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• Creating the Completely Customized World Just for YOU

  - by divya.malik

  OK so not a customized world, but do you know what goes into creating that customized web store front for you? How do you get those additional offers from vendors when you call in for service or when you are browsing a storefront. This is what is has been happening behind the scenes.  When a customer calls in a contact center for service, at the end of the conversation, they are offered a new product, or service. But what just transpired was that the CRM system that was in place had routed the call to the right agent, the agent got the pop up screen with the customer information, and the call request  was handled. Then came the decision point to cross-sell and up-sell, The agent got some recommended offers that were created based on analyzed data (this data had been put into a data warehouse, modeled, profiled and rules were implemented e.g.. People with profile X like product Y).  But with this system, what happens is that analytics can be applied to a very small subset. Now comes Real Time Decisioning (RTD), this helps companies make optimal decisions in the context of transactional systems. It enables companies to improve business processes with real time intelligence on every single transaction. RTD is like a service plug-in that you put at the back of your transactional systems and that you  ping to get a recommendation.  It listens to business process flows and data moving through the process, getting all that data, processes all that you can do with that data, and gives out out various offers. It takes a process centric view of analytics rather than just a data centric view. It continuously observes and learns from ever-changing customer behavior and applies those insights to providing real-time decisions and recommendations at any customer touch point. At Oracle we define Real Time Decisioning as “ The solution that addresses a business issue faced by all organizations : how to make accurate decisions, using the most up to date information, in real time…consistently and in large volumes”. Here is a video on recommendation engines that are benefiting from real time decisioning today and see how it is helping online vendors.

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• Supercharging the Performance of Your Front-Office Applications @ OOW'12

  - by Sanjeev Sharma

  You can increase customer satisfaction, brand equity, and ultimately top-line revenue by deploying  Oracle ATG Web Commerce, Oracle WebCenter Sites, Oracle Endeca applications, Oracle’s  Siebel applications, and other front-office applications on Oracle Exalogic, Oracle’s combination  of hardware and software for applications and middleware. Join me (Sanjeev Sharma) and my colleague, Kelly Goetsch, at the following conference session at Oracle Open World to find out how Customer Experience can be transformed with Oracle Exalogic: Session:  CON9421 - Supercharging the Performance of Your Front-Office Applications with Oracle ExalogicDate: Wednesday, 3 Oct, 2012Time: 10:15 am - 11:15 am (PST)Venue: Moscone South (309)

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• Thou shalt not put code on a piedestal - Code is a tool, no more, no less

  - by Ralf Westphal

  “Write great code and everything else becomes easier” is what Paul Pagel believes in. That´s his version of an adage by Brian Marick he cites: “treat code as an end, not just a means.” And he concludes: “My post-Agile world is software craftsmanship.” I wonder, if that´s really the way to go. Will “simply” writing great code lead the software industry into the light? He´s alluding to the philosopher Kant who proposed, a human beings should never be treated as a means, but always as an end. But should we transfer this ethical statement into the world of software? I doubt it.   Reason #1: Human beings are categorially different from code. They are autonomous entities who need to find a way of living happily together. To Kant it seemed this goal could only be reached if nobody (ab)used a human being for his/her purposes. Because using a human being, i.e. treating it as a means, would contradict the fundamental autonomy and freedom of human beings. People should hold up a symmetric view of their relationships: Since nobody wants to be (ab)used, nobody should (ab)use anybody else. If you want to be treated decently, with respect, in accordance with your own free will - which means as an end - then do the same to other people. Code is dead, it´s a product, it´s a tool for people to reach their goals. No company spends any money on code other than to save money or earn money in the long run. Code is not a puppy. Enterprises do not commission software development to just feel good in its company. Code is not a buddy. Code is a slave, if you will. A mechanical slave, a non-tangible robot. Code is a tool, is a tool. And if we start to treat it differently, if we elevate its status unduely… I guess that will contort our relationship in a contraproductive way. Please get me right: Just because something is “just a tool”, “just a product” does not mean we should not be careful while designing, building, using it. Right to the contrary. We should be very careful when writing code – but not for the code´s sake! We should be careful because we respect our customers who are fellow human beings who should be treated as an end. If we are careless, neglectful, ignorant when producing code on their behalf, then we´re using them. Being sloppy means you´re caring more for yourself that for your customer. You´re then treating the customer as a means to fulfill some of your own needs. That´s plain unethical behavior.   Reason #2: The focus should always be on your purpose, not on any tool. But if code is treated as an end, then the focus is on the code. That might sound right, because where else should be your focus as a software developer? But, well, I´d say, your focus should be on delivering value to your customer. Because in the end your customer does not care if you write a single line of code. She just wants her problem to be solved. Solving problems is the purpose of any contractor. Code must be treated just as a means, a tool we know how to handle very well. But if we´re really trying to be craftsmen then we should be conscious about exactly that and act ethically. That means we must never be so focused on our tool as to be unable to suggest better solutions to the problems of our customers than code.   I´m all with Paul when he urges us to “Write great code”. Sure, if you need to write code, then by all means do so. Write the best code you can think of – and then try to improve it. Paul has all the best intentions when he signs Brians “treat code as an end” - but as we all know: “The road to hell is paved with best intentions” ;-) Yes, I can imagine a “hell of code focus”. In fact, I don´t need to imagine it, I´m seeing it quite often. Because code hell is whereever two developers stand together and are so immersed in talking about all sorts of coding tricks, design patterns, code smells, technologies, platforms, tools that they lose sight of the big picture. Talking about TDD or SOLID or refactoring is a sign of consciousness – relative to the “cowboy coders” view of the world. But from yet another point of view TDD, SOLID, and refactoring are just cures for ailments within a system. And I fear, if “Writing great code” is the only focus or the main focus of software development, then we as an industry lose the ability to see that. Focus draws a line around something, it defines a horizon for perceptions and thinking. So if we focus on code our horizon ends where “the land of code” ends. I don´t think that should be our professional attitude.   So what about Software Craftsmanship as the next big thing after Agility? I think Software Craftsmanship has an important message for all software developers and beyond. But to make it the successor of the Agility movement seems to miss a point. Agility never claimed to solve all software development problems, I´d say. So to blame it for having missed out on certain aspects of it is wrong. If I had to summarize Agility in one word I´d say “Value”. Agility put value for the customer back in software development. Focus on delivering value early and often – that´s Agility´s mantra. All else follows from that. And I ask you: Is that obsolete? Is delivering value not hip anymore? No, sure not. That´s our very purpose as software developers. So how can Agility become obsolete and need to be replaced? We need to do away with this “either/or”-thinking. It´s either Agility or Lean or Software Craftsmanship or whatnot. Instead we should start integrating concepts and movements. Think “both/and”. Think Agility plus Software Craftsmanship plus Lean plus whatnot. We don´t neet to tear down anything from a piedestal and replace it with a new idol. Instead we should do away with piedestals and arrange whatever is helpful is a circle. Then we can turn to concepts, movements for whatever they are best. After 10 years of Agility we should be able to identify what it was good at – and keep that. Keep Agility around and add whatever Agility was lacking or never concerned with. Add whatever is at the core of Software Craftsmanship. Add whatever is at the core of Lean etc. But don´t call out the age of Post-Agility. Because it better never will end. Because once we start to lose Agility´s core we´re losing focus of the customer.

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• Can a Mediawiki table be dynamically created using other Mediawiki pages?

  - by Ashimema

  OK, So I've got created a page on my wiki which contains just a single table listing various details about servers and customers. You can follow links for each customer name in the table to find additional details about said customer. What I want to know is; Can the information in the customers page (page B) be used to dynamically update the table (Page A). Is this something that the Semantic MediaWiki extension can accomplished? Running Mediawiki 1.16.2

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• Solita Oy Achieves Oracle PartnerNetwork Specialization

  - by michaela.seika(at)oracle.com

  Helsinki, February 2, 2011 - Solita Oy, a member of the Oracle® PartnerNetwork (OPN), is the first Finnish enterprise to achieve OPN Specialized status for customer-specific systems integration and software solutions.To achieve a Specialized status, Oracle partners are required to meet a stringent set of requirements that are based on the needs and priorities of the customer and partner community. By achieving a Specialized distinction, Solita Oy has been recognized by Oracle for its expertise in customer-specific systems integration and software solutions, achieved through competency development and demonstrated by the company's business results and proven success in implementing customer projects. "Solita and Oracle have cooperated for a long time, and we have been an Oracle partner for many years. We believe that the renewed partner program and the new partnership level that we have achieved will open up new opportunities for a closer collaboration with Oracle. Our increased focus on systems integration solutions and the stepping up of our specialized knowledge of SOA will enable us to provide even better solutions for our customers," said Jari Niska, Chief Executive Officer, Solita Oy. "Solita has shown trust and belief in Oracle's technology and in the business opportunities arising with it. They have contributed to building our cooperation in a consistent and systematic way. Achieving a Specialized status in our partner program is a natural further step in our close and committed cooperation. It strengthens our trust in our ability to be able to increase both turnover and profitability together," said Juha Kaskirinne, Alliances and Channel Leader, Oracle Finland Oy.  About Oracle PartnerNetwork Oracle PartnerNetwork (OPN) Specialized is the latest version of Oracle's partner program that provides partners with tools to better develop, sell and implement Oracle solutions. OPN Specialized offers resources to train and support specialized knowledge of Oracle products and solutions and has evolved to recognize Oracle's growing product portfolio, partner base and business opportunity. Key to the latest enhancements to OPN is the ability for partners to differentiate through Specializations. Specializations are achieved through competency development, business results, expertise and proven success. To find out more visit http://www.oracle.com/partners or connect with the Oracle Partner community at OPN on Twitter, OPN on Facebook, OPN on LinkedIn, and OPN on YouTube. About Solita Oy Solita Oy is a Finnish company dedicated to developing demanding information system solutions and IT professional services. Solita's customers include prominent Finnish companies and public organizations. Solita's turnover in 2010 was about 17 million euros. The company was founded in 1996 and has over 170 employees. Further information: www.solita.fiFurther information Jari Niska, CEO, Solita Oy, tel. +358 40 524 6400, [email protected] Kaskirinne, A&C Leader Finland, Oracle Finland Oy, tel. +358 40 506 3592, [email protected]

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• A "First" at Oracle OpenWorld

  - by Kathryn Perry

  A guest post by Adam May, Director, Fusion CRM, Oracle Applications Development There are always firsts at OpenWorld. These firsts keep the conference fresh and are the reason people come back year after year. An important first this year is our Fusion CRM customers who are using the product and deriving real benefit from Fusion CRM. Everyone can learn from and interact with them -- including us!  We love talking to customers, especially those who are using our solutions in unexpected ways because they challenge us! At previous OpenWorlds, we presented our overall Fusion vision and our plans for Fusion CRM. Those presentations helped customers plan their strategies and map out their new release uptakes. Fast forward to March of this year when the first Fusion CRM customer went live. Since then we've watched the pace of go-lives accelerate every single month. Now we're at the threshold of another OpenWorld -- with over 45,000 attendees, 2,500 sessions and LOTS of other activities. To avoid having our customers curl into a ball with sensory overload, we designed a Focus On Document to outline the most important Fusion CRM activities. Here are some of the highlights: Anthony Lye's "Oracle Fusion Customer Relationship Management: Overview/Strategy/Customer Experiences/Roadmap" on Monday at 3:15 p.m. The CRM Pavilion, open in Moscone West from Monday through Wednesday; features our strategic Fusion CRM partners and provides live demonstrations of their capabilities General Session: "Oracle Fusion CRM--Improving Sales Effectiveness, Efficiency, and Ease of Use" on Tuesday at 11:45 a.m.; features Anthony Lye and Deloitte "Meet the Fusion CRM Experts" on Tuesday at 5:00 p.m.; this session gives customers the opportunity to interact one-on-one with Fusion experts divided into eight categories of expertise CRM Social Reception on Tuesday from 6-8 p.m.; there's no better way to spend the early evening than discussing Fusion CRM with Oracle experts and strategic partners over appetizers and drinks Wednesday night is Oracle's Customer Appreciation event; enjoy Pearl Jam, Kings of Leon, etc. beginning at 7:30 p.m. at Treasure Island Be sure to drink plenty of water before sleeping Wednesday night and don't stay out too late because we have lots of great content on Thursday; at the top of the list is "Oracle Fusion Social CRM Strategy and Roadmap: Future of Collaboration and Social Engagement" at 11:15 a.m. We hope you have a fantastic experience at OpenWorld 2012! And here's a little video treat to whet your appetite: http://www.youtube.com/user/FusionAppsAtOracle

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• Effectiveness and Efficiency

  - by Daniel Moth

  In the professional environment, i.e. at work, I am always seeking personal growth and to be challenged. The result is that my assignments, my work list, my tasks, my goals, my commitments, my [insert whatever word resonates with you] keep growing (in scope and desired impact). Which in turn means I have to keep finding new ways to deliver more value, while not falling into the trap of working more hours. To do that I continuously evaluate both my effectiveness and my efficiency. EFFECTIVENESS The first thing I check is my effectiveness: Am I doing the right things? Am I focusing too much on unimportant things? Am I spending more time doing stuff that is important to my team/org/division/business/company, or am I spending it on stuff that is important to me and that I enjoy doing? Am I valuing activities that maybe I have outgrown and should be delegated to others who are at a stage I have surpassed (in Microsoft speak: is the work I am doing level appropriate or am I still operating at the previous level)? Notice how the answers to those questions change over time and due to certain events, so I have to remind myself to revisit them frequently. Events that force me to re-examine them are: change of role, change of team/org/etc, change of direction of team/org/etc, re-org, new hires on the team that take on some of the work I did, personal promotion, change of manager... and if none of those events has occurred since the last annual review, I ask myself those at each annual review anyway. If you think you are not being effective at work, make a list of the stuff that you do and start tracking where your time goes. In parallel, have a discussion with your manager about where they think your time should go. Ultimately your time is finite and hence it is your most precious investment, don't waste it. If your management doesn't value as highly what you spend your time on, then either convince your management, or stop spending your time on it, or find different management: Lead, Follow, or get out of the way! That's my view on effectiveness. You have to fix that before moving to being efficient, or you may end up being very efficient at stuff that nobody wants you to be doing in the first place. For example, you may be spending your time writing blog posts and becoming better and faster at it all the time. If your manager thinks that is not even part of your job description, you are wasting your time to satisfy your inner desires. Nobody can help you with your effectiveness other than your management chain and your management peers - they are the judges of it. EFFICIENCY The second thing I check is my efficiency: Am I doing things right? For me, doing things right means that I deliver the same quality of work faster [than what I used to, and than my peers, and than expected of me]. The result is that I can achieve more [than what I used to, and than my peers, and than expected of me]. Notice how the efficiency goal is a more portable one. If, by whatever criteria, you think you are the best at [insert your own skill here], this can change at two events: because you have new colleagues (who are potentially better than your older ones), and it can change with a change of manager (who has potentially higher expectations). That's about it. Once you are efficient at something, you carry that with you... All you need to really be doing here is, when taking on new kinds of work that you haven't done before, try a few approaches and devise a system so that you can become efficient at this new activity too... Just keep "collecting" stuff that you are efficient at. If you think you are not being efficient at something, break it down: What are the steps you take to complete that task? How long do you spend on each step? Talk to others about what steps they take, to see if you can optimize some steps away or trade them for better steps, or just learn how to complete a step faster. Have a system for every task you take so that you can have repeatable success. That's my view on efficiency. You have to fix it so that you can free up time to do more. When you plan a route from A to B - all else being equal - you try to get there as fast as possible so why would you not want to do that with your everyday work? For example, imagine you are inefficient at processing email: You spend more time than necessary dealing with email, and you still end up with dropped email threads and with slower response times than others. How can you improve? Talk to someone that you think is good at this, understand their system (e.g. here is my email processing system) and come up with one that works for you. Parting Thoughts Are you considered, by your colleagues and manager, an effective and efficient person at your workplace? If you are, what would you change if you were asked by your management to do the job of two people? Seriously, think about that! Your immediate reaction may be "that is not possible", but it actually is. You just have to re-assess what things that were previously important will now stop being important, by discussing them with your management and reaching agreement on relative priorities. For example, stuff that was previously on your plate may now have to be delegated or dropped. Where you thought you were efficient, maybe now you have to find an even faster path to completion, perhaps keeping in mind that Perfect is the Enemy of “Good Enough”. My personal experience (from both observing others and from my own reflection) is that when folks are struggling to keep up at work it is because of two reasons: They are investing energy in stuff that they enjoy doing which the business regards as having a lower priority than a lot of other things on their plate. They are completing tasks to a level of higher quality than what is required (due to personal pride) missing the big picture which almost always mandates completing three tasks at good enough quality than knocking only one of them out of the park while the other two come in late or not at all. There is a lot of content on the web, so I strongly encourage you to use your favorite search engine to read other views on effectiveness and efficiency (Bing, Google). Comments about this post by Daniel Moth welcome at the original blog.

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• Webshop in Europe with high revenues.. what to use?

  - by Patrick

  I need to build a webshop for a customer with an weekly revenues more than 40.000 euros Location: Europe I was thinking to use Paypal Standard Payment (in this case the customer needs to contact paypal given the above mentioned revenues, right ? Any other solution for an european web shops ? (i.e. Paypal Payments Pro doesn't work in Europe) Also, is there any pre-built service.. to make such webshop ? thanks

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• Driving Growth through Smarter Selling

  - by Samantha.Y. Ma

  With the proliferation of social media and mobile technologies, the world of selling and buying has drastically changed, as buyers now have access to more information than they did in the past. In fact, studies have shown that buyers complete 60 percent of the buying process before they even engage with a salesperson. The old models of selling no longer work effectively; and the new way of selling is driven by customer insights. To succeed, sales need to be proactive, not reactive. They need to engage with the customer early, sometimes even before the customer’s needs are fully understood. In fact, the best sales reps prescribe a solution that the customer doesn't even know they need, often by leveraging social media to listen, engage and collaborate with peers. And they fully tap into the power of analytics and data to drive results.  Let’s look at some stats regarding challenges facing sales today. According to recent studies, sales reps spend 78 percent of their time doing administrative things -- such as planning, searching for information, data entry -- and only 22 percent of the time actually selling. Furthermore, 40 percent of B2B sales reps miss their quota, and only 3 percent of companies can say with confidence that their forecasts are “always accurate.” How do you drive growth in this modern day and age? It's not just getting your sales teams to work harder; it's helping them work smarter and providing them with a solution they want to use, on the device(s) they already know, giving them critical insights and tools to be more productive, increase win rates, and close deals faster. Oracle Sales Cloud was designed to do exactly that. It enables smarter selling that allows reps to sell more, managers to know more, and companies to grow more.  Let’s face it—if all CRM solutions worked well, sales executives wouldn’t be having the same headaches as they had in the past. Join Oracle’s Thomas Kurian and Doug Clemmans on Tuesday, October 22 as they explain: • How today’s sales processes have rendered many CRM systems obsolete • The secrets to smarter selling, leveraging mobile, social, and big data • How Oracle Sales Cloud enables smarter selling—as proven by Oracle and its customers Take the first step down the path toward smarter selling. With Oracle Sales Cloud, reps sell more, managers know more, and companies grow more.

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• Where I missed boot.properties.?

  - by Dyade, Shailesh M

  Today one of my customer was trying to start the WebLogic Server ( Production Instance) , though he was trying to start the server in a standard way, but it was failing due to below error :   ####<Oct 22, 2012 12:14:43 PM BST> <Warning> <Security> <BanifB1> <> <main> <> <> <> <1350904483998> <BEA-090066> <Problem handling boot identity. The following exception was generated: weblogic.security.internal.encryption.EncryptionServiceException: weblogic.security.internal.encryption.EncryptionServiceException: [Security:090219]Error decrypting Secret Key java.security.ProviderException: setSeed() failed> And it started failing into below causes. ####<Oct 22, 2012 12:16:45 PM BST> <Critical> <WebLogicServer> <BanifB1> <AdminServer> <main> <<WLS Kernel>> <> <> <1350904605837> <BEA-000386> <Server subsystem failed. Reason: java.lang.AssertionError: java.lang.reflect.InvocationTargetException java.lang.AssertionError: java.lang.reflect.InvocationTargetException weblogic.security.internal.encryption.EncryptionServiceException: weblogic.security.internal.encryption.EncryptionServiceException: [Security:090219]Error decrypting Secret Key java.security.ProviderException: setSeed() failed weblogic.security.internal.encryption.EncryptionServiceException: [Security:090219]Error decrypting Secret Key java.security.ProviderException: setSeed() failed at weblogic.security.internal.encryption.JSafeSecretKeyEncryptor.decryptSecretKey(JSafeSecretKeyEncryptor.java:121) Customer was facing this issue without any changes in the system, it was stable suddenly started seeing this issue last night. When we checked, customer was manually entering the username and password, config.xml had the entries encrypted However when verified, customer had the boot.properties at the Servers/AdminServer/security folder and DomainName/security didn't have this file. Adding boot.properies fixed the issue. Regards Shailesh Dyade 

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• Database ERD design: 2 types user in one table

  - by Giskin Leow

  I have read this (Database design: 3 types of users, separate or one table?) I decided to put admin and normal user in one table since the attributes are similar: fullname, address, phone, email, gender ... Then I want to draw ERD, suddenly my mind pop out a question. How to draw? Customer make appointment and admin approve appointment. now only two tables, and admin, customer in same table. Help.

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• "ODM" - One of the Support team's most valued acronyms

  - by graham.mckendry(at)oracle.com

  If you submit technical service requests (SRs) through the My Oracle Support portal, you may often see the term "ODM" used in updates from our Support team. ODM is an acronym for "Oracle Diagnostic Methodology", which defines a standard problem solving approach that all of Oracle Support uses for every technical SR. ODM provides a number of benefits to the SRs - both for the Support organization and for the customer - including a consistent approach, higher quality, justified solutions, and ultimately faster resolution. Screenshot: Example of an ODM "Issue Clarification" activity in a service request The Oracle Diagnostic Methodology applies to both categories of technical SRs: Consultative (question-answer topics) and Problem-Solution. There are a few KM Notes that describe the steps of ODM, however to keep things simple (and since those KM Notes appear to be a bit outdated), I'll summarize the ODM stages here as follows: Consultative ODM - Three mandatory stages: ODM Question: Clarification of the customer's exact question. ODM Answer: Thorough answer to the customer's question. ODM Knowledge Content: Reference to new or existing knowledge base content, or explanation why the particular SR does not necessarily require knowledge content. Problem-Solution ODM - Eight mandatory stages: ODM Issue Clarification: Clarification of the reported issue, including the symptoms, the steps to reproduce, and an outline of the business impact ODM Issue Verification: Confirmation of the issue being verified based on proof provided by the customer, such as screenshots, log files, or reproducing the issue during an Oracle Web Conference. ODM Cause Determination: Succinct outline of the root cause of the issue. ODM Cause Justification: Explanation as to why the root cause applies to this particular situation. ODM Proposed Solution(s): Succinct outline of the potential solution(s) to resolve the issue. ODM Proposed Solution(s) Justification: Explanation of why the proposed solution(s) will in fact resolve the issue. ODM Solution Action Plan: Detailed numbered instructions on how to execute the proposed solutions. ODM Knowledge Content: Reference to new or existing knowledge base content, or explanation why the particular SR does not necessarily require knowledge content. During these stages, you may see other optional ODM-related activities such as "ODM Data Collection", "ODM Action Plan", "ODM Research", and "ODM Test Case". Again, these structured tags help ensure a uniform methodology across your SRs. With this knowledge you should be able to develop better predictability of what's coming next in your SRs, as well as what you can do to help expedite the resolution process.

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• What is a clean Agile (Scrum) Sprint Presentation?

  - by negarnil

  Suppose someone of your development team is presenting a sprint to the customer but he is having web connection problems such that a complete story cannot be presented. For the sake of the cleanness of the presentation, do you help your colleague suggesting possible solutions and try to fix it in the moment? Or is it kind of messy? May be the customer (who is "part" of the team) will understand? Why?

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• Oracle CRM/CX Newsletter October/November edition

  - by Richard Lefebvre

  A new edition of the CRM/CX Newsletter is now available, check it out HERE. This edition's content features: News Spotlight: Customer Experience Summit Spotlight: Oracle OpenWorld 2012 Webcasts Blogosphere White Papers   Product Update Customer Buzz Press Releases Featured Training Partner Update Events

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• Cookie manager PHP

  - by HaCos

  I own a Joomla commerce store and although I use Google Analytics in order to track visitors, I need to install a cookie manager in order to be able to track cookies that were installed on customer when he punctuate an order. To be more specific , I am planning to join an affiliate network and I need somehow to track no only the last visit of a customer but if he has a cookie and from which affiliate network as well.

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• Google I/O Sandbox Case Study: Assistly

  Google I/O Sandbox Case Study: Assistly We interviewed Assistly at the Google I/O Sandbox on May 11, 2011. They explained to us the benefits of building on Google Apps. Assistly is a customer management system that helps companies deliver top-quality customer service. For more information about developing with Google Apps, visit: code.google.com For more information on Assistly, visit: www.assistly.com From: GoogleDevelopers Views: 21 0 ratings Time: 01:29 More in Science & Technology

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• How to check areas to load in ASP.NET MVC?

  - by user1741807

  I have a ASP.NET MVC application which uses areas for the different features of the application. It should display different features dependent on which version of the application the customer have. I need to check which areas to display. But how do I check which areas to display? Is it just to wrap the menu in an if statement to check if the customer have a version of the application that is allowed to see the area?

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• Is it reasonable to insist on reproducing every defect before diagnosing and fixing it?

  - by amphibient

  I work for a software product company. We have large enterprise customers who implement our product and we provide support to them. For example, if there is a defect, we provide patches, etc. In other words, It is a fairly typical setup. Recently, a ticket was issued and assigned to me regarding an exception that a customer found in a log file and that has to do with concurrent database access in a clustered implementation of our product. So the specific configuration of this customer may well be critical in the occurrence of this bug. All we got from the customer was their log file. The approach I proposed to my team was to attempt to reproduce the bug in a similar configuration setup as that of the customer and get a comparable log. However, they disagree with my approach saying that I should not need to reproduce the bug (as that is overly time-consuming and will require simulating a server cluster on VMs) and that I should simply "follow the code" to see where the thread- and/or transaction-unsafe code is and put the change working off of a simple local development, which is not a cluster implementation like the environment from which the occurrence of the bug originates. To me, working out of an abstract blueprint (program code) rather than a concrete, tangible, visible manifestation (runtime reproduction) seems like a difficult working environment (for a person of normal cognitive abilities and attention span), so I wanted to ask a general question: Is it reasonable to insist on reproducing every defect and debug it before diagnosing and fixing it? Or: If I am a senior developer, should I be able to read (multithreaded) code and create a mental picture of what it does in all use case scenarios rather than require to run the application, test different use case scenarios hands on, and step through the code line by line? Or am I a poor developer for demanding that kind of work environment? Is debugging for sissies? In my opinion, any fix submitted in response to an incident ticket should be tested in an environment simulated to be as close to the original environment as possible. How else can you know that it will really remedy the issue? It is like releasing a new model of a vehicle without crash testing it with a dummy to demonstrate that the air bags indeed work. Last but not least, if you agree with me: How should I talk with my team to convince them that my approach is reasonable, conservative and more bulletproof?

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• Relevance of Performance Based SEO Services

  It was an interesting conversation between a Search Engine Optimization (SEO) business development person and a prospective customer. The prospective customer had scoffed at the SEO person's sales pitch about them offering "Performance Based SEO Services", saying Performance Based Services of any kind in life is not a luxury but a fundamental requirement.

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• Should you promise to deliver a feature that you aren't sure if its implementable?

  - by user476

  In an article from HN, I came across the following advice: Always tell your customer/user "yes", even if you're not sure. 90% of the time, you'll find a way to do it. 10% of the time, you'll go back and apologize. Small price to pay for major personal growth But I've always thought that one should do a feasibility analysis before making any kind of promises to a customer/user, so that they aren't misled at any point. At what circumstances, then, should the above advice applicable?

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• EBS Techstack Sessions at OAUG/Collaborate 2010

  - by Steven Chan

  We have a large contingent of E-Business Suite Applications Technology Group staff rolling out to the OAUG/Collaborate 2010 conference in Las Vegas new week.  Our Applications Technology Group staff will be appearing as guest speakers or full-speakers at the following E-Business Suite technology stack related sessions:Database Special Interest GroupSunday, April 18, 11:00 AM, Breakers FSIG Leaders:  Michael Brown, Colibri; Sandra Vucinic, Vlad GroupGuest Speaker:  Steven ChanCovering database upcoming and past desupport dates, and database support policies as they apply to E-Business Suite environments, general Q&A E-Business Suite Technology Stack Special Interest GroupSunday, April 18, 3:00 PM, Breakers FSIG Leaders:  Elke Phelps, Paul Jackson, HumanaGuest Speaker:  Steven ChanCovering the latest EBS technology stack certifications, roadmap, desupport noticesupgrade options for Discoverer, OID, SSO, Portal, general Q&A E-Business Suite Applications Technology Roadmap & VisionMonday, April 19, 8:00 AM, South Seas GOracle Speaker:  Uma PrabhalaLatest developments for SOA, AOL, OAF, Web ADI, SES, AMP, ACMP, security, and other technologies Oracle E-Business Suite Applications Strategy and General Manager UpdateMonday, April 19, 2:30 PM, Mandalay Bay Ballroom DOracle Speaker:  Cliff GodwinUpdate on the entire Oracle E-Business Suite product line. The session covers the value delivered by the current release of Oracle E-Business Suite applications, the momentum, and how Oracle E-Business Suite applications integrate into Oracle's overall applications strategy 10 Things You Can Do Today to Prepare for the Next Generation ApplicationsTuesday, April 20, 8:00 AM, South Seas FOracle Speaker:  Nadia Bendjedou"Common sense" and "practical" steps that can be taken today to increase the value of your Oracle Applications (E-Business Suite, PeopleSoft, Siebel, and JDE) investments by using the latest Oracle solutions and technologiesReducing TCO using Oracle E-Business Suite Management PacksTuesday, April 20, 10:30 AM, South Seas EOracle Speaker:  Angelo RosadoLearn how you can reduce the Total Cost of Ownership by implementing Application Management Pack (AMP) and Application Change Management Pack (ACP) for E-Business Suite 11i, R12, R12.1. AMP is Oracle's next generation system manageability product offering that provides a centralized platform to manage and maintain EBS. ACP is Oracle's offering to monitor and manage E-Business Suite changes in the areas of E-Business Suite Customizations, Patches and Functional Setups. E-Business Suite Upgrade Special Interest GroupTuesday, April 20, 3:15 PM, South Seas ESIG Leaders:  John Stouffer; Sandra Vucinic, Vlad GroupGuest Speaker:  Steven ChanParticipating in general Q&A E-Business Suite Technology Essentials: Using the Latest Oracle Technologies with E-Business Suite Wednesday, April 21, 8:00 AM, South Seas HOracle Speaker:  Lisa ParekhOracle continues to build new functionality into the Oracle Database, Fusion Middleware, and Enterprise Manager. Come see how you can enhance the value of E-Business Suite for your users and lower your costs of ownership by utilizing the latest features of these Oracle technologies with E-Business Suite. Learn about the latest advanced E-Business Suite topologies and features, including new options for security, performance, third-party integration, SOA, virtualization, clouds, systems management, and much more How to Leverage the New E-Business Suite R12.1 Solutions Without Upgrading your 11.5.10 EnvironmentWednesday, April 21, 10:30 AMOracle Speaker:  Nadia Bendjedou, South Seas ELearn how you can use the latest E-Business Suite 12.1 standalone solutions without upgrading from your E-Business Suite 11.5.10 environment Web 2.0 User Experience and Oracle Fusion Middleware Integration with Oracle E-Business SuiteWednesday, April 21, 4:00 PM, South Seas FOracle Speaker:  Padmaprabodh AmbaleSee the next generation Oracle E-Business Suite OA framework improvements that will provide new rich interactions in components such as LOV, Tables and Attachments.  See  new components like the Rich Container that allows any Web 2.0 content like Flash or OBIEE to be embedded in OA Framework pages. Advanced Technology Deployment Architectures for E-Business Suite Wednesday, April 21, 2:15 PM, South Seas EOracle Speaker:  Steven ChanLearn how to take advantage of the latest version of Oracle Fusion Middleware with Oracle E-Business Suite. Learn how to utilize identity management systems and LDAP directories. In addition, come to this session for answers about advanced network deployments involving reverse proxy servers, load balancers, and DMZ's, and to see how you can take benefit from virtualization and new system management capabilities. Upgrading to Oracle E-Business Suite 12.1 - Best PracticesThursday, April 22, 11:00 AM, South Seas EOracle Speaker:  Lester Gutierrez, Udayan ParvateFundamental of upgrading to Release 12.1, which includes the technology stack components and differences, the upgrade path from various releases of Oracle E-Business Suite, upgrade steps, monitoring the upgrade, hints and tips for minimizing downtime and upgrade best practices for making the upgrade to Release 12.1 a success.  We look forward to seeing you there!

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• Oracle Access Manager 10gR3 Certified with E-Business Suite

  - by Keith M. Swartz

  Oracle Access Manager 10gR3 (10.1.4.3) is now certified for use with E-Business Suite Releases 11.5.10 and 12.1, using the new component, Oracle E-Business Suite AccessGate. For information on how to obtain, install, and configure this new component, see:Integrating Oracle E-Business Suite with Oracle Access Manager using Oracle E-Business Suite AccessGate (Note 975182.1) About Oracle Access Manager Oracle Access Manager is Oracle's next-generation identity and access management platform, and is a key component in Oracle's Fusion Middleware Identity Management solution. It provides a set of authentication and authorization features, including support for single sign-on authentication, and integration with other identity management offerings such as Oracle Identity Federation and Oracle Adaptive Access Manager.

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• Gartner PCC Follow-up: Interview with Chaeny Emanavin, Usability Lead - Office of Information Develo

  - by [email protected]

  Last week at the Gartner Portals, Content and Collaboration conference in Baltimore, Chaeny and I co-presented on Oracle Enterprise 2.0 and BIA's Citizen Portal. Chaeny's presentation about the BIA solution was very well received and I wanted to do a follow-up interview with Chaeny to discuss more details about their solution and its Enterprise 2.0 features. Ajay: What were the main objectives for the BIA Citizen Portal? Chaeny: The BIA Citizen Portal is designed to provide all the services of the Bureau of Indian Affairs to the community of 564 federally recognized tribes that include over 1.9 million American Indians and Alaska Natives. The BIA provides the same breadth of services that the entire U.S. Federal Government provides in one small Bureau. So, we needed a solution that was flexible enough to handle content ranging from law enforcement to housing to education. Key objectives for external users was to use the Web as a communications channel and keep them informed on what services are available. We also wanted to build an internal web presence and community for BIA's 5000 employees to ensure that they update their content, leverage internal experts and create single sources of truth for key policy documents. Ajay: How is the project being implemented? Chaeny: We are using a phased approach. In phases 1 & 2, interim internal and external sites were built to ensure usability and functional requirements are being met. In Phases 3 & 4, we built out a modern internal and external presence using Oracle WebCenter Suite and Oracle Universal Content Management (UCM), including enabling delegated content management for our internal business units. Phase 4 was completed in January 2010. Phase 5 will add deeper Enterprise 2.0 collaboration capabilities to the solution. Ajay: Are you integrating any existing sites into the new solution? Chaeny: Yes, we have a SharePoint implementation that we are using for document management. We needed more precise functionality however. We found that SharePoint would let individual administrators of a SharePoint site actually create new sites. In a 3 months span, we had over 200 new sites created and most were not being used. So, we had an enormous sprawl problem. Our requirements mandated increased governance and more granular control over the creation of sites and flexible user access to content. In SharePoint this required custom code and was very time-intensive which was unfeasible given our tight deadlines. We are piloting Oracle WebCenter Spaces as our collaboration solution to mitigate these issues. However, we must integrate our existing SharePoint investment which we can do easily by using the SharePoint connectors available in Oracle WebCenter and UCM. Ajay: What were the key design parameters for your solution? Chaeny: We wanted everything driven by standards and policies. We created a cross-functional steering group called the Indian Affairs Web Council to codify policies that were baked into the system. Other key design areas were focused on security/governance, self-service content management, ease of use, integration with legacy applications and seamless single sign-on. We are using Dublin Core as our metadata standard. We also are using Java, APEX, and ADF as our development standards. Ajay: Why was it important to standardize on a platform? Chaeny: We initially looked at best-of-breed solutions, but we faced a lot of issues getting the different solutions to work together. Going with an integrated solution was more economical, easier to learn and faster to deliver the solution. Ajay: What type of legacy applications are you integrating into the portal? Chaeny: Initially we are starting with administrative apps such as people directory and user admin and then we will integrate HR and Financial applications among others. Ajay: Can you describe some of the E20 collaboration features you are putting into the solution? Chaeny: We are adding Enterprise 2.0 using Oracle WebCenter Spaces to deliver different collaboration tools such as wikis, blogs and discussion forums. Wikis to create rapid, ad hoc monthly roll-up reports; discussion forums to provide context-specific help; blogs to capture tacit organization knowledge from experts, identify gurus and turn tacit knowledge into explicit knowledge. Ajay: Are you doing anything specifically to spur adoption and usage? Chaeny: Yes, we did several things that I think helped us ramp quickly. First, we met our commitments for the new system launch date and also provided extra resources for a customer support "hotline" during the launch period. Prior to launch, we did exhaustive usability studies to capture user requirements around functionality, navigation and other key interaction areas. We also created extensive training programs so that the content managers in each business unit were comfortable using the content management tools and knew the best practices for usage. Finally, to launch the Enterprise 2.0 collaboration capabilities, we are working with a pilot group from the Division of Forestry and Wildland Fire Management of BIA. This group of people in the past have been willing early adopters and they have a strong business need to collaborate with many agencies both internal and external across State, County and other Federal jurisdictions. Their feedback is key to helping us launch Enterprise 2.0 successfully in our broader organization. Ajay: What were the biggest benefits to internal BIA employees and to the external community of users? Chaeny: For our employees, the new Enterprise 2.0-based solution will make it easier to find information; enhance employee productivity by embedding standard business processes into the system and create more of a community by creating connections with experts via social collaboration to ultimately provide better services more quickly. For the external American Indian and Alaska Native communities, we have a better relationship with the users and the new site has improved BIA's perception as a more responsive and customer-centric organization.

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• Mike Neuenschwander on the Identity Platform

  - by Naresh Persaud

  If you are in London on March 22nd, check out the Identity Platform Event. Mike is deeply passionate about the platform. I caught up with Mike recently for an interview to discuss his perspective on the Oracle Identity Platform. Identity Management is not a department level initiative. To unlock the business potential of Identity Management, we have to think organizationally and holistically. To learn more about how to take a strategic approach to Identity Management, visit one of our physical events globally.  Here are some of the listings and registrations world wide: North America, Asia Pacific, Europe .

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• My History with Agile

  - by Robert May

  I’m going to write my history with Agile here.  That way, in future posts, I can refer back to it, instead of typing it out in the post that contains information you may actually want to read.  Note that I’m actually a pretty senior developer, and do lots of technical interviews.  I’m an Agile fan because of the difference it makes in peoples lives and the improvement in quality it brings, and I’ll sacrifice my technological advance to help teams. Management History I started management pretty early in my career, starting with the first job that I ever had.  I actually do NOT have a CS or similar degree.  I have a Bachelor’s of Business Administration with an emphasis in Computer Information Systems. My first management gigs were around call center work and were very schedule oriented.  I didn’t understand the true value of teams, and I’m ashamed to admit, I actually installed a fingerprint scanner as a time clock in this job.  I shudder to think of the impact that I had on the team spirit.  I didn’t even trust them enough to fill out their time cards correctly.  How sad. I was managing nearly 100 people in this position, with the help of a great set of subordinates. I did try to come up with reward programs for the team, but again, didn’t understand the concept of team, so instead of letting the team determine how the rewards should work, I mandated from on high, which isn’t a good thing. I was told that I wasn’t the type that would be a good manager by people whom I respected a lot.  They said it because I was a computer geek, since they don’t understand good management either, but in retrospect, they were right about me then.  I was too green. After my first job, I went on to other jobs and with the exception of one job, I’ve managed people at them all.  The rest of the management story is important for understanding agile, so I’ll save it for my next post. Technical History I’ve been in software development for many, many years.  I technically started programming on a commodore 64 in basic.  I didn’t know that I was programming, but I was sure having fun.  That was followed by batch files, Gorilla hacking (I always had to win), WordPerfect Macro programming and other things that taught me the basics. My first “real” job was with a telephone company, and that’s where I made my first database application in DataEase, wrote my first VBA app and started using real programming tools, like turbo pascal, vb3-vb5, and semi-real tools like RPG and VisualRPG.  I wrote my first web page in 1994, and built my first data driven web page in 1995 using perlDB.  You really can do anything with Perl.  At this time, I also started a Linux based internet service provider that is still in operation today.  One of the people I worked with is now a Microsoft employee building and designing frameworks you probably know well.  Smart guy.  I also built my first ASP applications connecting to Sql Server 6.5, setup Exchange 5.5 for the company, and many other system administration stuff.  I’m a programmer by choice, mostly because I don’t really like PC support. From there, I went on to a large state agency.  I got to see and maintain true waterfall projects.  5 years of maintaining the 200 VB COM+ (MTS, actually) dlls that were used to calculate a single number is a long time.  That was all Microsoft DNS technologies.  SQL Server and VB6 were the tools of choice, although .net started to be a factor near the end of employment.  I did some heavy XML work at this job and even wrote an XSD parser and validator in VB6 that was a shim until MSXML 3.0 came out.  Prior to 3.0, XSD’s weren’t supported, and I didn’t want to write DTDs. Ironically, jobs after this were more generic.  I pretty much settled in on the .net framework and revisions of it.  Lots of WPF, some silverlight, lots of ASP.NET, some SQL Azure, lots of SQL Server, some Oracle, but I don’t think that I was as passionate about development and technologies.  I was more into the management of development.  I like people. Technorati Tags: Agile,history

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