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  • A Guide to Google PageRank

    Getting to the top of Google for search terms related to your industry is one of the main goals of many modern businesses. There are many crucial factors which can determine how high you appear in SERP (Search Engine Results Page), one of which is Google PageRank.

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  • Backlinks For Your Website

    One of the most significant factors to a successful website is incoming links or backlinks. The more backlinks you have, the more chances that you will attain an increase page rank value.

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  • ??????????2012

    - by ?????
    ???????????????????????????????????????????????????? ??BP?????7?4~6?????????????????2012???????? ????????????????????????IT???????? "???????"?"????"???????? ???????????????Oracle Fusion Human Capital Management?????????????????????????????????? ??????????????????????????????????????????????????????????????????????????????????????????????????????????? ??????????????????????????????????????????????????? http://special.nikkeibp.co.jp/as/201207/oraclefusionhcm/ ???????????????????????????????????? http://expo.nikkeibp.co.jp/hc/201207/seminar/cat_e.html ??????????????????? ?????????????????Oracle HCM?????????????????????????????????????????????

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  • How do you get Windows 7 to show time remaining in the battery meter?

    - by MrDaniel
    Running Microsoft Windows 7 Home Premium on a HP Laptop. The system tray power meter never shows the time remaining in the system tray. Only really ever show a percentage remaining number as pictured. The windows help documentation on the "battery meter" seems to indicate that it should display a time remaining indicator, is this accurate? How accurate is the battery meter? The accuracy of what the battery meter reports—what percentage of a full charge remains and how long you can use your laptop before you must plug it in—depends on several factors. Most of these factors fall into the following two categories: What you use the laptop for. Because some activities drain the battery faster than others (for example, watching a DVD consumes more power than reading and writing e-mail), alternating between activities that have significantly different power requirements changes the rate at which your laptop uses battery power. This can vary the estimate of how much battery charge remains. Battery hardware and sensor circuitry. Newer, "smart" batteries are equipped with circuitry that calculates the measurements of charge remaining and reports the information to the battery meter. Older batteries use less sophisticated circuitry and might be less accurate.

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  • Automated software installation for MS Windows?

    - by Duncan Bayne
    I am currently setting up a Windows development environment (the whole Visual Studio 2010 stack plus plugins on top of Windows 7). This has got me wondering whether there's a Windows equivalent to what I do for dev environment setup in Ubuntu. It takes literally hours to get a dev environment set up in Windows, involving a lot of manual intervention. On Ubuntu, I have two shell scripts - one I run as root which configures the system using apt-get (amongst other things), one I run as me which configures my user account. Those scripts live in my private Subversion repository. To set up a dev environment from scratch requires five commands: sudo apt-get install -y subversion svn co http://svn.XXXX.XXX/personal/ cd personal sudo ./ubuntu_setup_root.sh ./ubuntu_setup_user.sh The only human intervention required is to pick a root password for MySQL. So it takes only a few minutes of human attention to go from a vanilla Ubuntu installation to a full development environment with the latest builds of everything, perfectly tailored down to shortcut keys and wallpaper. Is there an equivalent process for Windows? In an ideal world it'd be something trivially scriptable using C# Script or Powershell, which could live in source control & make use of a repository of ISOs downloaded from MSDN ...

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  • Deploy our own software using Puppet?

    - by Ken
    (Apologies in advance for the stupidity in this question. I'm normally a programmer, not a sysadmin, but I've taken it upon myself to automate some things, and clean up some other things which are automated but not in the prettiest way. :-) I've been looking around at various tools for automation of software deployment to a bunch of servers, like cfengine, Puppet, and Chef. So far, Puppet looks the most appealing, but I've certainly not committed to anything yet. These tools all look like they can do a great job of keeping a bunch of servers up-to-date with prepackaged software. What I don't get is: how does one use a tool (like Puppet) to manage deployments of our own internal software? I think I'm at a loss because I've seen a thousand tutorials showing how to keep Apache ensure => latest (which is pretty cool), but nothing that quite corresponds to my use-case today, which is something more like: when a human being pushes The Button, pull branch A from the version-control repository B run command C to compile it copy the binaries D to servers E1 through E10 on each server, run command F to make all changes take effect Puppet sounds great, and I totally see the advantage of declarative, idempotent configuration over some shell scripts, but I've not seen any tutorials for "you want to update your shell scripts to Puppet (or Chef, or cfengine) so here's what you should do". Is there such a thing? Is it obvious to other people how to take the things provided in the Puppet docs and replicate the behavior I want? Am I just not getting it? What it's sounding like to me, so far, is that the human being (#1) would manually package the software (#2 and #3) external to Puppet, manually update the Puppet config, which would trigger Puppet to update the servers ... maybe? (I'm a little confused here, as I'm sure you can tell.) Thanks!

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  • Apache DAV at `/` with normal hosting at `/foo` - how?

    - by mandrake
    Should I not be able to have a configuration where I serve SVN repos with SVNParentPath at <Location /> and then override DAV and host normal files using another location <Location /foo>? I wish to host my XSLT files on the same subdomain and still host repos at root. Of course, if I was to have a repo called foo, that would not be accessible, and that's ok. <VirtualHost *:80> ... #Host XSLT files here <Location /foo> DAV Off </Location> #Host my repos relative to root, such as /my_repo/ <Location /> DAV svn SVNParentPath "myrepos" SVNListParentPath on SVNIndexXSLT "/foo/my.xsl" ... </Location> </VirtualHost> But DAV SVN still looks for a repo: <?xml version="1.0" encoding="utf-8"?> <D:error xmlns:D="DAV:" xmlns:m="http://apache.org/dav/xmlns" xmlns:C="svn:"> <C:error/> <m:human-readable errcode="720003"> Could not open the requested SVN filesystem </m:human-readable> </D:error>

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  • Best Asp.net Hosting

    - by dotnetguts
    There are many asp.net web hosting companies which spends lot on advertisement and also gives you very cheaper rate, as low as $5, but when it comes to support they are simply hopeless. Everyone can you please pass your experience with your past hosting companies and suggest any good asp.net hosting company? Please consider following requirement factors 1) Asp.net 3.5 or 4.0 supported. 2) Url Rewriter support 3) GZip support (Dynamic through code) 4) Initial Setup support (If required) 5) SQL Server 2005 or 2008 6) Allow to access SQL Server DB using SQL Mgmt Studio 7) Environment supporting Backup and Restore of DB on my own, without involving tech support team 8) Full Text Search support 9) FTP support 10) I can able to send atleast 500 Emails daily. 11) 99.9% Up Time (No matter all web hosting say they have 99.9% Up Time, but its not true). 12) Alert Email to be sent when they do any maintenance or during downtime. 13) Hosting Price should be reasonable. Incase you feel i am missing something please add to the list. Can anyone suggest good webhosting company based on above factors?

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  • Subversion: Secure connection truncated

    - by Nick
    Hi, I'm trying to set-up a subversion server with apache2/webdav access. I've created the repository and configure Apache according to the official book, and I can see the repository in a webbrowser. The browser shows: conf/ db/ hooks/ locks/ Although clicking any of those links gives an empty xml document like: <D:error> <C:error/> <m:human-readable errcode="2"> Could not open the requested SVN filesystem </m:human-readable> </D:error> I've never used subversion before so I assume this is correct? Anyway, when I try to connect via a command line client, it asks for my password, I give it, then I get the (useless) error message: svn: OPTIONS of 'https://svn.mysite.com': Could not read status line: Secure connection truncated (https://svn.mysite.com) The command I'm using is: svn checkout https://svn.mysite.com/ svn.mysite.com Subversion was installed using Ubuntu's package manager. It's version 1.6.6 on Ubuntu 10.04. My Virtualhost Cofiguration: <VirtualHost 123.123.12.12:443> ServerAdmin [email protected] ServerName svn.mysite.com <Location /> DAV svn SVNParentPath /var/svn/repos SVNListParentPath On AuthType Basic AuthName "Subversion Repository" AuthUserFile /etc/subversion/passwd Require valid-user </Location> # Setup The SSL Certificate Paths SSLEngine On SSLCertificateFile /etc/ssl/certs/mysite.com.crt SSLCertificateKeyFile /etc/ssl/private/dmysite.com.key </VirtualHost>

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  • top Tweets SOA Partner Community – August 2012

    - by JuergenKress
    Send your tweets @soacommunity #soacommunity and follow us at http://twitter.com/soacommunity Lucas Jellema ?Published an article about organizing Fusion Middleware Administration: http://technology.amis.nl/2012/07/31/organizing-fusion-middleware-administration-in-a-smart-and-frugal-way … - many organizations are struggling with this. ServiceTechSymposium Countdown to the Early Bird Registration Discount deadline. Only 4 days left! http://ow.ly/cBCiv demed ?Good chatting w Bob Rhubart, Thomas Erl & Tim Hall on SOA & Cloud Symposium https://blogs.oracle.com/archbeat/entry/podcast_show_notes_thomas_erl … @soaschool @OTNArchBeat -- CU in London! SOA Community top Tweets SOA Partner Community July 2012 - are you one of them? If yes please rt! https://soacommunity.wordpress.com/2012/07/30/top-tweets-soa-partner-community-july-2012/ … #soacommunity SOA Community ?Are You a facebook member - do You follow http://www.facebook.com/soacommunity ? #soacommunity #soa SOA Community ?SOA 24/7 - Home Page: http://soa247.com/#.UBJsN8n3kyk.twitter … #soacommunity OracleBlogs ?Handling Large Payloads in SOA Suite 11g http://ow.ly/1lFAih OracleBlogs ?SOA Community Newsletter July 2012 http://ow.ly/1lFx6s OTNArchBeat Podcast Show Notes: Thomas Erl on SOA, Cloud, and Service Technology http://bit.ly/OOHTUJ SOA Community SOA Community Newsletter July 2012 http://wp.me/p10C8u-s7 OTNArchBeat ?OTN ArchBeat Podcast: Thomas Erl on SOA, Cloud, and Service Technology - Part 1 http://pub.vitrue.com/fMti OProcessAccel ?Just released! White Paper: Oracle Process Accelerators Best Practices http://www.oracle.com/technetwork/middleware/bpm/learnmore/processaccelbestpracticeswhitepaper-1708910.pdf … OTNArchBeat ?SOA, Cloud, and Service Technologies - Part 1 of 4 - A conversation with SOA, Cloud, and Service Technology Symposiu... http://ow.ly/1lDyAK OracleBlogs ?SOA Suite 11g PS5 Bundled Patch 3 (11.1.1.6.3) http://ow.ly/1lCW1S Simon Haslam My write-up of the virtues of the #ukoug App Server & Middleware SIG http://bit.ly/LMWdfY What's important to you for our next meeting? SOA Community SOA Partner Community Survey 2012 http://wp.me/p10C8u-qY Simone Geib ?RT @jswaroop: #Oracle positioned in the Leader's quadrant - Gartner Magic Quadrants for Application Infrastructure (SOA & SOA Gov)... ServiceTechSymposium New Supporting Organization, IBTI has joined the Symposium! http://www.servicetechsymposium.com/ orclateamsoa ?A-Team Blog #ateam: BPM 11g Task Form Version Considerations http://ow.ly/1lA7XS OTNArchBeat Oracle content at SOA, Cloud and Service Technology Symposium (and discount code!) http://pub.vitrue.com/FPcW OracleBlogs ?BPM 11g Task Form Version Considerations http://ow.ly/1lzOrX OTNArchBeat BPM 11g #ADF Task Form Versioning | Christopher Karl Chan #fusionmiddleware http://pub.vitrue.com/0qP2 OTNArchBeat Lightweight ADF Task Flow for BPM Human Tasks Overview | @AndrejusB #fusionmiddleware http://pub.vitrue.com/z7x9 SOA Community Oracle Fusion Middleware Summer Camps in Lisbon report by Link Consulting http://middlewarebylink.wordpress.com/2012/07/20/oracle-fusion-middleware-summer-camps-in-lisbon/ … #ofmsummercamps #soa #bpm SOA Community ?Clemens Utschig-Utschig & Manas Deb The Successful Execution of the SOA and BPM Vision Using a Business Capability Framework: Concepts… Simone Geib ?RT @oprocessaccel: Just released! White Paper: Oracle Process Accelerators Best Practices http://www.oracle.com/technetwork/middleware/bpm/learnmore/processaccelbestpracticeswhitepaper-1708910.pdf … jornica ?Report from Oracle Fusion Middleware Summer Camps in Munich: SOA Suite 11g advanced training experiences @soacommunity http://bit.ly/Mw3btE Simone Geib ?Bruce Tierney: Update - SOA & BPM Customer Insights Webcast Series: | https://blogs.oracle.com/SOA/entry/update_soa_bpm_customer_insights … OTNArchBeat Business SOA: Thinking is Dead | @mosesjones http://pub.vitrue.com/k8mw esentri ?had 3 great days in Munich at #Oracle #soacommunity Summercamp! Special thanks to Geoffroy de Lamalle from eProseed! Danilo Schmiedel ?Used my time in train to setup the ps5 soa/bpm vbox-image.Works like a dream. Setup-Readme is perfect! Saves a lot of time!!! @soacommunity 18 Jul SOA Community ?THANKS for the excellent OFM summer camps - save trip home - share your pictures at http://www.facebook.com/soacommunity #ofmsummercamps #soacommunity doors BBQ-party with Oracle @soacommunity. 5Star! #lovemunich #ofmsummercamps pic.twitter.com/ztfcGn2S leonsmiers ?New #Capgemini blog post "Continuous Improvement of Business Agility" http://bit.ly/Lr0EwG #bpm #yam Eric Elzinga ?MDS Explorer utility, http://see.sc/4qdb43 #soasuite ServiceTechSymposium ?@techsymp New speaker Demed L’Her from Oracle has been added to the symposium calendar. http://ow.ly/cjnyw SOA Community ?Last day of the Fusion Middleware summer camps - we continue at 9.00 am. send us your barbecue pictures! #ofmsummercamps #soacommunity SOA Community ?Delivering SOA Governance with EAMS and Oracle Enterprise Repository by Link Consulting http://middlewarebylink.wordpress.com/2012/06/26/delivering-soa-governance-with-eams-and-oracle-enterprise-repository/ … #soacommunity #soa #oer OracleBlogs ?Process Accelerator Kit http://ow.ly/1loaCw 15 Jul SOA Community ?Sun is back in Munich! Send your pictures Middleware summer camps! #ofmsummercamps We start tomorrow 11.00 at Oracle pic.twitter.com/6FStxomk Walter Montantes ?Gracias, Obrigado, Thank you, Danke a Lisboa y a @soacommunity @wlscommunity. From the Mexican guys!! cc @mikeintoch #ofmsummercamps Andrejus Baranovskis Tips & Tricks How to Run Oracle BPM 11g PS5 Workspace from Custom ADF 11g Application http://fb.me/1zOf3h2K8 JDeveloper & ADF ?Fusion Apps Enterprise Repository - Explained http://dlvr.it/1rpjWd Steve Walker ?Oracle #Exalogic is the logical choice for running business applications. Exalogic Software 2.0 launches 7/25. Reg at http://bit.ly/NedQ9L A. Chatziantoniou ?Landed in rainy Amsterdam after a great week in Lisbon for the #ofmsummercamps - multo obrigado for Jürgen for another fantastic event SOA Community ?Teams present #BPM11g POC results at #ofmsummercamps - great job! #soacommunity pic.twitter.com/0d4txkWF Sabine Leitner ?#DOAG SIG Middleware 29.08.2012 Köln über MW, Administration, Monitoring http://bit.ly/P47w82 @soacommunity @OracleMW @OracleFMW 12 Jul philmulhall ?Thanks @soacommunity for a great week at the #ofmsummercamps. Hard work done so time for a few cold ones in Lisboa. pic.twitter.com/LVUUuwTh peter230769 ?RT: andrea_rocco_31: RT @soacommunity: Enjoy the networking event at #ofmsummercamps want to attend next time ... pic.twitter.com/D1HRndi4 Niels Gorter ?#ofmsummercamps dinner in Lisbon. Great weather, scenery, training, people, on and on. Big THANKS @soacommunity JDeveloper & ADF ?Running Oracle BPM 11g PS5 Worklist Task Flow and Human Task Form on Non-SOA Domain http://dlvr.it/1r0c2j Andrea Rocco ?RT @soacommunity: Jamy pastry at cafe Belem - who is the ghost there?!? http://via.me/-2x33uk6 Simon Haslam ?Sounds great - sorry I couldn't make it. RT @soacommunity: 6pm BPM advanced training hard work to build the POC #ofmsummercamps philmulhall ?A well earned rest after a hard days work @soacommunity #summercamps pic.twitter.com/LKK7VOVS philmulhall ?Some more hard working delegates @soacommunity #summercamps pic.twitter.com/gWpk1HZh SOA Community ?Error message at the BPM POC - will The #ace director understand the message and solve it? #ofmsummercamps pic.twitter.com/LFTEzNck Daniel Kleine-Albers ?posted on the #thecattlecrew blog: Assigning more memory to JDeveloper http://thecattlecrew.wordpress.com/2012/07/10/jdeveloper-quicktip-assigning-more-memory/ … OTNArchBeat ?BAM design pointers | Kavitha Srinivasan http://pub.vitrue.com/TOhP SOA Community ?Did you receive the July SOA community newsletter? read it! Want to become a member http://www.oracle.com/goto/emea/soa #soacommunity #soa #opn OracleBlogs ?Markus Zirn, Big Data with CEP and SOA @ SOA, Cloud &amp; Service Technology Symposium 2012 http://ow.ly/1lcSkb Andrejus Baranovskis Running Oracle BPM 11g PS5 Worklist Task Flow and Human Task Form on Non-SOA Eric Elzinga ?Service Facade design pattern in OSB, http://bit.ly/NnOExN Eric Elzinga ?New BPEL Thread Pool in SOA 11g for Non-Blocking Invoke Activities from 11.1.1.6 (PS5), http://bit.ly/NnOc2G Gilberto Holms New Post: Siebel Connection Pool in Oracle Service Bus 11g http://wp.me/pRE8V-2z Oracle UPK & Tutor ?UPK Pre-Built Content Update: UPK pre-built content development efforts are always underway and growing. Ove... http://bit.ly/R2HeTj JDeveloper & ADF ?Troubleshooting BPMN process editor problems in 11.1.1.6 http://dlvr.it/1p0FfS orclateamsoa ?A-Team Blog #ateam: BAM design pointers - In working recently with a large Oracle customer on SOA and BAM, I discove... http://ow.ly/1kYqES SOA Community BPMN process editor problems in 11.1.1.6 by Mark Nelson http://redstack.wordpress.com/2012/06/27/bpmn-process-editor-problems-in-11-1-1-6 … #soacommunity #bpm OTNArchBeat ?SOA Learning Library: free short, topic-focused training on Oracle SOA & BPM products | @SOACommunity http://pub.vitrue.com/NE1G Andrejus Baranovskis ?ADF 11g PS5 Application with Customized BPM Worklist Task Flow (MDS Seeded Customization) http://fb.me/1coX4r1X1 OTNArchBeat ?A Universal JMX Client for Weblogic –Part 1: Monitoring BPEL Thread Pools in SOA 11g | Stefan Koser http://pub.vitrue.com/mQVZ OTNArchBeat ?BPM – Disable DBMS job to refresh B2B Materialized View | Mark Nelson http://pub.vitrue.com/3PR0 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 Mix Forum Technorati Tags: SOA Community twitter,SOA Community,Oracle SOA,Oracle BPM,BPM Community,OPN,Jürgen Kress

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  • Skanska Builds Global Workforce Insight with Cloud-Based HCM System

    - by HCM-Oracle
    By David Baum - Originally posted on Profit Peter Bjork grew up building things. He started his work life learning all sorts of trades at his father’s construction company in the northern part of Sweden. So in college, it was natural for him to pursue a bachelor’s degree in construction engineering—but he broke new ground when he added a master’s degree in finance to his curriculum vitae. Written on a traditional résumé, Bjork’s current title (vice president of information systems strategies) doesn’t reveal the diversity of his experience—that he’s adept with hammer and nails as well as rows and columns. But a big part of his current job is to work with his counterparts in human resources (HR) designing, building, and deploying the systems needed to get a complete view of the skills and potential of Skanska’s 22,000-strong white-collar workforce. And Bjork believes that complete view is essential to Skanska’s success. “Our business is really all about people,” says Bjork, who has worked with Skanska for 16 years. “You can have equipment and financial resources, but to truly succeed in a business like ours you need to have the right people in the right places. That’s what this system is helping us accomplish.” In a global HR environment that suffers from a paradox of high unemployment and a scarcity of skilled labor, managers need to have a complete understanding of workforce capabilities to develop management skills, recruit for open positions, ensure that staff is getting the training they need, and reduce attrition. Skanska’s human capital management (HCM) systems, based on Oracle Talent Management Cloud, play a critical role delivering that understanding. “Skanska’s philosophy of having great people, encouraging their development, and giving them the chance to move across business units has nurtured a culture of collaboration, but managing a diverse workforce spread across the globe is a monumental challenge,” says Annika Lindholm, global human resources system owner in the HR department at Skanska’s headquarters just outside of Stockholm, Sweden. “We depend heavily on Oracle’s cloud technology to support our HCM function.” Construction, Workers For Skanska’s more than 60,000 employees and contractors, managing huge construction projects is an everyday job. Beyond erecting signature buildings, management’s goal is to build a corporate culture where valuable talent can be sought out and developed, bringing in the right mix of people to support and grow the business. “Of all the companies in our space, Skanska is probably one of the strongest ones, with a laser focus on people and people development,” notes Tom Crane, chief HR and communications officer for Skanska in the United States. “Our business looks like equipment and material, but all we really have at the end of the day are people and their intellectual capital. Without them, second only to clients, of course, you really can’t achieve great things in the high-profile environment in which we work.” During the 1990s, Skanska entered an expansive growth phase. A string of successful acquisitions paved the way for the company’s transformation into a global enterprise. “Today the company’s focus is on profitable growth,” continues Crane. “But you can’t really achieve growth unless you are doing a very good job of developing your people and having the right people in the right places and driving a culture of growth.” In the United States alone, Skanska has more than 8,000 employees in four distinct business units: Skanska USA Building, also known as the Construction Manager, builds everything at ground level and above—hospitals, educational facilities, stadiums, airport terminals, and other massive projects. Skanska USA Civil does everything at ground level and below, such as light rail, water treatment facilities, power plants or power industry facilities, highways, and bridges. Skanska Infrastructure Development develops public-private partnerships—projects in which Skanska adds equity and also arranges for outside financing. Skanska Commercial Development acts like a commercial real estate developer, acquiring land and building offices on spec or build-to-suit for its clients. Skanska's international portfolio includes construction of the new Meadowlands Stadium. Getting the various units to operate collaboratatively helps Skanska deliver high value to clients and shareholders. “When we have this collaboration among units, it allows us to enrich each of the business units and, at the same time, develop our future leaders to be more facile in operating across business units—more accepting of a ‘one Skanska’ approach,” explains Crane. Workforce Worldwide But HR needs processes and tools to support managers who face such business dynamics. Oracle Talent Management Cloud is helping Skanska implement world-class recruiting strategies and generate the insights needed to drive quality hiring practices, internal mobility, and a proactive approach to building talent pipelines. With their new cloud system in place, Skanska HR leaders can manage everything from recruiting, compensation, and goal and performance management to employee learning and talent review—all as part of a single, cohesive software-as-a-service (SaaS) environment. Skanska has successfully implemented two modules from Oracle Talent Management Cloud—the recruiting and performance management modules—and is in the process of implementing the learn module. Internally, they call the systems Skanska Recruit, Skanska Talent, and Skanska Learn. The timing is apropos. With high rates of unemployment in recent years, there have been many job candidates on the market. However, talent scarcity continues to frustrate recruiters. Oracle Taleo Recruiting Cloud Service, one of the applications in the Oracle Talent Management cloud portfolio, enables Skanska managers to create more-intelligent recruiting strategies, pulling high-performer profile statistics to create new candidate profiles and using multitiered screening and assessments to ensure that only the best-suited candidate applications make it to the recruiter’s desk. Tools such as applicant tracking, interview management, and requisition management help recruiters and hiring managers streamline the hiring process. Oracle’s cloud-based software system automates and streamlines many other HR processes for Skanska’s multinational organization and delivers insight into the success of recruiting and talent-management efforts. “The Oracle system is definitely helping us to construct global HR processes,” adds Bjork. “It is really important that we have a business model that is decentralized, so we can effectively serve our local markets, and interact with our global ERP [enterprise resource planning] systems as well. We would not be able to do this without a really good, well-integrated HCM system that could support these efforts.” A key piece of this effort is something Skanska has developed internally called the Skanska Leadership Profile. Core competencies, on which all employees are measured, are used in performance reviews to determine weak areas but also to discover talent, such as those who will be promoted or need succession plans. This global profiling system brings consistency to the way HR professionals evaluate and review talent across the company, with a consistent set of ratings and a consistent definition of competencies. All salaried employees in Skanska are tied to a talent management process that gives opportunity for midyear and year-end reviews. Using the performance management module, managers can align individual goals with corporate goals; provide clear visibility into how each employee contributes to the success of the organization; and drive a strategic, end-to-end talent management strategy with a single, integrated system for all talent-related activities. This is critical to a company that is highly focused on ensuring that every employee has a development plan linked to his or her succession potential. “Our approach all along has been to deploy software applications that are seamless to end users,” says Crane. “The beauty of a cloud-based system is that much of the functionality takes place behind the scenes so we can focus on making sure users can access the data when they need it. This model greatly improves their efficiency.” The employee profile not only sets a competency baseline for new employees but is also integrated with Skanska’s other back-office Oracle systems to ensure consistency in the way information is used to support other business functions. “Since we have about a dozen different HR systems that are providing us with information, we built a master database that collects all the information,” explains Lindholm. “That data is sent not only to Oracle Talent Management Cloud, but also to other systems that are dependent on this information.” Collaboration to Scale Skanska is poised to launch a new Oracle module to link employee learning plans to the review process and recruitment assessments. According to Crane, connecting these processes allows Skanska managers to see employees’ progress and produce an updated learning program. For example, as employees take classes, supervisors can consult the Oracle Talent Management Cloud portal to monitor progress and align it to each individual’s training and development plan. “That’s a pretty compelling solution for an organization that wants to manage its talent on a real-time basis and see how the training is working,” Crane says. Rolling out Oracle Talent Management Cloud was a joint effort among HR, IT, and a global group that oversaw the worldwide implementation. Skanska deployed the solution quickly across all markets at once. In the United States, for example, more than 35 offices quickly got up to speed on the new system via webinars for employees and face-to-face training for the HR group. “With any migration, there are moments when you hold your breath, but in this case, we had very few problems getting the system up and running,” says Crane. Lindholm adds, “There has been very little resistance to the system as users recognize its potential. Customizations are easy, and a lasting partnership has developed between Skanska and Oracle when help is needed. They listen to us.” Bjork elaborates on the implementation process from an IT perspective. “Deploying a SaaS system removes a lot of the complexity,” he says. “You can downsize the IT part and focus on the business part, which increases the probability of a successful implementation. If you want to scale the system, you make a quick phone call. That’s all it took recently when we added 4,000 users. We didn’t have to think about resizing the servers or hiring more IT people. Oracle does that for us, and they have provided very good support.” As a result, Skanska has been able to implement a single, cost-effective talent management solution across the organization to support its strategy to recruit and develop a world-class staff. Stakeholders are confident that they are providing the most efficient recruitment system possible for competent personnel at all levels within the company—from skilled workers at construction sites to top management at headquarters. And Skanska can retain skilled employees and ensure that they receive the development opportunities they need to grow and advance.

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  • Where Next for Google Translate? And What of Information Quality?

    - by ultan o'broin
    Fascinating article in the UK Guardian newspaper called Can Google break the computer language barrier? In it, Andreas Zollman, who works on Google Translate, comments that the quality of Google Translate's output relative to the amount of data required to create that output is clearly now falling foul of the law of diminishing returns. He says: "Each doubling of the amount of translated data input led to about a 0.5% improvement in the quality of the output," he suggests, but the doublings are not infinite. "We are now at this limit where there isn't that much more data in the world that we can use," he admits. "So now it is much more important again to add on different approaches and rules-based models." The Translation Guy has a further discussion on this, called Google Translate is Finished. He says: "And there aren't that many doublings left, if any. I can't say how much text Google has assimilated into their machine translation databases, but it's been reported that they have scanned about 11% of all printed content ever published. So double that, and double it again, and once more, shoveling all that into the translation hopper, and pretty soon you get the sum of all human knowledge, which means a whopping 1.5% improvement in the quality of the engines when everything has been analyzed. That's what we've got to look forward to, at best, since Google spiders regularly surf the Web, which in its vastness dwarfs all previously published content. So to all intents and purposes, the statistical machine translation tools of Google are done. Outstanding job, Googlers. Thanks." Surprisingly, all this analysis hasn't raised that much comment from the fans of machine translation, or its detractors either for that matter. Perhaps, it's the season of goodwill? What is clear to me, however, of course is that Google Translate isn't really finished (in any sense of the word). I am sure Google will investigate and come up with new rule-based translation models to enhance what they have already and that will also scale effectively where others didn't. So too, will they harness human input, which really is the way to go to train MT in the quality direction. But that aside, what does it say about the quality of the data that is being used for statistical machine translation in the first place? From the Guardian article it's clear that a huge humanly translated corpus drove the gains for Google Translate and now what's left is the dregs of badly translated and poorly created source materials that just can't deliver quality translations. There's a message about information quality there, surely. In the enterprise applications space, where we have some control over content this whole debate reinforces the relationship between information quality at source and translation efficiency, regardless of the technology used to do the translation. But as more automation comes to the fore, that information quality is even more critical if you want anything approaching a scalable solution. This is important for user experience professionals. Issues like user generated content translation, multilingual personalization, and scalable language quality are central to a superior global UX; it's a competitive issue we cannot ignore.

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  • Beyond Chatting: What ‘Social’ Means for CRM

    - by Divya Malik
    A guest post by Steve Diamond, Senior Director, Outbound Product Management, Oracle In a recent post on the Oracle Applications blog, my colleague Steve Boese asked three questions related to the widespread popularity and incredibly rapid growth of Facebook, Pinterest, and LinkedIn. Steve then addressed the many applications for collaborative solutions in the area of Human Capital Management. So, in turning to a conversation about Customer Relationship Management (CRM) and Sales Force Automation (SFA), let me ask you one simple question. How many sales people, particularly at business-to-business companies, consistently meet or beat their quotas in their roles by working alone, with no collaboration among fellow sales people, sales executives, employees in product groups, in service, in Legal, third-party partners, etc.? Hello? Is anybody out there? What’s that cricket noise I hear? That’s correct. Nobody! When it comes to Sales, introverts arguably have a distinct disadvantage. While it’s certainly a truism that “success” in most professional endeavors requires working with people, it’s a mandatory success factor in Sales. This fact became abundantly clear to me one early morning in the late 1990s when I joined the former Hyperion Solutions (now part of Oracle) and attended a Sales Award Ceremony. The Head of Sales at that time gave out dozens of awards – none of them to individuals and all of them to TEAMS of individuals. That’s how it works in Sales. Your colleagues help provide you with product intelligence and competitive intelligence. They help you build the best presentations, pitches, and proposals. They help you develop the most killer RFPs. They align you with the best product people to ensure you’re matching the best products for the opportunity and join you in critical meetings. They help knock the socks of your prospects in “bake off” demo’s. They bring in the best partners to either add complementary products to your opportunity or help you implement a solution. They work with you as a collective team. And so how is all this collaboration STILL typically done today? Through email. And yet we all silently or not so silently grimace about email. It’s relatively siloed. It’s painful to search. It’s difficult to align by topic. And it’s nearly impossible to re-trace meaningful and helpful conversations that occurred among a group or a team at some point in history. This is where social networking for Sales comes into play. It’s about PURPOSEFUL social networking versus chattering. What is purposeful social networking? It’s collaboration that’s built around opportunities, accounts, and contacts. It’s collaboration that delivers valuable context – on the target company, and on key competitors – just to name two examples. It’s collaboration that can scale to provide coaching for larger numbers of sales representatives, both for general purposes, and as we’ve largely discussed here, for specific ‘deals.’ And it’s collaboration that allows a team of people to collectively edit and iterate on a document like an RFP or a soon-to-be killer presentation that is maintained in a central repository, with no time wasted searching for it or worrying about version control. But lest we get carried away, let’s remember that collaboration “happens” among sales people whether there is specialized software to support it or not. The human practice of sales has not changed much in the last 80 to 90 years. Collaboration has been a mainstay during this entire time. But what social networking in general, and Oracle Social Networking in particular delivers, is the opportunity for sales teams to dramatically increase their effectiveness and efficiency – to identify and close more high quality and lucrative opportunities more quickly. For most sales organizations, this is how the game is won. To learn more please visit Oracle Social Network and Oracle Fusion Customer Relationship Management on oracle.com

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  • Beyond Chatting: What ‘Social’ Means for CRM

    - by Divya Malik
    A guest post by Steve Diamond, Senior Director, Outbound Product Management, Oracle In a recent post on the Oracle Applications blog, my colleague Steve Boese asked three questions related to the widespread popularity and incredibly rapid growth of Facebook, Pinterest, and LinkedIn. Steve then addressed the many applications for collaborative solutions in the area of Human Capital Management. So, in turning to a conversation about Customer Relationship Management (CRM) and Sales Force Automation (SFA), let me ask you one simple question. How many sales people, particularly at business-to-business companies, consistently meet or beat their quotas in their roles by working alone, with no collaboration among fellow sales people, sales executives, employees in product groups, in service, in Legal, third-party partners, etc.? Hello? Is anybody out there? What’s that cricket noise I hear? That’s correct. Nobody! When it comes to Sales, introverts arguably have a distinct disadvantage. While it’s certainly a truism that “success” in most professional endeavors requires working with people, it’s a mandatory success factor in Sales. This fact became abundantly clear to me one early morning in the late 1990s when I joined the former Hyperion Solutions (now part of Oracle) and attended a Sales Award Ceremony. The Head of Sales at that time gave out dozens of awards – none of them to individuals and all of them to TEAMS of individuals. That’s how it works in Sales. Your colleagues help provide you with product intelligence and competitive intelligence. They help you build the best presentations, pitches, and proposals. They help you develop the most killer RFPs. They align you with the best product people to ensure you’re matching the best products for the opportunity and join you in critical meetings. They help knock the socks of your prospects in “bake off” demo’s. They bring in the best partners to either add complementary products to your opportunity or help you implement a solution. They work with you as a collective team. And so how is all this collaboration STILL typically done today? Through email. And yet we all silently or not so silently grimace about email. It’s relatively siloed. It’s painful to search. It’s difficult to align by topic. And it’s nearly impossible to re-trace meaningful and helpful conversations that occurred among a group or a team at some point in history. This is where social networking for Sales comes into play. It’s about PURPOSEFUL social networking versus chattering. What is purposeful social networking? It’s collaboration that’s built around opportunities, accounts, and contacts. It’s collaboration that delivers valuable context – on the target company, and on key competitors – just to name two examples. It’s collaboration that can scale to provide coaching for larger numbers of sales representatives, both for general purposes, and as we’ve largely discussed here, for specific ‘deals.’ And it’s collaboration that allows a team of people to collectively edit and iterate on a document like an RFP or a soon-to-be killer presentation that is maintained in a central repository, with no time wasted searching for it or worrying about version control. But lest we get carried away, let’s remember that collaboration “happens” among sales people whether there is specialized software to support it or not. The human practice of sales has not changed much in the last 80 to 90 years. Collaboration has been a mainstay during this entire time. But what social networking in general, and Oracle Social Networking in particular delivers, is the opportunity for sales teams to dramatically increase their effectiveness and efficiency – to identify and close more high quality and lucrative opportunities more quickly. For most sales organizations, this is how the game is won. To learn more please visit Oracle Social Network and Oracle Fusion Customer Relationship Management on oracle.com

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  • Know Your Audience, And/Or Your Customer

    - by steve.diamond
    Yesterday I gave an internal presentation to about 20 Oracle employees on "messaging," not messaging technology, but embarking on the process of building messages. One of the elements I covered was the importance of really knowing and understanding your audience. As a humorous reference I included two side-by-side photos of Oakland A's fans and Oakland Raiders fans. The Oakland A's fans looked like happy-go-lucky drunk types. The Oakland Raiders fans looked like angry extras from a low budget horror flick. I then asked my presentation attendees what these two groups had in common. Here's what I heard. --They're human (at least I THINK they're human). --They're from Oakland. --They're sports fans. After that, it was anyone's guess. A few days earlier we were putting the finishing touches on a sales presentation for one of our product lines. We had included an upfront "lead in" addressing how the economy is improving, yet that doesn't mean sales executives will have any more resources to add to their teams, invest in technology, etc. This "lead in" included miscellaneous news article headlines and statistics validating the slowly improving economy. When we subjected this presentation to internal review two days ago, this upfront section in particular was scrutinized. "Is the economy really getting better? I (exclamation point) don't think it's really getting better. Haven't you seen the headlines coming out of Greece and Europe?" Then the question TO ME became, "Who will actually be in the audience that sees and hears this presentation? Will s/he be someone like me? Or will s/he be someone like the critic who didn't like our lead-in?" We took the safe route and removed that lead in. After all, why start a "pitch" with a component that is arguably subjective? What if many of our audience members are individuals at organizations still facing a strong headwind? For reasons I won't go into here, it was the right decision to make. The moral of the story: Make sure you really know your audience. Harness the wisdom of the information your organization's CRM systems collect to get that fully informed "customer view." Conduct formal research. Conduct INFORMAL research. Ask lots of questions. Study industries and scenarios that have nothing to do with yours to see "how they do it." Stop strangers in coffee shops and on the street...seriously. Last week I caught up with an old friend from high school who recently retired from a 25 year career with the USMC. He said, "I can learn something from every single person I come into contact with." What a great way of approaching the world. Then, think about and write down what YOU like and dislike as a customer. But also remember that when it comes to your company's products, you are most likely NOT the customer, so don't go overboard in superimposing your own world view. Approaching the study of customers this way adds rhyme, reason and CONTEXT to lengthy blog posts like this one. Know your audience.

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  • What’s the Difference Between Succession Management and Talent Reviews?

    - by HCM-Oracle
    By Marcie Van Houten Is there a difference or are they pieces of one holistic strategic talent process? And can you have one without the other?  First, let me give a quick definition of each.  Succession planning (or management) is about creating succession slates or talent pools in support of a critical job or position or sets thereof. And then using those plans to help mitigate risk and plan talent needs for the organization.  Talent reviews (known by other names often) are sets of meetings where managers and executives come together to review, discuss and often heatedly debate the merits and potential of their employees, and then place and sometimes calibrate that talent on a performance to potential matrix.  These are some of the most strategic conversations happening in conference rooms across the globe. I speak with a lot of organizations about their practices in this area and the answers to these questions are as varied and nuanced as there are organizations thinking about them.  Some are passionate about their talent review processes and have a very evolved and thoughtful approach.  They really know their people, where their talent is, and the opportunities they plan to offer them.  And to them that is their succession process.  They may never create a slate of named candidates for a job or assign employees to formal talent pools.   On the flip side there are other organizations that create slates and slates and often multiple talent pools to support their strategic positions.  Through these, they are able to mitigate the risk associated with having a key player leave their organization.  And for them, that is their succession process.  Some will start from the lower levels of their organization and roll up their succession plans, while other organizations only cover their top 200 executives and key positions with plans.  And then there are organizations that leverage some of all of these.  Ultimately, the goals are to increase employee engagement, reduce talent-related risk, ensure the right talent is aligned to the strategic initiatives and to drive business value.  The approaches are as unique as the organizations they represent and the business opportunities they are looking to seize upon.   And that's ok.  It's great in fact. Because one thing that is common is the recognition that the need to know your people and align your top talent to the future needs of the organization is mission critical. Sure, there are a set of commonly recognized best practices and guiding principles for all of this.  There is no one right or perfect answer.  And that is what makes this all so much darn fun.  With Talent Review and Succession Management from Oracle HCM Cloud, we’ve blended the ability to support your strategic talent review conversations with both succession plans and talent pools allowing for one very seamless and interactive process. So whether you create a lot of succession plans, only focus on talent pools, have a robust talent review process, or all of the above, Oracle has you covered. I’m looking forward to spending time with our customers at the upcoming OHUG Global Conference 2014 happening June 9-13 in Las Vegas.  It’s an opportunity for me to talk to customers about their business and how they are doing strategic talent processes like talent reviews and succession.  I hope to see you there. Marcie Van Houten brings over 20 years of management consulting, information systems and human capital management experience to her role as director of product strategy at Oracle. Ms. Van Houten has spent the past several years at Oracle working closely with customers to help drive the direction of the company's talent and succession management applications. Additionally, she spent nine years at PeopleSoft as Director of Information Systems leading human capital management implementation projects. Marcie Van Houten lives in Walnut Creek, California, and holds a MBA from Southern Methodist University in Dallas, Texas.  You can follow her on Twitter: @MarcieVH

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  • Editor's Notebook - Social Aura: Insights from the Oracle Social Media Summit

    - by user462779
    Panelists talk social marketing at the Oracle Social Media Summit On November 14, I traveled to Las Vegas for the first-ever Oracle Social Media Summit. The two day event featured an impressive collection of social media luminaries including: David Kirkpatrick (founder and CEO of Techonomy Media and author of The Facebook Effect), John Yi (Head of Marketing Partnerships, Facebook), Matt Dickman (EVP of Social Business Innovation, Weber Shandwick), and Lyndsay Iorio (Social Media & Communications Manager, NBC Sports Group) among others. It was also a great opportunity to talk shop with some of our new Vitrue and Involver colleagues who have been returning great social media results even before their companies were acquired by Oracle. I was live tweeting the event from @OracleProfit which was great for those who wanted to follow along with the proceedings from the comfort of their office or blackjack table. But I've also found over the years that live tweeting an event is a handy way to take notes: I can sift back through my record of what people said or thoughts I had at the time and organize the Twitter messages into some kind of summary account of the proceedings. I've had nearly a month to reflect on the presentations and conversations at the event and a few key topics have emerged: David Kirkpatrick's comment during the opening presentation really set the stage for the conversations that followed. Especially if you are a marketer or publisher, the idea that you are in a one-way broadcast relationship with your audience is a thing of the past. "Rising above the noise" does not mean reaching for a megaphone, ALL CAPS, or exclamation marks. Hype will not motivate social media denizens to do anything but unfollow and tune you out. But knowing your audience, creating quality content and/or offers for them, treating them with respect, and making an authentic effort to please them: that's what I believe is now necessary. And Kirkpatrick's comment early in the day really made the point. Later in the day, our friends @Vitrue demonstrated this point by elaborating on a comment by Facebook's John Yi. If a social strategy is comprised of nothing more than cutting/pasting the same message into different social media properties, you're missing the opportunity to have an actual conversation. That's not shouting at your audience, but it does feel like an empty gesture. Walter Benjamin, perplexed by auraless Twitter messages Not to get too far afield, but 20th century cultural critic Walter Benjamin has a concept that is useful for understanding the dynamics of the empty social media gesture: Aura. In his work The Work of Art in the Age of Mechanical Reproduction, Benjamin struggled to understand the difference he percieved between the value of a hand-made art object (a painting, wood cutting, sculpture, etc.) and a photograph. For Benjamin, aura is similar to the "soul" of an artwork--the intangible essence that is created when an artist picks up a tool and puts creative energy and effort into a work. I'll defer to Wikipedia: "He argues that the "sphere of authenticity is outside the technical" so that the original artwork is independent of the copy, yet through the act of reproduction something is taken from the original by changing its context. He also introduces the idea of the "aura" of a work and its absence in a reproduction." So make sure you put aura into your social interactions. Don't just mechanically reproduce them. Keeping aura in your interactions requires the intervention of an actual human being. That's why @NoahHorton's comment about content curation struck me as incredibly important. Maybe it's just my own prejudice, being in the content curation business myself. And it's not to totally discount machine-aided content management systems, content recommendation engines, and other tech-driven tools for building an exceptional content experience. It's just that without that human interaction--that editor who reviews the analytics and responds to user feedback--interactions over social media feel a bit empty. It is SOCIAL media, right? (We'll leave the conversation about social machines for another day). At the end of the day, experimentation is key. Just like trying to find that right joke to tell at the beginning of your presentation or that good opening like at a cocktail party, social media messages and interactions can take some trial and error. Don't be afraid to try things, tinker with incomplete ideas, abandon things that don't work, and engage in the conversation. And make sure your heart is in it, otherwise your audience can tell. And finally:

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  • 2 eventos, 2 países, 1 jornada.

    - by Noelia Gomez
    Normal 0 21 false false false ES 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-family:"Calibri","sans-serif";} El pasado Martes 23 de Octubre fue un día de gran actividad tanto en España como en Portugal. El Dialogo CxO , organizado por Econique, y en el que participó Oracle, tuvo lugar en Madrid en el Hotel Puerta de Ámerica. Este encuentro tenía como objetivo intercambiar opiniones sobre todos los aspectos relacionados con la gestión estratégica de clientes y el Contact Centre. En este marco, los asistentes tuvieron la oportunidad de realizar reuniones “one to one” con nuestros mejores expertos. Además Oracle presentó dos coloquios relacionados con la visión de las "Nuevas necesidades, estrategias y tendencias en la gestión del Marketing", de la mano de Gema Sebastian, Principal Sales Consultant de Oracle. En dichos coloquios los participantes de empresas, como Caprabo, Carrefour, Endesa, Jaguar Land Rover y Repsol (entre otros) trataron temas de máxima actualidad para los directivos de Marketing. Esta mesa redonda se centró sobre todo en el Marketing en redes sociales, compartiendo entre todos nuestra percepción de que es algo necesario pero que todavía el mercado no sabe muy bien cómo tratar. La escucha activa dentro de las redes y la posibilidad de reaccionar ante determinados factores se veía como un claro punto donde comenzar a trabajar de manera activa y donde Oracle puede ayudar. La experiencia de cliente fue otro de los puntos tratados en esta mesa, donde se dejó claro que ahora es el consumidor el que manda, el que quiere ver las cosas donde quiere y como quiere y que un mensaje de marketing ha de darse en el momento adecuado y aportando un valor real para que el consumidor lo acepte como algo interesante. Igualmente Oracle dispone de herramientas para hacer que esto sea posible. Por otro lado, en Lisboa, tenía lugar el Total Training 2012, una conferencia organizada por el Grupo IFE. En ella participaron más de 100 profesionales de los recursos humanos de las empresas más importantes de Portugal y tuvo como base de partida los conocimientos y experiencias, el intercambio de ideas y la discusión de oportunidades a las que actualmente se enfrentan los profesionales de este área. En este marco Oracle realizó una ponencia sobre “Los nuevos conceptos en RRHH”, de la mano de Julio Rodriguez, Principal Sales Consultant de Oracle, y que puso de manifiesto algunos conceptos tecnológicos relevantes para la gestión del talento que por su novedad, no eran muy conocidos por los profesionales de los RRHH cómo: · Saas (Software as a service) · BI (Business Intelligence) para RRHH · Social Networking y cómo integrarla dentro de la empresa · El mapa del talento, por fin fuera del Excel y en una aplicación · La movilidad en las aplicaciones de RRHH. Sin duda, esta fue una jornada cargada de intercambio de experiencias y de conocimientos para dos grandes áreas: los Recursos Humanos y la Gestión Estratégica del cliente. Si quieres saber más sobre la experiencia del cliente: Customer Concepts Magazine Customer Concepts Exchange in LinkedIn Customer Concepts Web TV Customer Experience @ Oracle.com Customer Experience Facebook Hub Customer Experience YouTube Channel Customer Experience Twitter Puede conocer más sobre HCM (Gestión de RRHH): Oracle Fusion Applications Oracle Fusion Human Capital Management Oracle PartnerNetwork Oracle Consulting Services Oracle Human Capital Management Blog Oracle HCM on Twitter Oracle HCM on Facebook

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  • Use Case Actors - Primary versus Secondary

    - by Dave Burke
    The Unified Modeling Language (UML1) defines an Actor (from UseCases) as: An actor specifies a role played by a user or any other system that interacts with the subject. In Alistair Cockburn’s book “Writing Effective Use Cases” (2) Actors are further defined as follows: Primary Actor: The primary actor of a use case is the stakeholder that calls on the system to deliver one of its services. It has a goal with respect to the system – one that can be satisfied by its operation. The primary actor is often, but not always, the actor who triggers the use case. Supporting Actors: A supporting actor in a use case in an external actor that provides a service to the system under design. It might be a high-speed printer, a web service, or humans that have to do some research and get back to us. In a 2006 article (3) Cockburn refined the definitions slightly to read: Primary Actors: The Actor(s) using the system to achieve a goal. The Use Case documents the interactions between the system and the actors to achieve the goal of the primary actor. Secondary Actors: Actors that the system needs assistance from to achieve the primary actor’s goal. Finally, the Oracle Unified Method (OUM) concurs with the UML definition of Actors, along with Cockburn’s refinement, but OUM also includes the following: Secondary actors may or may not have goals that they expect to be satisfied by the use case, the primary actor always has a goal, and the use case exists to satisfy the primary actor. Now that we are on the same “page”, let’s consider two examples: A bank loan officer wants to review a loan application from a customer, and part of the process involves a real-time credit rating check. Use Case Name: Review Loan Application Primary Actor: Loan Officer Secondary Actors: Credit Rating System A Human Resources manager wants to change the job code of an employee, and as part of the process, automatically notify several other departments within the company of the change. Use Case Name: Maintain Job Code Primary Actor: Human Resources Manager Secondary Actors: None The first example is quite straight forward; we need to define the Secondary Actor because without the “Credit Rating System” we cannot successfully complete the Use Case. In other words, the goal of the Primary Actor is to successfully complete the Loan Application, but they need the explicit “help” of the Secondary Actor (Credit Rating System) to achieve this goal. The second example is where people sometimes get confused. Within OUM we would not include the “other departments” as Secondary Actors and therefore not include them on the Use Case diagram for the following reasons: The other departments are not required for the successful completion of the Use Case We are not expecting any response from the other departments (at least within the bounds of the Use Case under discussion) Having said that, within the detail of the Use Case Specification Main Success Scenario, we would include something like: “The system sends a notification to the related department heads (ref. Business Rule BR101)” Now let’s consider one final example. A Procurement Manager wants to place a “bid” for some goods using an On-Line Trading Community (B2B version of eBay) Use Case Name: Create Bid Primary Actor: Procurement Manager Secondary Actors: On-Line Trading Community You might wonder why the Trading Community is listed as a Secondary Actor, i.e. if all we are going to do is place a bid for a specific quantity of goods at a given price and send that off to the Trading Community, then why would the Trading Community need to “assist” in that Use Case? Well, once again, it comes back to the “User Experience” and how we want to optimize that when we think about our Use Case, and ultimately, when the developer comes to assembling some code. In this final example, the Procurement Manager cannot successfully complete the “Create Bid” Use Case until they receive an affirmative confirmation back from the Trading Community that the Bid has been accepted. Therefore, the Trading Community must become a Secondary Actor and be referenced both on the Use Case diagram and Use Case Specification. Any astute readers who are wondering about the “single sitting” rule will have to wait for a follow-up Blog entry to find out how that consideration can be factored in!!! Happy Use Case writing! (1) OMG Unified Modeling LanguageTM (OMG UML), Superstructure Version 2.4.1 (2) Cockburn, A, 2000, Writing Effective Use Case, Addison-Wesley Professional; Edition 1 (3) Cockburn, A, 2006 “Use Case fundamentals” viewed 20th March 2012, http://alistair.cockburn.us/Use+case+fundamentals

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  • Threading Overview

    - by ACShorten
    One of the major features of the batch framework is the ability to support multi-threading. The multi-threading support allows a site to increase throughput on an individual batch job by splitting the total workload across multiple individual threads. This means each thread has fine level control over a segment of the total data volume at any time. The idea behind the threading is based upon the notion that "many hands make light work". Each thread takes a segment of data in parallel and operates on that smaller set. The object identifier allocation algorithm built into the product randomly assigns keys to help ensure an even distribution of the numbers of records across the threads and to minimize resource and lock contention. The best way to visualize the concept of threading is to use a "pie" analogy. Imagine the total workset for a batch job is a "pie". If you split that pie into equal sized segments, each segment would represent an individual thread. The concept of threading has advantages and disadvantages: Smaller elapsed runtimes - Jobs that are multi-threaded finish earlier than jobs that are single threaded. With smaller amounts of work to do, jobs with threading will finish earlier. Note: The elapsed runtime of the threads is rarely proportional to the number of threads executed. Even though contention is minimized, some contention does exist for resources which can adversely affect runtime. Threads can be managed individually – Each thread can be started individually and can also be restarted individually in case of failure. If you need to rerun thread X then that is the only thread that needs to be resubmitted. Threading can be somewhat dynamic – The number of threads that are run on any instance can be varied as the thread number and thread limit are parameters passed to the job at runtime. They can also be configured using the configuration files outlined in this document and the relevant manuals.Note: Threading is not dynamic after the job has been submitted Failure risk due to data issues with threading is reduced – As mentioned earlier individual threads can be restarted in case of failure. This limits the risk to the total job if there is a data issue with a particular thread or a group of threads. Number of threads is not infinite – As with any resource there is a theoretical limit. While the thread limit can be up to 1000 threads, the number of threads you can physically execute will be limited by the CPU and IO resources available to the job at execution time. Theoretically with the objects identifiers evenly spread across the threads the elapsed runtime for the threads should all be the same. In other words, when executing in multiple threads theoretically all the threads should finish at the same time. Whilst this is possible, it is also possible that individual threads may take longer than other threads for the following reasons: Workloads within the threads are not always the same - Whilst each thread is operating on the roughly the same amounts of objects, the amount of processing for each object is not always the same. For example, an account may have a more complex rate which requires more processing or a meter has a complex amount of configuration to process. If a thread has a higher proportion of objects with complex processing it will take longer than a thread with simple processing. The amount of processing is dependent on the configuration of the individual data for the job. Data may be skewed – Even though the object identifier generation algorithm attempts to spread the object identifiers across threads there are some jobs that use additional factors to select records for processing. If any of those factors exhibit any data skew then certain threads may finish later. For example, if more accounts are allocated to a particular part of a schedule then threads in that schedule may finish later than other threads executed. Threading is important to the success of individual jobs. For more guidelines and techniques for optimizing threading refer to Multi-Threading Guidelines in the Batch Best Practices for Oracle Utilities Application Framework based products (Doc Id: 836362.1) whitepaper available from My Oracle Support

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  • Attachments in Oracle BPM 11g – Create a BPM Process Instance by passing an Attachment

    - by Venugopal Mangipudi
    Problem Statement: On a recent engagement I had  a requirement where we needed to create BPM instances using a message start event. The challenge was that the instance needed to be created after polling a file location and attaching the picked up file (pdf) as an attachment to the instance. Proposed Solution: I was contemplating using process API to accomplish this,but came up with a solution which involves a BPEL process to pickup the file and send a notification to the BPM process by passing the attachment as a payload. The following are some of the brief steps that were used to build the solution: BPM Process to receive an attachment as part of the payload: The BPM Process is a very simple process which has a Message Start event that accepts the attachment as an argument and a Simple User Task that the user can use to view the attachment (as part of the OOTB attachment panel). The Input payload is based on AttachmentPayload.xsd.  The 3 key elements of the the payload are: <xsd:element name="filename" type="xsd:string"/> <xsd:element name="mimetype" type="xsd:string"/> <xsd:element name="content" type="xsd:base64Binary"/> A screenshot of the Human task data assignment that need to performed to attach the file is provided here. Once the process and the UI project (default generated UI) are deployed to the SOA server, copy the wsdl location of the process service (from EM). This WSDL would be used in the BPEL project to create the Instances in the BPM process after a file is polled. BPEL Process to Poll for File and create instances in the BPM process: For the BPEL process a File adapter was configured as a Read service (File Streaming option and keeping the Schema as Opaque). Once a location and the file pattern to poll are provided the Readservice Partner Link was wired to Invoke the BPEL Process. Also, using the BPM Process WSDL, we can create the Webservice reference and can invoke the start operation. Before we do the assignment for the Invoke operation, a global variable should be created to hold the value of the fileName of the file. The mapping to the global variable can be done on the Receive activity properties (jca.file.FileName).  So for the assign operation before we invoke the BPM process service, we can get the content of the file from the receive input variable and the fileName from the jca.file.FileName property. The mimetype needs to be hard coded to the mime-type of the file: application/pdf (I am still researching ways to derive the mime type as it is not available as part of the jca.file properties).  The screenshot of the BPEL process can be found here and the Assign activity can be found here. The project source can be found at the following location. A sample pdf file to test the project and a screenshot of the BPM Human task screen after the successful creation of the instance can be found here. References: [1] https://blogs.oracle.com/fmwinaction/entry/oracle_bpm_adding_an_attachment

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  • Columnstore Case Study #1: MSIT SONAR Aggregations

    - by aspiringgeek
    Preamble This is the first in a series of posts documenting big wins encountered using columnstore indexes in SQL Server 2012 & 2014.  Many of these can be found in this deck along with details such as internals, best practices, caveats, etc.  The purpose of sharing the case studies in this context is to provide an easy-to-consume quick-reference alternative. Why Columnstore? If we’re looking for a subset of columns from one or a few rows, given the right indexes, SQL Server can do a superlative job of providing an answer. If we’re asking a question which by design needs to hit lots of rows—DW, reporting, aggregations, grouping, scans, etc., SQL Server has never had a good mechanism—until columnstore. Columnstore indexes were introduced in SQL Server 2012. However, they're still largely unknown. Some adoption blockers existed; yet columnstore was nonetheless a game changer for many apps.  In SQL Server 2014, potential blockers have been largely removed & they're going to profoundly change the way we interact with our data.  The purpose of this series is to share the performance benefits of columnstore & documenting columnstore is a compelling reason to upgrade to SQL Server 2014. App: MSIT SONAR Aggregations At MSIT, performance & configuration data is captured by SCOM. We archive much of the data in a partitioned data warehouse table in SQL Server 2012 for reporting via an application called SONAR.  By definition, this is a primary use case for columnstore—report queries requiring aggregation over large numbers of rows.  New data is refreshed each night by an automated table partitioning mechanism—a best practices scenario for columnstore. The Win Compared to performance using classic indexing which resulted in the expected query plan selection including partition elimination vs. SQL Server 2012 nonclustered columnstore, query performance increased significantly.  Logical reads were reduced by over a factor of 50; both CPU & duration improved by factors of 20 or more.  Other than creating the columnstore index, no special modifications or tweaks to the app or databases schema were necessary to achieve the performance improvements.  Existing nonclustered indexes were rendered superfluous & were deleted, thus mitigating maintenance challenges such as defragging as well as conserving disk capacity. Details The table provides the raw data & summarizes the performance deltas. Logical Reads (8K pages) CPU (ms) Durn (ms) Columnstore 160,323 20,360 9,786 Conventional Table & Indexes 9,053,423 549,608 193,903 ? x56 x27 x20 The charts provide additional perspective of this data.  "Conventional vs. Columnstore Metrics" document the raw data.  Note on this linear display the magnitude of the conventional index performance vs. columnstore.  The “Metrics (?)” chart expresses these values as a ratio. Summary For DW, reports, & other BI workloads, columnstore often provides significant performance enhancements relative to conventional indexing.  I have documented here, the first in a series of reports on columnstore implementations, results from an initial implementation at MSIT in which logical reads were reduced by over a factor of 50; both CPU & duration improved by factors of 20 or more.  Subsequent features in this series document performance enhancements that are even more significant. 

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