financial close - Page 192

Is a university education really worth it for a good programmer?

- by Jon Purdy

The title says it all, but here's the personal side of it: I've been doing design and programming for about as long as I can remember. If there's a programming problem, I can figure it out. (Though admittedly StackOverflow has allowed me to skip the figuring out and get straight to the doing in many instances.) I've made games, esoteric programming languages, and widgets and gizmos galore. I'm currently working on a general-purpose programming language. There's nothing I do better than programming. However, I'm just as passionate about design. Thus when I felt leaving high school that my design skills were lacking, I decided to attend university for New Media Design and Imaging, a digital design-related major. For a year, I diligently studied art and programmed in my free time. As the next year progressed, however, I was obligated to take fewer art and design classes and more technical classes. The trouble was of course that these classes were geared toward non-technical students, and were far beneath my skill level at the time. No amount of petitioning could overcome the institution's reluctance to allow me to test out of such classes, and the major offered no promise for any greater challenge in the future, so I took the extreme route: I switched into the technical equivalent of the major, New Media Interactive Development. A lot of my credits moved over into the new major, but many didn't. It would have been infeasible to switch to a more rigorous technical major such as Computer Science, and having tutored Computer Science students at every level here, I doubt I would be exposed to anything that I haven't already or won't eventually find out on my own, since I'm so involved in the field. I'm now on track to graduate perhaps a year later than I had planned, which puts a significant financial strain on my family and my future self. My schedule continues to be bogged down with classes that are wholly unnecessary for me to take. I'm being re-introduced to subjects that I've covered a thousand times over, simply because I've always been interested in it all. And though I succeed in avoiding the cynical and immature tactic of failing to complete work out of some undeserved sense of superiority, I'm becoming increasingly disillusioned by the lack of intellectual stimulation. Further, my school requires students to complete a number of quarters of co-op work experience proportional to their major. My original major required two quarters, but my current requires three, delaying my graduation even more. To top it all off, college is putting a severe strain on my relationship with my very close partner of a few years, so I've searched diligently for co-op jobs in my area, alas to no avail. I'm now in my third year, and approaching that point past which I can no longer handle this. Either I keep my head down, get a degree no matter what it takes, and try to get a job with a company that will pay me enough to do what I love that I can eventually pay off my loans; or I cut my losses now, move wherever there is work, and in six months start paying off what debt I've accumulated thus far. So the real question is: is a university education really more than just a formality? It's a big decision, and one I can't make lightly. I think this is the appropriate venue for this kind of question, and I hope it sticks around for the sake of others who might someday find themselves in similar situations. My heartfelt thanks for reading, and in advance for your help.

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Security and the Mobile Workforce

- by tobyehatch

Now that many organizations are moving to the BYOD philosophy (bring your own devices), security for phones and tablets accessing company sensitive information is of paramount importance. I had the pleasure to interview Brian MacDonald, Principal Product Manager for Oracle Business Intelligence (BI) Mobile Products, about this subject, and he shared some wonderful insight about how the Oracle Mobile Security Tool Kit is addressing mobile security and doing some pretty cool things. With the rapid proliferation of phones and tablets, there is a perception that mobile devices are a security threat to corporate IT, that mobile operating systems are not secure, and that there are simply too many ways to inadvertently provide access to critical analytic data outside the firewall. Every day, I see employees working on mobile devices at the airport, while waiting for their airplanes, and using public WIFI connections at coffee houses and in restaurants. These methods are not typically secure ways to access confidential company data. I asked Brian to explain why. “The native controls for mobile devices and applications are indeed insufficiently secure for corporate deployments of Business Intelligence and most certainly for businesses where data is extremely critical - such as financial services or defense - although it really applies across the board. The traditional approach for accessing data from outside a firewall is using a VPN connection which is not a viable solution for mobile. The problem is that once you open up a VPN connection on your phone or tablet, you are creating an opening for the whole device, for all the software and installed applications. Often the VPN connection by itself provides insufficient encryption – if any – which means that data can be potentially intercepted.” For this reason, most organizations that deploy Business Intelligence data via mobile devices will only do so with some additional level of control. So, how has the industry responded? What are companies doing to address this very real threat? Brian explained that “Mobile Device Management (MDM) and Mobile Application Management (MAM) software vendors have rapidly created solutions for mobile devices that provide a vast array of services for controlling, managing and establishing enterprise mobile usage policies. On the device front, vendors now support full levels of encryption behind the firewall, encrypted local data storage, credential management such as federated single-sign-on as well as remote wipe, geo-fencing and other risk reducing features (should a device be lost or stolen). More importantly, these software vendors have created methods for providing these capabilities on a per application basis, allowing for complete isolation of the application from the mobile operating system. Finally, there are tools which allow the applications themselves to be distributed through enterprise application stores allowing IT organizations to manage who has access to the apps, when updates to the applications will happen, and revoke access after an employee leaves. So even though an employee may be using a personal device, access to company data can be controlled while on or near the company premises. So do the Oracle BI mobile products integrate with the MDM and MAM vendors? Brian explained that our customers use a wide variety of mobile security vendors and may even have more than one in-house. Therefore, Oracle is ensuring that users have a choice and a mechanism for linking together Oracle’s BI offering with their chosen vendor’s secure technology. The Oracle BI Mobile Security Toolkit, which is a version of the Oracle BI Mobile HD application, delivered through the Oracle Technology Network (OTN) in its component parts, helps Oracle users to build their own version of the Mobile HD application, sign it with their own enterprise development certificates, link with their security vendor of choice, then deploy the combined application through whichever means they feel most appropriate, including enterprise application stores. Brian further explained that Oracle currently supports most of the major mobile security vendors, has close relationships with each, and maintains strong partnerships enabling both Oracle and the vendors to test, update and release a cooperating solution in lock-step. Oracle also ensures that as new versions of the Oracle HD application are made available on the Apple iTunes store, the same version is also immediately made available through the Security Toolkit on OTN. Rest assured that as our workforce continues down the mobile path, company sensitive information can be secured. To listen to the entire podcast, click here. To learn more about the Oracle BI Mobile HD, click here To learn more about the BI Mobile Security Toolkit, click here

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How to recover after embarrassing yourself and your company?

- by gaearon

I work in an outsourcing company in Russia, and one of our clients is a financial company located in USA. For the last six months I have been working on several projects for this particular company, and as I was being assigned a larger project, I was invited to work onsite in USA in order to understand and learn the new system. Things didn't work out as well as I hoped because the environment was messy after original developers, and I had to spent quite some time to understand the quirks. However we managed to do the release several days ago, and it looks like everything's going pretty smooth. From technical perspective, my client seems to be happy with me. My solutions seem to work, and I always try to add some spark of creativity to what I do. However I'm very disorganized in a certain sense, as I believe many of you fellas are. Let me note that my current job is my first job ever, and I was lucky enough to get a job with flexible schedule, meaning I can come in and out of the office whenever I want as long as I have 40 hours a week filled. Sometimes I want to hang out with friends in the evening, and days after that I like to have a good sleep in the morning—this is why flexible schedule (or lack of one) is ideal fit for me. [I just realized this paragraph looks too serious, I should've decorated it with some UNICORNS!] Of course, after coming to the USA, things changed. This is not some software company with special treatment for the nerdy ones. Here you have to get up at 7:30 AM to get to the office by 9 AM and then sit through till 5 PM. Personally, I hate waking up in the morning, not to say my productivity begins to climb no sooner than at 5 o'clock, i.e. I'm very slow until I have to go, which is ironic. Sometimes I even stay for more than 8 hours just to finish my current stuff without interruptions. Anyway, I could deal with that. After all, they are paying for my trip, who am I to complain? They need me to be in their working hours to be able to discuss stuff. It makes perfect sense that fixed schedule doesn't make any sense for me. But it does makes sense that it does make sense for my client. And I am here for client, therefore sense is transferred. Awww, you got it. I was asked several times to come exactly at 9 AM but out of laziness and arrogance I didn't take these requests seriously enough. This paid off in the end—on my last day I woke up 10 minutes before final status meeting with business owner, having overslept previous day as well. Of course this made several people mad, including my client, as I ignored his direct request to come in time for two days in the row, including my final day. Of course, I didn't do it deliberately but certainly I could've ensured that I have at least two alarms to wake me up, et cetera...I didn't do that. He also emailed my boss, calling my behavior ridiculous and embarrassing for my company and saying “he's not happy with my professionalism at all”. My boss told me that “the system must work both in and out” and suggested me to stay till late night this day working in a berserker mode, fixing as many issues as possible, and sending a status email to my client. So I did, but I didn't receive the response yet. These are my questions to the great programmers community: Did you have situations where your ignorance and personal non-technical faults created problems for your company? Were you able to make up for your fault and stay in a good relationship with your client or boss? How? How would you act if you were in my situation?

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Wisdom Lies in Collaborative Power and Intelligence

- by kellsey.ruppel

By Alakh Verma, Director, Platform Technology Solutions In my recent blog posts, I shared insights on Predictive Analytics (Will Predictive Analytics at 'Speed of Thoughts' Help Businesses?), Real Time Decisions (How critical are Real Time decisions in business today?) and their significance in our lives in general and in businesses today. In the current business paradigm shift- with evolutionary social business, it is paramount that businesses look for wisdom in collaborative power and intelligence and equip their employees with the tools to engage with one another. There is an old time saying that 5 sticks tied together are stronger and unable to break as opposed to an individual stick. We have recently witnessed the power of ordinary people uniting together and fought collaboratively using Facebook and Twitter to topple down dictators in Tunisia, Egypt and Libya—and are threatening absolute rule in Syria. And an India one man’s (Anna Hazare) campaign against corruption went viral, bringing thousands to the streets in support. As anyone who has worked in a sizeable organization knows, there is no guarantee that the organization as a whole will perform efficiently and achieve its goals, even if each employee is individually efficient and every team has a high level of productivity. To achieve enterprise productivity, it is necessary not only for individuals and groups to “do things right” by working productively but also for the enterprise as a whole to “do the right things” - form the right teams, make the right decisions, allocate resources correctly, and effectively coordinate activities across the entire organization. Most organizations fall short of the optimal level of enterprise productivity because of one or more of these reasons, all at a great cost to the business. They are disconnected from themselves with various parts of the organization unintentionally working at cross-purposes with each other. Information that exists is not getting shared or reused. Human talent is not being applied where it is most needed. The same problems are being solved repeatedly by multiple groups. Intelligent collaboration through automated business processes has the ability to alter the course of any important business activity, with a potentially dramatic impact on the financial performance of the business. Whether it is a simple email exchange, a physical or virtual meeting, a task force, or a large-scale project, the activity is inherently collaborative. In fact, collaboration can be defined as the work that takes place among people when a business process is not pre-determining how the work should take place. Collaboration is many things: information sharing, brainstorming, problem solving, best practice negotiation, innovation, coordination of activity, alignment of purpose, and so forth. Collaboration is the “white space” between the business processes; it is the glue that holds an organization together, and the lubricant that allows the machinery to keep running. Real time search and collaborative capabilities of the right people with the right content supported by defined processes will provide unparallel wisdom in the organization in the most competitive business environment today. Interestingly, technologies such as Oracle WebCenter offer these capabilities in our Web based business transactions and compliment in the overall collaborative intelligence and power to truly transform organizations to social businesses. Looking to learn more about engaging your employees to collaborate together and providing a complete user experience for your customers? You won't want to miss our webcast today! Drive Online Engagement with Intuitive Portals and Websites

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The Evolution of Oracle Direct EMEA by John McGann

- by user769227

John is expanding his Dublin based team and is currently recruiting a Director with marketing and sales leadership experience: http://bit.ly/O8PyDF Should you wish to apply, please send your CV to [email protected] Hi, my name is John McGann and I am part of the Oracle Direct management team, based in Dublin. Today I’m writing from the Oracle London City office, right in the heart of the financial district and up to very recently at the centre of a fantastic Olympic Games. The Olympics saw individuals and teams from across the globe competing to decide who is Citius, Altius, Fortius - “Faster, Higher, Stronger" There are lots of obvious parallels between the competitive world of the Olympics and the Business environments that many of us operate in, but there are also some interesting differences – especially in my area of responsibility within Oracle. We are of course constantly striving to be the best - the best solution on offer for our clients, bringing simplicity to their management, consumption and application of information technology, and the best provider when compared with our many niche competitors. In Oracle and especially in Oracle Direct, a key aspect of how we achieve this is what sets us apart from the Olympians. We have long ago eliminated geographic boundaries as a limitation to what we can achieve. We assemble the strongest individuals across multiple countries and bring them together in teams focussed on a single goal. One such team is the Oracle Direct Sales Programs team. In case you don’t know, Oracle Direct EMEA (Europe Middle East and Africa) is the inside sales division in Oracle and it is where I started my Oracle career. I remember that my first role involved putting direct mail in envelopes.... things have moved on a bit since then – for me, for Oracle Direct and in how we interact with our customers. Today, the team of over 1000 people is located in the different Oracle Direct offices around Europe – the main ones are Malaga, Berlin, Prague and Dubai plus the headquarters in Dublin. We work in over 20 languages and are in constant contact with current and future Oracle customers, using the latest internet and telephone technologies to effectively communicate and collaborate with each other, our customers and prospects. One of my areas of responsibility within Oracle Direct is the Sales Programs team. This team of 25 people manages the planning and execution of demand generation, leading the process of finding new and incremental revenue within Oracle Direct. The Sales Programs Managers or ‘SPMs’ are embedded within each of the Oracle Direct sales teams, focussed on distinct geographies or product groups. The SPMs are virtual members of the regional sales management teams, and work closely with the sales and marketing teams to define and deliver demand generation activities. The customer contact elements of these activities are executed via the Oracle Direct Sales and Business Development/Lead Generation teams, to deliver the pipeline required to meet our revenue goals. Activities can range from pan-EMEA joint sales and marketing campaigns, to very localised niche campaigns. The campaigns might focus on particular segments of our existing customers, introducing elements of our evolving solution portfolio which customers may not be familiar with. The Sales Programs team also manages ‘Nurture’ activities to ensure that we develop potential business opportunities with contacts and organisations that do not have immediate requirements. Looking ahead, it is really important that we continue to evolve our ability to add value to our clients and reduce the physical limitations of our distance from them through the innovative application of technology. This enables us to enhance the customer buying experience and to enable the Inside Sales teams to manage ever more complex sales cycles from start to finish. One of my expectations of my team is to actively drive innovation in how we leverage data to better understand our customers, and exploit emerging technologies to better communicate with them. With the rate of innovation and acquisition within Oracle, we need to ensure that existing and potential customers are aware of all we have to offer that relates to their business goals. We need to achieve this via a coherent communication and sales strategy to effectively target the right people using the most effective medium. This is another area where the Sales Programs team plays a key role.

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Seamless STP with Oracle SOA Suite

- by user12339860

STP stands for “Straight Through Processing”. Wikipedia describes STP as a solution that enables “the entire trade process for capital markets and payment transactions to be conducted electronically without the need for re-keying or manual intervention, subject to legal and regulatory restrictions” .I will deal with the later part of the definition i.e “payment transactions without manual intervention” in this article. The STP that I am writing about involves the interaction between a Bank and its’ corporate customers,to that extent this business case is also called “Corporate Payments”.Simply put a Corporate Payment-STP solution needs to connect the payment transaction right from the Corporate ERP into the Bank’s Payment Hub. A SOA based STP solution can do a lot more than just process transaction. But before I get to the solution let me describe the perspectives of the two primary parties in this interaction. The Corporate customer and the Bank. Corporate's Interaction with Bank: Typically it is the treasury department of an enterprise which interacts with the Bank on a daily basis. Here is how a day of interaction would look like from the treasury department of a corp. Corporate Cash Retrieve Beginning of day totals Monitor Cash Accounts Send or receive cash between accounts Supply chain payments Payment Settlements Calculate settlement positions Retrieve End of Day totals Assess Transaction Financial Impact Short Term Investment Desk Retrieve Current Account information Conduct Investment activities Bank’s Interaction with the Corporate : From the Bank’s perspective, the interaction starts from the point of on boarding a corporate customer to billing the corporate for the value added services it provides. Once the corporate is on-boarded the daily interaction involves Handle the various formats of data arriving from customers Process Beginning of Day & End of Day reporting request from customers Meet compliance requirements Process Payments Transmit Payment Status Challenges with this Interaction : Both the Bank & the Corporate face many challenges from these interactions. Some of the challenges include Keeping a consistent view of transaction data for various LOBs of the corporate & the Bank Corporate customers use different ERPs, hence the data formats are bound to be different Can the Bank’s IT systems convert the data formats that can be easily mapped to the corporate ERP How does the Bank manage the communication profiles of these customers? Corporate customers are demanding near real time visibility on their corporate accounts Corporate customers can make better cash management decisions if they can analyse the impact. Can the Bank create opportunities to sell its products to the investment desks at corporate houses & manage their orders? How will the Bank bill the corporate customer for the value added services it provides. What does a SOA based Seamless STP solution bring to the table? Highlights of Oracle SOA based STP solution For the Corporate Customer: No Manual or Paper based banking transactions Secure Delivery of Payment data to the Bank from multiple ERPs without customization Single Portal for monitoring & administering payment transactions Rule based validation of payments Customer has data necessary for more effective handling of payment and cash management decisions Business measurements track progress toward payment cost goals For the Bank: Reduces time & complexity of transactions Simplifies the process of introducing new products to corporate customers Single Payment hub for all corporate ERP payments across multiple instruments New Revenue sources by delivering value added services to customers Leverages existing payment infrastructure Remove Inconsistent data formats and interchange between bank and corporate systems Compliance and many other benefits

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Cloud Apps News @#OOW12

- by Natalia Rachelson

All eyes were on Oracle this past week and the news cycle was in full swing. What better time to make some key announcements that were guaranteed to create buzz ... and so we did. The name of the game was Cloud! Here are the key Cloud announcements for Apps, which included Fusion Tap that enables mobility across all Cloud Apps, HCM customer momentum in the Cloud, and our very first ERP Cloud Services customer. Oracle Unveils Oracle Fusion Tap for the iPadOracle Fusion Tap - Productivity Amplified Anywhere, Anytime "Both the enterprise and technology providers must recognize the need to innovate and adapt for the increasing mobility of the workforce - not just for sales teams, but across the organization," said Carter Lusher, Research Fellow and Chief Analyst of Enterprise Applications Ecosystem, Ovum. "A mobile application that quickly and powerfully allows employees to make connections, analyze data, and complete activities at any time and wherever they may be located drives new levels of business value and enhances efficiency. Frankly, mobile access is no longer a 'nice to have' but a 'must have.'" "The mobile workforce is a business reality, and Oracle Fusion Tap is an example of how Oracle delivers mobile and cloud innovations that fundamentally improve productivity and how we work," said Chris Leone, Senior Vice President of Application Development, Oracle. "With Oracle Fusion Tap users will have an all-in-one, easily extensible app that puts mission-critical data and colleague connection at their fingertips." The entire release is available here http://www.oracle.com/us/corporate/press/1855392 Customers Live on Oracle Fusion Human Capital ManagementOracle HCM Cloud Service Helps Power HR's Contribution to the Business "More than 25 of the 100-plus customers who have selected Oracle Fusion Human Capital Management (HCM) are already live. Ardent Leisure, Peach Aviation, Toshiba Medical Systems and Zillow have deployed Oracle HCM Cloud Service and are using it to transform their HR operations. They join companies such as Principal Financial Group and Elizabeth Arden, who are already using Oracle HCM Cloud Service to help manage international growth and deliver pervasive, role-based, configurable solutions to their employees. With these recent go-lives, Oracle takes a leading position in successfully bringing live HCM customers in the cloud." "As a technology company, Zillow looked to a partner who could scale with us. Zillow has gone live on Oracle HCM Cloud Service, which will give us the ability automate and streamline HR operations for our employees in the near future," said Sarah Bilton, Senior Director HR, Zillow. Read the entire release here http://www.oracle.com/us/corporate/press/1859573 Lending Club Selects Oracle ERP Cloud Service to Help Increase Insight and EfficienciesOracle ERP Cloud Service Provides an Open Architecture, Best-of-Breed Decision-Making, and Scalability in the Cloud "Lending Club, the leading platform for investing in and obtaining personal loans, has selected Oracle ERP Cloud Service to help improve decision-making and workflow, implement robust reporting, and take advantage of the inherent scalability and cost savings provided by the cloud. With more than 76,000 borrowers and 90,000 investors Lending Club utilizes technology and innovation to reduce the cost of traditional banking and offer borrowers better rates and investors better returns. After an extensive search, Lending Club selected Oracle ERP Cloud Service due to the breadth and depth of capabilities and ongoing innovation of Oracle ERP Cloud Service, as well as Oracle's open architecture, industry leadership and commitment to partners." "Lending Club is an innovative, data-intensive, high-growth company and we needed a solution and partner that could match us," said Carrie Dolan, CFO, Lending Club. "We conducted a thorough review of our options, and Oracle ERP Cloud Service was the clear winner in terms of capabilities and business value as well as commitment to us as a customer." Read the entire release here http://www.oracle.com/us/corporate/press/1859020

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More Free Apps Bound for the Marketplace

- by Scott Kuhl

Microsoft has announced they are raising the limit of free applications a developer can submit from 5 to 100. But what does that really mean? First, lets look at the reason for the limitation. The iTunes Store and the Android Market both have a lot more applications available than the Windows Phone Marketplace. But that says nothing about the quality of those applications. I attended a couple of pre-launch events and Microsoft representatives were clearly told to send a message. We don’t want a bunch of junky applications that do nothing but spam the marketplace. That was the reason for the 5 free application limit. Okay, so now what has the result been? Well, there are still fart apps, but there is no sign of a developer flooding the marking with 1500 wallpaper applications or 1000 of the same application all pointed at different RSS feeds. On the other hand there are developers who want to release real free apps but are constrained by the 5 app limit. So why did Microsoft change it’s mind? Is it to get the count of applications up, or is to make developers happy? Windows Phone Marketplace is growing fast but it’s a long way behind the other guys. I don’t think Microsoft wants to have 100,000 apps show up in the next 3 months if they are loaded with copy cat apps. Those numbers will get picked apart quickly and the press will start complaining about the same problems the Android Market has. I do think the bump was at developer request. Microsoft is usually good about listening to developer feedback, but has been pretty slow about it at times. And from a financial perspective, there will me more apps that Microsoft has to review that they will see no profit on. At least not until they bake in a advertising model connected to Bing. Ultimately, what does this mean for the future? Well, there are developers out there looking to release more than 5 simple free apps, so I think we will see more hobby apps. And there are developers out there trying to make money from advertising instead of sales, so I think we will see more of those also. But the category that I think will grow the fastest is free versions of paid applications that are the same as the trial version of the application. While technically that makes no sense, its purely a marketing move. Free apps get downloaded a lot more than paid apps, even with a trial mode. It always surprises me how little consumers are willing to spend on mobile apps. How many reviews of applications have you seen that says something like “a bit pricey at $1.99”. Really? Have you looked at how much you spend on your phone and plan? I always thought the trial mode baked into Windows Marketplace was a good idea. So I’m not sure how the more open free market will play out. In the long run though, I won’t be surprised to see a Bing ad mobile ad model show up so Microsoft can capitalize on the more open and free Windows Marketplace. Bonus: The Oatmeal on How I Feel About Buying Apps

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PASS: The Legal Stuff

- by Bill Graziano

I wanted to give a little background on the legal status of PASS. The Professional Association for SQL Server (PASS) is an American corporation chartered in the state of Illinois. In America a corporation has to be chartered in a particular state. It has to abide by the laws of that state and potentially pay taxes to that state. Our bylaws and actions have to comply with Illinois state law and United States law. We maintain a mailing address in Chicago, Illinois but our headquarters is currently in Vancouver, Canada. We have roughly a dozen people that work in our Vancouver headquarters and 4-5 more that work remotely on various projects. These aren’t employees of PASS. They are employed by a management company that we hire to run the day to day operations of the organization. I’ll have more on this arrangement in a future post. PASS is a non-profit corporation. The term non-profit and not-for-profit are used interchangeably. In a for-profit corporation (or LLC) there are owners that are entitled to the profits of a company. In a non-profit there are no owners. As a non-profit, all the money earned by the organization must be retained or spent. There is no money that flows out to shareholders, owners or the board of directors. Any money not spent in furtherance of our mission is retained as financial reserves. Many non-profits apply for tax exempt status. Being tax exempt means that an organization doesn’t pay taxes on its profits. There are a variety of laws governing who can be tax exempt in the United States. There are many professional associations that are tax exempt however PASS isn’t tax exempt. Because our mission revolves around the software of a single company we aren’t eligible for tax exempt status. PASS was founded in the late 1990’s by Microsoft and Platinum Technologies. Platinum was later purchased by Computer Associates. As the founding partners Microsoft and CA each have two seats on the Board of Directors. The other six directors and three officers are elected as specified in our bylaws. As a non-profit, our bylaws layout our governing practices. They must conform to Illinois and United States law. These bylaws specify that PASS is governed by a Board of Directors elected by the membership with two members each from Microsoft and CA. You can find our bylaws as well as a proposed update to them on the governance page of the PASS web site. The last point that I’d like to make is that PASS is completely self-funded. All of our $4 million in revenue comes from conference registrations, sponsorships and advertising. We don’t receive any money from anyone outside those channels. While we work closely with Microsoft we are independent of them and only derive a very small percentage of our revenue from them.

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World Record Siebel PSPP Benchmark on SPARC T4 Servers

- by Brian

Oracle's SPARC T4 servers set a new World Record for Oracle's Siebel Platform Sizing and Performance Program (PSPP) benchmark suite. The result used Oracle's Siebel Customer Relationship Management (CRM) Industry Applications Release 8.1.1.4 and Oracle Database 11g Release 2 running Oracle Solaris on three SPARC T4-2 and two SPARC T4-1 servers. The SPARC T4 servers running the Siebel PSPP 8.1.1.4 workload which includes Siebel Call Center and Order Management System demonstrates impressive throughput performance of the SPARC T4 processor by achieving 29,000 users. This is the first Siebel PSPP 8.1.1.4 benchmark supporting 29,000 concurrent users with a rate of 239,748 Business Transactions/hour. The benchmark demonstrates vertical and horizontal scalability of Siebel CRM Release 8.1.1.4 on SPARC T4 servers. Performance Landscape Systems Txn/hr Users Call Center Order Management Response Times (sec) 1 x SPARC T4-1 (1 x SPARC T4 2.85 GHz) – Web 3 x SPARC T4-2 (2 x SPARC T4 2.85 GHz) – App/Gateway 1 x SPARC T4-1 (1 x SPARC T4 2.85 GHz) – DB 239,748 29,000 0.165 0.925 Oracle: Call Center + Order Management Transactions: 197,128 + 42,620 Users: 20300 + 8700 Configuration Summary Web Server Configuration: 1 x SPARC T4-1 server 1 x SPARC T4 processor, 2.85 GHz 128 GB memory Oracle Solaris 10 8/11 iPlanet Web Server 7 Application Server Configuration: 3 x SPARC T4-2 servers, each with 2 x SPARC T4 processor, 2.85 GHz 256 GB memory 3 x 300 GB SAS internal disks Oracle Solaris 10 8/11 Siebel CRM 8.1.1.5 SIA Database Server Configuration: 1 x SPARC T4-1 server 1 x SPARC T4 processor, 2.85 GHz 128 GB memory Oracle Solaris 11 11/11 Oracle Database 11g Release 2 (11.2.0.2) Storage Configuration: 1 x Sun Storage F5100 Flash Array 80 x 24 GB flash modules Benchmark Description Siebel 8.1 PSPP benchmark includes Call Center and Order Management: Siebel Financial Services Call Center – Provides the most complete solution for sales and service, allowing customer service and telesales representatives to provide superior customer support, improve customer loyalty, and increase revenues through cross-selling and up-selling. High-level description of the use cases tested: Incoming Call Creates Opportunity, Quote and Order and Incoming Call Creates Service Request . Three complex business transactions are executed simultaneously for specific number of concurrent users. The ratios of these 3 scenarios were 30%, 40%, 30% respectively, which together were totaling 70% of all transactions simulated in this benchmark. Between each user operation and the next one, the think time averaged approximately 10, 13, and 35 seconds respectively. Siebel Order Management – Oracle's Siebel Order Management allows employees such as salespeople and call center agents to create and manage quotes and orders through their entire life cycle. Siebel Order Management can be tightly integrated with back-office applications allowing users to perform tasks such as checking credit, confirming availability, and monitoring the fulfillment process. High-level description of the use cases tested: Order & Order Items Creation and Order Updates. Two complex Order Management transactions were executed simultaneously for specific number of concurrent users concurrently with aforementioned three Call Center scenarios above. The ratio of these 2 scenarios was 50% each, which together were totaling 30% of all transactions simulated in this benchmark. Between each user operation and the next one, the think time averaged approximately 20 and 67 seconds respectively. Key Points and Best Practices No processor cores or cache were activated or deactivated on the SPARC T-Series systems to achieve special benchmark effects. See Also Siebel White Papers SPARC T4-1 Server oracle.com OTN SPARC T4-2 Server oracle.com OTN Siebel CRM oracle.com OTN Oracle Solaris oracle.com OTN Oracle Database 11g Release 2 Enterprise Edition oracle.com OTN Disclosure Statement Copyright 2012, Oracle and/or its affiliates. All rights reserved. Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners. Results as of 30 September 2012.

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Government Mandates and Programming Languages

A recent SEC proposal (which, at over 600 pages, I havent read in any detail) includes the following: We are proposing to require the filing of a computer program (the waterfall computer program, as defined in the proposed rule) of the contractual cash flow provisions of the securities in the form of downloadable source code in Python, a commonly used computer programming language that is open source and interpretive. The computer program would be tagged in XML and required to be filed with the Commission as an exhibit. Under our proposal, the filed source code for the computer program, when downloaded and run (by loading it into an open Python session on the investors computer), would be required to allow the user to programmatically input information from the asset data file that we are proposing to require as described above. We believe that, with the waterfall computer program and the asset data file, investors would be better able to conduct their own evaluations of ABS and may be less likely to be dependent on the opinions of credit rating agencies. With respect to any registration statement on Form SF-1 (Section 239.44) or Form SF-3 (Section 239.45) relating to an offering of an asset-backed security that is required to comply with Item 1113(h) of Regulation AB, the Waterfall Computer Program (as defined in Item 1113(h)(1) of Regulation AB) must be written in the Python programming language and able to be downloaded and run on a local computer properly configured with a Python interpreter. The Waterfall Computer Program should be filed in the manner specified in the EDGAR Filer Manual. I dont see how it can be in investors best interests that the SEC demand a particular programming language be used for software related to investment data. I have a feeling that investors who use computers at all already have software with which they are familiar, and that the vast majority of them are not running an open source scripting language on their machines to do their financial analysis. In fact, I would wager that most of them are using tools like Excel, and if they really need to script anything, its being done with VBA in Excel. Now, Im not proposing that the SEC should require that the data be provided in Excel format with VBA scripts included so everyone can easily access the data (despite the fact that this would actually be pretty useful generally). Rather, I think it is ill-advised for a government agency to make recommendations of this nature, period. If the goal of the recommendation is to ensure that the way things work is codified in a transparent manner, than I can certainly respect that. It seems to me that this could be accomplished without dictating the technology to use. To wit: An Excel document could contain all of the data as well as the formulae necessary, and most likely would not require the end-user to install anything on their machine The SEC could simply create a calculator in the cloud such that any/all investors could use a single canonical web-based (or web service based) tool Millions of Java and .NET developers could write their own implementations You can read more about this issue, including the favorable position on it, on Jayanth Varmas blog. Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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The Three-Legged Milk Stool - Why Oracle Fusion Incentive Compensation makes the difference!

- by Richard Lefebvre

During the London Olympics, we were exposed to dozens of athletes who worked with sports psychologists to maximize their performance. Executives often hire business psychologists to coach their teams to excellence. In the same vein, Fusion Incentive Compensation can be used to get people to change their sales behavior so we can make our numbers. But what about using incentive compensation solutions in a non-sales scenario to drive change? Recently, I was working an opportunity where a company was having a low user adoption rate for Salesforce.com, which was causing problems for them. I suggested they use Fusion Incentive Comp to change the reps' behavior. We tossed around the idea of tracking user adoption by creating a variable bonus for reps based on how well they forecasted revenues in the new system. Another thought was to reward the reps for how often they logged into the system or for the percentage of leads that became opportunities and turned into revenue. A new twist on a great product. Fusion CRM's Sweet Spot I'm excited about the sales performance management (SPM) tools in Fusion CRM. This trio of Incentive Compensation, Territory Management, and Quota Management sets us apart from the competition because Oracle is the only vendor that provides all three of these capabilities on a single tech stack, in a single application, and with a single look and feel. The niche vendors offer standalone territory or incentive compensation solutions, but then the customer has to custom build the other tools and can end up with a Frankenstein-type environment. On average, companies overpay sales commissions by three to eight percent. You calculate that number for a company the size of Oracle for one quarter and it makes a pretty air-tight financial case for using SPM tools to figure accurate commissions. Plus when sales reps get the right compensation, they can be out selling rather than spending precious time figuring out what they didn't get paid or looking for another job. And one more thing ... Oracle knows incentive comp. We have been a Gartner Market Scope leader in this space for the last five years. Our solution gets high marks because of its scalability and because of its interoperability with other technologies. And now that we're leading with Fusion, our incentive compensation offering includes the innovations that the Fusion team built, plus enhancements from the E-Business Suite Incentive Comp team. It's a case of making a good thing even better. (See product video.) The "Wedge" Apps In a number of accounts that I'm working on, there is a non-Oracle CRM system of record. That gives me the perfect opportunity to introduce the benefits of our SPM tools and to get the customer using Fusion. Then the door is wide open for the company to uptake more of Fusion CRM, especially since all the integrations they need are out of the box. I really believe that implementing this wedge of SPM tools is the ticket to taking market share away from other vendors. It allows us to insert ourselves in an environment where no other CRM solution in the market has the extending capabilities of Fusion. Not Just Your Usual Suspects Usually the stakeholders that I talk to for Territory Management are tightly aligned with the sales management team. When I sell the quota planning tool, I'm talking to finance people on the ERP side of the house who are measuring quotas and forecasting revenue. And then Incentive Comp is of most interest to the sales operations people, and generally these people roll up to either HR or the payroll department. I think of our Fusion SPM tools as a three-legged stool straddling an organization's Sales, Finance, and HR departments. So when you're prospecting for opportunities -- yes, people with a CRM perspective will be very interested -- but don't limit yourselves to that constituency. You might find stakeholders in accounting, revenue planning, or HR compensation teams. You just might discover, as I did at United Airlines, that the HR organization is spearheading the CRM project because incentive compensation is what they need ... and they're the ones with the budget. Jason Loh Global Solutions Manager, Fusion CRM Sales Planning Oracle Corporation

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Call for Papers for both Devoxx UK and France now open!

- by Yolande

Normal 0 false false false EN-US JA 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:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:Cambria; mso-ascii-font-family:Cambria; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Cambria; mso-hansi-theme-font:minor-latin;} The two conferences are taking place the last week of March 2013 with London on March 26th and 27 and Paris on March 28th and 29th. Oracle fully supports "Devoxx UK" and "Devoxx France" as a European Platinum Partner. Submit proposals and participate in both conferences since they are a two-hour train ride away from one another. The Devoxx conferences are designed “for developers by developers.” The conference committees are looking for speakers who are passionate developers unafraid to share their knowledge of Java, mobile, web and beyond. The sessions are about frameworks, tools and development with in-depth conference sessions, short practical quickies, and bird-of-a-feather discussions. Those different formats allow speakers to choose the best way to present their topics and can be mentioned during the submission process Devoxx has proven its success under Stephan Janssen, organizer of Devoxx in Belgium for the past 11 years. Devoxx has been the biggest Java conference in Europe for many years. To organize those local conferences, Stephan has enrolled the top community leaders in the UK and France. Ben Evans and Martijn Verberg are the leaders of London Java User Group (JUG) and are also known internationally for starting the Adopt-a-JSR program. Antonio Goncalves is the leader of the Paris JUG. He organized last year’s Devoxx France, which was a big success with twice the size first expected. The organizers made sure to add the local character to the conferences. "The community energy has to feel right," said Ben Evans and for that he picked an "old Victoria hall" for the venue. Those leaders are part of very dynamic Java communities in France and in the UK. France has 22 JUGs; the Paris JUG alone has 2,000 members. The UK has over 50,000 developers working in London and its surroundings; a lot of them are Java developers working in the financial industry. The conference fee is kept as low as possible to encourage those developers to attend. Devoxx promises to be crowded and sold out in advance. Make sure to submit your talks to both Devoxx UK and France before January 31st, 2013.

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Universities 2030: Learning from the Past to Anticipate the Future

- by Mohit Phogat

What will the landscape of international higher education look like a generation from now? What challenges and opportunities lie ahead for universities, especially “global” research universities? And what can university leaders do to prepare for the major social, economic, and political changes—both foreseen and unforeseen—that may be on the horizon? The nine essays in this collection proceed on the premise that one way to envision “the global university” of the future is to explore how earlier generations of university leaders prepared for “global” change—or at least responded to change—in the past. As the essays in this collection attest, many of the patterns associated with contemporary “globalization” or “internationalization” are not new; similar processes have been underway for a long time (some would say for centuries).[1] A comparative-historical look at universities’ responses to global change can help today’s higher-education leaders prepare for the future. Written by leading historians of higher education from around the world, these nine essays identify “key moments” in the internationalization of higher education: moments when universities and university leaders responded to new historical circumstances by reorienting their relationship with the broader world. Covering more than a century of change—from the late nineteenth century to the early twenty-first—they explore different approaches to internationalization across Europe, Asia, Australia, North America, and South America. Notably, while the choice of historical eras was left entirely open, the essays converged around four periods: the 1880s and the international extension of the “modern research university” model; the 1930s and universities’ attempts to cope with international financial and political crises; the 1960s and universities’ role in an emerging postcolonial international development apparatus; and the 2000s and the rise of neoliberal efforts to reform universities in the name of international economic “competitiveness.” Each of these four periods saw universities adopt new approaches to internationalization in response to major historical-structural changes, and each has clear parallels to today. Among the most important historical-structural challenges that universities confronted were: (1) fluctuating enrollments and funding resources associated with global economic booms and busts; (2) new modes of transportation and communication that facilitated mobility (among students, scholars, and knowledge itself); (3) increasing demands for applied science, technical expertise, and commercial innovation; and (4) ideological reconfigurations accompanying regime changes (e.g., from one internal regime to another, from colonialism to postcolonialism, from the cold war to globalized capitalism, etc.). Like universities today, universities in the past responded to major historical-structural changes by internationalizing: by joining forces across space to meet new expectations and solve problems on an ever-widening scale. Approaches to internationalization have typically built on prior cultural or institutional ties. In general, only when the benefits of existing ties had been exhausted did universities reach out to foreign (or less familiar) partners. As one might expect, this process of “reaching out” has stretched universities’ traditional cultural, political, and/or intellectual bonds and has invariably presented challenges, particularly when national priorities have differed—for example, with respect to curricular programs, governance structures, norms of academic freedom, etc. Strategies of university internationalization that either ignore or downplay cultural, political, or intellectual differences often fail, especially when the pursuit of new international connections is perceived to weaken national ties. If the essays in this collection agree on anything, they agree that approaches to internationalization that seem to “de-nationalize” the university usually do not succeed (at least not for long). Please continue reading the other essays at http://globalhighered.wordpress.com/

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Capgemini Global Business Process Management Report

- by JuergenKress

Welcome to the Capgemini Global Business Process Management (BPM) Report. This report is an exploration of key trends in BPM as seen by CXOs across a broad selection of sectors and geographies. BPM is perhaps at a tipping point - it’s certainly at an exciting stage in its evolution. As both an engineer and an Operational Research practitioner in my early career, and subsequently as a consultant, I have seen BPM through its development over the last 26 years. BPM has its roots in management practices such as Total Quality Management, Business Process Reengineering & Model Based Development; but the advent of the new generation of sophisticated modelling and process execution technologies has greatly enhanced BPM’s power to truly transform businesses. This has created one of the most rapidly growing and attractive market sectors for both services and technology. We see BPM as a critical management discipline that when executed against clear, cross organizational business objectives, can deliver exceptional value to that organization. However, we also see that the potential for BPM is not well understood. Our decision to conduct this global survey stemmed from discussions with our clients. We sought to gain a better impression of their understanding of BPM, how they measure its value, and how far it is prioritized within their Business and Technology Transformation efforts. This research confirms our belief that BPM needs to be a jointly owned Business and IT discipline. It also demonstrates that it is starting to gain significant traction in the market and investments are starting to pay dividends to the early adopters. At Capgemini we are being asked by our clients to help them simplify and improve their business models and the technology that supports them and we are already seeing BPM become an integral and key part of this proposition. Business Process Management is becoming ever more relevant to both large and small organizations in the current economic climate. At a time when many different market sectors are facing slow revenue growth, customer churn and increased pressures on costs, BPM becomes a critical weapon in the battle for efficiency and effectiveness in processes. Furthermore, in a challenging and changing business environment that is characterized by uncertainty, it allows organizations to adapt, be more agile and fleet of foot. Capgemini is seeing strong demand for BPM services in markets such as the USA, the UK, the Netherlands and France; and there are clear signs of increased interest in other geographies such as, Germany, Sweden, Spain, Italy and Australia. In sector terms, the financial services industry has led the way in BPM adoption over the recent past, driven by increased focus on customer- centricity and regulatory compliance. Other sectors, public sector, utilities, telco, retail and manufacturing are now not only catching up, but are starting o use BPM in new ways to create new business models to serve customers and outsmart the competition. The research findings also show however that this is a complex landscape, and we are not seeing adoption of BPM in a clear and consistent way. This report also looks at some of the barriers to adoption, with organizational silos being a major obstacle. Waters are further muddied by fragmented budgets, lack of clear governance and ownership and internal politics. The objective of our investment in this research project was to shed some light on these elements with a view to assisting organizations to create strategies that avoid or at least mitigate some of these barriers to success. Management of change in such endea vours is a key part in enabling the appropriate alignment of business and technology to support their transformation efforts. I hope that you find this report of benefit in the further adoption of Business Process Management. Get the full report here. 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: Capgemini,bpm report,bpm market,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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Finding Leaders Breakfasts - Adelaide and Perth

- by rdatson-Oracle

HR Executives Breakfast Roundtables: Find the best leaders using science and social media! Perth, 22nd July & Adelaide, 24th July What is leadership in the 21st century? What does the latest research tell us about leadership? How do you recognise leadership qualities in individuals? How do you find individuals with these leadership qualities, hire and develop them? Join the Neuroleadership Institute, the Hay Group, and Oracle to hear: 1. the latest neuroscience research about human bias, and how it applies to finding and building better leaders; 2. the latest techniques to recognise leadership qualities in people; 3. and how you can harness your people and social media to find the best people for your company. Reflect on your hiring practices at this thought provoking breakfast, where you will be challenged to consider whether you are using best practices aimed at getting the right people into your company. Speakers Abigail Scott, Hay Group Abigail is a UK registered psychologist with 10 years international experience in the design and delivery of talent frameworks and assessments. She has delivered innovative assessment programmes across a range of organisations to identify and develop leaders. She is experienced in advising and supporting clients through new initiatives using evidence-based approach and has published a number of research papers on fairness and predictive validity in assessment. Karin Hawkins, NeuroLeadership Institute Karin is the Regional Director of NeuroLeadership Institute’s Asia-Pacific region. She brings over 20 years experience in the financial services sector delivering cultural and commercial results across a variety of organisations and functions. As a leadership risk specialist Karin understands the challenge of building deep bench strength in teams and she is able to bring evidence, insight, and experience to support executives in meeting today’s challenges. Robert Datson, Oracle Robert is a Human Capital Management specialist at Oracle, with several years as a practicing manager at IBM, learning and implementing latest management techniques for hiring, deploying and developing staff. At Oracle he works with clients to enable best practices for HR departments, and drawing the linkages between HR initiatives and bottom-line improvements. Agenda 07:30 a.m. Breakfast and Registrations 08:00 a.m. Welcome and Introductions 08:05 a.m. Breaking Bias in leadership decisions - Karin Hawkins 08:30 a.m. Identifying and developing leaders - Abigail Scott 08:55 a.m. Finding leaders, the social way - Robert Datson 09:20 a.m. Q&A and Closing Remarks 09:30 a.m. Event concludes If you are an employee or official of a government organisation, please click here for important ethics information regarding this event. To register for Perth, Tuesday 22nd July, please click HERE To register for Adelaide, Thursday 24th July, please click HERE 1024x768 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:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Contact: To register or have questions on the event? Contact Aaron Tait on +61 2 9491 1404

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Meet Matthijs, Dutch Inside Sales Representative for Oracle Direct

- by Maria Sandu

Today we would like to share some information around the Dutch Core Technology team in Malaga. Matthijs is one of the team members who decided to relocate from the Netherlands to Malaga to join Oracle Direct two years ago. Matthijs: “For the past two years I have been working as an Oracle Direct Core Technology Inside Sales representative for Named Accounts in the Netherlands, based in Malaga, Spain. In my case, working for the Dutch OD Core Technology team means that I am responsible for the Account Management of Larger companies in the Travel & Transportation and the Manufacturing, Retail & Distribution sector. I work together with the Oracle Field Account Managers and our Field Sales Management in the Netherlands where I am often the main point of contact for customers. This means that I deal with their requests and I manage their various issues, provide solutions and suggestions based on the Oracle Core Technology portfolio. I work on interesting projects with end-customers, making financial proposals and building business cases. It is a very interesting sales environment and for the last two years I improved my skills substantially. This month I will finish my Inside Sales career in Malaga to move to a position within Field Sales in the Netherlands. Oracle Direct has proven to be a great stepping stone for my career. Boost your personal development One of the reasons for joining Oracle was to boost my personal & career development. You can choose from various different trainings to follow all over Europe which enable you to reach both your personal and professional goals. Furthermore, you can decide your own career path and plan the steps necessary to achieve your goal. Many people aim to grow into Field Sales in their native countries, Business Development or Sales Management, but there are many possibilities once you decide to join Oracle. Overall, working at Oracle means working for an international company and one of the worldwide leaders in Enterprise Hardware & Software. Here you get all the tools necessary to develop yourself personally & professionally. Another great advantage of working for Oracle Direct is working from our office in Malaga, Southern Spain where we have over 400 employees from many countries across EMEA. It is a truly international environment! Working and living in Spain gives you an excellent opportunity to learn Spanish and of course enjoy the Spanish lifestyle, cuisine, beaches and much, much more!” Interview day Utrecht If you are inspired by the story of Matthijs and would like to explore the opportunity to join the Technology Sales team for the Dutch market in Malaga, let us know! We will organise an Interview day in the Oracle office in Utrecht on the 18th and 19th of September. We currently have multiple openings in the Core Technology team that focus on selling our Database portfolio in the Dutch market. We are looking for native Dutch speakers with a Bachelors degree, 2-5 years sales experience (ideally in IT) who are willing to relocate to Malaga for at least 2 years! For more information please contact [email protected] or [email protected].

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Internet of Things Becoming Reality

- by kristin.jellison

The Internet of Things is not just on the radar—it’s becoming a reality. A globally connected continuum of devices and objects will unleash untold possibilities for businesses and the people they touch. But the “things” are only a small part of a much larger, integrated architecture. A great example of this comes from the healthcare industry. Imagine an expectant mother who needs to watch her blood pressure. She lives in a mountain village 100 miles away from medical attention. Luckily, she can use a small “wearable” device to monitor her status and wirelessly transmit the information to a healthcare hub in her village. Now, say the healthcare hub identifies that the expectant mother’s blood pressure is dangerously high. It sends a real-time alert to the patient’s wearable device, advising her to contact her doctor. It also pushes an alert with the patient’s historical data to the doctor’s tablet PC. He inserts a smart security card into the tablet to verify his identity. This ensures that only the right people have access to the patient’s data. Then, comparing the new data with the patient’s medical history, the doctor decides she needs urgent medical attention. GPS tracking devices on ambulances in the field identify and dispatch the closest one available. An alert also goes to the closest hospital with the necessary facilities. It sends real-time information on her condition directly from the ambulance. So when she arrives, they already have a treatment plan in place to ensure she gets the right care. The Internet of Things makes a huge difference for the patient. She receives personalized and responsive healthcare. But this technology also helps the businesses involved. The healthcare provider achieves a competitive advantage in its services. The hospital benefits from cost savings through more accurate treatment and better application of services. All of this, in turn, translates into savings on insurance claims. This is an ideal scenario for the Internet of Things—when all the devices integrate easily and when the relevant organizations have all the right systems in place. But in reality, that can be difficult to achieve. Core design principles are required to make the whole system work. Open standards allow these systems to talk to each other. Integrated security protects personal, financial, commercial and regulatory information. A reliable and highly available systems infrastructure is necessary to keep these systems running 24/7. If this system were just made up of separate components, it would be prohibitively complex and expensive for almost any organization. The solution is integration, and Oracle is leading the way. We’re developing converged solutions, not just from device to datacenter, but across devices, utilizing the Java platform, and through data acquisition and management, integration, analytics, security and decision-making. The Internet of Things (IoT) requires the predictable action and interaction of a potentially endless number of components. It’s in that convergence that the true value of the Internet of Things emerges. Partners who take the comprehensive view and choose to engage with the Internet of Things as a fully integrated platform stand to gain the most from the Internet of Things’ many opportunities. To discover what else Oracle is doing to connect the world, read about Oracle’s Internet of Things Platform. Learn how you can get involved as a partner by checking out the Oracle Java Knowledge Zone. Best regards, David Hicks

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Life at Oracle Russia: Stanislav, Tech Sales Manager

- by Maria Sandu

Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 Oracle is a place that brings together talented people from various countries and with a diversity of backgrounds. We often invite our employees to speak about their life at Oracle as we think It is important to share an insight into what working for our company looks like. This time we asked Stanislav to speak about his experience at Oracle. He is Technology Sales Manager at Oracle Russia. He joined the company in July 2011 as a Sales Representative for the Financial sector and had previously worked for another American IT company. He was promoted to a Management position in 2013. “I have been in this Industry for 15 years and I am now Technology Sales Manager, covering Database, BI and Fusion Middleware products. What I’ve learned in my role is that respect is one of the most important values a good professional should have. By respecting and embracing everyone’s opinions, we create a very good work environment that encourages innovation and change. It eventually leads to a stronger team where people listen to each other and value each other’s opinion. On the other hand, It is mandatory to have good knowledge about the area you work in and to continously seek to improve your expertise. Last but not least, working as a team is a top priority and It is something that I’ve learned at Oracle. There’s little you can achieve by yourself comparing to what you can do when you’re part of a team.” Stanislav shared the top three words that best describe his team and those were: professional, dynamic and smart. “The team I manage is a very professional, dynamic and smart one. I am really proud to work with such talented people! They are an asset to the Oracle business because they are the very best in the IT industry worldwide!” When asked why he would apply at Oracle if he was looking for a job, Stanislav responded “I would say because Oracle is a legend of the IT industry. It is a very dynamic company where you can fulfill your potential and gain extremely valuable knowledge. No doubt this is the number 1 IT company!” We invite you to explore our career opportunities on oracle.com/careers and to discover more stories about the life at Oracle on our blog. You can get the latest updates about careers within Oracle by following Oracle LinkedIn, CareersatOracle Facebook or joinOracleEMEA Twitter. /* 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;}

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In the Firing Line: The impact of project and portfolio performance on the CEO

- by Melissa Centurio Lopes

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-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;} What are the primary measurements for rating CEO performance? For corporate boards, business analysts, investors, and the trade press the metrics they deploy are relatively binary in nature; what is being done to generate earnings, and what is being done to build and sustain high performance? As for the market, interest is primarily aroused when operational and financial performance falls outside planned commitments for the year. When organizations announce better than predicted results, they usually experience an immediate increase in share price. Likewise, poor results have an obviously negative impact on the share price and impact the role and tenure of the incumbent CEO. The danger for the CEO is that the risk of failure is ever present, ranging from manufacturing delays and supply chain issues to labor shortages and scope creep. This risk is enhanced by the involvement of secondary suppliers providing services critical to overall work schedules, and magnified further across a portfolio of programs and projects underway at any one time – and all set within a global context. All can impact planned return on investment and have an inevitable impact on the share price – the primary empirical measure of day-to-day performance. Read this complete complementary report, In the Firing Line and explore what is the direct link between the health of the portfolio and CEO performance. This report will provide an overview of the responsibility the CEO has for implementing and maintaining a culture of accountability, offer examples of some of the higher profile project failings in recent years, and detail the capabilities available to the CEO to mitigate the risks residing in their own portfolios. 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-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;}

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Oracle Executive Strategy Brief: Enterprise-Grade Cloud Applications

- by B Shashikumar

Cloud Computing has clearly evolved into one of the dominant secular trends in the industry. Organizations are looking to the cloud to change how they buy and consume IT. And its no longer about just lower up-front costs. The cloud promises to deliver greater agility and free up resources to focus on innovation versus running and maintaining systems. But are organizations actually realizing these benefits? The full promise of cloud is not being realized by customers who entrust their business to multiple niche cloud providers. While almost 9 out of 10 companies expect more IT agility with cloud, only 47% are actually getting it (Source: 2011 State of Cloud Survey by Symantec). These niche cloud customers have also seen the promises of lower costs, efficiency gains, improved security, and compliance go unfulfilled. Having one cloud provider for customer relationship management (CRM) and another for human capital management (HCM), and then trying to glue these proprietary systems together while integrating to a back-office financial system can add to complexity and long-term costs. Completing a business process or generating an integrated report is cumbersome, and leverages incomplete data. Why can’t niche cloud providers deliver on the full promise of cloud? It’s simple: you still need to complete business processes. You still need reporting that enables you to take action using data from multiple systems. You still have to comply with SOX and other industry regulations. These requirements don’t go away just because you deploy in the cloud. Delivering lower up-front costs by enabling customers to buy software as a service (SaaS) is the easy part. To get real value that lasts longer than your quarterly report, it’s important to realize the benefits of cloud without compromising on functionality and while having the right level of control and flexibility. This is the true promise of cloud. Oracle’s cloud strategy centers around delivering the benefits of cloud—without compromise. We uniquely empower our customers with complete solutions and choice. From the richest functionality to integrated reporting and great user experience. It’s all available in the cloud. And it works not just with other Oracle cloud applications, but with your existing Oracle and third-party systems as well. This helps protect your current investments and extend their value as you journey to the cloud. We’ve made the necessary investments not only in our applications but also in the underlying technology that makes it all run—from the platform down to the hardware and operating system. We make it all. And we’ve engineered it to work together and be highly optimized for our customers, in the cloud. With Oracle enterprise-grade cloud applications, you get the benefits of cloud plus more power, more choice, and more confidence. Read more about how you can realize the true advantage of Cloud with Oracle Enterprise-grade Cloud applications in the Oracle Executive Strategy Brief here. You can also attend an Oracle Cloud Conference event at a city near you. Register here.

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How to introduce a computer illiterate 50-year old to programming [closed]

- by sunday

The other day my dad asked me a question that I would have never expected from him. "How can I learn C++?" My dad is turning 56 this year and computers are a distant concept for him. He doesn't know how to use a phone very well besides calling numbers (no speed dial or contacts); though he has started to learn computers a little better - to the point that he knows how to open the internet (in Windows) and browse around (and has successfully completed several job applications entirely on his own online, of which he was offered positions too). But still, these are too narrow-windowed experiences to mean much, really. While he may not have the background, my dad knows how to read. And I mean reading as a skill, not just an ability. He has little to no college education (financial problems, family, etc.) and was fortunate enough to finish high school, but still taught himself to become a master electrician and has been one for almost 30 years now. He did the same with guitar, learning to play at a very professional level and has been praised for his skill. In high school, he picked up a weight lifting book - and was the only person in his high school at the time to qualify officially as an "athlete" by national standards. In all cases, he just needed something to read. Something to teach him. He absorbs information like a sponge. I have no doubt in my dad's motivation or capability of doing this, so my general goal is simply: Get my dad into the world of computers, and get him on the road to programming. I strongly believe that once I get him through the fundamentals, his drive and reading skill will keep him going on this own. So I'm asking you all: where should I start with all this? And what are the best resources out there? Should I get him to start Linux instead of Windows? Is C++ a bad idea? Remember, he needs to (IMO) learn computers first, and then get that first grasp (the "Hello world" experience) of programming. For money's sake and at top preference, I'd like free online resources that he can read, but by all means any good suggestions in print or paid-for-online are welcome (that I could possibly look into later to purchase). And also, I intend to start him off with C++ (no Python, Java, etc.), because I know it the best and will be able to help him along the way with code. (I have minimal knowledge right now in other languages). Edit: I'm getting a lot of persistent suggestions to use Python. The only reason I wanted to do C++ is that I KNOW it and can be THERE when my dad needs help. My VERY FIRST exposure to programming ever was Java. I learned Java, and I got good at it. I open to other suggestions, but please provide an effective application of your suggestions. EDIT #2: I understand my approach/thinking/knowledge could be lacking here. I'm a sophomore level undergraduate CS major. If you don't agree with anything in my post, tell me why - give me ideas, information - that's why I'm asking in the first place. To narrow down my general goal to specific reachable goals.

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Webcast On-Demand: Building Java EE Apps That Scale

- by jeckels

With some awesome work by one of our architects, Randy Stafford, we recently completed a webcast on scaling Java EE apps efficiently. Did you miss it? No problem. We have a replay available on-demand for you. Just hit the '+' sign drop-down for access.Topics include: Domain object caching Service response caching Session state caching JSR-107 HotCache and more! Further, we had several interesting questions asked by our audience, and we thought we'd share a sampling of those here for you - just in case you had the same queries yourself. Enjoy! What is the largest Coherence deployment out there? We have seen deployments with over 500 JVMs in the Coherence cluster, and deployments with over 1000 JVMs using the Coherence jar file, in one system. On the management side there is an ecosystem of monitoring tools from Oracle and third parties with dashboards graphing values from Coherence's JMX instrumentation. For lifecycle management we have seen a lot of custom scripting over the years, but we've also integrated closely with WebLogic to leverage its management ecosystem for deploying Coherence-based applications and managing process life cycles. That integration introduces a new Java EE archive type, the Grid Archive or GAR, which embeds in an EAR and can be seen by a WAR in WebLogic. That integration also doesn't require any extra WebLogic licensing if Coherence is licensed. How is Coherence different from a NoSQL Database like MongoDB? Coherence can be considered a NoSQL technology. It pre-dates the NoSQL movement, having been first released in 2001 whereas the term "NoSQL" was coined in 2009. Coherence has a key-value data model primarily but can also be used for document data models. Coherence manages data in memory currently, though disk persistence is in a future release currently in beta testing. Where the data is managed yields a few differences from the most well-known NoSQL products: access latency is faster with Coherence, though well-known NoSQL databases can manage more data. Coherence also has features that well-known NoSQL database lack, such as grid computing, eventing, and data source integration. Finally Coherence has had 15 years of maturation and hardening from usage in mission-critical systems across a variety of industries, particularly financial services. Can I use Coherence for local caching? Yes, you get additional features beyond just a java.util.Map: you get expiration capabilities, size-limitation capabilities, eventing capabilites, etc. Are there APIs available for GoldenGate HotCache? It's mostly a black box. You configure it, and it just puts objects into your caches. However you can treat it as a glass box, and use Coherence event interceptors to enhance its behavior - and there are use cases for that. Are Coherence caches updated transactionally? Coherence provides several mechanisms for concurrency control. If a project insists on full-blown JTA / XA distributed transactions, Coherence caches can participate as resources. But nobody does that because it's a performance and scalability anti-pattern. At finer granularity, Coherence guarantees strict ordering of all operations (reads and writes) against a single cache key if the operations are done using Coherence's "EntryProcessor" feature. And Coherence has a unique feature called "partition-level transactions" which guarantees atomic writes of multiple cache entries (even in different caches) without requiring JTA / XA distributed transaction semantics.

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Application pool crashing regularly (8007006d) (Service Unavailable)

- by Phil

I have a basic web form site running. Nothing out of the ordinary. It is frequently crashing the application pool. The error code I got from the logs is '8007006d'. Googling this does not come up with the usual bevy of results.... I do get a few people with a similar problem. Any the advise seems to be that the error is related to registry permissions. Can anyone confirm / disconfirm this theory. That if I get error 8007006d it is definately a reg permissions problem? Here is the code from my page. I'm not seeing anything that would cause a memory leak or make this happen. It is basically just one big insert command with many parameters? Imports System.Web.Configuration Imports System.Data.SqlClient Imports System.Net.Mail Imports System.IO Imports System.Globalization Partial Class _Default Inherits System.Web.UI.Page Public Sub WriteError(ByVal errorMessage As String) Try Dim path As String = "~/Error/" & DateTime.Today.ToString("dd-mm-yy") & ".txt" If (Not File.Exists(System.Web.HttpContext.Current.Server.MapPath(path))) Then File.Create(System.Web.HttpContext.Current.Server.MapPath(path)).Close() End If Using w As StreamWriter = File.AppendText(System.Web.HttpContext.Current.Server.MapPath(path)) w.WriteLine(Constants.vbCrLf & "Log Entry : ") w.WriteLine("{0}", DateTime.Now.ToString(CultureInfo.InvariantCulture)) Dim err As String = "Error in: " & System.Web.HttpContext.Current.Request.Url.ToString() & ". Error Message:" & errorMessage w.WriteLine(err) w.WriteLine("__________________________") w.Flush() w.Close() End Using Catch ex As Exception WriteError(ex.Message) End Try End Sub Protected Sub Page_PreLoad(ByVal sender As Object, ByVal e As System.EventArgs) Handles Me.PreLoad otherlanguagespecify.Text = "Language: Speaking: Reading: Writing:" 'Show / hide 'other' panels ProvincePanel.Visible = False If Province.SelectedValue = "Other" Then ProvincePanel.Visible = True End If languagespanel.Visible = False If OtherLanguage.Checked Then languagespanel.Visible = True End If End Sub Protected Sub Submit_Click(ByVal sender As Object, ByVal e As System.EventArgs) Handles Submit.Click Dim areasexpertise As String = String.Empty Dim areasli As ListItem Dim english As String = String.Empty Dim connstring As String = WebConfigurationManager.ConnectionStrings("Str").ToString() Dim c As SqlConnection = New SqlConnection(connstring) Dim s As String = ("INSERT INTO [MBA_EOI]") & _ ("([subdate],[surname], [name], [dob], [nationality], [postaladdress],") & _ ("[province],[city], [postcode], [worktelephone],") & _ ("[hometelephone], [mobile], [email],[fax], [institution1],") & _ ("[institution2], [institution3], [institution4], [institutiondate1], [institutiondate2],") & _ ("[institutiondate3], [institutiondate4],[institutionquals1], [institutionquals2], [institutionquals3],") & _ ("[institutionquals4],[profdates1], [profdates2],") & _ ("[profdates3], [profdates4], [profdates5], [profdates6], [profdates7], ") & _ ("[profloc1], [profloc2], [profloc3], [profloc4], [profloc5],") & _ ("[profloc6], [profloc7], [profcomp1], [profcomp2], [profcomp3],") & _ ("[profcomp4], [profcomp5], [profcomp6], [profcomp7], [profpos1],") & _ ("[profpos2], [profpos3], [profpos4], [profpos5], [profpos6],") & _ ("[profpos7], [profdesc1], [profdesc2], [profdesc3], [profdesc4],") & _ ("[profdesc5],[profdesc6],[profdesc7], [company1], [company2],") & _ ("[company3], [company4], [company5], [nature1], [nature2],") & _ ("[nature3], [nature4], [nature5], [workdate1], [workdate2],") & _ ("[workdate3], [workdate4], [workdate5], [contactname1], [contactname2],") & _ ("[contactname3], [contactname4], [contactname5], [wtelephone1], [wtelephone2],") & _ ("[wtelephone3],[wtelephone4], [wtelephone5], [philosophy], [publications],") & _ ("[english], [otherlanguage], [areasofexpertise], [otherareasofexpertise],") & _ ("[assessortrue], [coordinatortrue], [facilitatortrue], [moderatortrue], [productdevelopertrue],") & _ ("[projectmanagertrue], [assessorexp], [coordinatorexp], [facilitatorexp], [moderatorexp],") & _ ("[productdeveloperexp], [projectmanagerexp], [assessorlvl], [coordinatorlvl], [facilitatorlvl],") & _ ("[moderatorlvl], [productdeveloperlvl], [projectmanagerlvl], [assessorpref], [coordinatorpref],") & _ ("[FacilitatorPref], [ModeratorPref], [ProductDeveloperPref], [ProjectManagerPref], [designation], [professortrue],") & _ ("[professorlvl], [professorexp], [professorpref], [lecturertrue], [lecturerpref], [lecturerlvl], [lecturerexp], [affiliations], [educationmore], ") & _ ("[wemail1], [wemail2], [wemail3], [wemail4], [wemail5])") & _ ("VALUES") & _ ("(@subdate, @surname, @name, @dob, @nationality, @postaladdress,") & _ ("@province,@city, @postcode, @worktelephone,") & _ ("@hometelephone, @mobile, @email, @fax, @inst1,") & _ ("@inst2, @inst3, @inst4, @instdate1, @instdate2,") & _ ("@instdate3, @instdate4, @instquals1, @instquals2, @instquals3,") & _ ("@instquals4, @profdates1, @profdates2,") & _ ("@profdates3, @profdates4, @profdates5, @profdates6, @profdates7,") & _ ("@profloc1, @profloc2, @profloc3, @profloc4, @profloc5,") & _ ("@profloc6, @profloc7, @profcomp1, @profcomp2, @profcomp3,") & _ ("@profcomp4, @profcomp5, @profcomp6, @profcomp7, @profpos1,") & _ ("@profpos1, @profpos1, @profpos4, @profpos5, @profpos6,") & _ ("@profpos7, @profdesc1, @profdesc2, @profdesc3, @profdesc4,") & _ ("@profdesc5, @profdesc6, @profdesc7, @company1, @company2,") & _ ("@company3, @company4, @company5,@nature1, @nature2,") & _ ("@nature3, @nature4, @nature5, @workdate1, @workdate2,") & _ ("@workdate3, @workdate4, @workdate5, @contactname1, @contactname2,") & _ ("@contactname3, @contactname4, @contactname5, @wtelephone1, @wtelephone2,") & _ ("@wtelephone3,@wtelephone4, @wtelephone5, @philosophy, @publications,") & _ ("@english, @otherlanguage, @areasofexpertise, @otherareasofexpertise,") & _ ("@assessor, @coordinator, @facilitator, @moderator, @productdeveloper,") & _ ("@projectmanager, @assessorexp, @coordinatorexp, @facilitatorexp, @moderatorexp,") & _ ("@productdeveloperexp, @projectmanagerexp, @assessorlvl, @coordinatorlvl, @facilitatorlvl,") & _ ("@moderatorlvl, @productdeveloperlvl, @projectmanagerlvl, @assessorpref, @coordinatorpref,") & _ ("@facilitatorpref, @moderatorpref, @productdeveloperpref, @projectmanagerpref, @designation, @professor, @professorlvl, @professorexp, @professorpref,") & _ ("@lecturer, @lecturerpref, @lecturerlvl, @lecturerexp, @affiliations, @educationmore, ") & _ ("@wemail1, @wemail2, @wemail3, @wemail4, @wemail5)") 'Setup birthday Dim birthdaystring As String = MonthBirth.SelectedValue.ToString & "/" & DayBirth.SelectedValue.ToString & "/" & YearBirth.SelectedValue.ToString Dim birthday As DateTime = Convert.ToDateTime(birthdaystring) Try Dim x As New SqlCommand(s, c) x.Parameters.AddWithValue("@subdate", DateTime.Now()) x.Parameters.AddWithValue("@surname", Surname.Text) x.Parameters.AddWithValue("@name", Name.Text) x.Parameters.AddWithValue("@dob", birthday) x.Parameters.AddWithValue("@nationality", Nationality.Text) x.Parameters.AddWithValue("@postaladdress", Postaladdress.Text) x.Parameters.AddWithValue("@designation", Designation.SelectedItem.ToString) 'to control whether or not 'other' province is selected If Province.SelectedValue = "Other" Then x.Parameters.AddWithValue("@province", Otherprovince.Text) Else x.Parameters.AddWithValue("@province", Province.SelectedValue.ToString) End If x.Parameters.AddWithValue("@city", City.Text) x.Parameters.AddWithValue("@postcode", Postcode.Text) x.Parameters.AddWithValue("@worktelephone", Worktelephone.Text) x.Parameters.AddWithValue("@hometelephone", Hometelephone.Text) x.Parameters.AddWithValue("@mobile", Mobile.Text) x.Parameters.AddWithValue("@email", Email.Text) x.Parameters.AddWithValue("@fax", Fax.Text) 'Add education params to x command x.Parameters.AddWithValue("@inst1", Institution1.Text) x.Parameters.AddWithValue("@inst2", Institution2.Text) x.Parameters.AddWithValue("@inst3", Institution3.Text) x.Parameters.AddWithValue("@inst4", Institution4.Text) x.Parameters.AddWithValue("@instdate1", Institutiondates1.Text) x.Parameters.AddWithValue("@instdate2", Institutiondates2.Text) x.Parameters.AddWithValue("@instdate3", Institutiondates3.Text) x.Parameters.AddWithValue("@instdate4", Institutiondates4.Text) x.Parameters.AddWithValue("@instquals1", Institution1quals.Text) x.Parameters.AddWithValue("@instquals2", Institution2quals.Text) x.Parameters.AddWithValue("@instquals3", Institution3quals.Text) x.Parameters.AddWithValue("@instquals4", Institution4quals.Text) 'Add checkbox params to x command Dim eli As ListItem For Each eli In EnglishSkills.Items If eli.Selected Then english += eli.Text + " | " End If Next x.Parameters.AddWithValue("@english", english) For Each areasli In Expertiselist.Items If areasli.Selected Then areasexpertise += " ; " & areasli.Text End If Next x.Parameters.AddWithValue("@areasofexpertise", areasexpertise) If OtherLanguage.Checked.ToString Then x.Parameters.AddWithValue("@otherlanguage", otherlanguagespecify.Text) Else x.Parameters.AddWithValue("@otherlanguage", DBNull.Value) End If 'Add competencies params to x command x.Parameters.AddWithValue("@assessor", AssessorTrue.Checked) x.Parameters.AddWithValue("@coordinator", CoordinatorTrue.Checked) x.Parameters.AddWithValue("@facilitator", FacilitatorTrue.Checked) x.Parameters.AddWithValue("@moderator", ModeratorTrue.Checked) x.Parameters.AddWithValue("@productdeveloper", ProductDeveloperTrue.Checked) x.Parameters.AddWithValue("@projectmanager", ProjectManagerTrue.Checked) x.Parameters.AddWithValue("@assessorexp", Assessorexp.Text) x.Parameters.AddWithValue("@coordinatorexp", coordinatorexp.Text) x.Parameters.AddWithValue("@facilitatorexp", facilitatorexp.Text) x.Parameters.AddWithValue("@moderatorexp", moderatorexp.Text) x.Parameters.AddWithValue("@productdeveloperexp", productdeveloperexp.Text) x.Parameters.AddWithValue("@projectmanagerexp", projectmanagerexp.Text) x.Parameters.AddWithValue("@assessorlvl", Assessorlevel.Text) x.Parameters.AddWithValue("@coordinatorlvl", Coordinatorlevel.Text) x.Parameters.AddWithValue("@facilitatorlvl", Facilitatorlevel.Text) x.Parameters.AddWithValue("@moderatorlvl", Moderatorlevel.Text) x.Parameters.AddWithValue("@productdeveloperlvl", Productdeveloperlevel.Text) x.Parameters.AddWithValue("@projectmanagerlvl", Projectmanagerlevel.Text) x.Parameters.AddWithValue("@assessorpref", AssessorPref.Text) x.Parameters.AddWithValue("@coordinatorpref", CoordinatorPref.Checked) x.Parameters.AddWithValue("@facilitatorpref", FacilitatorPref.Checked) x.Parameters.AddWithValue("@moderatorpref", ModeratorPref.Checked) x.Parameters.AddWithValue("@productdeveloperpref", ProductDeveloperPref.Checked) x.Parameters.AddWithValue("@projectmanagerpref", ProjectManagerPref.Checked) x.Parameters.AddWithValue("@professorpref", ProfessorPref.Checked) x.Parameters.AddWithValue("@professorlvl", Professorlevel.Text) x.Parameters.AddWithValue("@professor", ProfessorTrue.Checked) x.Parameters.AddWithValue("@professorexp", professorexp.Text) x.Parameters.AddWithValue("@lecturerpref", LecturerPref.Checked) x.Parameters.AddWithValue("@lecturerlvl", Lecturerlevel.Text) x.Parameters.AddWithValue("@lecturer", LecturerTrue.Checked) x.Parameters.AddWithValue("@lecturerexp", lecturerexp.Text) 'Add professional experience params to x command x.Parameters.AddWithValue("@profdates1", ProfDates1.Text) x.Parameters.AddWithValue("@profdates2", ProfDates2.Text) x.Parameters.AddWithValue("@profdates3", ProfDates3.Text) x.Parameters.AddWithValue("@profdates4", ProfDates4.Text) x.Parameters.AddWithValue("@profdates5", ProfDates5.Text) x.Parameters.AddWithValue("@profdates6", ProfDates6.Text) x.Parameters.AddWithValue("@profdates7", ProfDates7.Text) x.Parameters.AddWithValue("@profloc1", ProfDates1.Text) x.Parameters.AddWithValue("@profloc2", ProfDates2.Text) x.Parameters.AddWithValue("@profloc3", ProfDates3.Text) x.Parameters.AddWithValue("@profloc4", ProfDates4.Text) x.Parameters.AddWithValue("@profloc5", ProfDates5.Text) x.Parameters.AddWithValue("@profloc6", ProfDates6.Text) x.Parameters.AddWithValue("@profloc7", ProfDates7.Text) x.Parameters.AddWithValue("@profcomp1", ProfCompany1.Text) x.Parameters.AddWithValue("@profcomp2", ProfCompany2.Text) x.Parameters.AddWithValue("@profcomp3", ProfCompany3.Text) x.Parameters.AddWithValue("@profcomp4", ProfCompany4.Text) x.Parameters.AddWithValue("@profcomp5", ProfCompany5.Text) x.Parameters.AddWithValue("@profcomp6", ProfCompany6.Text) x.Parameters.AddWithValue("@profcomp7", ProfCompany7.Text) x.Parameters.AddWithValue("@profpos1", Profpos1.Text) x.Parameters.AddWithValue("@profpos2", Profpos2.Text) x.Parameters.AddWithValue("@profpos3", Profpos3.Text) x.Parameters.AddWithValue("@profpos4", Profpos4.Text) x.Parameters.AddWithValue("@profpos5", Profpos5.Text) x.Parameters.AddWithValue("@profpos6", Profpos6.Text) x.Parameters.AddWithValue("@profpos7", Profpos7.Text) x.Parameters.AddWithValue("@profdesc1", ProfDesc1.Text) x.Parameters.AddWithValue("@profdesc2", ProfDesc2.Text) x.Parameters.AddWithValue("@profdesc3", ProfDesc2.Text) x.Parameters.AddWithValue("@profdesc4", ProfDesc4.Text) x.Parameters.AddWithValue("@profdesc5", ProfDesc5.Text) x.Parameters.AddWithValue("@profdesc6", ProfDesc6.Text) x.Parameters.AddWithValue("@profdesc7", ProfDesc7.Text) 'Add references parameters to x command x.Parameters.AddWithValue("@company1", company1.Text) x.Parameters.AddWithValue("@company2", company2.Text) x.Parameters.AddWithValue("@company3", company3.Text) x.Parameters.AddWithValue("@company4", company4.Text) x.Parameters.AddWithValue("@company5", company5.Text) x.Parameters.AddWithValue("@nature1", natureofwork1.Text) x.Parameters.AddWithValue("@nature2", natureofwork2.Text) x.Parameters.AddWithValue("@nature3", natureofwork3.Text) x.Parameters.AddWithValue("@nature4", natureofwork4.Text) x.Parameters.AddWithValue("@nature5", natureofwork5.Text) x.Parameters.AddWithValue("@workdate1", workdate1.Text) x.Parameters.AddWithValue("@workdate2", workdate2.Text) x.Parameters.AddWithValue("@workdate3", workdate3.Text) x.Parameters.AddWithValue("@workdate4", workdate4.Text) x.Parameters.AddWithValue("@workdate5", workdate5.Text) x.Parameters.AddWithValue("@contactname1", ContactName1.Text) x.Parameters.AddWithValue("@contactname2", ContactName2.Text) x.Parameters.AddWithValue("@contactname3", ContactName3.Text) x.Parameters.AddWithValue("@contactname4", ContactName4.Text) x.Parameters.AddWithValue("@contactname5", ContactName5.Text) x.Parameters.AddWithValue("@wtelephone1", Telephone1.Text) x.Parameters.AddWithValue("@wtelephone2", Telephone2.Text) x.Parameters.AddWithValue("@wtelephone3", Telephone3.Text) x.Parameters.AddWithValue("@wtelephone4", Telephone4.Text) x.Parameters.AddWithValue("@wtelephone5", Telephone5.Text) x.Parameters.AddWithValue("@wemail1", Email1.Text) x.Parameters.AddWithValue("@wemail2", Email2.Text) x.Parameters.AddWithValue("@wemail3", Email3.Text) x.Parameters.AddWithValue("@wemail4", Email4.Text) x.Parameters.AddWithValue("@wemail5", Email5.Text) 'Add other areas of expertise parameter x.Parameters.AddWithValue("@otherareasofexpertise", Otherareasofexpertise.Text) 'Add philosophy / pubs / affils comands to x command x.Parameters.AddWithValue("@philosophy", learningphilosophy.Text) x.Parameters.AddWithValue("@publications", publicationdetails.Text) x.Parameters.AddWithValue("@affiliations", affiliations.Text) x.Parameters.AddWithValue("@educationmore", educationmore.Text) c.Open() x.ExecuteNonQuery() c.Close() Catch ex As Exception WriteError(ex.ToString) End Try 'If everyone is happy, redirect to thank you page If (Page.IsValid) Then Response.Redirect("Thanks.aspx") End If End Sub End Class

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Wicket, Spring and Hibernate - Testing with Unitils - Error: Table not found in statement [select re

- by John

Hi there. I've been following a tutorial and a sample application, namely 5 Days of Wicket - Writing the tests: http://www.mysticcoders.com/blog/2009/03/10/5-days-of-wicket-writing-the-tests/ I've set up my own little project with a simple shoutbox that saves messages to a database. I then wanted to set up a couple of tests that would make sure that if a message is stored in the database, the retrieved object would contain the exact same data. Upon running mvn test all my tests fail. The exception has been pasted in the first code box underneath. I've noticed that even though my unitils.properties says to use the 'hdqldb'-dialect, this message is still output in the console window when starting the tests: INFO - Dialect - Using dialect: org.hibernate.dialect.PostgreSQLDialect. I've added the entire dump from the console as well at the bottom of this post (which goes on for miles and miles :-)). Upon running mvn test all my tests fail, and the exception is: Caused by: java.sql.SQLException: Table not found in statement [select relname from pg_class] at org.hsqldb.jdbc.Util.sqlException(Unknown Source) at org.hsqldb.jdbc.jdbcStatement.fetchResult(Unknown Source) at org.hsqldb.jdbc.jdbcStatement.executeQuery(Unknown Source) at org.apache.commons.dbcp.DelegatingStatement.executeQuery(DelegatingStatement.java:188) at org.hibernate.tool.hbm2ddl.DatabaseMetadata.initSequences(DatabaseMetadata.java:151) at org.hibernate.tool.hbm2ddl.DatabaseMetadata.(DatabaseMetadata.java:69) at org.hibernate.tool.hbm2ddl.DatabaseMetadata.(DatabaseMetadata.java:62) at org.springframework.orm.hibernate3.LocalSessionFactoryBean$3.doInHibernate(LocalSessionFactoryBean.java:958) at org.springframework.orm.hibernate3.HibernateTemplate.doExecute(HibernateTemplate.java:419) ... 49 more I've set up my unitils.properties file like so: database.driverClassName=org.hsqldb.jdbcDriver database.url=jdbc:hsqldb:mem:PUBLIC database.userName=sa database.password= database.dialect=hsqldb database.schemaNames=PUBLIC My abstract IntegrationTest class: @SpringApplicationContext({"/com/upbeat/shoutbox/spring/applicationContext.xml", "applicationContext-test.xml"}) public abstract class AbstractIntegrationTest extends UnitilsJUnit4 { private ApplicationContext applicationContext; } applicationContext-test.xml: <?xml version="1.0" encoding="UTF-8"? <beans xmlns="http://www.springframework.org/schema/beans" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xmlns:tx="http://www.springframework.org/schema/tx" xsi:schemaLocation=" http://www.springframework.org/schema/beans http://www.springframework.org/schema/beans/spring-beans-2.5.xsd http://www.springframework.org/schema/tx http://www.springframework.org/schema/tx/spring-tx-2.5.xsd" <bean id="dataSource" class="org.unitils.database.UnitilsDataSourceFactoryBean"/ </beans and finally, one of the test classes: package com.upbeat.shoutbox.web; import org.apache.wicket.spring.injection.annot.test.AnnotApplicationContextMock; import org.apache.wicket.util.tester.WicketTester; import org.junit.Before; import org.junit.Test; import org.unitils.spring.annotation.SpringBeanByType; import com.upbeat.shoutbox.HomePage; import com.upbeat.shoutbox.integrations.AbstractIntegrationTest; import com.upbeat.shoutbox.persistence.ShoutItemDao; import com.upbeat.shoutbox.services.ShoutService; public class TestHomePage extends AbstractIntegrationTest { @SpringBeanByType private ShoutService svc; @SpringBeanByType private ShoutItemDao dao; protected WicketTester tester; @Before public void setUp() { AnnotApplicationContextMock appctx = new AnnotApplicationContextMock(); appctx.putBean("shoutItemDao", dao); appctx.putBean("shoutService", svc); tester = new WicketTester(); } @Test public void testRenderMyPage() { //start and render the test page tester.startPage(HomePage.class); //assert rendered page class tester.assertRenderedPage(HomePage.class); //assert rendered label component tester.assertLabel("message", "If you see this message wicket is properly configured and running"); } } Dump from console when running mvn test: [INFO] Scanning for projects... [INFO] ------------------------------------------------------------------------ [INFO] Building shoutbox [INFO] task-segment: [test] [INFO] ------------------------------------------------------------------------ [INFO] [resources:resources {execution: default-resources}] [WARNING] File encoding has not been set, using platform encoding Cp1252, i.e. build is platform dependent! [WARNING] Using platform encoding (Cp1252 actually) to copy filtered resources, i.e. build is platform dependent! [INFO] Copying 3 resources [INFO] Copying 4 resources [INFO] [compiler:compile {execution: default-compile}] [INFO] Nothing to compile - all classes are up to date [INFO] [resources:testResources {execution: default-testResources}] [WARNING] File encoding has not been set, using platform encoding Cp1252, i.e. build is platform dependent! [WARNING] Using platform encoding (Cp1252 actually) to copy filtered resources, i.e. build is platform dependent! [INFO] Copying 2 resources [INFO] [compiler:testCompile {execution: default-testCompile}] [INFO] Nothing to compile - all classes are up to date [INFO] [surefire:test {execution: default-test}] [INFO] Surefire report directory: F:\Projects\shoutbox\target\surefire-reports INFO - ConfigurationLoader - Loaded main configuration file unitils-default.properties from classpath. INFO - ConfigurationLoader - Loaded custom configuration file unitils.properties from classpath. INFO - ConfigurationLoader - No local configuration file unitils-local.properties found. ------------------------------------------------------- T E S T S ------------------------------------------------------- Running com.upbeat.shoutbox.web.TestViewShoutsPage Tests run: 1, Failures: 0, Errors: 1, Skipped: 0, Time elapsed: 0.02 sec INFO - Version - Hibernate Annotations 3.4.0.GA INFO - Environment - Hibernate 3.3.0.SP1 INFO - Environment - hibernate.properties not found INFO - Environment - Bytecode provider name : javassist INFO - Environment - using JDK 1.4 java.sql.Timestamp handling INFO - Version - Hibernate Commons Annotations 3.1.0.GA INFO - AnnotationBinder - Binding entity from annotated class: com.upbeat.shoutbox.models.ShoutItem INFO - QueryBinder - Binding Named query: item.getById = from ShoutItem item where item.id = :id INFO - QueryBinder - Binding Named query: item.find = from ShoutItem item order by item.timestamp desc INFO - QueryBinder - Binding Named query: item.count = select count(item) from ShoutItem item INFO - EntityBinder - Bind entity com.upbeat.shoutbox.models.ShoutItem on table SHOUT_ITEMS INFO - AnnotationConfiguration - Hibernate Validator not found: ignoring INFO - notationSessionFactoryBean - Building new Hibernate SessionFactory INFO - earchEventListenerRegister - Unable to find org.hibernate.search.event.FullTextIndexEventListener on the classpath. Hibernate Search is not enabled. INFO - ConnectionProviderFactory - Initializing connection provider: org.springframework.orm.hibernate3.LocalDataSourceConnectionProvider INFO - SettingsFactory - RDBMS: HSQL Database Engine, version: 1.8.0 INFO - SettingsFactory - JDBC driver: HSQL Database Engine Driver, version: 1.8.0 INFO - Dialect - Using dialect: org.hibernate.dialect.PostgreSQLDialect INFO - TransactionFactoryFactory - Transaction strategy: org.springframework.orm.hibernate3.SpringTransactionFactory INFO - actionManagerLookupFactory - No TransactionManagerLookup configured (in JTA environment, use of read-write or transactional second-level cache is not recommended) INFO - SettingsFactory - Automatic flush during beforeCompletion(): disabled INFO - SettingsFactory - Automatic session close at end of transaction: disabled INFO - SettingsFactory - JDBC batch size: 1000 INFO - SettingsFactory - JDBC batch updates for versioned data: disabled INFO - SettingsFactory - Scrollable result sets: enabled INFO - SettingsFactory - JDBC3 getGeneratedKeys(): disabled INFO - SettingsFactory - Connection release mode: auto INFO - SettingsFactory - Default batch fetch size: 1 INFO - SettingsFactory - Generate SQL with comments: disabled INFO - SettingsFactory - Order SQL updates by primary key: disabled INFO - SettingsFactory - Order SQL inserts for batching: disabled INFO - SettingsFactory - Query translator: org.hibernate.hql.ast.ASTQueryTranslatorFactory INFO - ASTQueryTranslatorFactory - Using ASTQueryTranslatorFactory INFO - SettingsFactory - Query language substitutions: {} INFO - SettingsFactory - JPA-QL strict compliance: disabled INFO - SettingsFactory - Second-level cache: enabled INFO - SettingsFactory - Query cache: enabled INFO - SettingsFactory - Cache region factory : org.hibernate.cache.impl.bridge.RegionFactoryCacheProviderBridge INFO - FactoryCacheProviderBridge - Cache provider: org.hibernate.cache.HashtableCacheProvider INFO - SettingsFactory - Optimize cache for minimal puts: disabled INFO - SettingsFactory - Structured second-level cache entries: disabled INFO - SettingsFactory - Query cache factory: org.hibernate.cache.StandardQueryCacheFactory INFO - SettingsFactory - Echoing all SQL to stdout INFO - SettingsFactory - Statistics: disabled INFO - SettingsFactory - Deleted entity synthetic identifier rollback: disabled INFO - SettingsFactory - Default entity-mode: pojo INFO - SettingsFactory - Named query checking : enabled INFO - SessionFactoryImpl - building session factory INFO - essionFactoryObjectFactory - Not binding factory to JNDI, no JNDI name configured INFO - UpdateTimestampsCache - starting update timestamps cache at region: org.hibernate.cache.UpdateTimestampsCache INFO - StandardQueryCache - starting query cache at region: org.hibernate.cache.StandardQueryCache INFO - notationSessionFactoryBean - Updating database schema for Hibernate SessionFactory INFO - Dialect - Using dialect: org.hibernate.dialect.PostgreSQLDialect INFO - XmlBeanDefinitionReader - Loading XML bean definitions from class path resource [org/springframework/jdbc/support/sql-error-codes.xml] INFO - SQLErrorCodesFactory - SQLErrorCodes loaded: [DB2, Derby, H2, HSQL, Informix, MS-SQL, MySQL, Oracle, PostgreSQL, Sybase] INFO - DefaultListableBeanFactory - Destroying singletons in org.springframework.beans.factory.support.DefaultListableBeanFactory@3e0ebb: defining beans [propertyConfigurer,dataSource,sessionFactory,shoutService,shoutItemDao,wicketApplication,org.springframework.aop.config.internalAutoProxyCreator,org.springframework.transaction.annotation.AnnotationTransactionAttributeSource#0,org.springframework.transaction.interceptor.TransactionInterceptor#0,org.springframework.transaction.config.internalTransactionAdvisor,transactionManager]; root of factory hierarchy INFO - sPathXmlApplicationContext - Refreshing org.springframework.context.support.ClassPathXmlApplicationContext@a8e586: display name [org.springframework.context.support.ClassPathXmlApplicationContext@a8e586]; startup date [Tue May 04 18:19:58 CEST 2010]; root of context hierarchy INFO - XmlBeanDefinitionReader - Loading XML bean definitions from class path resource [com/upbeat/shoutbox/spring/applicationContext.xml] INFO - XmlBeanDefinitionReader - Loading XML bean definitions from class path resource [applicationContext-test.xml] INFO - DefaultListableBeanFactory - Overriding bean definition for bean 'dataSource': replacing [Generic bean: class [org.apache.commons.dbcp.BasicDataSource]; scope=singleton; abstract=false; lazyInit=false; autowireMode=0; dependencyCheck=0; autowireCandidate=true; primary=false; factoryBeanName=null; factoryMethodName=null; initMethodName=null; destroyMethodName=close; defined in class path resource [com/upbeat/shoutbox/spring/applicationContext.xml]] with [Generic bean: class [org.unitils.database.UnitilsDataSourceFactoryBean]; scope=singleton; abstract=false; lazyInit=false; autowireMode=0; dependencyCheck=0; autowireCandidate=true; primary=false; factoryBeanName=null; factoryMethodName=null; initMethodName=null; destroyMethodName=null; defined in class path resource [applicationContext-test.xml]] INFO - sPathXmlApplicationContext - Bean factory for application context [org.springframework.context.support.ClassPathXmlApplicationContext@a8e586]: org.springframework.beans.factory.support.DefaultListableBeanFactory@5dfaf1 INFO - pertyPlaceholderConfigurer - Loading properties file from class path resource [application.properties] INFO - DefaultListableBeanFactory - Pre-instantiating singletons in org.springframework.beans.factory.support.DefaultListableBeanFactory@5dfaf1: defining beans [propertyConfigurer,dataSource,sessionFactory,shoutService,shoutItemDao,wicketApplication,org.springframework.aop.config.internalAutoProxyCreator,org.springframework.transaction.annotation.AnnotationTransactionAttributeSource#0,org.springframework.transaction.interceptor.TransactionInterceptor#0,org.springframework.transaction.config.internalTransactionAdvisor,transactionManager]; root of factory hierarchy INFO - AnnotationBinder - Binding entity from annotated class: com.upbeat.shoutbox.models.ShoutItem INFO - QueryBinder - Binding Named query: item.getById = from ShoutItem item where item.id = :id INFO - QueryBinder - Binding Named query: item.find = from ShoutItem item order by item.timestamp desc INFO - QueryBinder - Binding Named query: item.count = select count(item) from ShoutItem item INFO - EntityBinder - Bind entity com.upbeat.shoutbox.models.ShoutItem on table SHOUT_ITEMS INFO - AnnotationConfiguration - Hibernate Validator not found: ignoring INFO - notationSessionFactoryBean - Building new Hibernate SessionFactory INFO - earchEventListenerRegister - Unable to find org.hibernate.search.event.FullTextIndexEventListener on the classpath. Hibernate Search is not enabled. INFO - ConnectionProviderFactory - Initializing connection provider: org.springframework.orm.hibernate3.LocalDataSourceConnectionProvider INFO - SettingsFactory - RDBMS: HSQL Database Engine, version: 1.8.0 INFO - SettingsFactory - JDBC driver: HSQL Database Engine Driver, version: 1.8.0 INFO - Dialect - Using dialect: org.hibernate.dialect.PostgreSQLDialect INFO - TransactionFactoryFactory - Transaction strategy: org.springframework.orm.hibernate3.SpringTransactionFactory INFO - actionManagerLookupFactory - No TransactionManagerLookup configured (in JTA environment, use of read-write or transactional second-level cache is not recommended) INFO - SettingsFactory - Automatic flush during beforeCompletion(): disabled INFO - SettingsFactory - Automatic session close at end of transaction: disabled INFO - SettingsFactory - JDBC batch size: 1000 INFO - SettingsFactory - JDBC batch updates for versioned data: disabled INFO - SettingsFactory - Scrollable result sets: enabled INFO - SettingsFactory - JDBC3 getGeneratedKeys(): disabled INFO - SettingsFactory - Connection release mode: auto INFO - SettingsFactory - Default batch fetch size: 1 INFO - SettingsFactory - Generate SQL with comments: disabled INFO - SettingsFactory - Order SQL updates by primary key: disabled INFO - SettingsFactory - Order SQL inserts for batching: disabled INFO - SettingsFactory - Query translator: org.hibernate.hql.ast.ASTQueryTranslatorFactory INFO - ASTQueryTranslatorFactory - Using ASTQueryTranslatorFactory INFO - SettingsFactory - Query language substitutions: {} INFO - SettingsFactory - JPA-QL strict compliance: disabled INFO - SettingsFactory - Second-level cache: enabled INFO - SettingsFactory - Query cache: enabled INFO - SettingsFactory - Cache region factory : org.hibernate.cache.impl.bridge.RegionFactoryCacheProviderBridge INFO - FactoryCacheProviderBridge - Cache provider: org.hibernate.cache.HashtableCacheProvider INFO - SettingsFactory - Optimize cache for minimal puts: disabled INFO - SettingsFactory - Structured second-level cache entries: disabled INFO - SettingsFactory - Query cache factory: org.hibernate.cache.StandardQueryCacheFactory INFO - SettingsFactory - Echoing all SQL to stdout INFO - SettingsFactory - Statistics: disabled INFO - SettingsFactory - Deleted entity synthetic identifier rollback: disabled INFO - SettingsFactory - Default entity-mode: pojo INFO - SettingsFactory - Named query checking : enabled INFO - SessionFactoryImpl - building session factory INFO - essionFactoryObjectFactory - Not binding factory to JNDI, no JNDI name configured INFO - UpdateTimestampsCache - starting update timestamps cache at region: org.hibernate.cache.UpdateTimestampsCache INFO - StandardQueryCache - starting query cache at region: org.hibernate.cache.StandardQueryCache INFO - notationSessionFactoryBean - Updating database schema for Hibernate SessionFactory INFO - Dialect - Using dialect: org.hibernate.dialect.PostgreSQLDialect INFO - DefaultListableBeanFactory - Destroying singletons in org.springframework.beans.factory.support.DefaultListableBeanFactory@5dfaf1: defining beans [propertyConfigurer,dataSource,sessionFactory,shoutService,shoutItemDao,wicketApplication,org.springframework.aop.config.internalAutoProxyCreator,org.springframework.transaction.annotation.AnnotationTransactionAttributeSource#0,org.springframework.transaction.interceptor.TransactionInterceptor#0,org.springframework.transaction.config.internalTransactionAdvisor,transactionManager]; root of factory hierarchy Tests run: 1, Failures: 0, Errors: 1, Skipped: 0, Time elapsed: 1.34 sec <<< FAILURE! Running com.upbeat.shoutbox.integrations.ShoutItemIntegrationTest Tests run: 1, Failures: 0, Errors: 1, Skipped: 0, Time elapsed: 0 sec <<< FAILURE! Running com.upbeat.shoutbox.mocks.ShoutServiceTest Tests run: 1, Failures: 0, Errors: 1, Skipped: 0, Time elapsed: 0.01 sec <<< FAILURE! Results : Tests in error: initializationError(com.upbeat.shoutbox.web.TestViewShoutsPage) testRenderMyPage(com.upbeat.shoutbox.web.TestHomePage) initializationError(com.upbeat.shoutbox.integrations.ShoutItemIntegrationTest) initializationError(com.upbeat.shoutbox.mocks.ShoutServiceTest) Tests run: 4, Failures: 0, Errors: 4, Skipped: 0 [INFO] ------------------------------------------------------------------------ [ERROR] BUILD FAILURE [INFO] ------------------------------------------------------------------------ [INFO] There are test failures. Please refer to F:\Projects\shoutbox\target\surefire-reports for the individual test results. [INFO] ------------------------------------------------------------------------ [INFO] For more information, run Maven with the -e switch [INFO] ------------------------------------------------------------------------ [INFO] Total time: 3 seconds [INFO] Finished at: Tue May 04 18:19:58 CEST 2010 [INFO] Final Memory: 13M/31M [INFO] ------------------------------------------------------------------------ Any help is greatly appreciated.

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