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  • WebCenter Customer Spotlight: Institute of Financing for Agriculture and Fisheries

    - by kellsey.ruppel
     Author: Peter Reiser - Social Business Evangelist, Oracle WebCenter  Solution SummaryThe Institute of Financing for Agriculture and Fisheries (IFAP) provides access, process payments, and oversee the application of EU and domestic funds distribution to individuals and companies. IFAP business objectives were to establish electronic processing of EU funds, improve relations between government agencies and public in compliance with the International Organization for Standardization (ISO) requirements for information management and security They implemented a complete solution for managing the entire document content life cycle through the use of Oracle WebCenter Content and Oracle WebCenter Capture. IFAP improved relationships with the public by accelerating payments electronically to individuals and organizations engaged in agriculture and fisheries, which is much easier, faster, and more secure than paper-based payments and the solution complies with ISO information and security requirements.  Company OverviewAs part of the Ministry of Agriculture, Rural Development, and Fisheries, the mission of the Institute of Financing for Agriculture and Fisheries (IFAP) is to provide access, process payments, and oversee the application of European Union (EU) and domestic funds distribution to individuals and companies engaged in the agriculture, rural development, and fisheries industries. Business ChallengesIFAP main business objective was to establish electronic processing of EU funds invested in agriculture and fisheries, improve relations between government agencies and the public and  comply with International Organization for Standardization (ISO) requirements for information management and security systems regarding access to stored documents. Solution DeployedIFAP implemented a complete solution for managing the entire document content life cycle through the use of Oracle WebCenter Content and Oracle WebCenter Capture.  The use of paper was replaced with digital formats, accelerating internal processes and ensuring compliance with ISO requirements Business Results Scalability The number of documents included and managed in the document system, called iDOC, increased to a total of 490,847, of which 103,298 are internally generated, 113,824 are digitized correspondence, and 264,870 are forms that have been digitized or received via the institute’s Web site. Efficiency  IFAP improved relationships with the public by accelerating payments electronically to individuals and organizations engaged in agriculture and fisheries, which is much easier, faster, and more secure than paper-based payments. The overall productivity increased through the use of digital formats and citizens’ ID cards as digital signatures. Compliance The implemented solution complies with International Organization for Standardization (ISO) requirements for information management and security systems regarding access to stored documents. Oracle Products and Services IFAP Customer Snapshot Oracle WebCenter Content Oracle WebCenter Capture Oracle Application Server Oracle Forms Oracle Reports

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  • E-books make smart kids using Java ME mobile phones

    - by hinkmond
    Worldreader has been distributing e-books on Kindle devices to children in sub-Saharan Africa to teach the students how to read. But now, Worldreader has also created a Java ME app that helps even more students in developing countries to have access to free books. See: Reaching more students w/Java ME Here's a quote: In many African countries, 80 percent of the population owns a cell phone. Up to now, Worldreader has focused on distributing Kindles to classrooms (the organization’s founder is former Amazon exec, but by making e-books available via cell phones the organization can reach a much wider group of readers. Using technology to teach kids how to read in developing nations is a good way to use mobile devices like Java ME feature phones--a lot better than trying to slingshot cartoon angry birds at green pigs on those other platforms, doncha think? Hinkmond

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  • Do you think asking to sign contributor license agreement for a open source project creates a resistance for contributors?

    - by Appu
    I am working on a open-source project which is backed by an organization. Organization pays a team to make this open-source project. This project will be licensed with GPLv3. We are debating on having a CLA for contributors. Do you think mandating a CLA will reduce the number of contributors? I have observed that people have no issues in signing a CLA when the project is really popular. So do you think CLA will create a resistance to contribute?

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  • Database Security: The First Step in Pre-Emptive Data Leak Prevention

    - by roxana.bradescu
    With WikiLeaks raising awareness around information leaks and the harm they can cause, many organization are taking stock of their own information leak protection (ILP) strategies in 2011. A report by IDC on data leak prevention stated: Increasing database security is one of the most efficient and cost-effective measures an organization can take to prevent data leaks. By utilizing the data protection, access control, account management, encryption, log management, and other security controls inherent in the database management system, entities can institute first-level control over the widest range of protected information. As a central repository for unstructured data, which is growing at leaps and bounds, the database should be the first layer providing information leakage protection. Unfortunately, most organizations are not taking sufficient steps to protect their databases according to a survey of the Independent Oracle User Group. For example, any operating system administrator or database administrator can access the all the data stored in the database in most organizations. Without any kind of auditing or monitoring. And it's not just administrators, database users can typically access the database with ad-hoc query tools from their desktop and by-pass any application level controls. Despite numerous regulations calling for controls to limit the powers of insiders, most organizations still put too many privileges in the hands of their employees. Time and time again these excess privileges have backfired. Internal agents were implicated in almost half of data breaches according to the Verizon Data Breach Investigations Report and the rate is rising. Hackers also took advantage of these excess privileges very successfully using stolen credentials and SQL injection attacks. But back to the insiders. Who are these insiders and why do they do it? In 2002, the U.S. Secret Service (USSS) behavioral psychologists and CERT information security experts formed the Insider Threat Study team to examine insider threat cases that occurred in US critical infrastructure sectors, and examined them from both a technical and a behavioral perspective. A series of fascinating reports has been published as a result of this work. You can learn more by watching the ISSA Insider Threat Web Conference. So as your organization starts to look at data leak prevention over the coming year, start off by protecting your data at the source - your databases. IDC went on to say: Any enterprise looking to improve its competitiveness, regulatory compliance, and overall data security should consider Oracle's offerings, not only because of their database management capabilities but also because they provide tools that are the first layer of information leak prevention. Learn more about Oracle Database Security solutions and get the whitepapers, demos, tutorials, and more that you need to protect data privacy from internal and external threats.

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  • Partner Blog Series: PwC Perspectives - The Gotchas, The Do's and Don'ts for IDM Implementations

    - by Tanu Sood
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mso-tstyle-border-bottom-themecolor:accent6; font-family:"Arial Narrow","sans-serif"; mso-ascii-font-family:Georgia; mso-ascii-theme-font:major-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:major-fareast; mso-hansi-font-family:Georgia; mso-hansi-theme-font:major-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:major-bidi;} table.MsoTableMediumList1Accent6LastRow {mso-style-name:"Medium List 1 - Accent 6"; mso-table-condition:last-row; mso-style-priority:65; mso-style-unhide:no; mso-tstyle-border-top:1.0pt solid #E0301E; mso-tstyle-border-top-themecolor:accent6; mso-tstyle-border-bottom:1.0pt solid #E0301E; mso-tstyle-border-bottom-themecolor:accent6; color:#968C6D; mso-themecolor:text2; mso-ansi-font-weight:bold; mso-bidi-font-weight:bold;} table.MsoTableMediumList1Accent6FirstCol {mso-style-name:"Medium List 1 - Accent 6"; mso-table-condition:first-column; mso-style-priority:65; mso-style-unhide:no; mso-ansi-font-weight:bold; mso-bidi-font-weight:bold;} table.MsoTableMediumList1Accent6LastCol {mso-style-name:"Medium List 1 - Accent 6"; mso-table-condition:last-column; mso-style-priority:65; mso-style-unhide:no; mso-tstyle-border-top:1.0pt solid #E0301E; mso-tstyle-border-top-themecolor:accent6; mso-tstyle-border-bottom:1.0pt solid #E0301E; mso-tstyle-border-bottom-themecolor:accent6; mso-ansi-font-weight:bold; mso-bidi-font-weight:bold;} table.MsoTableMediumList1Accent6OddColumn {mso-style-name:"Medium List 1 - Accent 6"; mso-table-condition:odd-column; mso-style-priority:65; mso-style-unhide:no; mso-tstyle-shading:#F7CBC7; mso-tstyle-shading-themecolor:accent6; mso-tstyle-shading-themetint:63;} table.MsoTableMediumList1Accent6OddRow {mso-style-name:"Medium List 1 - Accent 6"; mso-table-condition:odd-row; mso-style-priority:65; mso-style-unhide:no; mso-tstyle-shading:#F7CBC7; mso-tstyle-shading-themecolor:accent6; mso-tstyle-shading-themetint:63;} It is generally accepted among business communities that technology by itself is not a silver bullet to all problems, but when it is combined with leading practices, strategy, careful planning and execution, it can create a recipe for success. This post attempts to highlight some of the best practices along with dos & don’ts that our practice has accumulated over the years in the identity & access management space in general, and also in the context of R2, in particular. Best Practices The following section illustrates the leading practices in “How” to plan, implement and sustain a successful OIM deployment, based on our collective experience. Planning is critical, but often overlooked A common approach to planning an IAM program that we identify with our clients is the three step process involving a current state assessment, a future state roadmap and an executable strategy to get there. It is extremely beneficial for clients to assess their current IAM state, perform gap analysis, document the recommended controls to address the gaps, align future state roadmap to business initiatives and get buy in from all stakeholders involved to improve the chances of success. When designing an enterprise-wide solution, the scalability of the technology must accommodate the future growth of the enterprise and the projected identity transactions over several years. Aligning the implementation schedule of OIM to related information technology projects increases the chances of success. As a baseline, it is recommended to match hardware specifications to the sizing guide for R2 published by Oracle. Adherence to this will help ensure that the hardware used to support OIM will not become a bottleneck as the adoption of new services increases. If your Organization has numerous connected applications that rely on reconciliation to synchronize the access data into OIM, consider hosting dedicated instances to handle reconciliation. Finally, ensure the use of clustered environment for development and have at least three total environments to help facilitate a controlled migration to production. If your Organization is planning to implement role based access control, we recommend performing a role mining exercise and consolidate your enterprise roles to keep them manageable. In addition, many Organizations have multiple approval flows to control access to critical roles, applications and entitlements. If your Organization falls into this category, we highly recommend that you limit the number of approval workflows to a small set. Most Organizations have operations managed across data centers with backend database synchronization, if your Organization falls into this category, ensure that the overall latency between the datacenters when replicating the databases is less than ten milliseconds to ensure that there are no front office performance impacts. Ingredients for a successful implementation During the development phase of your project, there are a number of guidelines that can be followed to help increase the chances for success. Most implementations cannot be completed without the use of customizations. If your implementation requires this, it’s a good practice to perform code reviews to help ensure quality and reduce code bottlenecks related to performance. We have observed at our clients that the development process works best when team members adhere to coding leading practices. Plan for time to correct coding defects and ensure developers are empowered to report their own bugs for maximum transparency. Many organizations struggle with defining a consistent approach to managing logs. This is particularly important due to the amount of information that can be logged by OIM. We recommend Oracle Diagnostics Logging (ODL) as an alternative to be used for logging. ODL allows log files to be formatted in XML for easy parsing and does not require a server restart when the log levels are changed during troubleshooting. Testing is a vital part of any large project, and an OIM R2 implementation is no exception. We suggest that at least one lower environment should use production-like data and connectors. Configurations should match as closely as possible. For example, use secure channels between OIM and target platforms in pre-production environments to test the configurations, the migration processes of certificates, and the additional overhead that encryption could impose. Finally, we ask our clients to perform database backups regularly and before any major change event, such as a patch or migration between environments. In the lowest environments, we recommend to have at least a weekly backup in order to prevent significant loss of time and effort. Similarly, if your organization is using virtual machines for one or more of the environments, it is recommended to take frequent snapshots so that rollbacks can occur in the event of improper configuration. Operate & sustain the solution to derive maximum benefits When migrating OIM R2 to production, it is important to perform certain activities that will help achieve a smoother transition. At our clients, we have seen that splitting the OIM tables into their own tablespaces by categories (physical tables, indexes, etc.) can help manage database growth effectively. If we notice that a client hasn’t enabled the Oracle-recommended indexing in the applicable database, we strongly suggest doing so to improve performance. Additionally, we work with our clients to make sure that the audit level is set to fit the organization’s auditing needs and sometimes even allocate UPA tables and indexes into their own table-space for better maintenance. Finally, many of our clients have set up schedules for reconciliation tables to be archived at regular intervals in order to keep the size of the database(s) reasonable and result in optimal database performance. For our clients that anticipate availability issues with target applications, we strongly encourage the use of the offline provisioning capabilities of OIM R2. This reduces the provisioning process for a given target application dependency on target availability and help avoid broken workflows. To account for this and other abnormalities, we also advocate that OIM’s monitoring controls be configured to alert administrators on any abnormal situations. Within OIM R2, we have begun advising our clients to utilize the ‘profile’ feature to encapsulate multiple commonly requested accounts, roles, and/or entitlements into a single item. By setting up a number of profiles that can be searched for and used, users will spend less time performing the same exact steps for common tasks. We advise our clients to follow the Oracle recommended guides for database and application server tuning which provides a good baseline configuration. It offers guidance on database connection pools, connection timeouts, user interface threads and proper handling of adapters/plug-ins. All of these can be important configurations that will allow faster provisioning and web page response times. Many of our clients have begun to recognize the value of data mining and a remediation process during the initial phases of an implementation (to help ensure high quality data gets loaded) and beyond (to support ongoing maintenance and business-as-usual processes). A successful program always begins with identifying the data elements and assigning a classification level based on criticality, risk, and availability. It should finish by following through with a remediation process. Dos & Don’ts Here are the most common dos and don'ts that we socialize with our clients, derived from our experience implementing the solution. Dos Don’ts Scope the project into phases with realistic goals. Look for quick wins to show success and value to the stake holders. Avoid “boiling the ocean” and trying to integrate all enterprise applications in the first phase. Establish an enterprise ID (universal unique ID across the enterprise) earlier in the program. Avoid major UI customizations that require code changes. Have a plan in place to patch during the project, which helps alleviate any major issues or roadblocks (product and database). Avoid publishing all the target entitlements if you don't anticipate their usage during access request. Assess your current state and prepare a roadmap to address your operations, tactical and strategic goals, align it with your business priorities. Avoid integrating non-production environments with your production target systems. Defer complex integrations to the later phases and take advantage of lessons learned from previous phases Avoid creating multiple accounts for the same user on the same system, if there is an opportunity to do so. Have an identity and access data quality initiative built into your plan to identify and remediate data related issues early on. Avoid creating complex approval workflows that would negative impact productivity and SLAs. Identify the owner of the identity systems with fair IdM knowledge and empower them with authority to make product related decisions. This will help ensure overcome any design hurdles. Avoid creating complex designs that are not sustainable long term and would need major overhaul during upgrades. Shadow your internal or external consulting resources during the implementation to build the necessary product skills needed to operate and sustain the solution. Avoid treating IAM as a point solution and have appropriate level of communication and training plan for the IT and business users alike. Conclusion In our experience, Identity programs will struggle with scope, proper resourcing, and more. We suggest that companies consider the suggestions discussed in this post and leverage them to help enable their identity and access program. This concludes PwC blog series on R2 for the month and we sincerely hope that the information we have shared thus far has been beneficial. For more information or if you have questions, you can reach out to Rex Thexton, Senior Managing Director, PwC and or Dharma Padala, Director, PwC. We look forward to hearing from you. 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:12.0pt; mso-para-margin-left:0in; line-height:12.0pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Arial","sans-serif"; mso-ascii-font-family:Arial; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Arial; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Meet the Writers: Dharma Padala is a Director in the Advisory Security practice within PwC.  He has been implementing medium to large scale Identity Management solutions across multiple industries including utility, health care, entertainment, retail and financial sectors.   Dharma has 14 years of experience in delivering IT solutions out of which he has been implementing Identity Management solutions for the past 8 years. Praveen Krishna is a Manager in the Advisory Security practice within PwC.  Over the last decade Praveen has helped clients plan, architect and implement Oracle identity solutions across diverse industries.  His experience includes delivering security across diverse topics like network, infrastructure, application and data where he brings a holistic point of view to problem solving. Scott MacDonald is a Director in the Advisory Security practice within PwC.  He has consulted for several clients across multiple industries including financial services, health care, automotive and retail.   Scott has 10 years of experience in delivering Identity Management solutions. John Misczak is a member of the Advisory Security practice within PwC.  He has experience implementing multiple Identity and Access Management solutions, specializing in Oracle Identity Manager and Business Process Engineering Language (BPEL).

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  • How to build a team of people not working together?

    - by Bernd
    I am in charge of a group of about 30 software development experts and architects. While these people are co-located in the companies organization chart, they do not really feel as a team. This is due to their work enviroment: 1) The people are spread over eight locations, with a max. distance of about 1000km (this is Europe). 2) The people don't work as team but instead get called as single people (and sometimes small groups into projects for as long as the projects run. 3) Travelling is somewhat limited as this requires business reasons. Lot is done via phone. Do you have ideas or suggestions on how I could make these people feeling part of a joint organization where they support others and get supported by others. So that they get to know their peers, build a network, informally exchange information? So that they generally get the feeling of having common ground and derive motivation and job satisfaction?

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  • Windows Azure Platform TCO/ROI Analysis Tool

    - by kaleidoscope
    Microsoft have released a tool to help you figure out how much money you can save by switching to Windows Azure from your on-premises solution. The tool will provide you with a customized estimate of potential cost savings you (or your company or organization) may achieve by building on the Windows Azure Platform. Upon completion of the TCO and ROI Calculator profile analysis, you will be presented with a detailed report which shows estimated line item costs for an accurate TCO and a 1 to 3 year ROI analysis for you or your company or organization. You should not interpret the analysis report you receive as a part of this process to be a commitment on the part of Microsoft, and Microsoft makes no guarantees regarding the accuracy of any information presented in the report. You should not view the results of this report as a substitute for engaging with a third party expert to independently evaluate you or your company’s specific computing needs. The analysis report you will receive is for informational purposes only. For more information check this link. Geeta, G

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  • The Enterprise is a Curmudgeon

    - by John K. Hines
    Working in an enterprise environment is a unique challenge.  There's a lot more to software development than developing software.  A project lead or Scrum Master has to manage personalities and intra-team politics, has to manage accomplishing the task at hand while creating the opportunities and a reputation for handling desirable future work, has to create a competent, happy team that actually delivers while being careful not to burn bridges or hurt feelings outside the team.  Which makes me feel surprised to read advice like: " The enterprise should figure out what is likely to work best for itself and try to use it." - Ken Schwaber, The Enterprise and Scrum. The enterprises I have experience with are fundamentally unable to be self-reflective.  It's like asking a Roman gladiator if he'd like to carve out a little space in the arena for some silent meditation.  I'm currently wondering how compatible Scrum is with the top-down hierarchy of life in a large organization.  Specifically, manufacturing-mindset, fixed-release, harmony-valuing large organizations.  Now I understand why Agile can be a better fit for companies without much organizational inertia. Recently I've talked with nearly two dozen software professionals and their managers about Scrum and Agile.  I've become convinced that a developer, team, organization, or enterprise can be Agile without using Scrum.  But I'm not sure about what process would be the best fit, in general, for an enterprise that wants to become Agile.  It's possible I should read more than just the introduction to Ken's book. I do feel prepared to answer some of the questions I had asked in a previous post: How can Agile practices (including but not limited to Scrum) be adopted in situations where the highest-placed managers in a company demand software within extremely aggressive deadlines? Answer: In a very limited capacity at the individual level.  The situation here is that the senior management of this company values any software release more than it values developer well-being, end-user experience, or software quality.  Only if the developing organization is given an immediate refactoring opportunity does this sort of development make sense to a person who values sustainable software.   How can Agile practices be adopted by teams that do not perform a continuous cycle of new development, such as those whose sole purpose is to reproduce and debug customer issues? Answer: It depends.  For Scrum in particular, I don't believe Scrum is meant to manage unpredictable work.  While you can easily adopt XP practices for bug fixing, the project-management aspects of Scrum require some predictability.  My question here was meant toward those who want to apply Scrum to non-development teams.  In some cases it works, in others it does not. How can a team measure if its development efforts are both Agile and employ sound engineering practices? Answer: I'm currently leaning toward measuring these independently.  The Agile Principles are a terrific way to measure if a software team is agile.  Sound engineering practices are those practices which help developers meet the principles.  I think Scrum is being mistakenly applied as an engineering practice when it is essentially a project management practice.  In my opinion, XP and Lean are examples of good engineering practices. How can Agile be explained in an accurate way that describes its benefits to sceptical developers and/or revenue-focused non-developers? Answer: Agile techniques will result in higher-quality, lower-cost software development.  This comes primarily from finding defects earlier in the development cycle.  If there are individual developers who do not want to collaborate, write unit tests, or refactor, then these are simply developers who are either working in an area where adding these techniques will not add value (i.e. they are an expert) or they are a developer who is satisfied with the status quo.  In the first case they should be left alone.  In the second case, the results of Agile should be demonstrated by other developers who are willing to receive recognition for their efforts.  It all comes down to individuals, doesn't it?  If you're working in an organization whose Agile adoption consists exclusively of Scrum, consider ways to form individual Agile teams to demonstrate its benefits.  These can even be virtual teams that span people across org-chart boundaries.  Once you can measure real value, whether it's Scrum, Lean, or something else, people will follow.  Even the curmudgeons.

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  • Gauging Maturity of your BPM Strategy - part 1 / 2

    - by Sanjeev Sharma
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman","serif";} In this post I will discuss the essence of maturity assessment and the business imperative for doing the same in the context of BPM. Social psychology purports that an individual progresses from being a beginner to an expert in a given activity or task along four stages of self-awareness: Unconscious Incompetence where the individual does not understand or know how to do something and does not necessarily recognize the deficit and may even deny the usefulness of the skill. Conscious Incompetence where the individual recognizes the deficit, as well as the value of a new skill in addressing the deficit. Conscious Competence where the individual understands or knows how to do something but demonstrating the skill requires explicit concentration. Unconscious Competence where the individual has had so much practice with a skill that it has become "second nature" and serves as a basis of developing other complementary skills. We can extend the above thinking to an organization as a whole by measuring an organization’s level of competence in a specific area or capability, as an aggregate of the competence levels of individuals it is comprised of. After all organizations too like individuals, evolve through experience, develop “memory” and capabilities that are shaped through a constant cycle of learning, un-learning and re-learning. Hence the key to organizational success lies in developing these capabilities to enable execution of its strategy in-line with the external environment i.e. demand, competition, economy etc. However developing a capability merits establishing a base line in order to Assess the magnitude of improvement from past investments Identify gaps and short-comings Prioritize future investments in the right areas A maturity assessment is essentially an organizational self-awareness check that is aimed at depicting the “as-is” snapshot of an existing capability in-order to guide future investments to develop that capability in-line with business goals. This effectively is the essence of a maturity Organizational capabilities stem through its architecture, routines, culture and intellectual resources that are implicitly and explicitly embedded in its business processes. Given that business processes underpin realization of organizational capabilities, is what has prompted business transformation and process management efforts. Thus, the BPM capability of an organization needs to be measured on an on-going basis to ensure delivery of its planned benefits. In my next post I will describe Oracle’s BPM Maturity assessment methodology.

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  • PeopleSoft Mobile Company Directory

    - by Nancy Estell Zoder
    Oracle is pleased to announce the posting of our latest feature, Mobile Company Directory (click here for press release).  Our continued investment in innovation is demonstrated with the first release of our mobile solution. Now, from your tablet or smartphone, the PeopleSoft 9.1 Company Directory feature enables you to search for people, obtain contact details, reporting structure and personal information. The PeopleSoft Mobile solution enables you to email people in your organization, make phone calls as well as send text messages.   Both the tablet and smart phone provide quick and easy access to contact information to allow users to directly communicate with people in the organization while on the go.  Watch the Video Feature Overview on YouTube here:   PeopleSoft Mobile Company Directory For more information, please check out the datasheet available on oracle.com or contact your sales representative.   

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  • How do you accept arguments in the main.cpp file and reference another file?

    - by Jason H.
    I have a basic understanding of programming and I currently learning C++. I'm in the beginning phases of building my own CLI program for ubuntu. However, I have hit a few snags and I was wondering if I could get some clarification. The program I am working on is called "sat" and will be available via command line only. I have the main.cpp. However, my real question is more of a "best practices" for programming/organization. When my program "sat" is invoked I want it to take additional arguments. Here is an example: > sat task subtask I'm not sure if the task should be in its own task.cpp file for better organization or if it should be a function in the main.cpp? If the task should be in its own file how do you accept arguments in the main.cpp file and reference the other file? Any thoughts on which method is preferred and reference material to backup the reasoning?

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  • How to manage a growing team?

    - by Andra
    I'm the admin assistant of the CTO and our organization has recently experienced a lot of growth. Within six months, we have merged with another organization and our Dev team has grown from 8 to 16, with another 8 people in QA. What we're dealing with now is a highly technical individual, with little patience, managing a much larger team than he's accustomed to, 40% of which is junior as well as an increase in the number of projects. Needless to say, my boss is being pulled in too many directions at once. How can I help him manage his workload and his team so that the team feels they're getting enough help and support and remain effective? Also, where can I find additional resources on managing a growing team?

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  • What are some alternatives to ASI iMIS Content Management Systems? [closed]

    - by SLY
    Possible Duplicate: Which Content Management System (CMS)/Wiki should I use? I am working with a team to select a new content management system for a large membership organization (around 25,000 members). The organization has revenue so I'm not looking for a dirt cheap solution. The site currently uses ASI iMIS which is based on ColdFusion. It's difficult to work with and not flexible for our needs. What other possible alternatives to ASI iMIS are there? Ideally the solution would have some sort of support from the vendor. So far I've come up with: Drupal/Acquia SDL Tridion Plone Ellington (probably too news like) Pinax (probably not developed enough)

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  • Can you be a programmer and Business manager at the same time?

    - by the_knight5000
    Hello all, I think I'm struggled in some situation! We are a new start-up with 5 employees (2 Programmers). I'm the Technical Manager and that was so fine! Now I can see the fingers point to me to take the control of everything, as I've the big vision of what our organization do and play the role of CEO or General Manager! I want to, but I've no idea if it would be risky to our organization to make such a decision? How would managerial interrupts affect the technical productivity? Any tips or previous experience about such situation would help :) Thanks in advance!

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  • How can I introduce QA and break it into parts for various people?

    - by Michael Durrant
    I was recently asked how to do this, specifically: How to introduce QA into an organization? How to break up QA into parts that others can do ? How to prioritize what needs QA? How to determine what to buy? code? etc. The organization uses Rails on Rails extensively as the development platform Note: I am posting a lengthy answer myself but I will also upvote additional good answers (and probably incorporate them into my answer).

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  • Programming my first C++ program

    - by Jason H.
    I have a basic understanding of programming and I currently learning C++. I'm in the beginning phases of building my own CLI program for ubuntu. However, I have hit a few snags and I was wondering if I could get some clarification. The program I am working on is called "sat" and will be available via command line only. I have the main.cpp. However, my real question is more of a "best practices" for programming/organization. When my program "sat" is invoked I want it to take additional arguments. Here is an example: > sat task subtask I'm not sure if the task should be in its own task.cpp file for better organization or if it should be a function in the main.cpp? If the task should be in its own file how do you accept arguments in the main.cpp file and reference the other file? Any thoughts on which method is preferred and reference material to backup the reasoning?

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

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

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

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

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  • Calling Customer Service Leaders

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

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

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

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  • array_merge vs array_value for resetting array index

    - by Jamex
    I have 1 array that I want to re-index. I have found that both array_values and array_merge functions can do the job (and I don't need 2 arrays for the array_merge function to work). Which is faster for a very large array? I would benchmark this, but I don't know how and don't have the large array yet. Before re-index: Array ( [0] => AB [4] => EA [6] => FA [9] => DA [10] => AF ) After re-index: Array ( [0] => AB [1] => EA [2] => FA [3] => DA [4] => AF )

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

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

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