca /C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=subca --- SSL handshake has read 3395 bytes and written 2779 bytes --- New, TLSv1/SSLv3, Cipher is AES256-SHA Server public key is 2048 bit Secure Renegotiation IS supported Compression: zlib compression Expansion: zlib compression SSL-Session: Protocol : TLSv1 Cipher : AES256-SHA Session-ID: 15BFC2029691262542FAE95A48078305E76EEE7D586400F8C4F7C516B0F9D967 Session-ID-ctx: Master-Key: 23246CF166E8F3900793F0A2561879E5DB07291F32E99591BA1CF53E6229491FEAE6858BFC9AACAF271D9C3706F139C7 Key-Arg : None PSK identity: None PSK identity hint: None SRP username: None TLS session ticket: 0000 - c2 5e 1d d2 b5 6d 40 23-b2 40 89 e4 35 75 70 07 .^...m@#[email protected]. 0010 - 1b bb 2b e6 e0 b5 ab 10-10 bf 46 6e aa 67 7f 58 ..+.......Fn.g.X 0020 - cf 0e 65 a4 67 5a 15 ba-aa 93 4e dd 3d 6e 73 4c ..e.gZ....N.=nsL 0030 - c5 56 f6 06 24 0f 48 e6-38 36 de f1 b5 31 c5 86 .V..$.H.86...1.. ... 0440 - 4c 53 39 e3 92 84 d2 d0-e5 e2 f5 8a 6a a8 86 b1 LS9.........j... Compression: 1 (zlib compression) Start Time: 1359989684 Timeout : 300 (sec) Verify return code: 0 (ok) --- Everything seems fine with Client #2 and root CA certificate but request returns 400 Bad Request error: # openssl s_client -connect test.local:443 -CAfile ~/pki/rootCA/certs/rootca.crt -cert ~/pki/subCA/certs/client2.crt -key ~/pki/subCA/private/client2.key -showcerts Enter pass phrase for tmp/testcert/client2.key: CONNECTED(00000003) depth=1 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = rootca verify return:1 depth=0 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = test.local verify return:1 ... Compression: 1 (zlib compression) Start Time: 1359989989 Timeout : 300 (sec) Verify return code: 0 (ok) --- GET / HTTP/1.0 HTTP/1.1 400 Bad Request Server: nginx/0.7.67 Date: Mon, 04 Feb 2013 15:00:43 GMT Content-Type: text/html Content-Length: 231 Connection: close <html> <head><title>400 The SSL certificate error</title></head> <body bgcolor="white"> <center><h1>400 Bad Request</h1></center> <center>The SSL certificate error</center> <hr><center>nginx/0.7.67</center> </body> </html> closed Verification fails with Client #2 certificate and subordinate CA certificate: # openssl s_client -connect test.local:443 -CAfile ~/pki/subCA/certs/subca.crt -cert ~/pki/subCA/certs/client2.crt -key ~/pki/subCA/private/client2.key -showcerts Enter pass phrase for tmp/testcert/client2.key: CONNECTED(00000003) depth=1 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = rootca verify error:num=19:self signed certificate in certificate chain verify return:0 ... Compression: 1 (zlib compression) Start Time: 1359990354 Timeout : 300 (sec) Verify return code: 19 (self signed certificate in certificate chain) --- GET / HTTP/1.0 HTTP/1.1 400 Bad Request ... Still getting 400 Bad Request error with concatenated CA certificates and Client #2 (but still everything ok with Client #1): # cat certs/rootca.crt ../subCA/certs/subca.crt > certs/concatenatedca.crt # openssl s_client -connect test.local:443 -CAfile ~/pki/rootCA/certs/concatenatedca.crt -cert ~/pki/subCA/certs/client2.crt -key ~/pki/subCA/private/client2.key -showcerts Enter pass phrase for tmp/testcert/client2.key: CONNECTED(00000003) depth=1 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = rootca verify return:1 depth=0 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = test.local verify return:1 --- ... Compression: 1 (zlib compression) Start Time: 1359990772 Timeout : 300 (sec) Verify return code: 0 (ok) --- GET / HTTP/1.0 HTTP/1.1 400 Bad Request ... Update 2: I've managed to recompile nginx with enabled debug. Here is the part of successfull conection by Client #1 track: 2013/02/05 14:08:23 [debug] 38701#0: *119 accept: <MY IP ADDRESS> fd:3 2013/02/05 14:08:23 [debug] 38701#0: *119 event timer add: 3: 60000:2856497512 2013/02/05 14:08:23 [debug] 38701#0: *119 kevent set event: 3: ft:-1 fl:0025 2013/02/05 14:08:23 [debug] 38701#0: *119 malloc: 28805200:660 2013/02/05 14:08:23 [debug] 38701#0: *119 malloc: 28834400:1024 2013/02/05 14:08:23 [debug] 38701#0: *119 posix_memalign: 28860000:4096 @16 2013/02/05 14:08:23 [debug] 38701#0: *119 http check ssl handshake 2013/02/05 14:08:23 [debug] 38701#0: *119 https ssl handshake: 0x16 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL server name: "test.local" 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_do_handshake: -1 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_get_error: 2 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL handshake handler: 0 2013/02/05 14:08:23 [debug] 38701#0: *119 verify:1, error:0, depth:1, subject:"/C=AU /ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca",issuer: "/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca" 2013/02/05 14:08:23 [debug] 38701#0: *119 verify:1, error:0, depth:0, subject:"/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=Client #1",issuer: "/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca" 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_do_handshake: 1 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL: TLSv1, cipher: "AES256-SHA SSLv3 Kx=RSA Au=RSA Enc=AES(256) Mac=SHA1" 2013/02/05 14:08:23 [debug] 38701#0: *119 http process request line 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_read: -1 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_get_error: 2 2013/02/05 14:08:23 [debug] 38701#0: *119 http process request line 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_read: 1 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_read: 524 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_read: -1 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_get_error: 2 2013/02/05 14:08:23 [debug] 38701#0: *119 http request line: "GET / HTTP/1.1" And here is the part of unsuccessfull conection by Client #2 track: 2013/02/05 13:51:34 [debug] 38701#0: *112 accept: <MY_IP_ADDRESS> fd:3 2013/02/05 13:51:34 [debug] 38701#0: *112 event timer add: 3: 60000:2855488975 2013/02/05 13:51:34 [debug] 38701#0: *112 kevent set event: 3: ft:-1 fl:0025 2013/02/05 13:51:34 [debug] 38701#0: *112 malloc: 28805200:660 2013/02/05 13:51:34 [debug] 38701#0: *112 malloc: 28834400:1024 2013/02/05 13:51:34 [debug] 38701#0: *112 posix_memalign: 28860000:4096 @16 2013/02/05 13:51:34 [debug] 38701#0: *112 http check ssl handshake 2013/02/05 13:51:34 [debug] 38701#0: *112 https ssl handshake: 0x16 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL server name: "test.local" 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_do_handshake: -1 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_get_error: 2 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL handshake handler: 0 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_do_handshake: -1 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_get_error: 2 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL handshake handler: 0 2013/02/05 13:51:34 [debug] 38701#0: *112 verify:0, error:20, depth:1, subject:"/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=subca",issuer: "/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca" 2013/02/05 13:51:34 [debug] 38701#0: *112 verify:0, error:27, depth:1, subject:"/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=subca",issuer: "/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca" 2013/02/05 13:51:34 [debug] 38701#0: *112 verify:1, error:27, depth:0, subject:"/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=Client #2",issuer: "/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=subca" 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_do_handshake: 1 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL: TLSv1, cipher: "AES256-SHA SSLv3 Kx=RSA Au=RSA Enc=AES(256) Mac=SHA1" 2013/02/05 13:51:34 [debug] 38701#0: *112 http process request line 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_read: 1 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_read: 524 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_read: -1 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_get_error: 2 2013/02/05 13:51:34 [debug] 38701#0: *112 http request line: "GET / HTTP/1.1" So I'm getting OpenSSL error #20 and then #27. According to verify documentation: 20 X509_V_ERR_UNABLE_TO_GET_ISSUER_CERT_LOCALLY: unable to get local issuer certificate the issuer certificate could not be found: this occurs if the issuer certificate of an untrusted certificate cannot be found. 27 X509_V_ERR_CERT_UNTRUSTED: certificate not trusted the root CA is not marked as trusted for the specified purpose.

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• Oracle BI and XS Energy Drinks – Don’t Miss the Amway Presentation!

  - by Michelle Kimihira

  By Maria Forney Amway is a global leader in the direct sales industry with $10.9B in annual sales in more than 100 countries and territories. The company has implemented a global BI framework that provides accurate, consistent, and timely insights to support global, regional and local analytical research, business planning, performance measurement and assessment. Oracle BI EE is used by 1500 employees across Amway sales, marketing, finance, and supply chain business units as well as Amway affiliates in Europe, Russia, South Africa, Japan, Australia, Latin America, Malaysia, Vietnam, and Indonesia. Last week, I spoke with Lead Data Analyst with Amway Global Sales, Dan Arganbright, and IT Manager with Amway BI Competency Center, Mike Olson, about their upcoming presentation at Oracle OpenWorld in San Francisco. Scheduled during a prime speaking slot on Monday, October 1 at 12:15pm in Moscone West, 2007, Dan and Mike will discuss their experience building Amway’s Distributor Consulting solution, powered by Oracle BI EE. You can find more information here. As background, Amway offers people an opportunity to own their own businesses and consumers exclusive products in health and wellness, beauty and home care.  The Amway internal Sales organization is charged with consulting leadership-level Distributors to help them with data insights and ultimately grow their business. Until recently, this was a resource-intense process of gathering and formatting data. In some markets, it took over 40 hours to collect the data and produce the analysis needed for one consultation session. Amway began its global BI journey in 2006 and since then the company has migrated from having multiple technology providers and integration points to an integrated strategic vendor approach. Today, the company has standardized on Oracle technology for BI.  Amway has achieved cost savings through the retirement of redundant technology platforms. In addition, Mike’s organization has led the charge to align disparate BI organizations into a BI Competency Center.  The following diagram highlights the simplicity of the standardized architecture of Amway today. Dubbed Distributor Consulting, Amway has developed a BI solution using the Oracle technology stack to help Distributor leaders grow their businesses. The Distributor Consulting solution provides over 40 metrics for Sales staff to provide data-driven insights on the Distributors and organizations they support.  Using Oracle BI EE, Exadata, and Oracle Data Integrator, Amway provides customized and personalized business intelligence, and the Oracle BI EE dashboards were developed by the Amway Sales organization, which demonstrates business empowerment of the technology. Amway is also leveraging the power of BI to drive business growth in all of its markets.  A new set of Distributor Segmentation metrics are enabling a better understanding of distributor behaviors. A Global Scorecard that Amway developed provides key metrics at a market and global level for executive-level discussions. Product Analysis teams can now highlight repeat purchase rates, product penetration and the success of CRM campaigns. In the words of Dan and Mike, the addition of Exadata 11 months ago has been “a game changer.”  Amway has been able to dramatically reduce complexity, improve performance and increase business productivity and cost savings. For example, the number of indexes on the global data warehouse was reduced from more than 1,000 to less than 20.  Pulling data for the highest level distributors or the largest markets in the company now can be done in minutes instead of hours.  As a result, IT has shifted from performance tuning and keeping the system operational to higher-value business-focused activities. •       “The distributors that have been introduced to the BI reports have found them extremely helpful. Because they have never had this kind of information before, when they were presented with the reports, they wanted to take action immediately!”  -     Sales Development Manager in Latin America Without giving away more, the Amway case study presentation will be one of the unique customer sessions at OpenWorld this year. Speakers Dan Arganbright and Mike Olson have planned an interactive and entertaining session on Monday October 1 at 12:15pm in Moscone West, 2007. I’ll see you there!

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