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  • Form File Upload with other TextBox Inputs + Creating Custom Form Action attribute

    - by Jonathan Stowell
    Hi All, I am attempting to create a form where a user is able to enter your typical form values textboxes etc, but also upload a file as part of the form submission. This is my View code it can be seen that the File upload is identified by the MCF id: <% using (Html.BeginForm("Create", "Problem", FormMethod.Post, new { id = "ProblemForm", enctype = "multipart/form-data" })) {%> <p> <label for="StudentEmail">Student Email (*)</label> <br /> <%= Html.TextBox("StudentEmail", Model.Problem.StudentEmail, new { size = "30", maxlength=26 })%> <%= Html.ValidationMessage("StudentEmail", "*") %> </p> <p> <label for="Type">Communication Type (*)</label> <br /> <%= Html.DropDownList("Type") %> <%= Html.ValidationMessage("Type", "*") %> </p> <p> <label for="ProblemDateTime">Problem Date (*)</label> <br /> <%= Html.TextBox("ProblemDateTime", String.Format("{0:d}", Model.Problem.ProblemDateTime), new { maxlength = 10 })%> <%= Html.ValidationMessage("ProblemDateTime", "*") %> </p> <p> <label for="ProblemCategory">Problem Category (* OR Problem Outline)</label> <br /> <%= Html.DropDownList("ProblemCategory", null, "Please Select...")%> <%= Html.ValidationMessage("ProblemCategory", "*")%> </p> <p> <label for="ProblemOutline">Problem Outline (* OR Problem Category)</label> <br /> <%= Html.TextArea("ProblemOutline", Model.Problem.ProblemOutline, 6, 75, new { maxlength = 255 })%> <%= Html.ValidationMessage("ProblemOutline", "*") %> </p> <p> <label for="MCF">Mitigating Circumstance Form</label> <br /> <input id="MCF" type="file" /> <%= Html.ValidationMessage("MCF", "*") %> </p> <p> <label for="MCL">Mitigating Circumstance Level</label> <br /> <%= Html.DropDownList("MCL") %> <%= Html.ValidationMessage("MCL", "*") %> </p> <p> <label for="AbsentFrom">Date Absent From</label> <br /> <%= Html.TextBox("AbsentFrom", String.Format("{0:d}", Model.Problem.AbsentFrom), new { maxlength = 10 })%> <%= Html.ValidationMessage("AbsentFrom", "*") %> </p> <p> <label for="AbsentUntil">Date Absent Until</label> <br /> <%= Html.TextBox("AbsentUntil", String.Format("{0:d}", Model.Problem.AbsentUntil), new { maxlength = 10 })%> <%= Html.ValidationMessage("AbsentUntil", "*") %> </p> <p> <label for="AssessmentID">Assessment Extension</label> <br /> <%= Html.DropDownList("AssessmentID") %> <%= Html.ValidationMessage("AssessmentID", "*") %> <%= Html.TextBox("DateUntil", String.Format("{0:d}", Model.AssessmentExtension.DateUntil), new { maxlength = 16 })%> <%= Html.ValidationMessage("DateUntil", "*") %> </p> <p> <label for="Details">Assessment Extension Details</label> <br /> <%= Html.TextArea("Details", Model.AssessmentExtension.Details, 6, 75, new { maxlength = 255 })%> <%= Html.ValidationMessage("Details", "*") %> </p> <p> <label for="RequestedFollowUp">Requested Follow Up</label> <br /> <%= Html.TextBox("RequestedFollowUp", String.Format("{0:d}", Model.Problem.RequestedFollowUp), new { maxlength = 16 })%> <%= Html.ValidationMessage("RequestedFollowUp", "*") %> </p> <p> <label for="StaffEmail">Staff</label> <br /> <%= Html.ListBox("StaffEmail", Model.StaffEmail, new { @class = "multiselect" })%> <%= Html.ValidationMessage("StaffEmail", "*")%> </p> <p> <input class="button" type="submit" value="Create Problem" /> </p> This is my controller code: [AcceptVerbs(HttpVerbs.Post)] public ActionResult Create(Problem problem, AssessmentExtension assessmentExtension, Staff staffMember, HttpPostedFileBase file, string[] StaffEmail) { if (ModelState.IsValid) { try { Student student = studentRepository.GetStudent(problem.StudentEmail); Staff currentUserStaffMember = staffRepository.GetStaffWindowsLogon(User.Identity.Name); var fileName = Path.Combine(Request.MapPath("~/App_Data"), Path.GetFileName(file.FileName)); file.SaveAs(@"C:\Temp\" + fileName); if (problem.RequestedFollowUp.HasValue) { String meetingName = student.FirstName + " " + student.LastName + " " + "Mitigating Circumstance Meeting"; OutlookAppointment outlookAppointment = new OutlookAppointment(currentUserStaffMember.Email, meetingName, (DateTime)problem.RequestedFollowUp, (DateTime)problem.RequestedFollowUp.Value.AddMinutes(30)); } problemRepository.Add(problem); problemRepository.Save(); if (assessmentExtension.DateUntil != null) { assessmentExtension.ProblemID = problem.ProblemID; assessmentExtensionRepository.Add(assessmentExtension); assessmentExtensionRepository.Save(); } ProblemPrivacy problemPrivacy = new ProblemPrivacy(); problemPrivacy.ProblemID = problem.ProblemID; problemPrivacy.StaffEmail = currentUserStaffMember.Email; problemPrivacyRepository.Add(problemPrivacy); if (StaffEmail != null) { for (int i = 0; i < StaffEmail.Length; i++) { ProblemPrivacy probPrivacy = new ProblemPrivacy(); probPrivacy.ProblemID = problem.ProblemID; probPrivacy.StaffEmail = StaffEmail[i]; problemPrivacyRepository.Add(probPrivacy); } } problemPrivacyRepository.Save(); return RedirectToAction("Details", "Student", new { id = student.Email }); } catch { ModelState.AddRuleViolations(problem.GetRuleViolations()); } } return View(new ProblemFormViewModel(problem, assessmentExtension, staffMember)); } This form was working correctly before I had to switch to using a non-AJAX file upload, this was due to an issue with Flash when enabling Windows Authentication which I need to use. It appears that when I submit the form the file is not sent and I am unsure as to why? I have also been unsuccessful in finding an example online where a file upload is used in conjunction with other input types. Another query I have is that for Create, and Edit operations I have used a PartialView for my forms to make my application have higher code reuse. The form action is normally generated by just using: Html.BeginForm() And this populates the action depending on which Url is being used Edit or Create. However when populating HTML attributes you have to provide a action and controller value to pass HTML attributes. using (Html.BeginForm("Create", "Problem", FormMethod.Post, new { id = "ProblemForm", enctype = "multipart/form-data" })) Is it possible to somehow populate the action and controller value depending on the URL to maintain code reuse? Thinking about it whilst typing this I could set two values in the original controller action request view data and then just populate the value using the viewdata values? Any help on these two issues would be appreciated, I'm new to asp.net mvc :-) Thanks, Jon

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  • MovableType: Is it possible to have a rss feed for "todays" entries?

    - by tomwolber
    Background Our email vendor supports rss feeds for dynamic content, which we use successfully for "daily headline" type emails. This is a great help in automating many different emails that we don't have staffing to create daily. One of our staff as requested that his daily email (which has recent headlines from his Movable Type blog) only have headlines from entries posted on that day. My Question Since we use Movable Type for his blog, is there a way to generate a rss feed that only contains items posted on the current day?

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  • Installed Programs/Computer Info for Web Application

    - by Ryan Gyure
    I'm currently developing a support system for a university. The system is written in PHP and I would like to be able to get a current list of software and basic computer information on a computer. Basically when one of the faculty or staff creates a ticket from our web interface, I would like to have a Java Applet or similar that could be run and would return the information to the help desk PHP script. Does something like this exist?

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  • MYSQL get the name from another table that is associated with the first table

    - by Juan Gonzales
    I can't figure out why this statement is not working SELECT myChurches.id AS id, myChurches.church_name AS church_name FROM myChurches INNER JOIN church_staff ON church_staff.church_id=myChurches.id WHERE church_staff.mem_id='$logOptions_id' ORDER BY myChurches.church_name ASC Basically I need to find the person's that are staff members of a church from one table and want to get the 'name' of that church FROM the 'myChurches' table. Hopefully that makes sense. Thanks in advance

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  • Unzip files using JavaScript

    - by techfandu
    I want to display OpenOffice files, .odt and .odp at client side using a web browser. These files are zipped files. Using Ajax, I can get these files from server but these are zipped files. I have to unzip them using JavaScript, I have tried using inflate.js, http://www.onicos.com/staff/iz/amuse/javascript/expert/inflate.txt, but without success. How can I do this?

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  • What is the difference between deploying to com+/MTS using regsvr32?

    - by MatthewMartin
    We have a legacy VB6 component that was com+/MTS and is used by asp classic. Staff is having trouble with deployment. Would there be any harm in just using regsvr32 to register the DLL, which will be used by IIS? Alternatively---I won't touch COM+ with a 10 foot pole--so is there a suitable one line command to register a VB6 component with COM+/MTS using a 11 foot pole? My google fu is failing me.

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  • Mixing .NET versions between website and virtual directories and the "server application unavailable" error Message

    - by Doug Chamberlain
    Backstory Last month our development team created a new asp.net 3.5 application to place out on our production website. Once we had the work completed, we requested from the group that manages are server to copy the app out to our production site, and configure the virtual directory as a new application. On 12/27/2010, two public 'Gineau Pigs' were selected to use the app, and it worked great. On 12/30/2010, We received notification by internal staff, that when that staff member tried to access the application (this was the Business Process Owner) they recieved the 'Server Application Unavailable' message. When I called the group that does our server support, I was told that it probably failed, because I didn't close the connections in my code. However, the same group went in and then created a separate app pool for this Extension Request application. It has had no issues since. I did a little googling, since I do not like being blamed for things. I found that the 'Server Application Unavailable' message will also appear when you have multiple applications using different frameworks and you do not put them in different application pools. Technical Details - Tree of our website structure Main Website <-- ASP Classic +-Virtual Directory(ExtensionRequest) <-- ASP 3.5 From our server support group: 'Reviewed server logs and website setup in IIS. Had to reset the application pool as it was not working properly. This corrected the website and it is now back online. We went ahead and created a application pool for the extension web so it is isolated from the main site pool. In the past we have seen other application do this when there is a connection being left open and the pool fills up. Would recommend reviewing site code to make sure no connections are being left open.' The Real Question: What really caused the failure? Isn't the connection being left open issue an ASP Classic issue? Wouldn't the ExtensionRequest application have to be used (more than twice) in the first place to have the connections left open? Is it more likely the failure is caused by them not bothering to setup the new Application in it's own App Pool in the first place? Sorry for the long windedness

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  • how to restrict a web portal to a particular computer?

    - by ZX12R
    I am in the process of creating a Ruby on rails portal This portal requires a lot of data feeding by the site owner's back-office personnel. My client has this problem : the office staff should not be able to access the back office interface from any other than his office computers I have no idea how to achieve this. Is there a method for this? Thanks in advance.

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  • ASP.Net (C#) & MSQL -or- PHP & MySQL for Performance?

    - by Mike Curry
    Money, Staff, Skill and preference to open source or commercial is neutral. Lets take the best of the best programmers (for arguments sake) and think about this: What will perform better overall: PHP & MySQL or ASP.Net & Microsoft SQL (I don't want biased answers, just looking for Performance, and Speed).

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  • jquery .get/.post not working on ie 7 or 8, works fine in ff

    - by Samutz
    I have basically this on a page: <script type="text/javascript"> function refresh_context() { $("#ajax-context").html("Searching..."); $.get("/ajax/ldap_search.php", {cn: $("#username").val()}, function(xml) { $("#ajax-context").html($("display", xml).text()); $("#context").val($("context", xml).text()); }, 'xml'); } $(document).ready(function() { $("#username").blur(refresh_context); }); </script> <input type="text" name="username" id="username" maxlength="255" value="" /> <input type="hidden" name="context" id="context" value=""/> <div id="ajax-context"></div> What it should do (and does fine on Firefox) is when you type a username in to the #username field, it will run /ajax/ldap_search.php?cn=$username, which searches our company's ldap for the username and returns it's raw context and a formatted version of the context like this: <result> <display>Staff -&gt; Accounting -&gt; John Smith</display> <context>cn=jsmith,ou=Accounting,ou=Staff,ou=Users,o=MyOrg</context> </result> The formatted version (display) goes to the div #ajax-context and goes to the hidden input #context. (Also, the - are actually - "& g t ;" (without spaces)). However, on IE the div stays stuck on "Searching..." and the hidden input value stays blank. I've tried both .get and .post and neither work. I'm sure it's failing on the .get because if I try this, I don't even get the alert: $.get("/ajax/ldap_search.php", {cn: $("#username").val()}, function() { alert("Check"); }); Also, IE doesn't give me any script errors. Edit: Added "$(document).ready(function() {", the .blur was already in it in my code, but I forgot to include that in my post. Edit 2: The request is being sent and apache2 is receiving it: 10.135.128.96 - - [01/May/2009:10:04:27 -0500] "GET /ajax/ldap_search.php?cn=i_typed_this_in_IE HTTP/1.1" 200 69

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  • Network Restructure Method for Double-NAT network

    - by Adrian
    Due to a series of poor network design decisions (mostly) made many years ago in order to save a few bucks here and there, I have a network that is decidedly sub-optimally architected. I'm looking for suggestions to improve this less-than-pleasant situation. We're a non-profit with a Linux-based IT department and a limited budget. (Note: None of the Windows equipment we have runs does anything that talks to the Internet nor do we have any Windows admins on staff.) Key points: We have a main office and about 12 remote sites that essentially double NAT their subnets with physically-segregated switches. (No VLANing and limited ability to do so with current switches) These locations have a "DMZ" subnet that are NAT'd on an identically assigned 10.0.0/24 subnet at each site. These subnets cannot talk to DMZs at any other location because we don't route them anywhere except between server and adjacent "firewall". Some of these locations have multiple ISP connections (T1, Cable, and/or DSLs) that we manually route using IP Tools in Linux. These firewalls all run on the (10.0.0/24) network and are mostly "pro-sumer" grade firewalls (Linksys, Netgear, etc.) or ISP-provided DSL modems. Connecting these firewalls (via simple unmanaged switches) is one or more servers that must be publically-accessible. Connected to the main office's 10.0.0/24 subnet are servers for email, tele-commuter VPN, remote office VPN server, primary router to the internal 192.168/24 subnets. These have to be access from specific ISP connections based on traffic type and connection source. All our routing is done manually or with OpenVPN route statements Inter-office traffic goes through the OpenVPN service in the main 'Router' server which has it's own NAT'ing involved. Remote sites only have one server installed at each site and cannot afford multiple servers due to budget constraints. These servers are all LTSP servers several 5-20 terminals. The 192.168.2/24 and 192.168.3/24 subnets are mostly but NOT entirely on Cisco 2960 switches that can do VLAN. The remainder are DLink DGS-1248 switches that I am not sure I trust well enough to use with VLANs. There is also some remaining internal concern about VLANs since only the senior networking staff person understands how it works. All regular internet traffic goes through the CentOS 5 router server which in turns NATs the 192.168/24 subnets to the 10.0.0.0/24 subnets according to the manually-configured routing rules that we use to point outbound traffic to the proper internet connection based on '-host' routing statements. I want to simplify this and ready All Of The Things for ESXi virtualization, including these public-facing services. Is there a no- or low-cost solution that would get rid of the Double-NAT and restore a little sanity to this mess so that my future replacement doesn't hunt me down? Basic Diagram for the main office: These are my goals: Public-facing Servers with interfaces on that middle 10.0.0/24 network to be moved in to 192.168.2/24 subnet on ESXi servers. Get rid of the double NAT and get our entire network on one single subnet. My understanding is that this is something we'll need to do under IPv6 anyway, but I think this mess is standing in the way.

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  • Samba doesnt require password on xbmc but does on ubuntu

    - by Chris
    I have samba setup on a fedora 13 machine, and I use it to share with my xbmc client in the family room. When I set this up there no password or anything was required I merely entered in paths such as: smb://<host>/<share> and all worked. Now on my ubuntu 10.04 machine when I try to access the same hosts, for example through smbmount though I receive an error. smbmount //media/Music ~/Music/ # media is in my /etc/hosts and resolves to # correct IP address for the machine I receive error: operation not permitted after pressing enter when it prompts for password. Here is my entry from /etc/samba/smb.conf: [global] workgroup = WORKGROUP server string = Samba Server Version %v # log files split per-machine: log file = /var/log/samba/log.%m # maximum size of 50KB per log file, then rotate: max log size = 50 security = user passdb backend = tdbsam ; security = domain ; passdb backend = tdbsam ; realm = MY_REALM ; password server = <NT-Server-Name> ; security = user ; passdb backend = tdbsam ; domain master = yes ; domain logons = yes ; logon script = %m.bat ; logon script = %u.bat ; logon path = \\%L\Profiles\%u ; logon path = ; add user script = /usr/sbin/useradd "%u" -n -g users ; add group script = /usr/sbin/groupadd "%g" ; add machine script = /usr/sbin/useradd -n -c "Workstation (%u)" -M -d /nohome -s /bin/false "%u" ; delete user script = /usr/sbin/userdel "%u" ; delete user from group script = /usr/sbin/userdel "%u" "%g" ; delete group script = /usr/sbin/groupdel "%g" ; local master = no ; os level = 33 ; preferred master = yes ; wins support = yes ; wins server = w.x.y.z ; wins proxy = yes ; dns proxy = yes load printers = yes cups options = raw ; printcap name = /etc/printcap # obtain a list of printers automatically on UNIX System V systems: ; printcap name = lpstat ; printing = cups ; map archive = no ; map hidden = no ; map read only = no ; map system = no ; store dos attributes = yes #============================ Share Definitions ============================== [homes] comment = Home Directories browseable = no writable = yes ; valid users = %S ; valid users = MYDOMAIN\%S # Un-comment the following and create the netlogon directory for Domain Logons: ; [netlogon] ; comment = Network Logon Service ; path = /var/lib/samba/netlogon ; guest ok = yes ; writable = no ; share modes = no # Un-comment the following to provide a specific roving profile share. # The default is to use the user's home directory: ; [Profiles] ; path = /var/lib/samba/profiles ; browseable = no ; guest ok = yes # A publicly accessible directory that is read only, except for users in the # "staff" group (which have write permissions): ; [public] ; comment = Public Stuff ; path = /home/samba ; public = yes ; writable = yes ; printable = no ; write list = +staff [tv] comment = TV path = /media/Isos/tv public = yes writable = yes printable = no write list = +media [music] comment = Music path = /media/Storage/music/ public = yes writable = yes printable = no write list = +media [pictures] comment = Pictures path = /media/Storage/pictures public = yes writable = yes printable = no write list = +media

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  • Another Marketing Conference, part two – the afternoon

    - by Roger Hart
    In my previous post, I’ve covered the morning sessions at AMC2012. Here’s the rest of the write-up. I’ve skipped Charles Nixon’s session which was a blend of funky futurism and professional development advice, but you can see his slides here. I’ve also skipped the Google presentation, as it was a little thin on insight. 6 – Brand ambassadors: Getting universal buy in across the organisation, Vanessa Northam Slides are here This was the strongest enforcement of the idea that brand and campaign values need to be delivered throughout the organization if they’re going to work. Vanessa runs internal communications at e-on, and shared her experience of using internal comms to align an organization and thereby get the most out of a campaign. She views the purpose of internal comms as: “…to help leaders, to communicate the purpose and future of an organization, and support change.” This (and culture) primes front line staff, which creates customer experience and spreads brand. You ensure a whole organization knows what’s going on with both internal and external comms. If everybody is aligned and informed, if everybody can clearly articulate your brand and campaign goals, then you can turn everybody into an advocate. Alignment is a powerful tool for delivering a consistent experience and message. The pathological counter example is the one in which a marketing message goes out, which creates inbound customer contacts that front line contact staff haven’t been briefed to handle. The NatWest campaign was again mentioned in this context. The good example was e-on’s cheaper tariff campaign. Building a groundswell of internal excitement, and even running an internal launch meant everyone could contribute to a good customer experience. They found that meter readers were excited – not a group they’d considered as obvious in providing customer experience. But they were a group that has a lot of face-to-face contact with customers, and often were asked questions they may not have been briefed to answer. Being able to communicate a simple new message made it easier for them, and also let them become a sales and marketing asset to the organization. 7 – Goodbye Internet, Hello Outernet: the rise and rise of augmented reality, Matt Mills I wasn’t going to write this up, because it was essentially a sales demo for Aurasma. But the technology does merit some discussion. Basically, it replaces QR codes with visual recognition, and provides a simple-looking back end for attaching content. It’s quite sexy. But here’s my beef with it: QR codes had a clear visual language – when you saw one you knew what it was and what to do with it. They were clunky, but they had the “getting started” problem solved out of the box once you knew what you were looking at. However, they fail because QR code reading isn’t native to the platform. You needed an app, which meant you needed to know to download one. Consequentially, you can’t use QR codes with and ubiquity, or depend on them. This means marketers, content providers, etc, never pushed them, and they remained and awkward oddity, a minority sport. Aurasma half solves problem two, and re-introduces problem one, making it potentially half as useful as a QR code. It’s free, and you can apparently build it into your own apps. Add to that the likelihood of it becoming native to the platform if it takes off, and it may have legs. I guess we’ll see. 8 – We all need to code, Helen Mayor Great title – good point. If there was anybody in the room who didn’t at least know basic HTML, and if Helen’s presentation inspired them to learn, that’s fantastic. However, this was a half hour sales pitch for a basic coding training course. Beyond advocating coding skills it contained no useful content. Marketers may also like to consider some of these resources if they’re looking to learn code: Code Academy – free interactive tutorials Treehouse – learn web design, web dev, or app dev WebPlatform.org – tutorials and documentation for web tech  11 – Understanding our inner creativity, Margaret Boden This session was the most theoretical and probably least actionable of the day. It also held my attention utterly. Margaret spoke fluently, fascinatingly, without slides, on the subject of types of creativity and how they work. It was splendid. Yes, it raised a wry smile whenever she spoke of “the content of advertisements” and gave an example from 1970s TV ads, but even without the attempt to meet the conference’s theme this would have been thoroughly engaging. There are, Margaret suggested, three types of creativity: Combinatorial creativity The most common form, and consisting of synthesising ideas from existing and familiar concepts and tropes. Exploratory creativity Less common, this involves exploring the limits and quirks of a particular constraint or style. Transformational creativity This is uncommon, and arises from finding a way to do something that the existing rules would hold to be impossible. In essence, this involves breaking one of the constraints that exploratory creativity is composed from. Combinatorial creativity, she suggested, is particularly important for attaching favourable ideas to existing things. As such is it probably worth developing for marketing. Exploratory creativity may then come into play in something like developing and optimising an idea or campaign that now has momentum. Transformational creativity exists at the edges of this exploration. She suggested that products may often be transformational, but that marketing seemed unlikely to in her experience. This made me wonder about Listerine. Crucially, transformational creativity is characterised by there being some element of continuity with the strictures of previous thinking. Once it has happened, there may be  move from a revolutionary instance into an explored style. Again, from a marketing perspective, this seems to chime well with the thinking in Youngme Moon’s book: Different Talking about the birth of Modernism is visual art, Margaret pointed out that transformational creativity has historically risked a backlash, demanding what is essentially an education of the market. This is best accomplished by referring back to the continuities with the past in order to make the new familiar. Thoughts The afternoon is harder to sum up than the morning. It felt less concrete, and was troubled by a short run of poor presentations in the middle. Mainly, I found myself wrestling with the internal comms issue. It’s one of those things that seems astonishingly obvious in hindsight, but any campaign – particularly any large one – is doomed if the people involved can’t believe in it. We’ve run things here that haven’t gone so well, of course we have; who hasn’t? I’m not going to air any laundry, but people not being informed (much less aligned) feels like a common factor. It’s tough though. Managing and anticipating information needs across an organization of any size can’t be easy. Even the simple things like ensuring sales and support departments know what’s in a product release, and what messages go with it are easy to botch. The thing I like about framing this as a brand and campaign advocacy problem is that it makes it likely to get addressed. Better is always sexier than less-worse. Any technical communicator who’s ever felt crowded out by a content strategist or marketing copywriter  knows this – increasing revenue gets a seat at the table far more readily than reducing support costs, even if the financial impact is identical. So that’s it from AMC. The big thought-provokers were social buying behaviour and eliciting behaviour change, and the value of internal communications in ensuring successful campaigns and continuity of customer experience. I’ll be chewing over that for a while, and I’d definitely return next year.      

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  • Company Review: Google Products

    Google, Inc offers an array of products and services to all of its end-users. However their search capabilities are the foundation for Google’s current success and their primary business focus. Currently, Google offers over twenty different search applications that allow users to search the internet for books, maps, videos, images, products and much more. Their product decisions have allowed users demands to be met while focusing on the free based model. This allows users to access Google data free of charge and indirectly gives Google a strong competitive advantage of other competitors along with the accuracy of the search results. According to Google, Inc, they offer the following types of searching capabilities: Alerts Get email updates on the topics of your choice Blog Search Find blogs on your favorite topics  Books Search the full text of books  Custom Search Create a customized search experience for your community  Desktop Search and personalize your computer  Dictionary Search for definitions of words and phrases Directory Search the web, organized by topic or category Earth Explore the world from your computer Finance Business info, news and interactive charts GOOG-411 Find and connect for free with businesses from your phone  Images Search for images on the web Maps View maps and directions News Search thousands of news stories Patent Search Search the full text of US Patents Product Search Search for stuff to buy Scholar Search scholarly papers Toolbar Add a search box to your browser Trends Explore past and present search trends Videos Search for videos on the web Web Search Search billions of web pages Web Search Features Find movies, music, stocks, books and more mapping Google’s free based business model is only one way it differentiates itself from its competition. There is also a strong focus on the accuracy of search results and the speed in which they are returned to the end-user. Quality function deployment (QFD) is a structured method used to help connect user needs to the design features of a project proposed to address those needs. This method is particularly useful in accounting for needs that are not easily articulated or precisely defined according to the U. S. Department of Transportation Federal Highway Administration. Due to the fact that QFD is so customer driven Google is always in a constant state of change in attempt to reengineer its search algorithms, and other dependant systems so that end-users requirements are constantly being met. Value engineering is a key example of this, Google is constantly trying to improve all aspects of its products, improve system maintainability, and system interoperability. Bridgefield Group defines value engineering as an organized methodology that identifies and selects the lowest lifecycle cost options in design, materials and processes that achieves the desired level of performance, reliability and customer satisfaction. In addition, it seeks to remove unnecessary costs in the above areas and is often a joint effort with cross-functional internal teams and relevant suppliers. Common issues that appear when developing large scale systems like Google’s search applications include modular design of a product and/or service and providing accurate value analysis. A design approach that adheres to four fundamental tenets of cohesiveness, encapsulation, self-containment, and high binding to design a system component as an independently operable unit subject to change is how the Open System Joint Task Force defines modular design. More specifically M. S. Schmaltz defines modular software design as having a large collection of statements strung together in one partition of in-line code; we segment or divide the statements into logical groups called modules. Each module performs one or two tasks, and then passes control to another module. By breaking up the code into "bite-sized chunks", so to speak, we are able to better control the flow of data and control. This is especially true in large software systems. Value analysis is a process to evaluate products and services based on effectiveness, safety, and cost. Value analysis involves assessing the quality as well as the cost of a product or service as defined by the Healthcare Financial Management Association.  “Operations Management deals with the design and management of products, processes, services and supply chains. It considers the acquisition, development, and utilization of resources that firms need to deliver the goods and services their clients want.” (MIT,2010) Google, Inc encourages an open environment between all employees, also known as Googlers. This is reinforced by a cross-section team or cross-functional teams comprised from multiple departments assigned to every project so that every department like marketing, finance, and quality assurance has input on every project. In addition, Google is known for their openness to new ideas regardless of the status or seniority of an employee. In fact, Google allows for 20% of an employee’s time can be devoted to developing new ideas and/or pet projects. HumTech.com defines a cross-functional team as a collection of people with varied levels of skills and experience brought together to accomplish a task. As the name implies, Cross-Functional Team members come from different organizational units. Cross-Functional Teams may be permanent or ad hoc. Google’s search application product strategy primarily focuses on mass customization. This is allows Google to create a base search application and allows results to be returned to the end-users quickly based on specific parameters and search settings. In addition, they also store the data that is returned in case other desire the same results based on other end-users supplying the same customized settings. This allows Google to appear to render search results in virtually real-time to the user while allowing for complete customization of the searching criteria. Greg Vogl, a professor at Uganda Martyrs University, defines mass customization as when a business gives its customers the opportunity to tailor its products or services to the customer's specifications. The IT staff at Google play a key role in ensuring that the search application’s product strategy is maintained simply because the IT staff designs, develops, and maintains all of their proprietary applications. In fact, they also maintain all network infrastructure to ensure that it is available to all end-users. References: http://www.google.com/intl/en/options/ http://ops.fhwa.dot.gov/freight/publications/ftat_user_guide/sec5.htm http://www.bridgefieldgroup.com/bridgefieldgroup/glos9.htm#V http://www.acq.osd.mil/osjtf/termsdef.html http://www.cise.ufl.edu/~mssz/Pascal-CGS2462/prog-dsn.html http://www.hfma.org/publications/business_caring_newsletter/exclusives/Supply+and+Inventory+Terms+Defined.htm http://mitsloan.mit.edu/omg/om-definition.php http://www.humtech.com/opm/grtl/ols/ols3.cfm http://www.gregvogl.net/courses/mis1/glossary.htm

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  • Tailoring the Oracle Fusion Applications User Interface with Oracle Composer

    - by mvaughan
    By Killian Evers, Oracle Applications User Experience Changing the user interface (UI) is one of the most common modifications customers perform to Oracle Fusion Applications. Typically, customers add or remove a field based on their needs. Oracle makes the process of tailoring easier for customers, and reduces the burden for their IT staff, which you can read about on the Usable Apps website or in an earlier VoX post.This is the first in a series of posts that will talk about the tools that Oracle has provided for tailoring with its family of composers. These tools are designed for business systems analysts, and they allow employees other than IT staff to make changes in an upgrade-safe and patch-friendly manner. Let’s take a deep dive into one of these composers, the Oracle Composer. Oracle Composer allows business users to modify existing UIs after they have been deployed and are in use. It is an integral component of our SaaS offering. Using Oracle Composer, users can control:     •    Who sees the changes     •    When the changes are made     •    What changes are made Change for me, change for you, change for all of youOne of the most powerful aspects of Oracle Composer is its flexibility. Oracle uses Oracle Composer to make changes for a user or group of users – those who see the changes. A user of Oracle Fusion Applications can make changes to the user interface at runtime via Oracle Composer, and these changes will remain every time they log into the system. For example, they can rearrange certain objects on a page, add and remove designated content, and save queries.Business systems analysts can make changes to Oracle Fusion Application UIs for groups of users or all users. Oracle’s Fusion Middleware Metadata Services (MDS) stores these changes and retrieves them at runtime, merging customizations with the base metadata and revealing the final experience to the end user. A tailored application can have multiple customization layers, and some layers can be specific to certain Fusion Applications. Some examples of customization layers are: site, organization, country, or role. Customization layers are applied in a specific order of precedence on top of the base application metadata. This image illustrates how customization layers are applied.What time is it?Users make changes to UIs at design time, runtime, and design time at runtime. Design time changes are typically made by application developers using an integrated development environment, or IDE, such as Oracle JDeveloper. Once made, these changes are then deployed to managed servers by application administrators. Oracle Composer covers the other two areas: Runtime changes and design time at runtime changes. When we say users are making changes at runtime, we mean that the changes are made within the running application and take effect immediately in the running application. A prime example of this ability is users who make changes to their running application that only affect the UIs they see. What is new with Oracle Composer is the last area: Design time at runtime.  A business systems analyst can make changes to the UIs at runtime but does not have to make those changes immediately to the application. These changes are stored as metadata, separate from the base application definitions. Customizations made at runtime can be saved in a sandbox so that the changes can be isolated and validated before being published into an environment, without the need to redeploy the application. What can I do?Oracle Composer can be run in one of two modes. Depending on which mode is chosen, you may have different capabilities available for changing the UIs. The first mode is view mode, the most common default mode for most pages. This is the mode that is used for personalizations or user customizations. Users can access this mode via the Personalization link (see below) in the global region on Oracle Fusion Applications pages. In this mode, you can rearrange components on a page with drag-and-drop, collapse or expand components, add approved external content, and change the overall layout of a page. However, all of the changes made this way are exclusive to that particular user.The second mode, edit mode, is typically made available to select users with access privileges to edit page content. We call these folks business systems analysts. This mode is used to make UI changes for groups of users. Users with appropriate privileges can access the edit mode of Oracle Composer via the Administration menu (see below) in the global region on Oracle Fusion Applications pages. In edit mode, users can also add components, delete components, and edit component properties. While in edit mode in Oracle Composer, there are two views that assist the business systems analyst with making UI changes: Design View and Source View (see below). Design View, the default view, is a WYSIWYG rendering of the page and its content. The business systems analyst can perform these actions: Add content – including custom content like a portlet displaying news or stock quotes, or predefined content delivered from Oracle Fusion Applications (including ADF components and task flows) Rearrange content – performed via drag-and-drop on the page or by using the actions menu of a component or portlet to move content around Edit component properties and parameters – for specific components, control the visual properties such as text or display labels, or parameters such as RSS feeds Hide or show components – hidden components can be re-shown Delete components Change page layout – users can select from eight pre-defined layouts Edit page properties – create or edit a page’s parameters and display properties Reset page customizations – remove edits made to the page in the current layer and/or reset the page to a previous state. Detailed information on each of these capabilities and the additional actions not covered in the list above can be found in the Oracle® Fusion Middleware Developer's Guide for Oracle WebCenter.This image shows what the screen looks like in Design View.Source View, the second option in the edit mode of Oracle Composer, provides a WYSIWYG and a hierarchical rendering of page components in a component navigator. In Source View, users can access and modify properties of components that are not otherwise selectable in Design View. For example, many ADF Faces components can be edited only in Source View. Users can also edit components within a task flow. This image shows what the screen looks like in Source View.Detailed information on Source View can be found in the Oracle® Fusion Middleware Developer's Guide for Oracle WebCenter.Oracle Composer enables any application or portal to be customized or personalized after it has been deployed and is in use. It is designed to be extremely easy to use so that both business systems analysts and users can edit Oracle Fusion Applications pages with a few clicks of the mouse. Oracle Composer runs in all modern browsers and provides a rich, dynamic way to edit JSF application and portal pages.From the editor: The next post in this series about composers will be on Data Composer. You can also catch Killian speaking about extensibility at OpenWorld 2012 and in her Faces of Fusion video.

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  • A Good Developer is So Hard to Find

    - by James Michael Hare
    Let me start out by saying I want to damn the writers of the Toughest Developer Puzzle Ever – 2. It is eating every last shred of my free time! But as I've been churning through each puzzle and marvelling at the brain teasers and trivia within, I began to think about interviewing developers and why it seems to be so hard to find good ones.  The problem is, it seems like no matter how hard we try to find the perfect way to separate the chaff from the wheat, inevitably someone will get hired who falls far short of expectations or someone will get passed over for missing a piece of trivia or a tricky brain teaser that could have been an excellent team member.   In shops that are primarily software-producing businesses or other heavily IT-oriented businesses (Microsoft, Amazon, etc) there often exists a much tighter bond between HR and the hiring development staff because development is their life-blood. Unfortunately, many of us work in places where IT is viewed as a cost or just a means to an end. In these shops, too often, HR and development staff may work against each other due to differences in opinion as to what a good developer is or what one is worth.  It seems that if you ask two different people what makes a good developer, often you will get three different opinions.   With the exception of those shops that are purely development-centric (you guys have it much easier!), most other shops have management who have very little knowledge about the development process.  Their view can often be that development is simply a skill that one learns and then once aquired, that developer can produce widgets as good as the next like workers on an assembly-line floor.  On the other side, you have many developers that feel that software development is an art unto itself and that the ability to create the most pure design or know the most obscure of keywords or write the shortest-possible obfuscated piece of code is a good coder.  So is it a skill?  An Art?  Or something entirely in between?   Saying that software is merely a skill and one just needs to learn the syntax and tools would be akin to saying anyone who knows English and can use Word can write a 300 page book that is accurate, meaningful, and stays true to the point.  This just isn't so.  It takes more than mere skill to take words and form a sentence, join those sentences into paragraphs, and those paragraphs into a document.  I've interviewed candidates who could answer obscure syntax and keyword questions and once they were hired could not code effectively at all.  So development must be more than a skill.   But on the other end, we have art.  Is development an art?  Is our end result to produce art?  I can marvel at a piece of code -- see it as concise and beautiful -- and yet that code most perform some stated function with accuracy and efficiency and maintainability.  None of these three things have anything to do with art, per se.  Art is beauty for its own sake and is a wonderful thing.  But if you apply that same though to development it just doesn't hold.  I've had developers tell me that all that matters is the end result and how you code it is entirely part of the art and I couldn't disagree more.  Yes, the end result, the accuracy, is the prime criteria to be met.  But if code is not maintainable and efficient, it would be just as useless as a beautiful car that breaks down once a week or that gets 2 miles to the gallon.  Yes, it may work in that it moves you from point A to point B and is pretty as hell, but if it can't be maintained or is not efficient, it's not a good solution.  So development must be something less than art.   In the end, I think I feel like development is a matter of craftsmanship.  We use our tools and we use our skills and set about to construct something that satisfies a purpose and yet is also elegant and efficient.  There is skill involved, and there is an art, but really it boils down to being able to craft code.  Crafting code is far more than writing code.  Anyone can write code if they know the syntax, but so few people can actually craft code that solves a purpose and craft it well.  So this is what I want to find, I want to find code craftsman!  But how?   I used to ask coding-trivia questions a long time ago and many people still fall back on this.  The thought is that if you ask the candidate some piece of coding trivia and they know the answer it must follow that they can craft good code.  For example:   What C++ keyword can be applied to a class/struct field to allow it to be changed even from a const-instance of that class/struct?  (answer: mutable)   So what do we prove if a candidate can answer this?  Only that they know what mutable means.  One would hope that this would infer that they'd know how to use it, and more importantly when and if it should ever be used!  But it rarely does!  The problem with triva questions is that you will either: Approve a really good developer who knows what some obscure keyword is (good) Reject a really good developer who never needed to use that keyword or is too inexperienced to know how to use it (bad) Approve a really bad developer who googled "C++ Interview Questions" and studied like hell but can't craft (very bad) Many HR departments love these kind of tests because they are short and easy to defend if a legal issue arrises on hiring decisions.  After all it's easy to say a person wasn't hired because they scored 30 out of 100 on some trivia test.  But unfortunately, you've eliminated a large part of your potential developer pool and possibly hired a few duds.  There are times I've hired candidates who knew every trivia question I could throw out them and couldn't craft.  And then there are times I've interviewed candidates who failed all my trivia but who I took a chance on who were my best finds ever.    So if not trivia, then what?  Brain teasers?  The thought is, these type of questions measure the thinking power of a candidate.  The problem is, once again, you will either: Approve a good candidate who has never heard the problem and can solve it (good) Reject a good candidate who just happens not to see the "catch" because they're nervous or it may be really obscure (bad) Approve a candidate who has studied enough interview brain teasers (once again, you can google em) to recognize the "catch" or knows the answer already (bad). Once again, you're eliminating good candidates and possibly accepting bad candidates.  In these cases, I think testing someone with brain teasers only tests their ability to answer brain teasers, not the ability to craft code. So how do we measure someone's ability to craft code?  Here's a novel idea: have them code!  Give them a computer and a compiler, or a whiteboard and a pen, or paper and pencil and have them construct a piece of code.  It just makes sense that if we're going to hire someone to code we should actually watch them code.  When they're done, we can judge them on several criteria: Correctness - does the candidate's solution accurately solve the problem proposed? Accuracy - is the candidate's solution reasonably syntactically correct? Efficiency - did the candidate write or use the more efficient data structures or algorithms for the job? Maintainability - was the candidate's code free of obfuscation and clever tricks that diminish readability? Persona - are they eager and willing or aloof and egotistical?  Will they work well within your team? It may sound simple, or it may sound crazy, but when I'm looking to hire a developer, I want to see them actually develop well-crafted code.

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  • Windows 8 Launch&ndash;Why OEM and Retailers Should STFU

    - by D'Arcy Lussier
    Microsoft has gotten a lot of flack for the Surface from OEM/hardware partners who create Windows-based devices and I’m sure, to an extent, retailers who normally stock and sell Windows-based devices. I mean we all know how this is supposed to work – Microsoft makes the OS, partners make the hardware, retailers sell the hardware. Now Microsoft is breaking the rules by not only offering their own hardware but selling them via online and through their Microsoft branded stores! The thought has been that Microsoft is trying to set a standard for the other hardware companies to reach for. Maybe. I hope, at some level, Microsoft may be covertly responding to frustrations associated with trusting the OEMs and Retailers to deliver on their part of the supply chain. I know as a consumer, I’m very frustrated with the Windows 8 launch. Aside from the Surface sales, there’s nothing happening at the retail level. Let me back up and explain. Over the weekend I visited a number of stores in hopes of trying out various Windows 8 devices. Out of three retailers (Staples, Best Buy, and Future Shop), not *one* met my expectations. Let me be honest with you Staples, I never really have high expectations from your computer department. If I need paper or pens, whatever, but computers – you’re not the top of my list for price or selection. Still, considering you flaunted Win 8 devices in your flyer I expected *something* – some sign of effort that you took the Windows 8 launch seriously. As I entered the 1910 Pembina Highway location in Winnipeg, there was nothing – no signage, no banners – nothing that would suggest Windows 8 had even launched. I made my way to the laptops. I had to play with each machine to determine which ones were running Windows 8. There wasn’t anything on the placards that made it obvious which were Windows 8 machines and which ones were Windows 7. Likewise, there was no easy way to identify the touch screen laptop (the HP model) from the others without physically touching the screen to verify. Horrible experience. In the same mall as the Staples I mentioned above, there’s a Future Shop. Surely they would be more on the ball. I walked in to the 1910 Pembina Highway location and immediately realized I would not get a better experience. Except for the sign by the front door mentioning Windows 8, there was *nothing* in the computer department pointing you to the Windows 8 devices. Like in Staples, the Win 8 laptops were mixed in with the Win 7 ones and there was nothing notable calling out which ones were running Win 8. I happened to hit up the St. James Street location today, thinking since its a busier store they must have more options. To their credit, they did have two staff members decked out in Windows 8 shirts and who were helping a customer understand Windows 8. But otherwise, there was nothing highlighting the Windows 8 devices and they were again mixed in with the rest of the Win 7 machines. Finally, we have the St. James Street Best Buy location here in Winnipeg. I’m sure Best Buy will have their act together. Nope, not even close. Same story as the others: minimal signage (there was a sign as you walked in with a link to this schedule of demo days), Windows 8 hardware mixed with the rest of the PC offerings, and no visible call-outs identifying which were Win 8 based. This meant that, like Future Shop and Staples, if you wanted to know which machine had Windows 8 you had to go and scrutinize each machine. Also, there was nothing identifying which ones were touch based and which were not. Just Another Day… To these retailers, it seemed that the Windows 8 launch was just another day, with another product to add to the showroom floor. Meanwhile, Apple has their dedicated areas *in all three stores*. It was dead simple to find where the Apple products were compared to the Windows 8 products. No wonder Microsoft is starting to push their own retail stores. No wonder Microsoft is trying to funnel orders through them instead of relying on these bloated retail big box stores who obviously can’t manage a product launch. It’s Not Just The Retailers… Remember when the Acer CEO, Founder, and President of Computer Global Operations all weighed in on how Microsoft releasing the Surface would have a “huge negative impact for the ecosystem and other brands may take a negative reaction”? Also remember the CEO stating “[making hardware] is not something you are good at so please think twice”? Well the launch day has come and gone, and so far Microsoft is the only one that delivered on having hardware available on the October 26th date. Oh sure, there are laptops running Windows 8 – but all in one desktop PCs? I’ve only seen one or two! And tablets are *non existent*, with some showing an early to late November availability on Best Buy’s website! So while the retailers could be doing more to make it easier to find Windows 8 devices, the manufacturers could help by *getting devices into stores*! That’s supposedly something that these companies are good at, according to the Acer CEO. So Here’s What the Retailers and Manufacturers Need To Do… Get Product Out The pivotal timeframe will be now to the end of November. We need to start seeing all these fantastic pieces of hardware ship – including the Samsung ATIV Smart PC Pro, the Acer Iconia, the Asus TAICHI 21, and the sexy Samsung Series 7 27” desktop. It’s not enough to see product announcements, we need to see actual devices. Make It Easy For Customers To Find Win8 Devices You want to make it easy to sell these things? Make it easy for people to find them! Have staff on hand that really know how these devices run and what can be done with them. Don’t just have a single demo day, have people who can demo it every day! Make It Easy to See the Features There’s touch screen desktops, touch screen laptops, tablets, non-touch laptops, etc. People need to easily find the features for each machine. If I’m looking for a touch-laptop, I shouldn’t need to sift through all the non-touch laptops to find them – at the least, I need to quickly be able to see which ones are touch. I feel silly even typing this because this should be retail 101 and I have no retail background (but I do have an extensive background as a customer). In Summary… Microsoft launching the Surface and selling them through their own channels isn’t slapping its OEM and retail partners in the face; its slapping them to wake the hell up and stop coasting through Windows launch events like they don’t matter. Unless I see some improvements from vendors and retailers in November, I may just hold onto my money for a Surface Pro even if I have to wait until early 2013. Your move OEM/Retailers. *Update – While my experience has been in Winnipeg, similar experiences have been voiced from colleagues in Calgary and Edmonton.

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  • Design for complex ATG applications

    - by Glen Borkowski
    Overview Needless to say, some ATG applications are more complex than others.  Some ATG applications support a single site, single language, single catalog, single currency, have a single development staff, single business team, and a relatively simple business model.  The real complex applications have to support multiple sites, multiple languages, multiple catalogs, multiple currencies, a couple different development teams, multiple business teams, and a highly complex business model (and processes to go along with it).  While it's still important to implement a proper design for simple applications, it's absolutely critical to do this for the complex applications.  Why?  It's all about time and money.  If you are unable to manage your complex applications in an efficient manner, the cost of managing it will increase dramatically as will the time to get things done (time to market).  On the positive side, your competition is most likely in the same situation, so you just need to be more efficient than they are. This article is intended to discuss a number of key areas to think about when designing complex applications on ATG.  Some of this can get fairly technical, so it may help to get some background first.  You can get enough of the required background information from this post.  After reading that, come back here and follow along. Application Design Of all the various types of ATG applications out there, the most complex tend to be the ones in the telecommunications industry - especially the ones which operate in multiple countries.  To get started, let's assume that we are talking about an application like that.  One that has these properties: Operates in multiple countries - must support multiple sites, catalogs, languages, and currencies The organization is fairly loosely-coupled - single brand, but different businesses across different countries There is some common functionality across all sites in all countries There is some common functionality across different sites within the same country Sites within a single country may have some unique functionality - relative to other sites in the same country Complex product catalog (mostly in terms of bundles, eligibility, and compatibility) At this point, I'll assume you have read through the required reading and have a decent understanding of how ATG modules work... Code / configuration - assemble into modules When it comes to defining your modules for a complex application, there are a number of goals: Divide functionality between the modules in a way that maps to your business Group common functionality 'further down in the stack of modules' Provide a good balance between shared resources and autonomy for countries / sites Now I'll describe a high level approach to how you could accomplish those goals...  Let's start from the bottom and work our way up.  At the very bottom, you have the modules that ship with ATG - the 'out of the box' stuff.  You want to make sure that you are leveraging all the modules that make sense in order to get the most value from ATG as possible - and less stuff you'll have to write yourself.  On top of the ATG modules, you should create what we'll refer to as the Corporate Foundation Module described as follows: Sits directly on top of ATG modules Used by all applications across all countries and sites - this is the foundation for everyone Contains everything that is common across all countries / all sites Once established and settled, will change less frequently than other 'higher' modules Encapsulates as many enterprise-wide integrations as possible Will provide means of code sharing therefore less development / testing - faster time to market Contains a 'reference' web application (described below) The next layer up could be multiple modules for each country (you could replace this with region if that makes more sense).  We'll define those modules as follows: Sits on top of the corporate foundation module Contains what is unique to all sites in a given country Responsible for managing any resource bundles for this country (to handle multiple languages) Overrides / replaces corporate integration points with any country-specific ones Finally, we will define what should be a fairly 'thin' (in terms of functionality) set of modules for each site as follows: Sits on top of the country it resides in module Contains what is unique for a given site within a given country Will mostly contain configuration, but could also define some unique functionality as well Contains one or more web applications The graphic below should help to indicate how these modules fit together: Web applications As described in the previous section, there are many opportunities for sharing (minimizing costs) as it relates to the code and configuration aspects of ATG modules.  Web applications are also contained within ATG modules, however, sharing web applications can be a bit more difficult because this is what the end customer actually sees, and since each site may have some degree of unique look & feel, sharing becomes more challenging.  One approach that can help is to define a 'reference' web application at the corporate foundation layer to act as a solid starting point for each site.  Here's a description of the 'reference' web application: Contains minimal / sample reference styling as this will mostly be addressed at the site level web app Focus on functionality - ensure that core functionality is revealed via this web application Each individual site can use this as a starting point There may be multiple types of web apps (i.e. B2C, B2B, etc) There are some techniques to share web application assets - i.e. multiple web applications, defined in the web.xml, and it's worth investigating, but is out of scope here. Reference infrastructure In this complex environment, it is assumed that there is not a single infrastructure for all countries and all sites.  It's more likely that different countries (or regions) could have their own solution for infrastructure.  In this case, it will be advantageous to define a reference infrastructure which contains all the hardware and software that make up the core environment.  Specifications and diagrams should be created to outline what this reference infrastructure looks like, as well as it's baseline cost and the incremental cost to scale up with volume.  Having some consistency in terms of infrastructure will save time and money as new countries / sites come online.  Here are some properties of the reference infrastructure: Standardized approach to setup of hardware Type and number of servers Defines application server, operating system, database, etc... - including vendor and specific versions Consistent naming conventions Provides a consistent base of terminology and understanding across environments Defines which ATG services run on which servers Production Staging BCC / Preview Each site can change as required to meet scale requirements Governance / organization It should be no surprise that the complex application we're talking about is backed by an equally complex organization.  One of the more challenging aspects of efficiently managing a series of complex applications is to ensure the proper level of governance and organization.  Here are some ideas and goals to work towards: Establish a committee to make enterprise-wide decisions that affect all sites Representation should be evenly distributed Should have a clear communication procedure Focus on high level business goals Evaluation of feature / function gaps and how that relates to ATG release schedule / roadmap Determine when to upgrade & ensure value will be realized Determine how to manage various levels of modules Who is responsible for maintaining corporate / country / site layers Determine a procedure for controlling what goes in the corporate foundation module Standardize on source code control, database, hardware, OS versions, J2EE app servers, development procedures, etc only use tested / proven versions - this is something that should be centralized so that every country / site does not have to worry about compatibility between versions Create a innovation team Quickly develop new features, perform proof of concepts All teams can benefit from their findings Summary At this point, it should be clear why the topics above (design, governance, organization, etc) are critical to being able to efficiently manage a complex application.  To summarize, it's all about competitive advantage...  You will need to reduce costs and improve time to market with the goal of providing a better experience for your end customers.  You can reduce cost by reducing development time, time allocated to testing (don't have to test the corporate foundation module over and over again - do it once), and optimizing operations.  With an efficient design, you can improve your time to market and your business will be more flexible  and agile.  Over time, you'll find that you're becoming more focused on offering functionality that is new to the market (creativity) and this will be rewarded - you're now a leader. In addition to the above, you'll realize soft benefits as well.  Your staff will be operating in a culture based on sharing.  You'll want to reward efforts to improve and enhance the foundation as this will benefit everyone.  This culture will inspire innovation, which can only lend itself to your competitive advantage.

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  • Simplifying Human Capital Management with Mobile Applications

    - by HCM-Oracle
    By Aaron Green If you're starting to think 'mobility' is a recurring theme in your reading, you'd be right. For those who haven't started to build organisational capabilities to leverage it, it's fair to say you're late to the party. The good news: better late than never. Research firm eMarketer says the worldwide smartphone audience will total 1.75 billion this year, while communications technology and services provider Ericsson suggests smartphones will triple to 5.6 billion globally by 2019. It should be no surprise, smart phone adoption is reaching the farthest corners of the globe; the subsequent impact of enterprise applications enabled by these devices is driving business performance improvement and will continue to do so. Companies using advanced workforce analytics can add significantly to the bottom line, while impacting customer satisfaction, quality and productivity. It's a statement that makes most business leaders sit forward in their chairs. Achieving these three standards is like sipping The Golden Elixir for the business world. No-one would argue their importance. So what are 'advanced workforce analytics?' Simply, they're unprecedented access to workforce trends and performance markers. Many are made possible by a mobile world and the enterprise applications that come with it on smart devices. Some refer to it as 'the consumerisation of IT'. As this phenomenon has matured and become more widely appreciated it has impacted the spectrum of functional units within an enterprise differently, but powerfully. Whether it's sales, HR, marketing, IT, or operations, all have benefited from a more mobile approach. It has been the catalyst for improvement in, and management of, the employee experience. The net result of which is happier customers. The obvious benefits but the lesser realised impact Most people understand that mobility allows for greater efficiency and productivity, collaboration and flexibility, but how that translates into business outcomes within the various functional groups is lesser known. In actuality mobility has helped galvanise partnerships between cross-functional groups within the enterprise. Where in some quarters it was once feared mobility could fragment a workforce, its rallying cry of support is coming from what you might describe as an unlikely source - HR. As the bedrock of an enterprise, it is conceivable HR might contemplate the possible negative impact of a mobile workforce that no-longer sits in an office, at the same desks every day. After all, who would know what they were doing or saying? How would they collaborate? It's reasonable to see why HR might have a legitimate claim to try and retain as much 'perceived control' as possible. The reality however is mobility has emancipated human capital and its management. Mobility and enterprise applications are expediting decision making. Google calls it Zero Moment of Truth, or ZMOT. It enables smoother operation and can contribute to faster growth. From a collaborative perspective, with the growing use of enterprise social media, which in many cases is being driven by HR, workforce planning and the tangible impact of change is much easier to map. This in turn provides a platform from which individuals and teams can thrive. With more agility and ability to anticipate, staff satisfaction and retention is higher, and real time feedback constant. The management team can save time, energy and costs with more accurate data, which is then intelligently applied across the workforce to truly engage with staff, customers and partners. From a human capital management (HCM) perspective, mobility can help you close the loop on true talent management. It can enhance what managers can offer and what employees can provide in return. It can create nested relationships and powerful partnerships. IT and HR - partners and stewards of mobility One effect of enterprise mobility is an evolution in the nature of the relationship between HR and IT from one of service provision to partnership. The reason for the dynamic shift is largely due to the 'bring your own device' (BYOD) movement, which is transitioning to a 'bring your own application' (BYOA) scenario. As enterprise technology has in some ways reverse-engineered its solutions to help manage this situation, the partnership between IT (the functional owner) and HR (the strategic enabler) is deeply entrenched. And it has to be. The CIO and the HR leader are faced with compliance and regulatory issues and concerns around information security and personal privacy on a daily basis, complicated by global reach and varied domestic legislation. There are tens of thousands of new mobile apps entering the market each month and, unlike many consumer applications which get downloaded but are often never opened again after initial perusal, enterprise applications are being relied upon by functional groups, not least by HR to enhance people management. It requires a systematic approach across all applications in use within the enterprise in order to ensure they're used to best effect. No turning back, and no desire to With real time analytics on performance and the ability for immediate feedback, there is no turning back for managers. In my experience with Oracle, our customers' operational efficiency is at record levels. It's clear as a result of the combination of individual KPIs and organisational goals, CIOs have been able to give HR leaders the ability to build predictive models that feed into an enterprise organisations' evolving strategy. It also helps them ensure regulatory compliance much more easily. Once an arduous task, with mobile enabled automation and quality data, compliance is simpler. Their world has changed for the better. For the CIO, mobility also assists them to optimise performance. While it doesn't come without challenges, mobile-enabled applications and the native experience users have with them means employees don't need high-level technical expertise to train users. It reduces the training and engagement required from the IT team so they can focus on other things that deliver value to the bottom line; all the while lowering the cost of assets and related maintenance work by simplifying processes. Rewards of a mobile enterprise outweigh risks With mobile tools allowing us to increasingly integrate our personal and professional lives, terms like "office hours" are becoming irrelevant, so work/life balance is a cultural must. Enterprises are expected to offer tools that enable workers to access information from anywhere, at any time, from any device. Employees want simplicity and convenience but it doesn't stop at private enterprise. This is a societal shift. Governments, which traditionally have been known to be slower to adopt newer technology, are also offering support for local businesses to go mobile. Several state government websites have advice on how to create mobile apps and more. And as recently as last week the Victorian Minister for Technology Gordon Rich-Phillips unveiled his State government's ICT roadmap for the next two years, which details an increased use of the public cloud, as well as mobile communications, and improved access to online data-sets. Tech giants are investing significantly in solutions designed to simplify mobile deployment and enablement. The mobility trend is creating a wave of change in the industry and driving transformation in the enterprise. If you're not on that wave, the business risk continues to rise as your competitiveness drops. Aaron is the Vice President of HCM Strategy at Oracle Corporation where he is responsible for researching and identifying emerging trends in the practice of Human Resources and works to deliver industry-leading technology solutions. Other responsibilities include, ownership of Oracle's innovative HCM solutions across JAPAC and enabling organisations to transform and modernise their workforce tools. Follow him on Twitter @aaronjgreen

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  • Let your Signature Experience drive IT-decision making

    - by Tania Le Voi
    Today’s CIO job description:  ‘’Align IT infrastructure and solutions with business goals and objectives ; AND while doing so reduce costs; BUT ALSO, be innovative, ensure the architectures are adaptable and agile as we need to act today on the changes that we may request tomorrow.”   Sound like an unachievable request? The fact is, reality dictates that CIO’s are put under this type of pressure to deliver more with less. In a past career phase I spent a few years as an IT Relationship Manager for a large Insurance company. This is a role that we see all too infrequently in many of our customers, and it’s a shame.  The purpose of this role was to build a bridge, a relationship between IT and the business. Key to achieving that goal was to ensure the same language was being spoken and more importantly that objectives were commonly understood - hence service and projects were delivered to time, to budget and actually solved the business problems. In reality IT and the business are already married, but the relationship is most often defined as ‘supplier’ of IT rather than a ‘trusted partner’. To deliver business value they need to understand how to work together effectively to attain this next level of partnership. The Business cannot compete if they do not get a new product to market ahead of the competition, or for example act in a timely manner to address a new industry problem such as a legislative change. An even better example is when the Application or Service fails and the Business takes a hit by bad publicity, being trending topics on social media and losing direct revenue from online channels. For this reason alone Business and IT need the alignment of their priorities and deliverables now more than ever! Take a look at Forrester’s recent study that found ‘many IT respondents considering themselves to be trusted partners of the business but their efforts are impaired by the inadequacy of tools and organizations’.  IT Meet the Business; Business Meet IT So what is going on? We talk about aligning the business with IT but the reality is it’s difficult to do. Like any relationship each side has different goals and needs and language can be a barrier; business vs. technology jargon! What if we could translate the needs of both sides into actionable information, backed by data both sides understand, presented in a meaningful way?  Well now we can with the Business-Driven Application Management capabilities in Oracle Enterprise Manager 12cR2! Enterprise Manager’s Business-Driven Application Management capabilities provide the information that IT needs to understand the impact of its decisions on business criteria.  No longer does IT need to be focused solely on speeds and feeds, performance and throughput – now IT can understand IT’s impact on business KPIs like inventory turns, order-to-cash cycle, pipeline-to-forecast, and similar.  Similarly, now the line of business can understand which IT services are most critical for the KPIs they care about. There are a good deal of resources on Oracle Technology Network that describe the functionality of these products, so I won’t’ rehash them here.  What I want to talk about is what you do with these products. What’s next after we meet? Where do you start? Step 1:  Identify the Signature Experience. This is THE business process (or set of processes) that is core to the business, the one that drives the economic engine, the process that a customer recognises the company brand for, reputation, the customer experience, the process that a CEO would state as his number one priority. The crème de la crème of your business! Once you have nailed this it gets easy as Enterprise Manager 12c makes it easy. Step 2:  Map the Signature Experience to underlying IT.  Taking the signature experience, map out the touch points of the components that play a part in ensuring this business transaction is successful end to end, think of it like mapping out a critical path; the applications, middleware, databases and hardware. Use the wealth of Enterprise Manager features such as Systems, Services, Business Application Targets and Business Transaction Management (BTM) to assist you. Adding Real User Experience Insight (RUEI) into the mix will make the end to end customer satisfaction story transparent. Work with the business and define meaningful key performance indicators (KPI’s) and thresholds to enable you to report and action upon. Step 3:  Observe the data over time.  You now have meaningful insight into every step enabling your signature experience and you understand the implication of that experience on your underlying IT.  Watch if for a few months, see what happens and reconvene with your business stakeholders and set clear and measurable targets which can re-define service levels.  Step 4:  Change the information about which you and the business communicate.  It’s amazing what happens when you and the business speak the same language.  You’ll be able to make more informed business and IT decisions. From here IT can identify where/how budget is spent whether on the level of support, performance, capacity, HA, DR, certification etc. IT SLA’s no longer need be focused on metrics such as %availability but structured around business process requirements. The power of this way of thinking doesn’t end here. IT staff get to see and understand how their own role contributes to the business making them accountable for the business service. Take a step further and appraise your staff on the business competencies that are linked to the service availability. For the business, the language barrier is removed by producing targeted reports on the signature experience core to the business and therefore key to the CEO. Chargeback or show back becomes easier to justify as the ‘cost of day per outage’ can be more easily calculated; the business will be able to translate the cost to the business to the cost/value of the underlying IT that supports it. Used this way, Oracle Enterprise Manager 12c is a key enabler to a harmonious relationship between the end customer the business and IT to deliver ultimate service and satisfaction. Just engage with the business upfront, make the signature experience visible and let Enterprise Manager 12c do the rest. In the next blog entry we will cover some of the Enterprise Manager features mentioned to enable you to implement this new way of working.  

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  • Zantaz's EAS exchange archive product doesn't integrate with Outlook in Windows 7

    - by Chris Farmer
    I work at a place that uses Exchange with Outlook for mail, and they also use a product from Zantaz called "EAS" which does server-side archiving of old messages. One of the artifacts of this archival is that email attachments are missing from the archived messages when viewed in Outlook. EAS has a client tool that plugs into Outlook that enables easy retrieval of those archived messages and their attachments, but it doesn't seem to work when installed on Windows 7. I have no direct evidence of this, other than that it simply doesn't work on my Windows 7 machine, and some of our network support staff seem to corroborate this. The symptom is that Outlook seems to know nothing of the existence of this EAS app. The EAS app also has a system tray icon which is there and offers some minimal functionality, but the real goodness is the Outlook integration, which I sorely miss. So, my question is this: does anyone here know whether it's possible to coerce this EAS product into working correctly in Windows 7?

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