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  • New customer references for Exadata-based projects

    - by Javier Puerta
    Milletech Systems, Inc. shows a large state university how to improve query response times 15-fold using its grant management solution built on Oracle’s Extreme Performance Infrastructure. Read More. Ação Informática helped Valdecard realize a 15-Fold Improvement in Fleet-Management and Benefit Card Data Processing using Oracle Exadata Machine. Read More. Neusoft deployed Benxi Municipal Human Resources and Social Security Bureau’s cloud-based database platform to process social insurance payments 50-times faster using Oracle Exadata Database Machine. Read More.

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  • Read how a customer uses Oracle NoSQL Database

    - by Jean-Pierre Dijcks
    For those who have had the pleasure to be in SF for Oracle Openworld, you might have seen or heard about this story already. If you did not, here is a great story on how to use Oracle NoSQL Database. Apart from all the cool technology, I'm just excited that this is a company founded by a football international and dealing with sports data, games and other cool things. Like an all things cool combo in one place.

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  • Oracle E-Business Products New Search Helpers for Guided Resolution of Customer Issues

    - by user793044
    Oracle E-Business Proactive Support has created many new guided resolution documents that you may find helpful in resolving issues in your EBS applications.  These new documents are called “Search Helpers” and they guide you through your issue to a solution.  They are meant to be an easy and fast method to finding a relevant, complete solution. Hundreds of notes and service requests were reviewed and the best solutions to these known issues were selected.  For some issues, notes were updated to better clarify the solution.  In other cases, if a note with a solution did not already exist, one was created. You start the process by selecting the scenario you have encountered.  You may have received an error message, or there may be a particular area of the application in which you have encountered an issue.  Based on your selection of the issue, the Search Helper will present one or more additional possible symptoms.  When you have selected from both of these two sections, you are then presented with one or more articles known to have fully solved this issue in the past.  Several EBS products have produced Search Helpers documents.  Take a look at Doc ID 1501724.1 for an index of the current EBS Search Helpers.  Here is an example of a Search Helper from the Receivables Transactions area: After selecting the Functional Area of "Entering / Updating Transactions" a list of Known Symptoms is presented: And, when "Transaction numbers are not in sequence" is selected, a solution link is provided for Document ID 197212.1: How To Setup Gapless Document Sequencing in Receivables. The EBS applications that currently have published Search Helpers are: Advanced Pricing Applications Technology Configurator General Ledger Human Capital Management Inventory Management Order Management Payables Process Manufacturing Purchasing Receivables Shipping Value Chain Planning

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  • Exadata - Following up on customer deployments

    - by Carlos M. Orozco -Oracle
    Over the last year or so I've been visiting customers who have had Exadata deployed and have been enjoying the benefits the platform has been providing. Benefits include greater performance, consolidating multiple databases, data compression and time to value improvements. Most often I hear my reports run faster. One hospitality company report times that used to take 3 hrs now run in 12 seconds. Another services company reported all their batch reports taking 11hrs now run in 38 mins. Also reported that their transactions post faster, and batch updates run faster. So what does that mean? For most of them it means that now they have a platform that can handle growth. Most are growing 15% organically, but I've also seen 40% growth thru acquisition. Exadata has been keeping up with the additional data demand by customers leveraging compression and the smart storage features.

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  • LinkShare - A Customer Case of Highly Scalable BI and Analytics for E-Commerce Marketing

    LinkShare is one of the largest users of BI and Analytics for its innovative, E-commerce, Affiliate Marketing and Pay-per-Action services. It use OBIEE to gain insights into its own performance but also offers vast amounts of data and analytics to its customers on the performance of their marketing programs and campaigns. This session will highlight how creative firms can use BI to transform the products and services they provide to their customers and use BI as a competitive differentiator.

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  • Customer Feature: Safeguard the Desktop

    For some midsize companies, the most-cost-effective IT solutions may be a combination of enterprise business technologies and desktop software. See how Oracle technologies integrate with Microsoft Windows to support midsize businesses.

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  • Ideas to automate customer order processing? [on hold]

    - by user2753657
    i am looking for a way to automate the order processing in my webshop. Normally, a user buys a product in my webshop, then, i receive an order confirmation email with order details, address etc. After receiving the order email, I login to my suppliers website and input the order details manually. My supplier then ships the item to the address specified by me. I am looking for ideas how to automate this process, especially in the case if i receive for example 4-5 order emails at one time (and not one by one with several hours between)... I was looking at the program Winautomation, but i am not sure if this fits my needs. Any ideas are appreciated. thanks!

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  • GreenGeeks Customer Review

    GreenGeeks Good or Bad? My opinion on GreenGeeks Hosting? I watched GreenGeeks Web Hosting just after it opened its gates, today the Hosting provider quickly grew to a top provider in the green web... [Author: Chris Bunt - Computers and Internet - May 20, 2010]

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  • Windows Server 2008 R2 Customer Experience Tasks

    - by ulrichb
    Can I disable the CEIP and Application Experience Tasks in the task scheduler without hesitation? I'm talkin about: \Microsoft\Windows\Application Experience: "AitAgent" and "ProgramDataUpdater" \Microsoft\Windows\Autochk: "Proxy" \Microsoft\Windows\Customer Experience Improvement Program: "Consolidator", "KernelCeipTask" and "UsbCeip" \Microsoft\Windows\Customer Experience Improvement Program\Server: "ServerCeipAssistant", "ServerRoleCollector" and "ServerRoleUsageCollector"

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  • Scrum in 5 Minutes

    - by Stephen.Walther
    The goal of this blog entry is to explain the basic concepts of Scrum in less than five minutes. You learn how Scrum can help a team of developers to successfully complete a complex software project. Product Backlog and the Product Owner Imagine that you are part of a team which needs to create a new website – for example, an e-commerce website. You have an overwhelming amount of work to do. You need to build (or possibly buy) a shopping cart, install an SSL certificate, create a product catalog, create a Facebook page, and at least a hundred other things that you have not thought of yet. According to Scrum, the first thing you should do is create a list. Place the highest priority items at the top of the list and the lower priority items lower in the list. For example, creating the shopping cart and buying the domain name might be high priority items and creating a Facebook page might be a lower priority item. In Scrum, this list is called the Product Backlog. How do you prioritize the items in the Product Backlog? Different stakeholders in the project might have different priorities. Gary, your division VP, thinks that it is crucial that the e-commerce site has a mobile app. Sally, your direct manager, thinks taking advantage of new HTML5 features is much more important. Multiple people are pulling you in different directions. According to Scrum, it is important that you always designate one person, and only one person, as the Product Owner. The Product Owner is the person who decides what items should be added to the Product Backlog and the priority of the items in the Product Backlog. The Product Owner could be the customer who is paying the bills, the project manager who is responsible for delivering the project, or a customer representative. The critical point is that the Product Owner must always be a single person and that single person has absolute authority over the Product Backlog. Sprints and the Sprint Backlog So now the developer team has a prioritized list of items and they can start work. The team starts implementing the first item in the Backlog — the shopping cart — and the team is making good progress. Unfortunately, however, half-way through the work of implementing the shopping cart, the Product Owner changes his mind. The Product Owner decides that it is much more important to create the product catalog before the shopping cart. With some frustration, the team switches their developmental efforts to focus on implementing the product catalog. However, part way through completing this work, once again the Product Owner changes his mind about the highest priority item. Getting work done when priorities are constantly shifting is frustrating for the developer team and it results in lower productivity. At the same time, however, the Product Owner needs to have absolute authority over the priority of the items which need to get done. Scrum solves this conflict with the concept of Sprints. In Scrum, a developer team works in Sprints. At the beginning of a Sprint the developers and the Product Owner agree on the items from the backlog which they will complete during the Sprint. This subset of items from the Product Backlog becomes the Sprint Backlog. During the Sprint, the Product Owner is not allowed to change the items in the Sprint Backlog. In other words, the Product Owner cannot shift priorities on the developer team during the Sprint. Different teams use Sprints of different lengths such as one month Sprints, two-week Sprints, and one week Sprints. For high-stress, time critical projects, teams typically choose shorter sprints such as one week sprints. For more mature projects, longer one month sprints might be more appropriate. A team can pick whatever Sprint length makes sense for them just as long as the team is consistent. You should pick a Sprint length and stick with it. Daily Scrum During a Sprint, the developer team needs to have meetings to coordinate their work on completing the items in the Sprint Backlog. For example, the team needs to discuss who is working on what and whether any blocking issues have been discovered. Developers hate meetings (well, sane developers hate meetings). Meetings take developers away from their work of actually implementing stuff as opposed to talking about implementing stuff. However, a developer team which never has meetings and never coordinates their work also has problems. For example, Fred might get stuck on a programming problem for days and never reach out for help even though Tom (who sits in the cubicle next to him) has already solved the very same problem. Or, both Ted and Fred might have started working on the same item from the Sprint Backlog at the same time. In Scrum, these conflicting needs – limiting meetings but enabling team coordination – are resolved with the idea of the Daily Scrum. The Daily Scrum is a meeting for coordinating the work of the developer team which happens once a day. To keep the meeting short, each developer answers only the following three questions: 1. What have you done since yesterday? 2. What do you plan to do today? 3. Any impediments in your way? During the Daily Scrum, developers are not allowed to talk about issues with their cat, do demos of their latest work, or tell heroic stories of programming problems overcome. The meeting must be kept short — typically about 15 minutes. Issues which come up during the Daily Scrum should be discussed in separate meetings which do not involve the whole developer team. Stories and Tasks Items in the Product or Sprint Backlog – such as building a shopping cart or creating a Facebook page – are often referred to as User Stories or Stories. The Stories are created by the Product Owner and should represent some business need. Unlike the Product Owner, the developer team needs to think about how a Story should be implemented. At the beginning of a Sprint, the developer team takes the Stories from the Sprint Backlog and breaks the stories into tasks. For example, the developer team might take the Create a Shopping Cart story and break it into the following tasks: · Enable users to add and remote items from shopping cart · Persist the shopping cart to database between visits · Redirect user to checkout page when Checkout button is clicked During the Daily Scrum, members of the developer team volunteer to complete the tasks required to implement the next Story in the Sprint Backlog. When a developer talks about what he did yesterday or plans to do tomorrow then the developer should be referring to a task. Stories are owned by the Product Owner and a story is all about business value. In contrast, the tasks are owned by the developer team and a task is all about implementation details. A story might take several days or weeks to complete. A task is something which a developer can complete in less than a day. Some teams get lazy about breaking stories into tasks. Neglecting to break stories into tasks can lead to “Never Ending Stories” If you don’t break a story into tasks, then you can’t know how much of a story has actually been completed because you don’t have a clear idea about the implementation steps required to complete the story. Scrumboard During the Daily Scrum, the developer team uses a Scrumboard to coordinate their work. A Scrumboard contains a list of the stories for the current Sprint, the tasks associated with each Story, and the state of each task. The developer team uses the Scrumboard so everyone on the team can see, at a glance, what everyone is working on. As a developer works on a task, the task moves from state to state and the state of the task is updated on the Scrumboard. Common task states are ToDo, In Progress, and Done. Some teams include additional task states such as Needs Review or Needs Testing. Some teams use a physical Scrumboard. In that case, you use index cards to represent the stories and the tasks and you tack the index cards onto a physical board. Using a physical Scrumboard has several disadvantages. A physical Scrumboard does not work well with a distributed team – for example, it is hard to share the same physical Scrumboard between Boston and Seattle. Also, generating reports from a physical Scrumboard is more difficult than generating reports from an online Scrumboard. Estimating Stories and Tasks Stakeholders in a project, the people investing in a project, need to have an idea of how a project is progressing and when the project will be completed. For example, if you are investing in creating an e-commerce site, you need to know when the site can be launched. It is not enough to just say that “the project will be done when it is done” because the stakeholders almost certainly have a limited budget to devote to the project. The people investing in the project cannot determine the business value of the project unless they can have an estimate of how long it will take to complete the project. Developers hate to give estimates. The reason that developers hate to give estimates is that the estimates are almost always completely made up. For example, you really don’t know how long it takes to build a shopping cart until you finish building a shopping cart, and at that point, the estimate is no longer useful. The problem is that writing code is much more like Finding a Cure for Cancer than Building a Brick Wall. Building a brick wall is very straightforward. After you learn how to add one brick to a wall, you understand everything that is involved in adding a brick to a wall. There is no additional research required and no surprises. If, on the other hand, I assembled a team of scientists and asked them to find a cure for cancer, and estimate exactly how long it will take, they would have no idea. The problem is that there are too many unknowns. I don’t know how to cure cancer, I need to do a lot of research here, so I cannot even begin to estimate how long it will take. So developers hate to provide estimates, but the Product Owner and other product stakeholders, have a legitimate need for estimates. Scrum resolves this conflict by using the idea of Story Points. Different teams use different units to represent Story Points. For example, some teams use shirt sizes such as Small, Medium, Large, and X-Large. Some teams prefer to use Coffee Cup sizes such as Tall, Short, and Grande. Finally, some teams like to use numbers from the Fibonacci series. These alternative units are converted into a Story Point value. Regardless of the type of unit which you use to represent Story Points, the goal is the same. Instead of attempting to estimate a Story in hours (which is doomed to failure), you use a much less fine-grained measure of work. A developer team is much more likely to be able to estimate that a Story is Small or X-Large than the exact number of hours required to complete the story. So you can think of Story Points as a compromise between the needs of the Product Owner and the developer team. When a Sprint starts, the developer team devotes more time to thinking about the Stories in a Sprint and the developer team breaks the Stories into Tasks. In Scrum, you estimate the work required to complete a Story by using Story Points and you estimate the work required to complete a task by using hours. The difference between Stories and Tasks is that you don’t create a task until you are just about ready to start working on a task. A task is something that you should be able to create within a day, so you have a much better chance of providing an accurate estimate of the work required to complete a task than a story. Burndown Charts In Scrum, you use Burndown charts to represent the remaining work on a project. You use Release Burndown charts to represent the overall remaining work for a project and you use Sprint Burndown charts to represent the overall remaining work for a particular Sprint. You create a Release Burndown chart by calculating the remaining number of uncompleted Story Points for the entire Product Backlog every day. The vertical axis represents Story Points and the horizontal axis represents time. A Sprint Burndown chart is similar to a Release Burndown chart, but it focuses on the remaining work for a particular Sprint. There are two different types of Sprint Burndown charts. You can either represent the remaining work in a Sprint with Story Points or with task hours (the following image, taken from Wikipedia, uses hours). When each Product Backlog Story is completed, the Release Burndown chart slopes down. When each Story or task is completed, the Sprint Burndown chart slopes down. Burndown charts typically do not always slope down over time. As new work is added to the Product Backlog, the Release Burndown chart slopes up. If new tasks are discovered during a Sprint, the Sprint Burndown chart will also slope up. The purpose of a Burndown chart is to give you a way to track team progress over time. If, halfway through a Sprint, the Sprint Burndown chart is still climbing a hill then you know that you are in trouble. Team Velocity Stakeholders in a project always want more work done faster. For example, the Product Owner for the e-commerce site wants the website to launch before tomorrow. Developers tend to be overly optimistic. Rarely do developers acknowledge the physical limitations of reality. So Project stakeholders and the developer team often collude to delude themselves about how much work can be done and how quickly. Too many software projects begin in a state of optimism and end in frustration as deadlines zoom by. In Scrum, this problem is overcome by calculating a number called the Team Velocity. The Team Velocity is a measure of the average number of Story Points which a team has completed in previous Sprints. Knowing the Team Velocity is important during the Sprint Planning meeting when the Product Owner and the developer team work together to determine the number of stories which can be completed in the next Sprint. If you know the Team Velocity then you can avoid committing to do more work than the team has been able to accomplish in the past, and your team is much more likely to complete all of the work required for the next Sprint. Scrum Master There are three roles in Scrum: the Product Owner, the developer team, and the Scrum Master. I’v e already discussed the Product Owner. The Product Owner is the one and only person who maintains the Product Backlog and prioritizes the stories. I’ve also described the role of the developer team. The members of the developer team do the work of implementing the stories by breaking the stories into tasks. The final role, which I have not discussed, is the role of the Scrum Master. The Scrum Master is responsible for ensuring that the team is following the Scrum process. For example, the Scrum Master is responsible for making sure that there is a Daily Scrum meeting and that everyone answers the standard three questions. The Scrum Master is also responsible for removing (non-technical) impediments which the team might encounter. For example, if the team cannot start work until everyone installs the latest version of Microsoft Visual Studio then the Scrum Master has the responsibility of working with management to get the latest version of Visual Studio as quickly as possible. The Scrum Master can be a member of the developer team. Furthermore, different people can take on the role of the Scrum Master over time. The Scrum Master, however, cannot be the same person as the Product Owner. Using SonicAgile SonicAgile (SonicAgile.com) is an online tool which you can use to manage your projects using Scrum. You can use the SonicAgile Product Backlog to create a prioritized list of stories. You can estimate the size of the Stories using different Story Point units such as Shirt Sizes and Coffee Cup sizes. You can use SonicAgile during the Sprint Planning meeting to select the Stories that you want to complete during a particular Sprint. You can configure Sprints to be any length of time. SonicAgile calculates Team Velocity automatically and displays a warning when you add too many stories to a Sprint. In other words, it warns you when it thinks you are overcommitting in a Sprint. SonicAgile also includes a Scrumboard which displays the list of Stories selected for a Sprint and the tasks associated with each story. You can drag tasks from one task state to another. Finally, SonicAgile enables you to generate Release Burndown and Sprint Burndown charts. You can use these charts to view the progress of your team. To learn more about SonicAgile, visit SonicAgile.com. Summary In this post, I described many of the basic concepts of Scrum. You learned how a Product Owner uses a Product Backlog to create a prioritized list of tasks. I explained why work is completed in Sprints so the developer team can be more productive. I also explained how a developer team uses the daily scrum to coordinate their work. You learned how the developer team uses a Scrumboard to see, at a glance, who is working on what and the state of each task. I also discussed Burndown charts. You learned how you can use both Release and Sprint Burndown charts to track team progress in completing a project. Finally, I described the crucial role of the Scrum Master – the person who is responsible for ensuring that the rules of Scrum are being followed. My goal was not to describe all of the concepts of Scrum. This post was intended to be an introductory overview. For a comprehensive explanation of Scrum, I recommend reading Ken Schwaber’s book Agile Project Management with Scrum: http://www.amazon.com/Agile-Project-Management-Microsoft-Professional/dp/073561993X/ref=la_B001H6ODMC_1_1?ie=UTF8&qid=1345224000&sr=1-1

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  • Starting this week: Dublin, Maidenhead, and London

    - by KKline
    This might be most most overcommitted four-week period of time ever in my life. I’m tired just thinking about it! Not only am I traveling internationally and speaking over the next few weeks, I’m also helping on two book projects, learning some new applications from Quest Software, and helping on a small Transact-SQL refactoring project. Swag on hand? I’ve got a special printing of 500 video training DVDs for this trip: SQL Server Training on DMVs Performance Monitor and Wait Events Plus, I’ll have...(read more)

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  • BI für schnelle Analysen: Ein Erfolgsprojekt für die DAB bank, durchgeführt von Riverland Reply

    - by A & C Redaktion
    Zufriedene Kunden sind die beste Marketingstrategie. Deshalb bieten wir spezialisierten Partnern die Möglichkeit, professionelle Anwenderberichte über eigene erfolgreiche Oracle Projekte erstellen zu lassen. Hier im Blog präsentieren wir Ihnen in loser Folge Referenzberichte, mit denen Partner bereits erfolgreich werben. Heute: Der Oracle Partner Riverland Reply und sein Business-Intelligence-Projekt für die DAB bank Für die Direkt Anlage Bank, kurz DAB, sind BI-Lösungen längst zu einem wichtigen Steuerungstool geworden. Dabei müssen Datenströme aus verschiedenen Quellen zuverlässig gesteuert werden können. Um die neuesten CRM- und Business Intelligence-Funktionalitäten nutzen zu können, entschied sich die DAB bank für ein Upgrade auf Siebel CRM 8.1.1.7 mit CTI sowie die Integration von Oracle Business Intelligence 11g. Um ihren Wunsch nach Vereinfachung und Vereinheitlichung umzusetzen, fand die DAB in der Münchner Riverland Reply GmbH einen zuverlässigen Partner, der auf technische Beratung, Implementierung und Systemintegration in den Bereichen Prozesse, Businesslösungen und Technologien spezialisiert ist. Die Bedienbarkeit konnte deutlich verbessert werden, was die Prozessabläufe erleichtert. Den Datenzugriff erleichtert nun eine einheitliche Umgebung, und die Reporting-, Visualisierungs-, Such- und Collaboration-Funktionen sind in einem BI-Tool zusammengeführt. Details zum genauen Projektverlauf und den spezifischen Anforderungen finden Sie hier im Anwenderbericht der DAB. Die Möglichkeit, sich und ihre Arbeit gewinnbringend zu präsentieren, können alle spezialisierten Partner nutzen, die ein repräsentatives Oracle Projekt abgeschlossen haben. Erfahrene Fachjournalisten interviewen sowohl Partner als auch Endkunde und erstellen einen ausführlichen, ansprechend aufbereiteten Bericht. Die Veröffentlichung erfolgt über verschiedene Marketing-Kanäle. Natürlich können die Partner die Anwenderberichte auch für eigene Marketingzwecke nutzen, z. B. für Veranstaltungen. Haben Sie Interesse? Dann wenden Sie sich an Frau Renate Mayer. Wir benötigen von Ihnen einige Eckdaten wie Kundenname, Ansprechpartner und eingesetzte Oracle Produkte, eine Beschreibung des Projektes in drei-vier Sätzen und Ihren Ansprechpartner im Haus. Und dann: Lassen Sie Ihre gute Arbeit für sich sprechen!

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  • Optimierter Workflow durch neues Geo-Datawarehouse: Ein Erfolgsprojekt für die LINZ AG – von CISS TDI und Primebird

    - by A&C Redaktion
    Zufriedene Kunden sind die beste Marketingstrategie. Deshalb bieten wir spezialisierten Partnern die Möglichkeit, professionelle Anwenderberichte über eigene erfolgreiche Oracle Projekte erstellen zu lassen. Hier im Blog präsentieren wir Ihnen in loser Folge Referenzberichte, mit denen Partner bereits erfolgreich werben. Heute: Die Oracle Partner CISS TDI, PRIMEBIRD und deren gemeinsames Großprojekt für die LINZ AGDie österreichische LINZ AG ist als Energieversorgungsunternehmen unter anderem für Strom, Gas und Fernwärme, das Wasser- und Kanalsystem sowie den öffentlichen Personennahverkehr zuständig. Seit Jahren schon nutzt sie zur Verwaltung ihrer stetig wachsenden Geodaten-Bestände Oracle Lösungen. 2012 nun haben die Oracle Partner CISS TDI und PRIMEBIRD die bisherige Oracle Lösung zu einem “Geo-Datawarehouse” ausgebaut und das Datenmodell für die Internet-Planauskunft optimiert. Das neue Datawarehouse stellt die geografischen Datenbestände der LINZ AG in einheitlicher Struktur dar und ermöglicht so eine deutliche Workflow-Optimierung. Die Voreile: der administrative Aufwand wurde reduziert, der Prozess der Datensammlung vereinheitlicht und der notwendige Datenexport, etwa an Bauträger oder die Kommune, läuft mit der neuen Web-Anwendung reibungslos. Details zum genauen Projektverlauf, den spezifischen Anforderungen bei Geodaten und zur Zusammenarbeit zwischen der Linz AG, CISS TDI und PRIMEBIRD finden Sie hier im Anwenderbericht Linz AG.Die Möglichkeit, sich und ihre Arbeit gewinnbringend zu präsentieren, können alle spezialisierten Partner nutzen, die ein repräsentatives Oracle Projekt abgeschlossen haben. Erfahrene Fachjournalisten interviewen dann sowohl Partner als auch Endkunde und erstellen einen ausführlichen, ansprechend aufbereiteten Bericht. Die Veröffentlichung erfolgt über verschiedene Marketing-Kanäle. Natürlich können die Partner die Anwenderberichte auch für eigene Marketingzwecke nutzen, z. B. für Veranstaltungen.Haben Sie Interesse? Dann wenden Sie sich an Frau Marion Aschenbrenner. Wir benötigen von Ihnen einige Eckdaten wie Kundenname, Ansprechpartner und eingesetzte Oracle Produkte, eine Beschreibung des Projektes in 3-4 Sätzen und Ihren Ansprechpartner im Haus. Und dann: Lassen Sie Ihre gute Arbeit für sich sprechen!

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  • Ein starker Partner: Riverland Reply

    - by Alliances & Channels Redaktion
    Unsere Oracle Partner in Deutschland sind national und international erfolgreich im Geschäft und punkten bei ihren Kunden mit maßgeschneiderten Lösungen. Sie stehen für durchdachte, stimmige IT-Konzepte, hohe Service-Kompetenz und vor allem für konsequente Qualität. Dabei ist jeder Partner einzigartig: jeder hat sein eigenes Erfolgsrezept mit Oracle entwickelt, jeder verfügt über besondere Experten und eigene Business Values. Daher ist auch jeder Oracle Partner auf seine Weise spezialisiert. Hier wollen wir Ihnen in einer neuen Serie einige ausgewählte Partner vorstellen, die uns Einblicke in ihre Arbeit, ihre Strategie und in spezielle Kompetenzen sowie Referenzen im Oracle Umfeld geben. Heute spricht unser A&C Kollege Jens Schrepfer mit Herrn Alexander Doubek vom Partner Riverland Reply über dessen Erfolgsmodell. Film ab! &lt;/ifra<span id="XinhaEditingPostion"></span>

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  • Starting this week: Dublin, Maidenhead, and London

    - by KKline
    This might be most most overcommitted four-week period of time ever in my life. I’m tired just thinking about it! Not only am I traveling internationally and speaking over the next few weeks, I’m also helping on two book projects, learning some new applications from Quest Software, and helping on a small Transact-SQL refactoring project. Swag on hand? I’ve got a special printing of 500 video training DVDs for this trip: SQL Server Training on DMVs Performance Monitor and Wait Events Plus, I’ll have...(read more)

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  • Ein starker Partner: IGEPA IT-SERVICE GmbH

    - by Alliances & Channels Redaktion
    Unsere Oracle Partner in Deutschland sind national und international erfolgreich im Geschäft und punkten bei ihren Kunden mit maßgeschneiderten Lösungen. Sie stehen für durchdachte, stimmige IT-Konzepte, hohe Service-Kompetenz und vor allem für konsequente Qualität. Dabei ist jeder Partner einzigartig: jeder hat sein eigenes Erfolgsrezept mit Oracle entwickelt, jeder verfügt über besondere Experten und eigene Business Values. Daher ist auch jeder Oracle Partner auf seine Weise spezialisiert. Hier wollen wir Ihnen in einer neuen Serie einige ausgewählte Partner vorstellen, die uns Einblicke in ihre Arbeit, ihre Strategie und in spezielle Kompetenzen sowie Referenzen im Oracle Umfeld geben. Heute spricht unser A&C Kollege Stephan Weber mit Herrn Peter Mischok vom Partner IGEPA IT-SERVICES GmbH über dessen Erfolgsmodell. Film ab!

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