Search Results

Search found 443 results on 18 pages for 'revenue'.

Page 18/18 | < Previous Page | 14 15 16 17 18 

• The Internet of Things Is Really the Internet of People

  - by HCM-Oracle

  By Mark Hurd - Originally Posted on LinkedIn As I speak with CEOs around the world, our conversations invariably come down to this central question: Can we change our corporate cultures and the ways we train and reward our people as rapidly as new technology is changing the work we do, the products we make and how we engage with customers? It’s a critical consideration given today’s pace of disruption, which already is straining traditional management models and HR strategies. Winning companies will bring innovation and vision to their employees and partners by attracting people who will thrive in this emerging world of relentless data, predictive analytics and unlimited what-if scenarios. So, where are we going to find employees who are as familiar with complex data as I am with orderly financial statements and business plans? I’m not just talking about high-end data scientists who most certainly will sit at or near the top of the new decision-making pyramid. Global organizations will need creative and motivated people who will devote their time to manipulating, reviewing, analyzing, sorting and reshaping data to drive business and delight customers. This might seem evident, but my conversations with business people across the globe indicate that only a small number of companies get it. In the past few years, executives have been busy keeping pace with seismic upheavals, including the rise of social customer engagement, the rapid acceleration of product-development cycles and the relentless move to mobile-first. But all of that, I think, is the start of an uphill climb to the top of a roller-coaster. Today, about 10 billion devices across the globe are connected to the Internet. In a couple of years, that number will probably double, and not because we will have bought 10 billion more computers, smart phones and tablets. This unprecedented explosion of Big Data is being triggered by the Internet of Things, which is another way of saying that the numerous intelligent devices touching our everyday lives are all becoming interconnected. Home appliances, food, industrial equipment, pets, pharmaceutical products, pallets, cars, luggage, packaged goods, athletic equipment, even clothing will be streaming data. Some data will provide important information about how to run our businesses and lead healthier lives. Much of it will be extraneous. How does a CEO cope with this unimaginable volume and velocity of data, much less harness it to excite and delight customers? Here are three things CEOs must do to tackle this challenge: 1) Take care of your employees, take care of your customers. Larry Ellison recently noted that the two most important priorities for any CEO today revolve around people: Taking care of your employees and taking care of your customers. Companies in today’s hypercompetitive business environment simply won’t be able to survive unless they’ve got world-class people at all levels of the organization. CEOs must demonstrate a commitment to employees by becoming champions for HR systems that empower every employee to fully understand his or her job, how it ties into the corporate framework, what’s expected of them, what training is available, and how they can use an embedded social network to communicate, collaborate and excel. Over the next several years, many of the world’s top industrialized economies will see a turnover in the workforce on an unprecedented scale. Across the United States, Europe, China and Japan, the “baby boomer” generation will be retiring and, by 2020, we’ll see turnovers in those regions ranging from 10 to 30 percent. How will companies replace all that brainpower, experience and know-how? How will CEOs perpetuate the best elements of their corporate cultures in the midst of this profound turnover? The challenge will be daunting, but it can be met with world-class HR technology. As companies begin replacing up to 30 percent of their workforce, they will need thousands of new types of data-native workers to exploit the Internet of Things in the service of the Internet of People. The shift in corporate mindset here can’t be overstated. The CEO has to be at the forefront of this new way of recruiting, training, motivating, aligning and developing truly 21-century talent. 2) Start thinking today about the Internet of People. Some forward-looking companies have begun pursuing the “democratization of data.” This allows more people within a company greater access to data that can help them make better decisions, move more quickly and keep pace with the changing interests and demands of their customers. As a result, we’ve seen organizations flatten out, growing numbers of well-informed people authorized to make decisions without corporate approval and a movement of engagement away from headquarters to the point of contact with the customer. These are profound changes, and I’m a huge proponent. As I think about what the next few years will bring as companies become deluged with unprecedented streams of data, I’m convinced that we’ll need dramatically different organizational structures, decision-making models, risk-management profiles and reward systems. For example, if a car company’s marketing department mines incoming data to determine that customers are shifting rapidly toward neon-green models, how many layers of approval, review, analysis and sign-off will be needed before the factory starts cranking out more neon-green cars? Will we continue to have organizations where too many people are empowered to say “No” and too few are allowed to say “Yes”? If so, how will those companies be able to compete in a world in which customers have more choices, instant access to more information and less loyalty than ever before? That’s why I think CEOs need to begin thinking about this problem right now, not in a year or two when competitors are already reshaping their organizations to match the marketplace’s new realities. 3) Partner with universities to help create a new type of highly skilled workers. Several years ago, universities introduced new undergraduate as well as graduate-level programs in analytics and informatics as the business need for deeper insights into the booming world of data began to explode. Today, as the growth rate of data continues to soar, we know that the Internet of Things will only intensify that growth. Moreover, as Big Data fuels insights that can be shaped into products and services that generate revenue, the demand for data scientists and data specialists will go on unabated. Beyond that top-level expertise, companies are going to need data-native thinkers at all levels of the organization. Where will this new type of worker come from? I think it’s incumbent on the business community to collaborate with universities to develop new curricula designed to turn out graduates who can capitalize on the data-driven world that the Internet of Things is surely going to create. These new workers will create opportunities to help their companies in fields as diverse as product design, customer service, marketing, manufacturing and distribution. They will become innovative leaders in fashioning an entirely new type of workforce and organizational structure optimized to fully exploit the Internet of Things so that it becomes a high-value enabler of the Internet of People. Mark Hurd is President of Oracle Corporation and a member of the company's Board of Directors. He joined Oracle in 2010, bringing more than 30 years of technology industry leadership, computer hardware expertise, and executive management experience to his role with the company. As President, Mr. Hurd oversees the corporate direction and strategy for Oracle's global field operations, including marketing, sales, consulting, alliances and channels, and support. He focuses on strategy, leadership, innovation, and customers.

  Read the article

• People, Process & Engagement: WebCenter Partner Keste

  - by Michael Snow

  v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} Within the WebCenter group here at Oracle, discussions about people, process and engagement cross over many vertical industries and products. Amidst our growing partner ecosystem, the community provides us insight into great customer use cases every day. Such is the case with our partner, Keste, who provides us a guest post on our blog today with an overview of their innovative solution for a customer in the transportation industry. Keste is an Oracle software solutions and development company headquartered in Dallas, Texas. As a Platinum member of the Oracle® PartnerNetwork, Keste designs, develops and deploys custom solutions that automate complex business processes. Seamless Customer Self-Service Experience in the Trucking Industry with Oracle WebCenter Portal  Keste, Oracle Platinum Partner Customer Overview Omnitracs, Inc., a Qualcomm company provides mobility solutions for trucking fleets to companies in the transportation industry. Omnitracs’ mobility services include basic communications such as text as well as advanced monitoring services such as GPS tracking, temperature tracking of perishable goods, load tracking and weighting distribution, and many others. Customer Business Needs Already the leading provider of mobility solutions for large trucking fleets, they chose to target smaller trucking fleets as new customers. However their existing high-touch customer support method would not be a cost effective or scalable method to manage and service these smaller customers. Omnitracs needed to provide several self-service features to make customer support more scalable while keeping customer satisfaction levels high and the costs manageable. The solution also had to be very intuitive and easy to use. The systems that Omnitracs sells to these trucking customers require professional installation and smaller customers need to track and schedule the installation. Information captured in Oracle eBusiness Suite needed to be readily available for new customers to track these purchases and delivery details. Omnitracs wanted a high impact User Interface to significantly improve customer experience with the ability to integrate with EBS, provisioning systems as well as CRM systems that were already implemented. Omnitracs also wanted to build an architecture platform that could potentially be extended to other Portals. Omnitracs’ stated goal was to deliver an “eBay-like” or “Amazon-like” experience for all of their customers so that they could reach a much broader market beyond their large company customer base. Solution Overview In order to manage the increased complexity, the growing support needs of global customers and improve overall product time-to-market in a cost-effective manner, IT began to deliver a self-service model. This self service model not only transformed numerous business processes but is also allowing the business to keep up with the growing demands of the (internal and external) customers. This solution was a customer service Portal that provided self service capabilities for large and small customers alike for Activation of mobility products, managing add-on applications for the devices (much like the Apple App Store), transferring services when trucks are sold to other companies as well as deactivation all without the involvement of a call service agent or sending multiple emails to different Omnitracs contacts. This is a conceptual view of the Customer Portal showing the details of the components that make up the solution. 12.00 The portal application for transactions was entirely built using ADF 11g R2. Omnitracs’ business had a pressing requirement to have a portal available 24/7 for its customers. Since there were interactions with EBS in the back-end, the downtimes on the EBS would negate this availability. Omnitracs devised a decoupling strategy at the database side for the EBS data. The decoupling of the database was done using Oracle Data Guard and completely insulated the solution from any eBusiness Suite down time. The customer has no knowledge whether eBS is running or not. Here are two sample screenshots of the portal application built in Oracle ADF. Customer Benefits The Customer Portal not only provided the scalability to grow the business but also provided the seamless integration with other disparate applications. Some of the key benefits are: Improved Customer Experience: With a modern look and feel and a Portal that has the aspects of an App Store, the customer experience was significantly improved. Page response times went from several seconds to sub-second for all of the pages. Enabled new product launches: After successfully dominating the large fleet market, Omnitracs now has a scalable solution to sell and manage smaller fleet customers giving them a huge advantage over their nearest competitors. Dozens of new customers have been acquired via this portal through an onboarding process that now takes minutes Seamless Integrations Improves Customer Support: ADF 11gR2 allowed Omnitracs to bring a diverse list of applications into one integrated solution. This provided a seamless experience for customers to route them from Marketing focused application to a customer-oriented portal. Internally, it also allowed Sales Representatives to have an integrated flow for taking a prospect through the various steps to onboard them as a customer. Key integrations included: Unity Core Salesforce.com Merchant e-Solution for credit card Custom Omnitracs Applications like CUPS and AUTO Security utilizing OID and OVD Back end integration with EBS (Data Guard) and iQ Database Business Impact Significant business impacts were realized through the launch of customer portal. It not only allows the business to push through in underserved segments, but also reduces the time it needs to spend on customer support—allowing the business to focus more on sales and identifying the market for new products. Some of the Immediate Benefits are The entire onboarding process is now completely automated and now completes in minutes. This represents an 85% productivity improvement over their previous processes. And it was 160 times faster! With the success of this self-service solution, the business is now targeting about 3X customer growth in the next five years. This represents a tripling of their overall customer base and significant downstream revenue for the ongoing services. 90%+ improvement of customer onboarding and management process by utilizing, single sign on integration using OID/OAM solution, performance improvements and new self-service functionality Unified login for all Customers, Partners and Internal Users enables login to a common portal and seamless access to all other integrated applications targeted at the respective audience Significantly improved customer experience with a better look and feel with a more user experience focused Portal screens. Helped sales of the new product by having an easy way of ordering and activating the product. Data Guard helped increase availability of the Portal to 99%+ and make it independent of EBS downtime. This gave customers the feel of high availability of the portal application. Some of the anticipated longer term Benefits are: Platform that can be leveraged to launch any new product introduction and enable all product teams to reach new customers and new markets Easy integration with content management to allow business owners more control of the product catalog Overall reduced TCO with standardization of the Oracle platform Managed IT support cost savings through optimization of technology skills needed to support and modify this solution ------------------------------------------------------------ 12.00 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-family:"Times New Roman","serif";}

  Read the article

• Contracting as a Software Developer in the UK

  - by Frez

  Normal 0 false false false EN-GB X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-fareast-language:EN-US;} Having had some 15 years’ experience of working as a software contractor, I am often asked by developers who work as permanent employees (permies) about the pros and cons of working as a software consultant through my own limited company and whether the move would be a good one for them. Whilst it is possible to contract using other financial vehicles such as umbrella companies, this article will only consider limited companies as that is what I have experience of using. Contracting or consultancy requires a different mind-set from being a permanent member of staff, and not all developers are capable of this shift in attitude. Whilst you can look forward to an increase in the money you take home, there are real risks and expenses you would not normally be exposed to as a permie. So let us have a look at the pros and cons: Pros: More money There is no doubt that whilst you are working on contracts you will earn significantly more than you would as a permanent employee. Furthermore, working through a limited company is more tax efficient. Less politics You really have no need to involve yourself in office politics. When the end of the day comes you can go home and not think or worry about the power struggles within the company you are contracted to. Your career progression is not tied to the company. Expenses from gross income All your expenses of trading as a business will come out of your company’s gross income, i.e. before tax. This covers travelling expenses provided you have not been at the same client/location for more than two years, internet subscriptions, professional subscriptions, software, hardware, accountancy services and so on. Cons: Work is more transient Contracts typically range from a couple of weeks to a year, although will most likely start at 3 months. However, most contracts are extended either because the project you have been brought in to help with takes longer to deliver than expected, the client decides they can use you on other aspects of the project, or the client decides they would like to use you on other projects. The temporary nature of the work means that you will have down-time between contracts while you secure new opportunities during which time your company will have no income. You may need to attend several interviews before securing a new contract. Accountancy expenses Your company is a separate entity and there are accountancy requirements which, unless you like paperwork, means your company will need to appoint an accountant to prepare your company’s accounts. It may also be worth purchasing some accountancy software, so talk to your accountant about this as they may prefer you to use a particular software package so they can integrate it with their systems. VAT You will need to register your company for VAT. This is tax neutral for you as the VAT you charge your clients you will pass onto the government less any VAT you are reclaiming from expenses, but it is additional paperwork to undertake each quarter. It is worth checking out the Fixed Rate VAT Scheme that is available, particularly after the initial expenses of setting up your company are over. No training Clients take you on based on your skills, not to train you when they will lose that investment at the end of the contract, so understand that it is unlikely you will receive any training funded by a client. However, learning new skills during a contract is possible and you may choose to accept a contract on a lower rate if this is guaranteed as it will help secure future contracts. No financial extras You will have no free pension, life, accident, sickness or medical insurance unless you choose to purchase them yourself. A financial advisor can give you all the necessary advice in this area, and it is worth taking seriously. A year after I started as a consultant I contracted a serious illness, this kept me off work for over two months, my client was very understanding and it could have been much worse, so it is worth considering what your options might be in the case of illness, death and retirement. Agencies Whilst it is possible to work directly for end clients there are pros and cons of working through an agency.  The main advantage is cash flow, you invoice the agency and they typically pay you within a week, whereas working directly for a client could have you waiting up to three months to be paid. The downside of working for agencies, especially in the current difficult times, is that they may go out of business and you then have difficulty getting the money you are owed. Tax investigation It is possible that the Inland Revenue may decide to investigate your company for compliance with tax law. Insurance is available to cover you for this. My personal recommendation would be to join the PCG as this insurance is included as a benefit of membership, Professional Indemnity Some agencies require that you are covered by professional indemnity insurance; this is a cost you would not incur as a permie. Travel Unless you live in an area that has an abundance of opportunities, such as central London, it is likely that you will be travelling further, longer and with more expense than if you were permanently employed at a local company. This not only affects you monetarily, but also your quality of life and the ability to keep fit and healthy. Obtaining finance If you want to secure a mortgage on a property it can be more difficult or expensive, especially if you do not have three years of audited accounts to show a mortgage lender.   Caveat This post is my personal opinion and should not be used as a definitive guide or recommendation to contracting and whether it is suitable for you as an individual, i.e. I accept no responsibility if you decide to take up contracting based on this post and you fare badly for whatever reason.

  Read the article

• Developing a Cost Model for Cloud Applications

  - by BuckWoody

  Note - please pay attention to the date of this post. As much as I attempt to make the information below accurate, the nature of distributed computing means that components, units and pricing will change over time. The definitive costs for Microsoft Windows Azure and SQL Azure are located here, and are more accurate than anything you will see in this post: http://www.microsoft.com/windowsazure/offers/  When writing software that is run on a Platform-as-a-Service (PaaS) offering like Windows Azure / SQL Azure, one of the questions you must answer is how much the system will cost. I will not discuss the comparisons between on-premise costs (which are nigh impossible to calculate accurately) versus cloud costs, but instead focus on creating a general model for estimating costs for a given application. You should be aware that there are (at this writing) two billing mechanisms for Windows and SQL Azure: “Pay-as-you-go” or consumption, and “Subscription” or commitment. Conceptually, you can consider the former a pay-as-you-go cell phone plan, where you pay by the unit used (at a slightly higher rate) and the latter as a standard cell phone plan where you commit to a contract and thus pay lower rates. In this post I’ll stick with the pay-as-you-go mechanism for simplicity, which should be the maximum cost you would pay. From there you may be able to get a lower cost if you use the other mechanism. In any case, the model you create should hold. Developing a good cost model is essential. As a developer or architect, you’ll most certainly be asked how much something will cost, and you need to have a reliable way to estimate that. Businesses and Organizations have been used to paying for servers, software licenses, and other infrastructure as an up-front cost, and power, people to the systems and so on as an ongoing (and sometimes not factored) cost. When presented with a new paradigm like distributed computing, they may not understand the true cost/value proposition, and that’s where the architect and developer can guide the conversation to make a choice based on features of the application versus the true costs. The two big buckets of use-types for these applications are customer-based and steady-state. In the customer-based use type, each successful use of the program results in a sale or income for your organization. Perhaps you’ve written an application that provides the spot-price of foo, and your customer pays for the use of that application. In that case, once you’ve estimated your cost for a successful traversal of the application, you can build that into the price you charge the user. It’s a standard restaurant model, where the price of the meal is determined by the cost of making it, plus any profit you can make. In the second use-type, the application will be used by a more-or-less constant number of processes or users and no direct revenue is attached to the system. A typical example is a customer-tracking system used by the employees within your company. In this case, the cost model is often created “in reverse” - meaning that you pilot the application, monitor the use (and costs) and that cost is held steady. This is where the comparison with an on-premise system becomes necessary, even though it is more difficult to estimate those on-premise true costs. For instance, do you know exactly how much cost the air conditioning is because you have a team of system administrators? This may sound trivial, but that, along with the insurance for the building, the wiring, and every other part of the system is in fact a cost to the business. There are three primary methods that I’ve been successful with in estimating the cost. None are perfect, all are demand-driven. The general process is to lay out a matrix of: components units cost per unit and then multiply that times the usage of the system, based on which components you use in the program. That sounds a bit simplistic, but using those metrics in a calculation becomes more detailed. In all of the methods that follow, you need to know your application. The components for a PaaS include computing instances, storage, transactions, bandwidth and in the case of SQL Azure, database size. In most cases, architects start with the first model and progress through the other methods to gain accuracy. Simple Estimation The simplest way to calculate costs is to architect the application (even UML or on-paper, no coding involved) and then estimate which of the components you’ll use, and how much of each will be used. Microsoft provides two tools to do this - one is a simple slider-application located here: http://www.microsoft.com/windowsazure/pricing-calculator/  The other is a tool you download to create an “Return on Investment” (ROI) spreadsheet, which has the advantage of leading you through various questions to estimate what you plan to use, located here: https://roianalyst.alinean.com/msft/AutoLogin.do?d=176318219048082115  You can also just create a spreadsheet yourself with a structure like this: Program Element Azure Component Unit of Measure Cost Per Unit Estimated Use of Component Total Cost Per Component Cumulative Cost               Of course, the consideration with this model is that it is difficult to predict a system that is not running or hasn’t even been developed. Which brings us to the next model type. Measure and Project A more accurate model is to actually write the code for the application, using the Software Development Kit (SDK) which can run entirely disconnected from Azure. The code should be instrumented to estimate the use of the application components, logging to a local file on the development system. A series of unit and integration tests should be run, which will create load on the test system. You can use standard development concepts to track this usage, and even use Windows Performance Monitor counters. The best place to start with this method is to use the Windows Azure Diagnostics subsystem in your code, which you can read more about here: http://blogs.msdn.com/b/sumitm/archive/2009/11/18/introducing-windows-azure-diagnostics.aspx This set of API’s greatly simplifies tracking the application, and in fact you can use this information for more than just a cost model. After you have the tracking logs, you can plug the numbers into ay of the tools above, which should give a representative cost or in some cases a unit cost. The consideration with this model is that the SDK fabric is not a one-to-one comparison with performance on the actual Windows Azure fabric. Those differences are usually smaller, but they do need to be considered. Also, you may not be able to accurately predict the load on the system, which might lead to an architectural change, which changes the model. This leads us to the next, most accurate method for a cost model. Sample and Estimate Using standard statistical and other predictive math, once the application is deployed you will get a bill each month from Microsoft for your Azure usage. The bill is quite detailed, and you can export the data from it to do analysis, and using methods like regression and so on project out into the future what the costs will be. I normally advise that the architect also extrapolate a unit cost from those metrics as well. This is the information that should be reported back to the executives that pay the bills: the past cost, future projected costs, and unit cost “per click” or “per transaction”, as your case warrants. The challenge here is in the model itself - statistical methods are not foolproof, and the larger the sample (in this case I recommend the entire population, not a smaller sample) is key. References and Tools Articles: http://blogs.msdn.com/b/patrick_butler_monterde/archive/2010/02/10/windows-azure-billing-overview.aspx http://technet.microsoft.com/en-us/magazine/gg213848.aspx http://blog.codingoutloud.com/2011/06/05/azure-faq-how-much-will-it-cost-me-to-run-my-application-on-windows-azure/ http://blogs.msdn.com/b/johnalioto/archive/2010/08/25/10054193.aspx http://geekswithblogs.net/iupdateable/archive/2010/02/08/qampa-how-can-i-calculate-the-tco-and-roi-when.aspx   Other Tools: http://cloud-assessment.com/ http://communities.quest.com/community/cloud_tools

  Read the article

• 6 Facts About GlassFish Announcement

  - by Bruno.Borges

  Since Oracle announced the end of commercial support for future Oracle GlassFish Server versions, the Java EE world has started wondering what will happen to GlassFish Server Open Source Edition. Unfortunately, there's a lot of misleading information going around. So let me clarify some things with facts, not FUD. Fact #1 - GlassFish Open Source Edition is not dead GlassFish Server Open Source Edition will remain the reference implementation of Java EE. The current trunk is where an implementation for Java EE 8 will flourish, and this will become the future GlassFish 5.0. Calling "GlassFish is dead" does no good to the Java EE ecosystem. The GlassFish Community will remain strong towards the future of Java EE. Without revenue-focused mind, this might actually help the GlassFish community to shape the next version, and set free from any ties with commercial decisions. Fact #2 - OGS support is not over As I said before, GlassFish Server Open Source Edition will continue. Main change is that there will be no more future commercial releases of Oracle GlassFish Server. New and existing OGS 2.1.x and 3.1.x commercial customers will continue to be supported according to the Oracle Lifetime Support Policy. In parallel, I believe there's no other company in the Java EE business that offers commercial support to more than one build of a Java EE application server. This new direction can actually help customers and partners, simplifying decision through commercial negotiations. Fact #3 - WebLogic is not always more expensive than OGS Oracle GlassFish Server ("OGS") is a build of GlassFish Server Open Source Edition bundled with a set of commercial features called GlassFish Server Control and license bundles such as Java SE Support. OGS has at the moment of this writing the pricelist of U$ 5,000 / processor. One information that some bloggers are mentioning is that WebLogic is more expensive than this. Fact 3.1: it is not necessarily the case. The initial edition of WebLogic is called "Standard Edition" and falls into a policy where some “Standard Edition” products are licensed on a per socket basis. As of current pricelist, US$ 10,000 / socket. If you do the math, you will realize that WebLogic SE can actually be significantly more cost effective than OGS, and a customer can save money if running on a CPU with 4 cores or more for example. Quote from the price list: “When licensing Oracle programs with Standard Edition One or Standard Edition in the product name (with the exception of Java SE Support, Java SE Advanced, and Java SE Suite), a processor is counted equivalent to an occupied socket; however, in the case of multi-chip modules, each chip in the multi-chip module is counted as one occupied socket.” For more details speak to your Oracle sales representative - this is clearly at list price and every customer typically has a relationship with Oracle (like they do with other vendors) and different contractual details may apply. And although OGS has always been production-ready for Java EE applications, it is no secret that WebLogic has always been more enterprise, mission critical application server than OGS since BEA. Different editions of WLS provide features and upgrade irons like the WebLogic Diagnostic Framework, Work Managers, Side by Side Deployment, ADF and TopLink bundled license, Web Tier (Oracle HTTP Server) bundled licensed, Fusion Middleware stack support, Oracle DB integration features, Oracle RAC features (such as GridLink), Coherence Management capabilities, Advanced HA (Whole Service Migration and Server Migration), Java Mission Control, Flight Recorder, Oracle JDK support, etc. Fact #4 - There’s no major vendor supporting community builds of Java EE app servers There are no major vendors providing support for community builds of any Open Source application server. For example, IBM used to provide community support for builds of Apache Geronimo, not anymore. Red Hat does not commercially support builds of WildFly and if I remember correctly, never supported community builds of former JBoss AS. Oracle has never commercially supported GlassFish Server Open Source Edition builds. Tomitribe appears to be the exception to the rule, offering commercial support for Apache TomEE. Fact #5 - WebLogic and GlassFish share several Java EE implementations It has been no secret that although GlassFish and WebLogic share some JSR implementations (as stated in the The Aquarium announcement: JPA, JSF, WebSockets, CDI, Bean Validation, JAX-WS, JAXB, and WS-AT) and WebLogic understands GlassFish deployment descriptors, they are not from the same codebase. Fact #6 - WebLogic is not for GlassFish what JBoss EAP is for WildFly WebLogic is closed-source offering. It is commercialized through a license-based plus support fee model. OGS although from an Open Source code, has had the same commercial model as WebLogic. Still, one cannot compare GlassFish/WebLogic to WildFly/JBoss EAP. It is simply not the same case, since Oracle has had two different products from different codebases. The comparison should be limited to GlassFish Open Source / Oracle GlassFish Server versus WildFly / JBoss EAP. But the message now is much clear: Oracle will commercially support only the proprietary product WebLogic, and invest on GlassFish Server Open Source Edition as the reference implementation for the Java EE platform and future Java EE 8, as a developer-friendly community distribution, and encourages community participation through Adopt a JSR and contributions to GlassFish. In comparison Oracle's decision has pretty much the same goal as to when IBM killed support for Websphere Community Edition; and to when Red Hat decided to change the name of JBoss Community Edition to WildFly, simplifying and clarifying marketing message and leaving the commercial field wide open to JBoss EAP only. Oracle can now, as any other vendor has already been doing, focus on only one commercial offer. Some users are saying they will now move to WildFly, but it is important to note that Red Hat does not offer commercial support for WildFly builds. Although the future JBoss EAP versions will come from the same codebase as WildFly, the builds will definitely not be the same, nor sharing 100% of their functionalities and bug fixes. This means there will be no company running a WildFly build in production with support from Red Hat. This discussion has also raised an important and interesting information: Oracle offers a free for developers OTN License for WebLogic. For other environments this is different, but please note this is the same policy Red Hat applies to JBoss EAP, as stated in their download page and terms. Oracle had the same policy for OGS. TL;DR; GlassFish Server Open Source Edition isn’t dead. Current and new OGS 2.x/3.x customers will continue to have support (respecting LSP). WebLogic is not necessarily more expensive than OGS. Oracle will focus on one commercially supported Java EE application server, like other vendors also limit themselves to support one build/product only. Community builds are hardly supported. Commercially supported builds of Open Source products are not exactly from the same codebase as community builds. What's next for GlassFish and the Java EE community? There are conversations in place to tackle some of the community desires, most of them stated by Markus Eisele in his blog post. We will keep you posted.

  Read the article

• Five Key Strategies in Master Data Management

  - by david.butler(at)oracle.com

  Here is a very interesting Profit Magazine article on MDM: A recent customer survey reveals the deleterious effects of data fragmentation. by Trevor Naidoo, December 2010   Across industries and geographies, IT organizations have grown in complexity, whether due to mergers and acquisitions, or decentralized systems supporting functional or departmental requirements. With systems architected over time to support unique, one-off process needs, they are becoming costly to maintain, and the Internet has only further added to the complexity. Data fragmentation has become a key inhibitor in delivering flexible, user-friendly systems. The Oracle Insight team conducted a survey assessing customers' master data management (MDM) capabilities over the past two years to get a sense of where they are in terms of their capabilities. The responses, by 27 respondents from six different industries, reveal five key areas in which customers need to improve their data management in order to get better financial results. 1. Less than 15 percent of organizations surveyed understand the sources and quality of their master data, and have a roadmap to address missing data domains. Examples of the types of master data domains referred to are customer, supplier, product, financial and site. Many organizations have multiple sources of master data with varying degrees of data quality in each source -- customer data stored in the customer relationship management system is inconsistent with customer data stored in the order management system. Imagine not knowing how many places you stored your customer information, and whether a customer's address was the most up to date in each source. In fact, more than 55 percent of the respondents in the survey manage their data quality on an ad-hoc basis. It is important for organizations to document their inventory of data sources and then profile these data sources to ensure that there is a consistent definition of key data entities throughout the organization. Some questions to ask are: How do we define a customer? What is a product? How do we define a site? The goal is to strive for one common repository for master data that acts as a cross reference for all other sources and ensures consistent, high-quality master data throughout the organization. 2. Only 18 percent of respondents have an enterprise data management strategy to ensure that data is treated as an asset to the organization. Most respondents handle data at the department or functional level and do not have an enterprise view of their master data. The sales department may track all their interactions with customers as they move through the sales cycle, the service department is tracking their interactions with the same customers independently, and the finance department also has a different perspective on the same customer. The salesperson may not be aware that the customer she is trying to sell to is experiencing issues with existing products purchased, or that the customer is behind on previous invoices. The lack of a data strategy makes it difficult for business users to turn data into information via reports. Without the key building blocks in place, it is difficult to create key linkages between customer, product, site, supplier and financial data. These linkages make it possible to understand patterns. A well-defined data management strategy is aligned to the business strategy and helps create the governance needed to ensure that data stewardship is in place and data integrity is intact. 3. Almost 60 percent of respondents have no strategy to integrate data across operational applications. Many respondents have several disparate sources of data with no strategy to keep them in sync with each other. Even though there is no clear strategy to integrate the data (see #2 above), the data needs to be synced and cross-referenced to keep the business processes running. About 55 percent of respondents said they perform this integration on an ad hoc basis, and in many cases, it is done manually with the help of Microsoft Excel spreadsheets. For example, a salesperson needs a report on global sales for a specific product, but the product has different product numbers in different countries. Typically, an analyst will pull all the data into Excel, manually create a cross reference for that product, and then aggregate the sales. The exact same procedure has to be followed if the same report is needed the following month. A well-defined consolidation strategy will ensure that a central cross-reference is maintained with updates in any one application being propagated to all the other systems, so that data is synchronized and up to date. This can be done in real time or in batch mode using integration technology. 4. Approximately 50 percent of respondents spend manual efforts cleansing and normalizing data. Information stored in various systems usually follows different standards and formats, making it difficult to match the data. A customer's address can be stored in different ways using a variety of abbreviations -- for example, "av" or "ave" for avenue. Similarly, a product's attributes can be stored in a number of different ways; for example, a size attribute can be stored in inches and can also be entered as "'' ". These types of variations make it difficult to match up data from different sources. Today, most customers rely on manual, heroic efforts to match, cleanse, and de-duplicate data -- clearly not a scalable, sustainable model. To solve this challenge, organizations need the ability to standardize data for customers, products, sites, suppliers and financial accounts; however, less than 10 percent of respondents have technology in place to automatically resolve duplicates. It is no wonder, therefore, that we get communications about products we don't own, at addresses we don't reside, and using channels (like direct mail) we don't like. An all-too-common example of a potential challenge follows: Customers end up receiving duplicate communications, which not only impacts customer satisfaction, but also incurs additional mailing costs. Cleansing, normalizing, and standardizing data will help address most of these issues. 5. Only 10 percent of respondents have the ability to share data that was mastered in a master data hub. Close to 60 percent of respondents have efforts in place that profile, standardize and cleanse data manually, and the output of these efforts are stored in spreadsheets in various parts of the organization. This valuable information is not easily shared with the rest of the organization and, more importantly, this enriched information cannot be sent back to the source systems so that the data is fixed at the source. A key benefit of a master data management strategy is not only to clean the data, but to also share the data back to the source systems as well as other systems that need the information. Aside from the source systems, another key beneficiary of this data is the business intelligence system. Having clean master data as input to business intelligence systems provides more accurate and enhanced reporting.  Characteristics of Stellar MDM When deciding on the right master data management technology, organizations should look for solutions that have four main characteristics: enterprise-grade MDM performance complete technology that can be rapidly deployed and addresses multiple business issues end-to-end MDM process management with data quality monitoring and assurance pre-built MDM business relevant applications with data stores and workflows These master data management capabilities will aid in moving closer to a best-practice maturity level, delivering tremendous efficiencies and savings as well as revenue growth opportunities as a result of better understanding your customers.  Trevor Naidoo is a senior director in Industry Strategy and Insight at Oracle. 

  Read the article

• 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.  

  Read the article

• Glassfish alive or dead? WebLogic SE cost is less than Glassfish!

  - by JuergenKress

  Is a hot discussion in the community in the last few days! Send us your opinion on tiwtter @wlscommunity #Glassfish #WebLogicCommunity We posted theGlassFishStrategy.pptx at our WebLogic Community Workspace (WebLogic Community membership required). Please read also the Java EE and GlassFish Server Roadmap Update Bruno Borges ?Another great article covering story about #GlassFish. Comments starting to be reasonable ;-) 6 facts helped a lot http://adtmag.com/articles/2013/11/08/oracle-drops-glassfish.aspx … Adam Bien ?What Oracle Could Do For GlassFish Now: Move the sources to GitHub (GitHub is the most popular collaboration p... http://bit.ly/1d1uo24 JAXenter.com ?Oracle evangelist: “GlassFish Open Source Edition is not dead” http://jaxenter.com/oracle-evangelist-glassfish-open-source-edition-is-not-dead-48830.html … GlassFish 6 Facts About #GlassFish Announcement and the Future of #JavaEE http://bit.ly/1bbSVPf via @brunoborges David Blevins ?In support of our #GlassFish friends and open source in general: Feed the Fish http://www.tomitribe.com/blog/2013/11/feed-the-fish/ … #JavaEE #opensource #manifesto GlassFish ?GlassFish Server Open Source Edition 4.1 is scheduled for 2014. Version 5.0 as impl for #JavaEE8 https://blogs.oracle.com/theaquarium/entry/java_ee_and_glassfish_server … #Community focused C2B2 Consulting ?C2B2 continues to offer support for your operational #JEE applications running on #GlassFish http://blog.c2b2.co.uk/2013/11/oracle-dropping-commercial-support-of.html … #Java Markus Eisele ?RT @InfoQ: #GlassFish Commercial Edition is Dead http://bit.ly/17eFB0Z < at least they agree to my points... Adam Bien suggests: Move the sources to GitHub (GitHub is the most popular collaboration platform). It is more likely for an individual to contribute via GitHub, than the current infrastructure. Introduce a business friendlier license like e.g. the Apache license. Companies interesting in providing added value (and commercial support) on top of existing sources would appreciate it. Implement GitHub-based, open source, CI system with nightly builds. Introduce a transparent voting process / pull-request acceptance process. Release more frequently. Keep https://glassfish.java.net as the main hub. C2B2 offers Glassfish support by Steve Millidge Oracle have just announced that commercial support for GlassFish 4 will not be available from Oracle. In light of this announcement I thought I would put together some thoughts about how I see this development. I think the key word in this announcement is "commercial", nowhere does Oracle announce the "death of GlassFish" in contrary Oracle reaffirm; GlassFish Server Open Source Edition continues to be the strategic foundation for Java EE reference implementation going forward. And for developers, updates will be delivered as needed to continue to deliver a great developer experience for GlassFish Server Open Source Edition so GlassFish is not about to go away soon. In a similar fashion RedHat do not provide commercial support for WildFly and only provide commercial support for JBoss EAP. Admittedly JBoss EAP and WildFly are much closer together than GlassFish and WebLogic but WildFly and JBoss EAP are absolutely NOT the same thing. The key going forward to the viability of GlassFish as a production platform is how the GlassFish community develops; How often does the community release binary builds? How open is the community to bug fixes? How much engineering resource does Oracle commit to GlassFish? At this stage we just don't know the answers to these questions. If the GlassFish open source project continues on it's current trajectory without a commercial support offering then I don't see much of a problem. Oracle just have to work harder to sell migration paths to WebLogic in the same way as RedHat have to sell migration paths from WildFly to JBoss EAP. In the meantime C2B2 continues to offer support for your operational JEE applications running on GlassFish and we will endeavour to work with the community to get any bugs fixed. The key difference is we can no longer back our Expert Support with a support contract from Oracle for patches and fixes for any release greater than 3.x. Read the complete article here. 6 Facts About GlassFish Announcement By Bruno.Borges Fact #1 - GlassFish Open Source Edition is not dead GlassFish Server Open Source Edition will remain the reference implementation of Java EE. The current trunk is where an implementation for Java EE 8 will flourish, and this will become the future GlassFish 5.0. Calling "GlassFish is dead" does no good to the Java EE ecosystem. The GlassFish Community will remain strong towards the future of Java EE. Without revenue-focused mind, this might actually help the GlassFish community to shape the next version, and set free from any ties with commercial decisions. Fact #2 - OGS support is not over As I said before, GlassFish Server Open Source Edition will continue. Main change is that there will be no more future commercial releases of Oracle GlassFish Server. New and existing OGS 2.1.x and 3.1.x commercial customers will continue to be supported according to the Oracle Lifetime Support Policy. In parallel, I believe there's no other company in the Java EE business that offers commercial support to more than one build of a Java EE application server. This new direction can actually help customers and partners, simplifying decision through commercial negotiations. Fact #3 - WebLogic is not always more expensive than OGS Oracle GlassFish Server ("OGS") is a build of GlassFish Server Open Source Edition bundled with a set of commercial features called GlassFish Server Control and license bundles such as Java SE Support. OGS has at the moment of this writing the pricelist of U$ 5,000 / processor. One information that some bloggers are mentioning is that WebLogic is more expensive than this. Fact 3.1: it is not necessarily the case. The initial edition of WebLogic is called "Standard Edition" and falls into a policy where some “Standard Edition” products are licensed on a per socket basis. As of current pricelist, US$ 10,000 / socket. If you do the math, you will realize that WebLogic SE can actually be significantly more cost effective than OGS, and a customer can save money if running on a CPU with 4 cores or more for example. Quote from the price list: “When licensing Oracle programs with Standard Edition One or Standard Edition in the product name (with the exception of Java SE Support, Java SE Advanced, and Java SE Suite), a processor is counted equivalent to an occupied socket; however, in the case of multi-chip modules, each chip in the multi-chip module is counted as one occupied socket.” For more details speak to your Oracle sales representative - this is clearly at list price and every customer typically has a relationship with Oracle (like they do with other vendors) and different contractual details may apply. And although OGS has always been production-ready for Java EE applications, it is no secret that WebLogic has always been more enterprise, mission critical application server than OGS since BEA. Different editions of WLS provide features and upgrade irons like the WebLogic Diagnostic Framework, Work Managers, Side by Side Deployment, ADF and TopLink bundled license, Web Tier (Oracle HTTP Server) bundled licensed, Fusion Middleware stack support, Oracle DB integration features, Oracle RAC features (such as GridLink), Coherence Management capabilities, Advanced HA (Whole Service Migration and Server Migration), Java Mission Control, Flight Recorder, Oracle JDK support, etc. Fact #4 - There’s no major vendor supporting community builds of Java EE app servers There are no major vendors providing support for community builds of any Open Source application server. For example, IBM used to provide community support for builds of Apache Geronimo, not anymore. Red Hat does not commercially support builds of WildFly and if I remember correctly, never supported community builds of former JBoss AS. Oracle has never commercially supported GlassFish Server Open Source Edition builds. Tomitribe appears to be the exception to the rule, offering commercial support for Apache TomEE. Fact #5 - WebLogic and GlassFish share several Java EE implementations It has been no secret that although GlassFish and WebLogic share some JSR implementations (as stated in the The Aquarium announcement: JPA, JSF, WebSockets, CDI, Bean Validation, JAX-WS, JAXB, and WS-AT) and WebLogic understands GlassFish deployment descriptors, they are not from the same codebase. Fact #6 - WebLogic is not for GlassFish what JBoss EAP is for WildFly WebLogic is closed-source offering. It is commercialized through a license-based plus support fee model. OGS although from an Open Source code, has had the same commercial model as WebLogic. Still, one cannot compare GlassFish/WebLogic to WildFly/JBoss EAP. It is simply not the same case, since Oracle has had two different products from different codebases. The comparison should be limited to GlassFish Open Source / Oracle GlassFish Server versus WildFly / JBoss EAP. Read the complete article here WebLogic Partner Community For regular information become a member in the WebLogic Partner Community please visit: http://www.oracle.com/partners/goto/wls-emea ( OPN account required). If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Mix Forum Wiki Technorati Tags: Glassfish,training,WebLogic,WebLogic Community,Oracle,OPN,Jürgen Kress

  Read the article

• Issue 15: SVP Focus

  - by rituchhibber

       SVP FOCUS FOCUS -- Chris Baker SVP Oracle Worldwide ISV-OEM-Java Sales Chris Baker is the Global Head of ISV/OEM Sales responsible for working with ISV/OEM partners to maximise Oracle's business through those partners, whilst maximising those partners’ business to their end users. Chris works with partners, customers, innovators, investors and employees to develop innovative business solutions using Oracle products, services and skills. RESOURCES -- Oracle PartnerNetwork (OPN) OPN Solutions Catalog Oracle Exastack Program Oracle Exastack Optimized Oracle Cloud Computing Oracle Engineered Systems Oracle and Java SUBSCRIBE FEEDBACK PREVIOUS ISSUES "By taking part in marketing activities, our partners accelerate their sales cycles." -- Firstly, could you please explain Oracle's current strategy for ISV partners, globally and in EMEA? Oracle customers use independent software vendor (ISV) applications to run their businesses. They use them to generate revenue and to fulfil obligations to their own customers. Our strategy is very straight-forward. We want all of our ISV partners and OEMs to concentrate on the things that they do the best—building applications to meet the unique industry and functional requirements of their customer. We want to ensure that we deliver a best-in-class application platform so ISVs are free to concentrate their effort on their application functionality and user experience We invest over four billion dollars in research and development every year, and we want our ISVs to benefit from all of that investment in operating systems, virtualisation, databases, middleware, engineered systems, and other hardware. By doing this, we help them to reduce their costs, gain more consistency and agility for quicker implementations, and also rapidly differentiate themselves from other application vendors. It's all about simplification because we believe that around 25 to 30 percent of the development costs incurred by many ISVs are caused by customising infrastructure and have nothing to do with their applications. Our strategy is to enable our ISV partners to standardise their application platform using engineered architecture, so they can write once to the Oracle stack and deploy seamlessly in the cloud, on-premise, or in hybrid deployments. It's really important that architecture is the same in order to keep cost and time overheads at a minimum, so we provide standardisation and an environment that enables our ISVs to concentrate on the core business that makes them the most money and brings them success. How do you believe this strategy is helping the ISVs to work hand-in-hand with Oracle to ensure that end customers get the industry-leading solutions that they need? We work with our ISVs not just to help them be successful, but also to help them market themselves. We have something called the 'Oracle Exastack Ready Program', which enables ISVs to publicise themselves as 'Ready' to run the core software platforms that run on Oracle's engineered systems including Exadata and Exalogic. So, for example, they can become 'Database Ready' which means that they use the latest version of Oracle Database and therefore can run their application without modification on Exadata or the Oracle Database Appliance. Alternatively, they can become WebLogic Ready, Oracle Linux Ready and Oracle Solaris Ready which means they run on the latest release and therefore can run their application, with no new porting work, on Oracle Exalogic. Those 'Ready' logos are important in helping ISVs advertise to their customers that they are using the latest technologies which have been fully tested. We now also have Exadata Ready and Exalogic Ready programmes which allow ISVs to promote the certification of their applications on these platforms. This highlights these partners to Oracle customers as having solutions that run fluently on the Oracle Exadata Database Machine, the Oracle Exalogic Elastic Cloud or one of our other engineered systems. This makes it easy for customers to identify solutions and provides ISVs with an avenue to connect with Oracle customers who are rapidly adopting engineered systems. We have also taken this programme to the next level in the shape of 'Oracle Exastack Optimized' for partners whose applications run best on the Oracle stack and have invested the time to fully optimise application performance. We ensure that Exastack Optimized partner status is promoted and supported by press releases, and we help our ISVs go to market and differentiate themselves through the use of our technology and the standardisation it delivers. To date we have had several hundred organisations successfully work through our Exastack Optimized programme. How does Oracle's strategy of offering pre-integrated open platform software and hardware allow ISVs to bring their products to market more quickly? One of the problems for many ISVs is that they have to think very carefully about the technology on which their solutions will be deployed, particularly in the cloud or hosted environments. They have to think hard about how they secure these environments, whether the concern is, for example, middleware, identity management, or securing personal data. If they don't use the technology that we build-in to our products to help them to fulfil these roles, they then have to build it themselves. This takes time, requires testing, and must be maintained. By taking advantage of our technology, partners will now know that they have a standard platform. They will know that they can confidently talk about implementation being the same every time they do it. Very large ISV applications could once take a year or two to be implemented at an on-premise environment. But it wasn't just the configuration of the application that took the time, it was actually the infrastructure - the different hardware configurations, operating systems and configurations of databases and middleware. Now we strongly believe that it's all about standardisation and repeatability. It's about making sure that our partners can do it once and are then able to roll it out many different times using standard componentry. What actions would you recommend for existing ISV partners that are looking to do more business with Oracle and its customer base, not only to maximise benefits, but also to maximise partner relationships? My team, around the world and in the EMEA region, is available and ready to talk to any of our ISVs and to explore the possibilities together. We run programmes like 'Excite' and 'Insight' to help us to understand how we can help ISVs with architecture and widen their environments. But we also want to work with, and look at, new opportunities - for example, the Machine-to-Machine (M2M) market or 'The Internet of Things'. Over the next few years, many millions, indeed billions of devices will be collecting massive amounts of data and communicating it back to the central systems where ISVs will be running their applications. The only way that our partners will be able to provide a single vendor 'end-to-end' solution is to use Oracle integrated systems at the back end and Java on the 'smart' devices collecting the data—a complete solution from device to data centre. So there are huge opportunities to work closely with our ISVs, using Oracle's complete M2M platform, to provide the infrastructure that enables them to extract maximum value from the data collected. If any partners don't know where to start or who to contact, then they can contact me directly at [email protected] or indeed any of our teams across the EMEA region. We want to work with ISVs to help them to be as successful as they possibly can through simplification and speed to market, and we also want all of the top ISVs in the world based on Oracle. What opportunities are immediately opened to new ISV partners joining the OPN? As you know OPN is very, very important. New members will discover a huge amount of content that instantly becomes accessible to them. They can access a wealth of no-cost training and enablement materials to build their expertise in Oracle technology. They can download Oracle software and use it for development projects. They can help themselves become more competent by becoming part of a true community and uncovering new opportunities by working with Oracle and their peers in the Oracle Partner Network. As well as publishing massive amounts of information on OPN, we also hold our global Oracle OpenWorld event, at which partners play a huge role. This takes place at the end of September and the beginning of October in San Francisco. Attending ISV partners have an unrivalled opportunity to contribute to elements such as the OpenWorld / OPN Exchange, at which they can talk to other partners and really begin thinking about how they can move their businesses on and play key roles in a very large ecosystem which revolves around technology and standardisation. Finally, are there any other messages that you would like to share with the Oracle ISV community? The crucial message that I always like to reinforce is architecture, architecture and architecture! The key opportunities that ISVs have today revolve around standardising their architectures so that they can confidently think: "I will I be able to do exactly the same thing whenever a customer is looking to deploy on-premise, hosted or in the cloud". The right architecture is critical to being competitive and to really start changing the game. We want to help our ISV partners to do just that; to establish standard architecture and to seize the opportunities it opens up for them. New market opportunities like M2M are enormous - just look at how many devices are all around you right now. We can help our partners to interface with these devices more effectively while thinking about their entire ecosystem, rather than just the piece that they have traditionally focused upon. With standardised architecture, we can help people dramatically improve their speed, reach, agility and delivery of enhanced customer satisfaction and value all the way from the Java side to their centralised systems. All Oracle ISV partners must take advantage of these opportunities, which is why Oracle will continue to invest in and support them. Oracle OpenWorld 2010 Whether you attended Oracle OpenWorld 2009 or not, don't forget to save the date now for Oracle OpenWorld 2010. The event will be held a little earlier next year, from 19th-23rd September, so please don't miss out. With thousands of sessions and hundreds of exhibits and demos already lined up, there's no better place to learn how to optimise your existing systems, get an inside line on upcoming technology breakthroughs, and meet with your partner peers, Oracle strategists and even the developers responsible for the products and services that help you get better results for your end customers. Register Now for Oracle OpenWorld 2010! Perhaps you are interested in learning more about Oracle OpenWorld 2010, but don't wish to register at this time? Great! Please just enter your contact information here and we will contact you at a later date. How to Exhibit at Oracle OpenWorld 2010 Sponsorship Opportunities at Oracle OpenWorld 2010 Advertising Opportunities at Oracle OpenWorld 2010 -- Back to the welcome page

  Read the article

• Top 5 Developer Enabling Nuggets in MySQL 5.6

  - by Rob Young

  MySQL 5.6 is truly a better MySQL and reflects Oracle's commitment to the evolution of the most popular and widelyused open source database on the planet.  The feature-complete 5.6 release candidate was announced at MySQL Connect in late September and the production-ready, generally available ("GA") product should be available in early 2013.  While the message around 5.6 has been focused mainly on mass appeal, advanced topics like performance/scale, high availability, and self-healing replication clusters, MySQL 5.6 also provides many developer-friendly nuggets that are designed to enable those who are building the next generation of web-based and embedded applications and services. Boiling down the 5.6 feature set into a smaller set, of simple, easy to use goodies designed with developer agility in mind, these things deserve a quick look:Subquery Optimizations Using semi-JOINs and late materialization, the MySQL 5.6 Optimizer delivers greatly improved subquery performance. Specifically, the optimizer is now more efficient in handling subqueries in the FROM clause; materialization of subqueries in the FROM clause is now postponed until their contents are needed during execution. Additionally, the optimizer may add an index to derived tables during execution to speed up row retrieval. Internal tests run using the DBT-3 benchmark Query #13, shown below, demonstrate an order of magnitude improvement in execution times (from days to seconds) over previous versions. select c_name, c_custkey, o_orderkey, o_orderdate, o_totalprice, sum(l_quantity)from customer, orders, lineitemwhere o_orderkey in (                select l_orderkey                from lineitem                group by l_orderkey                having sum(l_quantity) > 313  )  and c_custkey = o_custkey  and o_orderkey = l_orderkeygroup by c_name, c_custkey, o_orderkey, o_orderdate, o_totalpriceorder by o_totalprice desc, o_orderdateLIMIT 100;What does this mean for developers?  For starters, simplified subqueries can now be coded instead of complex joins for cross table lookups: SELECT title FROM film WHERE film_id IN (SELECT film_id FROM film_actor GROUP BY film_id HAVING count(*) > 12); And even more importantly subqueries embedded in packaged applications no longer need to be re-written into joins.  This is good news for both ISVs and their customers who have access to the underlying queries and who have spent development cycles writing, testing and maintaining their own versions of re-written queries across updated versions of a packaged app.The details are in the MySQL 5.6 docs. Online DDL OperationsToday's web-based applications are designed to rapidly evolve and adapt to meet business and revenue-generationrequirements. As a result, development SLAs are now most often measured in minutes vs days or weeks. For example, when an application must quickly support new product lines or new products within existing product lines, the backend database schema must adapt in kind, and most commonly while the application remains available for normal business operations.  MySQL 5.6 supports this level of online schema flexibility and agility by providing the following new ALTER TABLE online DDL syntax additions:  CREATE INDEX DROP INDEX Change AUTO_INCREMENT value for a column ADD/DROP FOREIGN KEY Rename COLUMN Change ROW FORMAT, KEY_BLOCK_SIZE for a table Change COLUMN NULL, NOT_NULL Add, drop, reorder COLUMN Again, the details are in the MySQL 5.6 docs. Key-value access to InnoDB via Memcached APIMany of the next generation of web, cloud, social and mobile applications require fast operations against simple Key/Value pairs. At the same time, they must retain the ability to run complex queries against the same data, as well as ensure the data is protected with ACID guarantees. With the new NoSQL API for InnoDB, developers have allthe benefits of a transactional RDBMS, coupled with the performance capabilities of Key/Value store.MySQL 5.6 provides simple, key-value interaction with InnoDB data via the familiar Memcached API.  Implemented via a new Memcached daemon plug-in to mysqld, the new Memcached protocol is mapped directly to the native InnoDB API and enables developers to use existing Memcached clients to bypass the expense of query parsing and go directly to InnoDB data for lookups and transactional compliant updates.  The API makes it possible to re-use standard Memcached libraries and clients, while extending Memcached functionality by integrating a persistent, crash-safe, transactional database back-end.  The implementation is shown here:So does this option provide a performance benefit over SQL?  Internal performance benchmarks using a customized Java application and test harness show some very promising results with a 9X improvement in overall throughput for SET/INSERT operations:You can follow the InnoDB team blog for the methodology, implementation and internal test cases that generated these results here. How to get started with Memcached API to InnoDB is here. New Instrumentation in Performance SchemaThe MySQL Performance Schema was introduced in MySQL 5.5 and is designed to provide point in time metrics for key performance indicators.  MySQL 5.6 improves the Performance Schema in answer to the most common DBA and Developer problems.  New instrumentations include: Statements/Stages What are my most resource intensive queries? Where do they spend time? Table/Index I/O, Table Locks Which application tables/indexes cause the most load or contention? Users/Hosts/Accounts Which application users, hosts, accounts are consuming the most resources? Network I/O What is the network load like? How long do sessions idle? Summaries Aggregated statistics grouped by statement, thread, user, host, account or object. The MySQL 5.6 Performance Schema is now enabled by default in the my.cnf file with optimized and auto-tune settings that minimize overhead (< 5%, but mileage will vary), so using the Performance Schema ona production server to monitor the most common application use cases is less of an issue.  In addition, new atomic levels of instrumentation enable the capture of granular levels of resource consumption by users, hosts, accounts, applications, etc. for billing and chargeback purposes in cloud computing environments.The MySQL docs are an excellent resource for all that is available and that can be done with the 5.6 Performance Schema. Better Condition Handling - GET DIAGNOSTICSMySQL 5.6 enables developers to easily check for error conditions and code for exceptions by introducing the new MySQL Diagnostics Area and corresponding GET DIAGNOSTICS interface command. The Diagnostic Area can be populated via multiple options and provides 2 kinds of information:Statement - which provides affected row count and number of conditions that occurredCondition - which provides error codes and messages for all conditions that were returned by a previous operation The addressable items for each are: The new GET DIAGNOSTICS command provides a standard interface into the Diagnostics Area and can be used via the CLI or from within application code to easily retrieve and handle the results of the most recent statement execution.  An example of how it is used might be:mysql> DROP TABLE test.no_such_table; ERROR 1051 (42S02): Unknown table 'test.no_such_table' mysql> GET DIAGNOSTICS CONDITION 1 -> @p1 = RETURNED_SQLSTATE, @p2 = MESSAGE_TEXT; mysql> SELECT @p1, @p2; +-------+------------------------------------+| @p1   | @p2                                | +-------+------------------------------------+| 42S02 | Unknown table 'test.no_such_table' | +-------+------------------------------------+ Options for leveraging the MySQL Diagnotics Area and GET DIAGNOSTICS are detailed in the MySQL Docs.While the above is a summary of some of the key developer enabling 5.6 features, it is by no means exhaustive. You can dig deeper into what MySQL 5.6 has to offer by reading this developer zone article or checking out "What's New in MySQL 5.6" in the MySQL docs.BONUS ALERT!  If you are developing on Windows or are considering MySQL as an alternative to SQL Server for your next project, application or shipping product, you should check out the MySQL Installer for Windows.  The installer includes the MySQL 5.6 RC database, all drivers, Visual Studio and Excel plugins, tray monitor and development tools all a single download and GUI installer.   So what are your next steps? Register for Dec. 13 "MySQL 5.6: Building the Next Generation of Web-Based Applications and Services" live web event.  Hurry!  Seats are limited. Download the MySQL 5.6 Release Candidate (look under the Development Releases tab) Provide Feedback <link to http://bugs.mysql.com/> Join the Developer discussion on the MySQL Forums Explore all MySQL Products and Developer Tools As always, thanks for your continued support of MySQL!

  Read the article

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

  - by Chris George

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

  Read the article

• Why are there so many man-made edge cases in IT, and is there any hope for simplification / unificat

  - by Hamish Grubijan

  This question is meant to generate discussion and so it is marked as community wiki. My observation is that the field of information technology grows so rapidly and randomly, that for many it takes a lot of time to learn many intricacies of some tools that will be obsolete in just short 3 years. If you look at the questions asked on StackOverflow ... at least half of them stem from the fact that some language / tool / API / protocol was poorly designed, is backwards and has gotchas. There are so many things which distract developers from converting English into machine code; instead they spend their time configuring stuff and gluing together things that do not really fit. How many times do you pick up somebody else's project (or someone picks up yours :) ) and realize that this program does not need half of the dialogs that it has, and that the logic can be simplified a great deal? But, it had to be made and sold here before a better thing is made and sold elsewhere, and hence all this rush. I often wish that things would just slow down. I do not want Microsoft Windows to run on my car's computer, my watch, my table, my toaster oven, and my toilet seat. I'd rather have Windows that DOES NOT HAVE WINDOWS REGISTRY, I'd rather have Windows that allows two different programs to work on the same file at the same time, the way it works on Unix systems. Microsoft is just an example. I am looking forward to the day when I do not have to worry about Windows vs Unix new line break, when System32 actually means that this directory contains 32-bit binaries, and not 64-bit ones, the day when dll hell and manifest hell are no longer an issue, the day when it takes me a lot less than 3 months on a new job to learn the system. I do not mean learning the entire code base of a product (depending on the size of it, it can take a long time). I mean - remembering which build-assisting scripts are written in Perl and which version of it, and which ones are done through .bat files, when do I need to manually make every file in some directory writable before running a script, or else a critical step of a database maintenance home-grown tool will bomb, and it will take 2 days to clean that up. Makes me wonder if humans enslaved computers, or if it is the other way around. The key is that improving those things will not bring extra revenue, and hence those taking the time to fix crap like that are not "business focused". However, these imperfections irritate me immensely, particularly because my memory is limited - I can hold only a small portion of that useless knowledge of a system in my head at any given point in time. I must not be alone. Did you also happen to notice that a programmer can waste a lot of time on things that should have been a lot more straight-forward? Is there hope? Will things get better/simpler in the future, or will there be a lot more IT crap floating around? I suppose I see diversity of tools, protocols, etc. as a bad thing. Thank you for participation.

  Read the article

• PostgreSQL triggers and passing parameters

  - by iandouglas

  This is a multi-part question. I have a table similar to this: CREATE TABLE sales_data ( Company character(50), Contract character(50), top_revenue_sum integer, top_revenue_sales integer, last_sale timestamp) ; I'd like to create a trigger for new inserts into this table, something like this: CREATE OR REPLACE FUNCTION add_contract() RETURNS VOID DECLARE myCompany character(50), myContract character(50), BEGIN myCompany = TG_ARGV[0]; myContract = TG_ARGV[1]; IF (TG_OP = 'INSERT') THEN EXECUTE 'CREATE TABLE salesdata_' || $myCompany || '_' || $myContract || ' ( sale_amount integer, updated TIMESTAMP not null, some_data varchar(32), country varchar(2) ) ;' EXECUTE 'CREATE TRIGGER update_sales_data BEFORE INSERT OR DELETE ON salesdata_' || $myCompany || '_' || $myContract || ' FOR EACH ROW EXECUTE update_sales_data( ' || $myCompany || ',' || $myContract || ', revenue);' ; END IF; END; $add_contract$ LANGUAGE plpgsql; CREATE TRIGGER add_contract AFTER INSERT ON sales_data FOR EACH ROW EXECUTE add_contract() ; Basically, every time I insert a new row into sales_data, I want to generate a new table where the name of the table will be defined as something like "salesdata_Company_Contract" So my first question is how can I pass the Company and Contract data to the trigger so it can be passed to the add_contract() stored procedure? From my stored procedure, you'll see that I also want to update the original sales_data table whenever new data is inserted into the salesdata_Company_Contract table. This trigger will do something like this: CREATE OR REPLACE FUNCTION update_sales_data() RETURNS trigger as $update_sales_data$ DECLARE myCompany character(50) NOT NULL, myContract character(50) NOT NULL, myRevenue integer NOT NULL BEGIN myCompany = TG_ARGV[0] ; myContract = TG_ARGV[1] ; myRevenue = TG_ARGV[2] ; IF (TG_OP = 'INSERT') THEN UPDATE sales_data SET top_revenue_sales = top_revenue_sales + 1, top_revenue_sum = top_revenue_sum + $myRevenue, updated = now() WHERE Company = $myCompany AND Contract = $myContract ; ELSIF (TG_OP = 'DELETE') THEN UPDATE sales_data SET top_revenue_sales = top_revenue_sales - 1, top_revenue_sum = top_revenue_sum - $myRevenue, updated = now() WHERE Company = $myCompany AND Contract = $myContract ; END IF; END; $update_sales_data$ LANGUAGE plpgsql; This will, of course, require that I pass several parameters around within these stored procedures and triggers, and I'm not sure (a) if this is even possible, or (b) practical, or (c) best practice and we should just put this logic into our other software instead of asking the database to do this work for us. To keep our table sizes down, as we'll have hundreds of thousands of transactions per day, we've decided to partition our data using the Company and Contract strings as part of the table names themselves so they're all very small in size; file IO for us is faster and we felt we'd get better performance. Thanks for any thoughts or direction. My thinking, now that I've written all of this out, is that maybe we need to write stored procedures where we pass our insert data as parameters, and call that from our other software, and have the stored procedure do the insert into "sales_data" then create the other table. Then, have a second stored procedure to insert new data into the salesdata_Company_Contract tables, where the table name is passed to the stored proc as a parameter, and again have that stored proc do the insert, then update the main sales_data table afterward. What approach would you take?

  Read the article

• Transformation of Product Management in Telecommunications for Rapid Launch of Next Generation Products

  - by raul.goycoolea

  @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Cambria"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }a:link, span.MsoHyperlink { color: blue; text-decoration: underline; }a:visited, span.MsoHyperlinkFollowed { color: purple; text-decoration: underline; }p.MsoListParagraph, li.MsoListParagraph, div.MsoListParagraph { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpFirst, li.MsoListParagraphCxSpFirst, div.MsoListParagraphCxSpFirst { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpMiddle, li.MsoListParagraphCxSpMiddle, div.MsoListParagraphCxSpMiddle { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }p.MsoListParagraphCxSpLast, li.MsoListParagraphCxSpLast, div.MsoListParagraphCxSpLast { margin: 0cm 0cm 0.0001pt 36pt; font-size: 12pt; font-family: "Times New Roman"; }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } The Telecom industry continues to evolve through disruptive products, uncertain markets, shorter product lifecycles and convergence of technologies. Today’s market has moved from network centric to consumer centric and focuses primarily on the customer experience. It has resulted in several product management challenges such as an increased complexity and volume of offerings, creating product variants, accelerating time-to-market, ability to provide multiple product views for varied stakeholders, leveraging OSS intelligence to BSS layer, product co-creation and increasing audit and security concerns for service providers. The document discusses how enterprise product management enabled by PLM-based product catalogue solutions helps to launch next generation products rapidly in the context of the Telecommunication Industry.   1.0.       Introduction   Figure 1: Business Scenario   Modern business demands the launch of complex products in a very short timeframe and effecting changes in the price plan faster without IT intervention. One of the key transformation initiatives companies are focusing on is in the area of product management transformation and operational efficiency improvement. As part of these initiatives, companies are investing in best- in-class COTs-based Product Management solutions developed on industry-wide standards.   The new COTs packages are planned to integrate with existing or new B/OSS systems to provide a strategic end-to-end agile solution for reduced time-to-market and order journey time. In addition, system rationalization is being undertaken to phase out legacy systems and migrate to strategic systems.   2.0.       An Overview of Product Management in Telecom   Product data in telecom is multi- dimensional and difficult to manage. It increased significantly due to the complexity of the product, product offerings on the converged network, increased volume of offerings, bundled offering structures and ever increasing regulatory requirements.   In addition, the shrinking product lifecycle in telecom makes it difficult to manage the dynamic product data. Mergers and acquisitions coupled with organic growth pose major challenges in product portfolio management. It is a roadblock in the journey towards becoming an agile organization.       Figure 2: Complexity in Product Management   Network Technology’ is the new dimension in telecom product management where the same products are realized through different networks i.e., Soiled network to Converged network. Consequently, the product solution is different.     Figure 3: Current Scenario - Pain Points in Product Management   The major business implications arising out of the current scenario are slow time-to-market and an inefficient process that affects innovation.   3.0. Transformation of Next Generation Product Management   Companies must focus on their Product Management Transformation Journey in the areas of:   ·       Management of single truth of product information across the organization/geographies which is currently managed in heterogeneous systems   ·       Management of the Intellectual Property (IP) on the product concept and partnership in the design of discrete components to integrate into the system   ·       Leveraging structured and unstructured product data within the extended enterprise to extract consumer insights and drive innovation   ·       Management of effective operational separation to comply with regulatory bodies   ·       Reuse of existing designs and add relevant features such as value-added services to enable effective product bundling     Figure 4: Next generation needs   PLM-based Enterprise Product Catalogue solutions efficiently address the above requirements and act as an enabler towards product management transformation and rapid product launch.   4.0. PLM-based Enterprise Product Management     Figure 5: PLM-based Enterprise Product Mastering   Enterprise Product Management (EPM) enables the business to manage complex product attributes of data in complex environments. Product Mastering helps create a 'single view' of the product by creating a business-driven, IT-supported environment where a global 'single truth record' is created, managed and reused.   4.1 The Business Case for Telco PLM-based solutions for Enterprise Product Management   ·       Telco PLM-based Product Mastering solutions provide a centralized authoring environment for product definition and control of all product data and rules   ·       PLM packages are designed to support multiple perspectives of product data (ordering perspective, billing perspective, provisioning perspective)   ·       Maintains relationships/links between different elements of the entire product definition   ·       Telco PLM packages are specialized in next generation lifecycle management requirements of products such as revision and state management, test and release management, role management and impact analysis)   ·       Takes into consideration all aspects of OSS product requirements compared to CRM product catalogue solutions where the product data managed is mostly order oriented and transactional     ·       New breed of Telco PLM packages are designed with 'open' standards such as SID and eTOM. They are interoperable, support integration frameworks such as subscription and notification.   ·       Telco PLM packages have developed good collaboration frameworks to integrate suppliers and partners into the product development value chain   4.2 Various Architectures/Approaches for Product Mastering using Telco PLM systems   4. 2.a Single Central Product Management (Mastering) Approach   Figure 6: Single Central Product Management (Master) Approach       This approach is implemented across verticals such as aerospace and automotive. It focuses on a physically centralized product master to which other sources are dependent on. The product definition data (Product bundles, service bundles, price plans, offers and discounts, product configuration rules and market campaigns) is created and maintained physically in a centralized environment. In addition, the product definition/authoring environment is centralized. The existing legacy product definition data available in CRM product catalogue, billing catalogue and the legacy product catalogue is migrated to the centralized PLM-based Enterprise Product Management solution.   Architectural changes must be made in the existing business landscape of applications to create and revise data because the applications have to refer to the central repository for approvals and validation of product configurations. It is achieved by modifying how the applications write data or how the applications can be adapted to use the rules to be managed and published.   Complete product configuration validation will be done in enterprise / central product catalogue and final configuration will be sent to the B/OSS system through the SOA compliant product distribution architecture. The approach/architecture enables greater control in terms of product data management and product data governance.   4.2.b Federated Product Management (Mastering) Architecture     Figure 7: Federated Product Management (Mastering) Architecture   In the federated product mastering approach, the basic unique product definition data (product id, description product hierarchy, basic price plans and simple product design rules) will be centrally created and will be maintained. And, the advanced product definition (Product bundling, promotions, offers & discount plans) will be created in respective down stream OSS systems. The advanced product definition (Product bundling, promotions, offers and discount plans) will be created in respective downstream OSS systems.   For example, basic product definitions such as attributes, product hierarchy and basic price plans will be created and maintained in Enterprise/Central product reference catalogue and distributed to downstream OSS systems. Respective downstream OSS systems build product bundles, promotions, advanced price plans over the basic product definition and master the advanced product definition. Central reference database accesses the respective other source product master data and assembles a point-in-time consolidated view of the product. The approach is typically adapted in some merger and acquisition scenarios where there is a low probability of a central physical authority managing the data. In addition, the migration effort in this case is minimal and there are no big architectural changes to the organization application landscape. However, this approach will not result in better product data management and data governance.   5.0 Customer Scenario – Before EPC deployment   A leading global telecommunications service provider wanted to launch a quad play and triple play service offering in the shortest possible lead time. The service provider was offering Broadband and VoIP services to customers. The company wanted to reuse a majority of the Broadband services and price plans and bundle them with new wireless and IPTV services for quad play and triple play. The challenges in launching the new service offerings were:       Figure 8: Triple Play Plan   ·       Broadband product data was stored in multiple product catalogues (CRM catalogue, Billing catalogue, spread sheets)   ·       Product managers spent a lot of time performing tasks involving duplication or re-keying of data. Manual effort caused errors, cost and time over-runs.   ·       No effective product and price data governance mechanism. Price change issues arising from the lack of data consistency across systems resulted in leakage of customer value and revenue.   ·       Product data had re-usability issues and was not in a structured format. It resulted in uncontrolled product portfolio creation and product management issues.   ·       Lack of enterprise product model resulted into product distribution challenges and thus delays in product launch.   ·       Designers are constrained by existing legacy product management solutions to model product/service requirements and product configuration rules such as upgrading, downgrading and cross selling.    5.1 Customer Scenario - After EPC deployment     Figure 9: SOA-based end-to-end EPC Solution   The company deployed PLM-based Enterprise Product Catalogue solutions to launch quad play service after evaluating various product catalogues. The broadband product offering, service and price data were migrated to the new system, and the product and price plan hierarchy for new offerings were created using the entities defined in the Enterprise Product Model. Supplier product catalogue data such as routers and set up boxes were loaded onto the new solution through SOA-based web service. Price plans and configuration rules were built in the new system. The validated final product configurations were extracted from the product catalogue in a SID format and were distributed to the downstream B/OSS systems through exposed SOA-based web services. The transformations required for the B/OSS system were handled using the transformation layer as part of the solution.   6.0 How PLM enabled Product Management Transformation         Figure 10: Product Management Transformation     PLM-based Product Catalogue Solution helped the customer reduce the product launch cycle time by 30% and enable transformation of Product Management for next generation services.   7.0 Conclusion   On the one hand, the telecom industry is undergoing changes due to disruptions, uncertain product markets and increased complexity of products. On the other hand, the ARPU is decreasing year-on-year. Communications Service Providers are embarking on convergence, bundled service offerings, flexibility to cross-sell and up-sell, introduce new value-added services, leverage Web 2.0 concepts and network capabilities. Consequently, large scale IT transformation initiatives to improve their ARPU supporting network and business transformations are a business imperative. Product Management has become a focus area. Companies are investing in best-in- class COTS solutions to reduce time-to-market, ensure rapid service delivery and improve operational efficiency. An efficient PLM-based enterprise product mastering solution plays a key role in achieving zero touch automation and rapid product launch.   References:   1.     Preston G.Smith, Donald G.Reineristsem, Van Nostrand Reinhold “Developing Products in Half the time”.   2.     John G. Innes, "Achieving Successful Product Change", Pitman Publishing.   3.     D T Pham and R M Setchi (16th Jan, 2001) "Authoring environment for documentation development" University of Wales Cardiff, U.K., Proceedings on Institution of Mechanical Engineers, Vol. 215, Part B.   4.     Oracle Product Hub for Communications:   http://www.oracle.com/us/products/applications/master-data-management/product-hub-082059.html  

  Read the article

• Oracle BI Server Modeling, Part 1- Designing a Query Factory

  - by bob.ertl(at)oracle.com

    Welcome to Oracle BI Development's BI Foundation blog, focused on helping you get the most value from your Oracle Business Intelligence Enterprise Edition (BI EE) platform deployments.  In my first series of posts, I plan to show developers the concepts and best practices for modeling in the Common Enterprise Information Model (CEIM), the semantic layer of Oracle BI EE.  In this segment, I will lay the groundwork for the modeling concepts.  First, I will cover the big picture of how the BI Server fits into the system, and how the CEIM controls the query processing. Oracle BI EE Query Cycle The purpose of the Oracle BI Server is to bridge the gap between the presentation services and the data sources.  There are typically a variety of data sources in a variety of technologies: relational, normalized transaction systems; relational star-schema data warehouses and marts; multidimensional analytic cubes and financial applications; flat files, Excel files, XML files, and so on. Business datasets can reside in a single type of source, or, most of the time, are spread across various types of sources. Presentation services users are generally business people who need to be able to query that set of sources without any knowledge of technologies, schemas, or how sources are organized in their company. They think of business analysis in terms of measures with specific calculations, hierarchical dimensions for breaking those measures down, and detailed reports of the business transactions themselves.  Most of them create queries without knowing it, by picking a dashboard page and some filters.  Others create their own analysis by selecting metrics and dimensional attributes, and possibly creating additional calculations. The BI Server bridges that gap from simple business terms to technical physical queries by exposing just the business focused measures and dimensional attributes that business people can use in their analyses and dashboards.   After they make their selections and start the analysis, the BI Server plans the best way to query the data sources, writes the optimized sequence of physical queries to those sources, post-processes the results, and presents them to the client as a single result set suitable for tables, pivots and charts. The CEIM is a model that controls the processing of the BI Server.  It provides the subject areas that presentation services exposes for business users to select simplified metrics and dimensional attributes for their analysis.  It models the mappings to the physical data access, the calculations and logical transformations, and the data access security rules.  The CEIM consists of metadata stored in the repository, authored by developers using the Administration Tool client.     Presentation services and other query clients create their queries in BI EE's SQL-92 language, called Logical SQL or LSQL.  The API simply uses ODBC or JDBC to pass the query to the BI Server.  Presentation services writes the LSQL query in terms of the simplified objects presented to the users.  The BI Server creates a query plan, and rewrites the LSQL into fully-detailed SQL or other languages suitable for querying the physical sources.  For example, the LSQL on the left below was rewritten into the physical SQL for an Oracle 11g database on the right. Logical SQL   Physical SQL SELECT "D0 Time"."T02 Per Name Month" saw_0, "D4 Product"."P01  Product" saw_1, "F2 Units"."2-01  Billed Qty  (Sum All)" saw_2 FROM "Sample Sales" ORDER BY saw_0, saw_1       WITH SAWITH0 AS ( select T986.Per_Name_Month as c1, T879.Prod_Dsc as c2,      sum(T835.Units) as c3, T879.Prod_Key as c4 from      Product T879 /* A05 Product */ ,      Time_Mth T986 /* A08 Time Mth */ ,      FactsRev T835 /* A11 Revenue (Billed Time Join) */ where ( T835.Prod_Key = T879.Prod_Key and T835.Bill_Mth = T986.Row_Wid) group by T879.Prod_Dsc, T879.Prod_Key, T986.Per_Name_Month ) select SAWITH0.c1 as c1, SAWITH0.c2 as c2, SAWITH0.c3 as c3 from SAWITH0 order by c1, c2   Probably everybody reading this blog can write SQL or MDX.  However, the trick in designing the CEIM is that you are modeling a query-generation factory.  Rather than hand-crafting individual queries, you model behavior and relationships, thus configuring the BI Server machinery to manufacture millions of different queries in response to random user requests.  This mass production requires a different mindset and approach than when you are designing individual SQL statements in tools such as Oracle SQL Developer, Oracle Hyperion Interactive Reporting (formerly Brio), or Oracle BI Publisher.   The Structure of the Common Enterprise Information Model (CEIM) The CEIM has a unique structure specifically for modeling the relationships and behaviors that fill the gap from logical user requests to physical data source queries and back to the result.  The model divides the functionality into three specialized layers, called Presentation, Business Model and Mapping, and Physical, as shown below. Presentation services clients can generally only see the presentation layer, and the objects in the presentation layer are normally the only ones used in the LSQL request.  When a request comes into the BI Server from presentation services or another client, the relationships and objects in the model allow the BI Server to select the appropriate data sources, create a query plan, and generate the physical queries.  That's the left to right flow in the diagram below.  When the results come back from the data source queries, the right to left relationships in the model show how to transform the results and perform any final calculations and functions that could not be pushed down to the databases.   Business Model Think of the business model as the heart of the CEIM you are designing.  This is where you define the analytic behavior seen by the users, and the superset library of metric and dimension objects available to the user community as a whole.  It also provides the baseline business-friendly names and user-readable dictionary.  For these reasons, it is often called the "logical" model--it is a virtual database schema that persists no data, but can be queried as if it is a database. The business model always has a dimensional shape (more on this in future posts), and its simple shape and terminology hides the complexity of the source data models. Besides hiding complexity and normalizing terminology, this layer adds most of the analytic value, as well.  This is where you define the rich, dimensional behavior of the metrics and complex business calculations, as well as the conformed dimensions and hierarchies.  It contributes to the ease of use for business users, since the dimensional metric definitions apply in any context of filters and drill-downs, and the conformed dimensions enable dashboard-wide filters and guided analysis links that bring context along from one page to the next.  The conformed dimensions also provide a key to hiding the complexity of many sources, including federation of different databases, behind the simple business model. Note that the expression language in this layer is LSQL, so that any expression can be rewritten into any data source's query language at run time.  This is important for federation, where a given logical object can map to several different physical objects in different databases.  It is also important to portability of the CEIM to different database brands, which is a key requirement for Oracle's BI Applications products. Your requirements process with your user community will mostly affect the business model.  This is where you will define most of the things they specifically ask for, such as metric definitions.  For this reason, many of the best-practice methodologies of our consulting partners start with the high-level definition of this layer. Physical Model The physical model connects the business model that meets your users' requirements to the reality of the data sources you have available. In the query factory analogy, think of the physical layer as the bill of materials for generating physical queries.  Every schema, table, column, join, cube, hierarchy, etc., that will appear in any physical query manufactured at run time must be modeled here at design time. Each physical data source will have its own physical model, or "database" object in the CEIM.  The shape of each physical model matches the shape of its physical source.  In other words, if the source is normalized relational, the physical model will mimic that normalized shape.  If it is a hypercube, the physical model will have a hypercube shape.  If it is a flat file, it will have a denormalized tabular shape. To aid in query optimization, the physical layer also tracks the specifics of the database brand and release.  This allows the BI Server to make the most of each physical source's distinct capabilities, writing queries in its syntax, and using its specific functions. This allows the BI Server to push processing work as deep as possible into the physical source, which minimizes data movement and takes full advantage of the database's own optimizer.  For most data sources, native APIs are used to further optimize performance and functionality. The value of having a distinct separation between the logical (business) and physical models is encapsulation of the physical characteristics.  This encapsulation is another enabler of packaged BI applications and federation.  It is also key to hiding the complex shapes and relationships in the physical sources from the end users.  Consider a routine drill-down in the business model: physically, it can require a drill-through where the first query is MDX to a multidimensional cube, followed by the drill-down query in SQL to a normalized relational database.  The only difference from the user's point of view is that the 2nd query added a more detailed dimension level column - everything else was the same. Mappings Within the Business Model and Mapping Layer, the mappings provide the binding from each logical column and join in the dimensional business model, to each of the objects that can provide its data in the physical layer.  When there is more than one option for a physical source, rules in the mappings are applied to the query context to determine which of the data sources should be hit, and how to combine their results if more than one is used.  These rules specify aggregate navigation, vertical partitioning (fragmentation), and horizontal partitioning, any of which can be federated across multiple, heterogeneous sources.  These mappings are usually the most sophisticated part of the CEIM. Presentation You might think of the presentation layer as a set of very simple relational-like views into the business model.  Over ODBC/JDBC, they present a relational catalog consisting of databases, tables and columns.  For business users, presentation services interprets these as subject areas, folders and columns, respectively.  (Note that in 10g, subject areas were called presentation catalogs in the CEIM.  In this blog, I will stick to 11g terminology.)  Generally speaking, presentation services and other clients can query only these objects (there are exceptions for certain clients such as BI Publisher and Essbase Studio). The purpose of the presentation layer is to specialize the business model for different categories of users.  Based on a user's role, they will be restricted to specific subject areas, tables and columns for security.  The breakdown of the model into multiple subject areas organizes the content for users, and subjects superfluous to a particular business role can be hidden from that set of users.  Customized names and descriptions can be used to override the business model names for a specific audience.  Variables in the object names can be used for localization. For these reasons, you are better off thinking of the tables in the presentation layer as folders than as strict relational tables.  The real semantics of tables and how they function is in the business model, and any grouping of columns can be included in any table in the presentation layer.  In 11g, an LSQL query can also span multiple presentation subject areas, as long as they map to the same business model. Other Model Objects There are some objects that apply to multiple layers.  These include security-related objects, such as application roles, users, data filters, and query limits (governors).  There are also variables you can use in parameters and expressions, and initialization blocks for loading their initial values on a static or user session basis.  Finally, there are Multi-User Development (MUD) projects for developers to check out units of work, and objects for the marketing feature used by our packaged customer relationship management (CRM) software.   The Query Factory At this point, you should have a grasp on the query factory concept.  When developing the CEIM model, you are configuring the BI Server to automatically manufacture millions of queries in response to random user requests. You do this by defining the analytic behavior in the business model, mapping that to the physical data sources, and exposing it through the presentation layer's role-based subject areas. While configuring mass production requires a different mindset than when you hand-craft individual SQL or MDX statements, it builds on the modeling and query concepts you already understand. The following posts in this series will walk through the CEIM modeling concepts and best practices in detail.  We will initially review dimensional concepts so you can understand the business model, and then present a pattern-based approach to learning the mappings from a variety of physical schema shapes and deployments to the dimensional model.  Along the way, we will also present the dimensional calculation template, and learn how to configure the many additivity patterns.

  Read the article

• New in MySQL Enterprise Edition: Policy-based Auditing!

  - by Rob Young

  Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} For those with an interest in MySQL, this weekend's MySQL Connect conference in San Francisco has gotten off to a great start. On Saturday Tomas announced the feature complete MySQL 5.6 Release Candidate that is now available for Community adoption and testing. This announcement marks the sprint to GA that should be ready for release within the next 90 days. You can get a quick summary of the key 5.6 features here or better yet download the 5.6 RC (under “Development Releases”), review what's new and try it out for yourself! There were also product related announcements around MySQL Cluster 7.3 and MySQL Enterprise Edition . This latter announcement is of particular interest if you are faced with internal and regulatory compliance requirements as it addresses and solves a pain point that is shared by most developers and DBAs; new, out of the box compliance for MySQL applications via policy-based audit logging of user and query level activity. Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} One of the most common requests we get for the MySQL roadmap is for quick and easy logging of audit events. This is mainly due to how web-based applications have evolved from nice-to-have enablers to mission-critical revenue generation and the important role MySQL plays in the new dynamic. In today’s virtual marketplace, PCI compliance guidelines ensure credit card data is secure within e-commerce apps; from a corporate standpoint, Sarbanes-Oxely, HIPAA and other regulations guard the medical, financial, public sector and other personal data centric industries. For supporting applications audit policies and controls that monitor the eyes and hands that have viewed and acted upon the most sensitive of data is most commonly implemented on the back-end database. Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} With this in mind, MySQL 5.5 introduced an open audit plugin API that enables all MySQL users to write their own auditing plugins based on application specific requirements. While the supporting docs are very complete and provide working code samples, writing an audit plugin requires time and low-level expertise to develop, test, implement and maintain. To help those who don't have the time and/or expertise to develop such a plugin, Oracle now ships MySQL 5.5.28 and higher with an easy to use, out-of-the-box auditing solution; MySQL Enterprise Audit. MySQL Enterprise Audit The premise behind MySQL Enterprise Audit is simple; we wanted to provide an easy to use, policy-based auditing solution that enables you to quickly and seamlessly add compliance to their MySQL applications. MySQL Enterprise Audit meets this requirement by enabling you to: 1. Easily install the needed components. Installation requires an upgrade to MySQL 5.5.28 (Enterprise edition), which can be downloaded from the My Oracle Support portal or the Oracle Software Delivery Cloud. After installation, you simply add the following to your my.cnf file to register and enable the audit plugin: [mysqld] plugin-load=audit_log.so (keep in mind the audit_log suffix is platform dependent, so .dll on Windows, etc.) or alternatively you can load the plugin at runtime: mysql> INSTALL PLUGIN audit_log SONAME 'audit_log.so'; 2. Dynamically enable and disable the audit stream for a specific MySQL server. A new global variable called audit_log_policy allows you to dynamically enable and disable audit stream logging for a specific MySQL server. The variable parameters are described below. 3. Define audit policy based on what needs to be logged (everything, logins, queries, or nothing), by server. The new audit_log_policy variable uses the following valid, descriptively named values to enable, disable audit stream logging and to filter the audit events that are logged to the audit stream: "ALL" - enable audit stream and log all events "LOGINS" - enable audit stream and log only login events "QUERIES" - enable audit stream and log only querie events "NONE" - disable audit stream 4. Manage audit log files using basic MySQL log rotation features. A new global variable, audit_log_rotate_on_size, allows you to automate the rotation and archival of audit stream log files based on size with archived log files renamed and appended with datetime stamp when a new file is opened for logging. 5. Integrate the MySQL audit stream with MySQL, Oracle tools and other third-party solutions. The MySQL audit stream is written as XML, using UFT-8 and can be easily formatted for viewing using a standard XML parser. This enables you to leverage tools from MySQL and others to view the contents. The audit stream was also developed to meet the Oracle database audit stream specification so combined Oracle/MySQL shops can import and manage MySQL audit images using the same Oracle tools they use for their Oracle databases. So assuming a successful MySQL 5.5.28 upgrade or installation, a common set up and use case scenario might look something like this: Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} It should be noted that MySQL Enterprise Audit was designed to be transparent at the application layer by allowing you to control the mix of log output buffering and asynchronous or synchronous disk writes to minimize the associated overhead that comes when the audit stream is enabled. The net result is that, depending on the chosen audit stream log stream options, most application users will see little to no difference in response times when the audit stream is enabled. So what are your next steps? Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Get all of the grainy details on MySQL Enterprise Audit, including all of the additional configuration options from the MySQL documentation. MySQL Enterprise Edition customers can download MySQL 5.5.28 with the Audit extension for production use from the My Oracle Support portal. Everyone can download MySQL 5.5.28 with the Audit extension for evaluation from the Oracle Software Delivery Cloud. Learn more about MySQL Enterprise Edition. As always, thanks for your continued support of MySQL!

  Read the article

• The Changing Face of PASS

  - by Bill Graziano

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

  Read the article

• problem with sIFR 3 not displaying in IE just getting XXX

  - by user288306

  I am having a problem with sIFR 3 not displaying in IE. I get 3 larges black XXX in IE yet it displays fine in Firefox. I have checked i do have the most recent version of flash installed correctly. Here is the code on the page <div id="features"> <div id="mainmessage_advertisers"><h2>Advertisers</h2><br /><br /><h3><a href="">Reach your customers where they browse. Buy directly from top web publishers.</a></h3><br /><br /><br /><a href=""><img src="img/buyads.gif" border="0"></a></div> <div id="mainmessage_publishers"><h2>Publishers</h2><br /><br /><h3>Take control of your ad space and start generating more revenue than <u>ever before</u>.</h3><br /><br /><br /><a href=""><img src="img/sellads.gif" border="0"></a></div> </div>` Here is the code from my global.css #mainmessage_advertisers { width: 395px; height: 200px; padding: 90px 50px; border: 1px; float: left; } #mainmessage_publishers { width: 395px; height: 200px; padding: 90px 50px; float: right; } and here is what i have in my sifr.js /*********************************************************************** SIFR 3.0 (BETA 1) FUNCTIONS ************************************************************************/ var parseSelector=(function(){var _1=/\s*,\s*/;var _2=/\s*([\s>+~(),]|^|$)\s*/g;var _3=/([\s>+~,]|[^(]\+|^)([#.:@])/g;var _4=/^[^\s>+~]/;var _5=/[\s#.:>+~()@]|[^\s#.:>+~()@]+/g;function parseSelector(_6,_7){_7=_7||document.documentElement;var _8=_6.split(_1),_9=[];for(var i=0;i<_8.length;i++){var _b=[_7],_c=toStream(_8[i]);for(var j=0;j<_c.length;){var _e=_c[j++],_f=_c[j++],_10="";if(_c[j]=="("){while(_c[j++]!=")"&&j<_c.length){_10+=_c[j]}_10=_10.slice(0,-1)}_b=select(_b,_e,_f,_10)}_9=_9.concat(_b)}return _9}function toStream(_11){var _12=_11.replace(_2,"$1").replace(_3,"$1*$2");if(_4.test(_12)){_12=" "+_12}return _12.match(_5)||[]}function select(_13,_14,_15,_16){return (_17[_14])?_17[_14](_13,_15,_16):[]}var _18={toArray:function(_19){var a=[];for(var i=0;i<_19.length;i++){a.push(_19[i])}return a}};var dom={isTag:function(_1d,tag){return (tag=="*")||(tag.toLowerCase()==_1d.nodeName.toLowerCase())},previousSiblingElement:function(_1f){do{_1f=_1f.previousSibling}while(_1f&&_1f.nodeType!=1);return _1f},nextSiblingElement:function(_20){do{_20=_20.nextSibling}while(_20&&_20.nodeType!=1);return _20},hasClass:function(_21,_22){return (_22.className||"").match("(^|\\s)"+_21+"(\\s|$)")},getByTag:function(tag,_24){return _24.getElementsByTagName(tag)}};var _17={"#":function(_25,_26){for(var i=0;i<_25.length;i++){if(_25[i].getAttribute("id")==_26){return [_25[i]]}}return []}," ":function(_28,_29){var _2a=[];for(var i=0;i<_28.length;i++){_2a=_2a.concat(_18.toArray(dom.getByTag(_29,_28[i])))}return _2a},">":function(_2c,_2d){var _2e=[];for(var i=0,_30;i<_2c.length;i++){_30=_2c[i];for(var j=0,_32;j<_30.childNodes.length;j++){_32=_30.childNodes[j];if(_32.nodeType==1&&dom.isTag(_32,_2d)){_2e.push(_32)}}}return _2e},".":function(_33,_34){var _35=[];for(var i=0,_37;i<_33.length;i++){_37=_33[i];if(dom.hasClass([_34],_37)){_35.push(_37)}}return _35},":":function(_38,_39,_3a){return (pseudoClasses[_39])?pseudoClasses[_39](_38,_3a):[]}};parseSelector.selectors=_17;parseSelector.pseudoClasses={};parseSelector.util=_18;parseSelector.dom=dom;return parseSelector})(); var sIFR=new function(){var _3b=this;var _3c="sIFR-active";var _3d="sIFR-replaced";var _3e="sIFR-flash";var _3f="sIFR-ignore";var _40="sIFR-alternate";var _41="sIFR-class";var _42="sIFR-layout";var _43="http://www.w3.org/1999/xhtml";var _44=6;var _45=126;var _46=8;var _47="SIFR-PREFETCHED";var _48=" ";this.isActive=false;this.isEnabled=true;this.hideElements=true;this.replaceNonDisplayed=false;this.preserveSingleWhitespace=false;this.fixWrap=true;this.registerEvents=true;this.setPrefetchCookie=true;this.cookiePath="/";this.domains=[];this.fromLocal=true;this.forceClear=false;this.forceWidth=true;this.fitExactly=false;this.forceTextTransform=true;this.useDomContentLoaded=true;this.debugMode=false;this.hasFlashClassSet=false;var _49=0;var _4a=false,_4b=false;var dom=new function(){this.getBody=function(){var _4d=document.getElementsByTagName("body");if(_4d.length==1){return _4d[0]}return null};this.addClass=function(_4e,_4f){if(_4f){_4f.className=((_4f.className||"")==""?"":_4f.className+" ")+_4e}};this.removeClass=function(_50,_51){if(_51){_51.className=_51.className.replace(new RegExp("(^|\\s)"+_50+"(\\s|$)"),"").replace(/^\s+|(\s)\s+/g,"$1")}};this.hasClass=function(_52,_53){return new RegExp("(^|\\s)"+_52+"(\\s|$)").test(_53.className)};this.create=function(_54){if(document.createElementNS){return document.createElementNS(_43,_54)}return document.createElement(_54)};this.setInnerHtml=function(_55,_56){if(ua.innerHtmlSupport){_55.innerHTML=_56}else{if(ua.xhtmlSupport){_56=["<root xmlns=\"",_43,"\">",_56,"</root>"].join("");var xml=(new DOMParser()).parseFromString(_56,"text/xml");xml=document.importNode(xml.documentElement,true);while(_55.firstChild){_55.removeChild(_55.firstChild)}while(xml.firstChild){_55.appendChild(xml.firstChild)}}}};this.getComputedStyle=function(_58,_59){var _5a;if(document.defaultView&&document.defaultView.getComputedStyle){_5a=document.defaultView.getComputedStyle(_58,null)[_59]}else{if(_58.currentStyle){_5a=_58.currentStyle[_59]}}return _5a||""};this.getStyleAsInt=function(_5b,_5c,_5d){var _5e=this.getComputedStyle(_5b,_5c);if(_5d&&!/px$/.test(_5e)){return 0}_5e=parseInt(_5e);return isNaN(_5e)?0:_5e};this.getZoom=function(){return _5f.zoom.getLatest()}};this.dom=dom;var ua=new function(){var ua=navigator.userAgent.toLowerCase();var _62=(navigator.product||"").toLowerCase();this.macintosh=ua.indexOf("mac")>-1;this.windows=ua.indexOf("windows")>-1;this.quicktime=false;this.opera=ua.indexOf("opera")>-1;this.konqueror=_62.indexOf("konqueror")>-1;this.ie=false/*@cc_on || true @*/;this.ieSupported=this.ie&&!/ppc|smartphone|iemobile|msie\s5\.5/.test(ua)/*@cc_on && @_jscript_version >= 5.5 @*/;this.ieWin=this.ie&&this.windows/*@cc_on && @_jscript_version >= 5.1 @*/;this.windows=this.windows&&(!this.ie||this.ieWin);this.ieMac=this.ie&&this.macintosh/*@cc_on && @_jscript_version < 5.1 @*/;this.macintosh=this.macintosh&&(!this.ie||this.ieMac);this.safari=ua.indexOf("safari")>-1;this.webkit=ua.indexOf("applewebkit")>-1&&!this.konqueror;this.khtml=this.webkit||this.konqueror;this.gecko=!this.webkit&&_62=="gecko";this.operaVersion=this.opera&&/.*opera(\s|\/)(\d+\.\d+)/.exec(ua)?parseInt(RegExp.$2):0;this.webkitVersion=this.webkit&&/.*applewebkit\/(\d+).*/.exec(ua)?parseInt(RegExp.$1):0;this.geckoBuildDate=this.gecko&&/.*gecko\/(\d{8}).*/.exec(ua)?parseInt(RegExp.$1):0;this.konquerorVersion=this.konqueror&&/.*konqueror\/(\d\.\d).*/.exec(ua)?parseInt(RegExp.$1):0;this.flashVersion=0;if(this.ieWin){var axo;var _64=false;try{axo=new ActiveXObject("ShockwaveFlash.ShockwaveFlash.7")}catch(e){try{axo=new ActiveXObject("ShockwaveFlash.ShockwaveFlash.6");this.flashVersion=6;axo.AllowScriptAccess="always"}catch(e){_64=this.flashVersion==6}if(!_64){try{axo=new ActiveXObject("ShockwaveFlash.ShockwaveFlash")}catch(e){}}}if(!_64&&axo){this.flashVersion=parseFloat(/([\d,?]+)/.exec(axo.GetVariable("$version"))[1].replace(/,/g,"."))}}else{if(navigator.plugins&&navigator.plugins["Shockwave Flash"]){var _65=navigator.plugins["Shockwave Flash"];this.flashVersion=parseFloat(/(\d+\.?\d*)/.exec(_65.description)[1]);var i=0;while(this.flashVersion>=_46&&i<navigator.mimeTypes.length){var _67=navigator.mimeTypes[i];if(_67.type=="application/x-shockwave-flash"&&_67.enabledPlugin.description.toLowerCase().indexOf("quicktime")>-1){this.flashVersion=0;this.quicktime=true}i++}}}this.flash=this.flashVersion>=_46;this.transparencySupport=this.macintosh||this.windows;this.computedStyleSupport=this.ie||document.defaultView&&document.defaultView.getComputedStyle&&(!this.gecko||this.geckoBuildDate>=20030624);this.css=true;if(this.computedStyleSupport){try{var _68=document.getElementsByTagName("head")[0];_68.style.backgroundColor="#FF0000";var _69=dom.getComputedStyle(_68,"backgroundColor");this.css=!_69||/\#F{2}0{4}|rgb\(255,\s?0,\s?0\)/i.test(_69);_68=null}catch(e){}}this.xhtmlSupport=!!window.DOMParser&&!!document.importNode;this.innerHtmlSupport;try{var n=dom.create("span");if(!this.ieMac){n.innerHTML="x"}this.innerHtmlSupport=n.innerHTML=="x"}catch(e){this.innerHtmlSupport=false}this.zoomSupport=!!(this.opera&&document.documentElement);this.geckoXml=this.gecko&&(document.contentType||"").indexOf("xml")>-1;this.requiresPrefetch=this.ieWin||this.khtml;this.verifiedKonqueror=false;this.supported=this.flash&&this.css&&(!this.ie||this.ieSupported)&&(!this.opera||this.operaVersion>=8)&&(!this.webkit||this.webkitVersion>=412)&&(!this.konqueror||this.konquerorVersion>3.5)&&this.computedStyleSupport&&(this.innerHtmlSupport||!this.khtml&&this.xhtmlSupport)};this.ua=ua;var _6b=new function(){function capitalize($){return $.toUpperCase()}this.normalize=function(str){if(_3b.preserveSingleWhitespace){return str.replace(/\s/g,_48)}return str.replace(/(\s)\s+/g,"$1")};this.textTransform=function(_6e,str){switch(_6e){case "uppercase":str=str.toUpperCase();break;case "lowercase":str=str.toLowerCase();break;case "capitalize":var _70=str;str=str.replace(/^\w|\s\w/g,capitalize);if(str.indexOf("function capitalize")!=-1){var _71=_70.replace(/(^|\s)(\w)/g,"$1$1$2$2").split(/^\w|\s\w/g);str="";for(var i=0;i<_71.length;i++){str+=_71[i].charAt(0).toUpperCase()+_71[i].substring(1)}}break}return str};this.toHexString=function(str){if(typeof (str)!="string"||!str.charAt(0)=="#"||str.length!=4&&str.length!=7){return str}str=str.replace(/#/,"");if(str.length==3){str=str.replace(/(.)(.)(.)/,"$1$1$2$2$3$3")}return "0x"+str};this.toJson=function(obj){var _75="";switch(typeof (obj)){case "string":_75="\""+obj+"\"";break;case "number":case "boolean":_75=obj.toString();break;case "object":_75=[];for(var _76 in obj){if(obj[_76]==Object.prototype[_76]){continue}_75.push("\""+_76+"\":"+_6b.toJson(obj[_76]))}_75="{"+_75.join(",")+"}";break}return _75};this.convertCssArg=function(arg){if(!arg){return {}}if(typeof (arg)=="object"){if(arg.constructor==Array){arg=arg.join("")}else{return arg}}var obj={};var _79=arg.split("}");for(var i=0;i<_79.length;i++){var $=_79[i].match(/([^\s{]+)\s*\{(.+)\s*;?\s*/);if(!$||$.length!=3){continue}if(!obj[$[1]]){obj[$[1]]={}}var _7c=$[2].split(";");for(var j=0;j<_7c.length;j++){var $2=_7c[j].match(/\s*([^:\s]+)\s*\:\s*([^\s;]+)/);if(!$2||$2.length!=3){continue}obj[$[1]][$2[1]]=$2[2]}}return obj};this.extractFromCss=function(css,_80,_81,_82){var _83=null;if(css&&css[_80]&&css[_80][_81]){_83=css[_80][_81];if(_82){delete css[_80][_81]}}return _83};this.cssToString=function(arg){var css=[];for(var _86 in arg){var _87=arg[_86];if(_87==Object.prototype[_86]){continue}css.push(_86,"{");for(var _88 in _87){if(_87[_88]==Object.prototype[_88]){continue}css.push(_88,":",_87[_88],";")}css.push("}")}return escape(css.join(""))}};this.util=_6b;var _5f={};_5f.fragmentIdentifier=new function(){this.fix=true;var _89;this.cache=function(){_89=document.title};function doFix(){document.title=_89}this.restore=function(){if(this.fix){setTimeout(doFix,0)}}};_5f.synchronizer=new function(){this.isBlocked=false;this.block=function(){this.isBlocked=true};this.unblock=function(){this.isBlocked=false;_8a.replaceAll()}};_5f.zoom=new function(){var _8b=100;this.getLatest=function(){return _8b};if(ua.zoomSupport&&ua.opera){var _8c=document.createElement("div");_8c.style.position="fixed";_8c.style.left="-65536px";_8c.style.top="0";_8c.style.height="100%";_8c.style.width="1px";_8c.style.zIndex="-32";document.documentElement.appendChild(_8c);function updateZoom(){if(!_8c){return}var _8d=window.innerHeight/_8c.offsetHeight;var _8e=Math.round(_8d*100)%10;if(_8e>5){_8d=Math.round(_8d*100)+10-_8e}else{_8d=Math.round(_8d*100)-_8e}_8b=isNaN(_8d)?100:_8d;_5f.synchronizer.unblock();document.documentElement.removeChild(_8c);_8c=null}_5f.synchronizer.block();setTimeout(updateZoom,54)}};this.hacks=_5f;var _8f={kwargs:[],replaceAll:function(){for(var i=0;i<this.kwargs.length;i++){_3b.replace(this.kwargs[i])}this.kwargs=[]}};var _8a={kwargs:[],replaceAll:_8f.replaceAll};function isValidDomain(){if(_3b.domains.length==0){return true}var _91="";try{_91=document.domain}catch(e){}if(_3b.fromLocal&&sIFR.domains[0]!="localhost"){sIFR.domains.unshift("localhost")}for(var i=0;i<_3b.domains.length;i++){if(_3b.domains[i]=="*"||_3b.domains[i]==_91){return true}}return false}this.activate=function(){if(!ua.supported||!this.isEnabled||this.isActive||!isValidDomain()){return}this.isActive=true;if(this.hideElements){this.setFlashClass()}if(ua.ieWin&&_5f.fragmentIdentifier.fix&&window.location.hash!=""){_5f.fragmentIdentifier.cache()}else{_5f.fragmentIdentifier.fix=false}if(!this.registerEvents){return}function handler(evt){_3b.initialize();if(evt&&evt.type=="load"){if(document.removeEventListener){document.removeEventListener("DOMContentLoaded",handler,false);document.removeEventListener("load",handler,false)}if(window.removeEventListener){window.removeEventListener("load",handler,false)}}}if(window.addEventListener){if(_3b.useDomContentLoaded&&ua.gecko){document.addEventListener("DOMContentLoaded",handler,false)}window.addEventListener("load",handler,false)}else{if(ua.ieWin){if(_3b.useDomContentLoaded&&!_4a){document.write("<scr"+"ipt id=__sifr_ie_onload defer src=//:></script>");document.getElementById("__sifr_ie_onload").onreadystatechange=function(){if(this.readyState=="complete"){handler();this.removeNode()}}}window.attachEvent("onload",handler)}}};this.setFlashClass=function(){if(this.hasFlashClassSet){return}dom.addClass(_3c,dom.getBody()||document.documentElement);this.hasFlashClassSet=true};this.removeFlashClass=function(){if(!this.hasFlashClassSet){return}dom.removeClass(_3c,dom.getBody());dom.removeClass(_3c,document.documentElement);this.hasFlashClassSet=false};this.initialize=function(){if(_4b||!this.isActive||!this.isEnabled){return}_4b=true;_8f.replaceAll();clearPrefetch()};function getSource(src){if(typeof (src)!="string"){if(src.src){src=src.src}if(typeof (src)!="string"){var _95=[];for(var _96 in src){if(src[_96]!=Object.prototype[_96]){_95.push(_96)}}_95.sort().reverse();var _97="";var i=-1;while(!_97&&++i<_95.length){if(parseFloat(_95[i])<=ua.flashVersion){_97=src[_95[i]]}}src=_97}}if(!src&&_3b.debugMode){throw new Error("sIFR: Could not determine appropriate source")}if(ua.ie&&src.charAt(0)=="/"){src=window.location.toString().replace(/([^:]+)(:\/?\/?)([^\/]+).*/,"$1$2$3")+src}return src}this.prefetch=function(){if(!ua.requiresPrefetch||!ua.supported||!this.isEnabled||!isValidDomain()){return}if(this.setPrefetchCookie&&new RegExp(";?"+_47+"=true;?").test(document.cookie)){return}try{_4a=true;if(ua.ieWin){prefetchIexplore(arguments)}else{prefetchLight(arguments)}if(this.setPrefetchCookie){document.cookie=_47+"=true;path="+this.cookiePath}}catch(e){if(_3b.debugMode){throw e}}};function prefetchIexplore(_99){for(var i=0;i<_99.length;i++){document.write("<embed src=\""+getSource(_99[i])+"\" sIFR-prefetch=\"true\" style=\"display:none;\">")}}function prefetchLight(_9b){for(var i=0;i<_9b.length;i++){new Image().src=getSource(_9b[i])}}function clearPrefetch(){if(!ua.ieWin||!_4a){return}try{var _9d=document.getElementsByTagName("embed");for(var i=_9d.length-1;i>=0;i--){var _9f=_9d[i];if(_9f.getAttribute("sIFR-prefetch")=="true"){_9f.parentNode.removeChild(_9f)}}}catch(e){}}function getRatio(_a0){if(_a0<=10){return 1.55}if(_a0<=19){return 1.45}if(_a0<=32){return 1.35}if(_a0<=71){return 1.3}return 1.25}function getFilters(obj){var _a2=[];for(var _a3 in obj){if(obj[_a3]==Object.prototype[_a3]){continue}var _a4=obj[_a3];_a3=[_a3.replace(/filter/i,"")+"Filter"];for(var _a5 in _a4){if(_a4[_a5]==Object.prototype[_a5]){continue}_a3.push(_a5+":"+escape(_6b.toJson(_6b.toHexString(_a4[_a5]))))}_a2.push(_a3.join(","))}return _a2.join(";")}this.replace=function(_a6,_a7){if(!ua.supported){return}if(_a7){for(var _a8 in _a6){if(typeof (_a7[_a8])=="undefined"){_a7[_a8]=_a6[_a8]}}_a6=_a7}if(!_4b){return _8f.kwargs.push(_a6)}if(_5f.synchronizer.isBlocked){return _8a.kwargs.push(_a6)}var _a9=_a6.elements;if(!_a9&&parseSelector){_a9=parseSelector(_a6.selector)}if(_a9.length==0){return}this.setFlashClass();var src=getSource(_a6.src);var css=_6b.convertCssArg(_a6.css);var _ac=getFilters(_a6.filters);var _ad=(_a6.forceClear==null)?_3b.forceClear:_a6.forceClear;var _ae=(_a6.fitExactly==null)?_3b.fitExactly:_a6.fitExactly;var _af=_ae||(_a6.forceWidth==null?_3b.forceWidth:_a6.forceWidth);var _b0=parseInt(_6b.extractFromCss(css,".sIFR-root","leading"))||0;var _b1=_6b.extractFromCss(css,".sIFR-root","background-color",true)||"#FFFFFF";var _b2=_6b.extractFromCss(css,".sIFR-root","opacity",true)||"100";if(parseFloat(_b2)<1){_b2=100*parseFloat(_b2)}var _b3=_6b.extractFromCss(css,".sIFR-root","kerning",true)||"";var _b4=_a6.gridFitType||_6b.extractFromCss(css,".sIFR-root","text-align")=="right"?"subpixel":"pixel";var _b5=_3b.forceTextTransform?_6b.extractFromCss(css,".sIFR-root","text-transform",true)||"none":"none";var _b6="";if(_ae){_6b.extractFromCss(css,".sIFR-root","text-align",true)}if(!_a6.modifyCss){_b6=_6b.cssToString(css)}var _b7=_a6.wmode||"";if(_b7=="transparent"){if(!ua.transparencySupport){_b7="opaque"}else{_b1="transparent"}}for(var i=0;i<_a9.length;i++){var _b9=_a9[i];if(!ua.verifiedKonqueror){if(dom.getComputedStyle(_b9,"lineHeight").match(/e\+08px/)){ua.supported=_3b.isEnabled=false;this.removeFlashClass();return}ua.verifiedKonqueror=true}if(dom.hasClass(_3d,_b9)||dom.hasClass(_3f,_b9)){continue}var _ba=false;if(!_b9.offsetHeight||!_b9.offsetWidth){if(!_3b.replaceNonDisplayed){continue}_b9.style.display="block";if(!_b9.offsetHeight||!_b9.offsetWidth){_b9.style.display="";continue}_ba=true}if(_ad&&ua.gecko){_b9.style.clear="both"}var _bb=null;if(_3b.fixWrap&&ua.ie&&dom.getComputedStyle(_b9,"display")=="block"){_bb=_b9.innerHTML;dom.setInnerHtml(_b9,"X")}var _bc=dom.getStyleAsInt(_b9,"width",ua.ie);if(ua.ie&&_bc==0){var _bd=dom.getStyleAsInt(_b9,"paddingRight",true);var _be=dom.getStyleAsInt(_b9,"paddingLeft",true);var _bf=dom.getStyleAsInt(_b9,"borderRightWidth",true);var _c0=dom.getStyleAsInt(_b9,"borderLeftWidth",true);_bc=_b9.offsetWidth-_be-_bd-_c0-_bf}if(_bb&&_3b.fixWrap&&ua.ie){dom.setInnerHtml(_b9,_bb)}var _c1,_c2;if(!ua.ie){_c1=dom.getStyleAsInt(_b9,"lineHeight");_c2=Math.floor(dom.getStyleAsInt(_b9,"height")/_c1)}else{if(ua.ie){var _bb=_b9.innerHTML;_b9.style.visibility="visible";_b9.style.overflow="visible";_b9.style.position="static";_b9.style.zoom="normal";_b9.style.writingMode="lr-tb";_b9.style.width=_b9.style.height="auto";_b9.style.maxWidth=_b9.style.maxHeight=_b9.style.styleFloat="none";var _c3=_b9;var _c4=_b9.currentStyle.hasLayout;if(_c4){dom.setInnerHtml(_b9,"<div class=\""+_42+"\">X<br />X<br />X</div>");_c3=_b9.firstChild}else{dom.setInnerHtml(_b9,"X<br />X<br />X")}var _c5=_c3.getClientRects();_c1=_c5[1].bottom-_c5[1].top;_c1=Math.ceil(_c1*0.8);if(_c4){dom.setInnerHtml(_b9,"<div class=\""+_42+"\">"+_bb+"</div>");_c3=_b9.firstChild}else{dom.setInnerHtml(_b9,_bb)}_c5=_c3.getClientRects();_c2=_c5.length;if(_c4){dom.setInnerHtml(_b9,_bb)}_b9.style.visibility=_b9.style.width=_b9.style.height=_b9.style.maxWidth=_b9.style.maxHeight=_b9.style.overflow=_b9.style.styleFloat=_b9.style.position=_b9.style.zoom=_b9.style.writingMode=""}}if(_ba){_b9.style.display=""}if(_ad&&ua.gecko){_b9.style.clear=""}_c1=Math.max(_44,_c1);_c1=Math.min(_45,_c1);if(isNaN(_c2)||!isFinite(_c2)){_c2=1}var _c6=Math.round(_c2*_c1);if(_c2>1&&_b0){_c6+=Math.round((_c2-1)*_b0)}var _c7=dom.create("span");_c7.className=_40;var _c8=_b9.cloneNode(true);for(var j=0,l=_c8.childNodes.length;j<l;j++){_c7.appendChild(_c8.childNodes[j].cloneNode(true))}if(_a6.modifyContent){_a6.modifyContent(_c8,_a6.selector)}if(_a6.modifyCss){_b6=_a6.modifyCss(css,_c8,_a6.selector)}var _cb=handleContent(_c8,_b5);if(_a6.modifyContentString){_cb=_a6.modifyContentString(_cb,_a6.selector)}if(_cb==""){continue}var _cc=["content="+_cb.replace(/\</g,"&lt;").replace(/>/g,"&gt;"),"width="+_bc,"height="+_c6,"fitexactly="+(_ae?"true":""),"tunewidth="+(_a6.tuneWidth||""),"tuneheight="+(_a6.tuneHeight||""),"offsetleft="+(_a6.offsetLeft||""),"offsettop="+(_a6.offsetTop||""),"thickness="+(_a6.thickness||""),"sharpness="+(_a6.sharpness||""),"kerning="+_b3,"gridfittype="+_b4,"zoomsupport="+ua.zoomSupport,"filters="+_ac,"opacity="+_b2,"blendmode="+(_a6.blendMode||""),"size="+_c1,"zoom="+dom.getZoom(),"css="+_b6];_cc=encodeURI(_cc.join("&amp;"));var _cd="sIFR_callback_"+_49++;var _ce={flashNode:null};window[_cd+"_DoFSCommand"]=(function(_cf){return function(_d0,arg){if(/(FSCommand\:)?resize/.test(_d0)){var $=arg.split(":");_cf.flashNode.setAttribute($[0],$[1]);if(ua.khtml){_cf.flashNode.innerHTML+=""}}}})(_ce);_c6=Math.round(_c2*getRatio(_c1)*_c1);var _d3=_af?_bc:"100%";var _d4;if(ua.ie){_d4=["<object classid=\"clsid:D27CDB6E-AE6D-11cf-96B8-444553540000\" id=\"",_cd,"\" sifr=\"true\" width=\"",_d3,"\" height=\"",_c6,"\" class=\"",_3e,"\">","<param name=\"movie\" value=\"",src,"\"></param>","<param name=\"flashvars\" value=\"",_cc,"\"></param>","<param name=\"allowScriptAccess\" value=\"always\"></param>","<param name=\"quality\" value=\"best\"></param>","<param name=\"wmode\" value=\"",_b7,"\"></param>","<param name=\"bgcolor\" value=\"",_b1,"\"></param>","<param name=\"name\" value=\"",_cd,"\"></param>","</object>","<scr","ipt event=FSCommand(info,args) for=",_cd,">",_cd,"_DoFSCommand(info, args);","</","script>"].join("")}else{_d4=["<embed class=\"",_3e,"\" type=\"application/x-shockwave-flash\" src=\"",src,"\" quality=\"best\" flashvars=\"",_cc,"\" width=\"",_d3,"\" height=\"",_c6,"\" wmode=\"",_b7,"\" bgcolor=\"",_b1,"\" name=\"",_cd,"\" allowScriptAccess=\"always\" sifr=\"true\"></embed>"].join("")}dom.setInnerHtml(_b9,_d4);_ce.flashNode=_b9.firstChild;_b9.appendChild(_c7);dom.addClass(_3d,_b9);if(_a6.onReplacement){_a6.onReplacement(_ce.flashNode)}}_5f.fragmentIdentifier.restore()};function handleContent(_d5,_d6){var _d7=[],_d8=[];var _d9=_d5.childNodes;var i=0;while(i<_d9.length){var _db=_d9[i];if(_db.nodeType==3){var _dc=_6b.normalize(_db.nodeValue);_dc=_6b.textTransform(_d6,_dc);_d8.push(_dc.replace(/\%/g,"%25").replace(/\&/g,"%26").replace(/\,/g,"%2C").replace(/\+/g,"%2B"))}if(_db.nodeType==1){var _dd=[];var _de=_db.nodeName.toLowerCase();var _df=_db.className||"";if(/\s+/.test(_df)){if(_df.indexOf(_41)){_df=_df.match("(\\s|^)"+_41+"-([^\\s$]*)(\\s|$)")[2]}else{_df=_df.match(/^([^\s]+)/)[1]}}if(_df!=""){_dd.push("class=\""+_df+"\"")}if(_de=="a"){var _e0=_db.getAttribute("href")||"";var _e1=_db.getAttribute("target")||"";_dd.push("href=\""+_e0+"\"","target=\""+_e1+"\"")}_d8.push("<"+_de+(_dd.length>0?" ":"")+escape(_dd.join(" "))+">");if(_db.hasChildNodes()){_d7.push(i);i=0;_d9=_db.childNodes;continue}else{if(!/^(br|img)$/i.test(_db.nodeName)){_d8.push("</",_db.nodeName.toLowerCase(),">")}}}if(_d7.length>0&&!_db.nextSibling){do{i=_d7.pop();_d9=_db.parentNode.parentNode.childNodes;_db=_d9[i];if(_db){_d8.push("</",_db.nodeName.toLowerCase(),">")}}while(i<_d9.length&&_d7.length>0)}i++}return _d8.join("").replace(/\n|\r/g,"")}}; sIFR.prefetch({ src: 'swf/sifr/helvetica.swf' }); sIFR.activate(); sIFR.replace({ selector: 'h2, h3', src: 'swf/sifr/helvetica.swf', wmode: 'transparent', css: { '.sIFR-root' : { 'color': '#000000', 'font-weight': 'bold', 'letter-spacing': '-1' }, 'a': { 'text-decoration': 'none' }, 'a:link': { 'color': '#000000' }, 'a:hover': { 'color': '#000000' }, '.span': { 'color': '#979797' }, 'label': { 'color': '#E11818' } } }); sIFR.replace({ selector: 'h4', src: 'swf/sifr/helvetica.swf', wmode: 'transparent', css: { '.sIFR-root' : { 'color': '#7E7E7E', 'font-weight': 'bold', 'letter-spacing': '-0.8' }, 'a': { 'text-decoration': 'none' }, 'a:link': { 'color': '#7E7E7E' }, 'a:hover': { 'color': '#7E7E7E' }, 'label': { 'color': '#E11818' } } }); sIFR.replace({ selector: '#cart p', src: 'swf/sifr/helvetica-lt.swf', wmode: 'transparent', css: { '.sIFR-root' : { 'color': '#979797', 'font-weight': 'bold', 'letter-spacing': '-0.8' }, 'a': { 'text-decoration': 'none' }, 'a:link': { 'color': '#979797' }, 'a:hover': { 'color': '#000000' }, 'label': { 'color': '#979797' } } }); Thank you in advance for your help!

  Read the article

< Previous Page | 14 15 16 17 18