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  • Separation of business logic

    - by bruno
    When I was optimizing my architecture of our applications in our website, I came to a problem that I don't know the best solution for. Now at the moment we have a small dll based on this structure: Database <-> DAL <-> BLL the Dal uses Business Objects to pass to the BLL that will pass it to the applications that uses this dll. Only the BLL is public so any application that includes this dll, can see the bll. In the beginning, this was a good solution for our company. But when we are adding more and more applications on that Dll, the bigger the Bll is getting. Now we dont want that some applications can see Bll-logic from other applications. Now I don't know what the best solution is for that. The first thing I thought was, move and separate the bll to other dll's which i can include in my application. But then must the Dal be public, so the other dll's can get the data... and that I seems like a good solution. My other solution, is just to separate the bll in different namespaces, and just include only the namespaces you need in the applications. But in this solution, you can get directly access to other bll's if you want. So I'm asking for your opinions.

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  • Book Recomendations: WPF/Silverlight for Business(smallish, internal) Environment

    - by Refracted Paladin
    Yes, I know there are an insane amount of Book posts here(SO) but none I believe for my specific need. If there is and I missed it I apologize. I am the only developer at a non-profit organization(~200 employees) where we are a M$ shop and 90% of the things I develop are specific to our company and are internal only. I am given a lot of latitude on how I accomplish my goals so using new technologies is in my best interest. So far I have developed all winform & asp.net applications but I am an expert by NO MEANS. I would now like to focus on XAML driven development(WPF & Silverlight) but I have no idea where to start. I am subscribed to numerous Silverlight blogs and I have went through a few good tutorials however, I would really appreciate a GOOD SOLID book in my hands going forward. I prefer learning books versus reference books and I REALLY would like one from a Business standpoint as well. Shameless, self-promoting is welcomed if you happen to be an author or reviewer for one that meets my criteria. I would, however, prefer that recomendations were based on first-hand experience(no, 'my friend as this awesome book he told me about', please). If more info is needed to provide accurate recomendations please let me know. Thanks

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  • What classes should I map against with NHibernate?

    - by apollodude217
    Currently, we use NHibernate to map business objects to database tables. Said business objects enforce business rules: The set accessors will throw an exception on the spot if the contract for that property is violated. Also, the properties enforce relationships with other objects (sometimes bidirectional!). Well, whenever NHibernate loads an object from the database (e.g. when ISession.Get(id) is called), the set accessors of the mapped properties are used to put the data into the object. What's good is that the middle tier of the application enforces business logic. What's bad is that the database does not. Sometimes crap finds its way into the database. If crap is loaded into the application, it bails (throws an exception). Sometimes it clearly should bail because it cannot do anything, but what if it can continue working? E.g., an admin tool that gathers real-time reports runs a high risk of failing unnecessarily instead of allowing an admin to even fix a (potential) problem. I don't have an example on me right now, but in some instances, letting NHibernate use the "front door" properties that also enforce relationships (especially bidi) leads to bugs. What are the best solutions? Currently, I will, on a per-property basis, create a "back door" just for NHibernate: public virtual int Blah {get {return _Blah;} set {/*enforces BR's*/}} protected virtual int _Blah {get {return blah;} set {blah = value;}} private int blah; I showed the above in C# 2 (no default properties) to demonstrate how this gets us basically 3 layers of, or views, to blah!!! While this certainly works, it does not seem ideal as it requires the BL to provide one (public) interface for the app-at-large, and another (protected) interface for the data access layer. There is an additional problem: To my knowledge, NHibernate does not give you a way to distinguish between the name of the property in the BL and the name of the property in the entity model (i.e. the name you use when you query, e.g. via HQL--whenever you give NHibernate the name (string) of a property). This becomes a problem when, at first, the BR's for some property Blah are no problem, so you refer to it in your O/R mapping... but then later, you have to add some BR's that do become a problem, so then you have to change your O/R mapping to use a new _Blah property, which breaks all existing queries using "Blah" (common problem with programming against strings). Has anyone solved these problems?!

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  • How to config Remote BLOB Storage(RBS) with Microsoft Dynamics CRM 4.0 ?

    - by jk
    Hi We have working site for Dynamic crm 4.0 and in it we are storing image into the database. Now database is growing very fast and server is dying.. now I want to enable the Remote BLOB Storage with Dynamic CRM 4.0. for that I tried to install RBS for testing but everywhere is configure with Sharepoint 2010 not with Dynamic Crm. Does anybody know how to install and configure with Dyanmic CRM 4.0? Does RBS with Standard Edition of SQL Server 2008? I followed following path to install but it with Sharepoint? http://technet.microsoft.com/en-us/library/ee663474.aspx Any help is appreciate. Thanks

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  • Buisness Rule and Process Management?

    - by elgcom
    After some searching in google and wikipedia, I still can not get a clear image about the "difference" between BRMS (Business Rule Management System) and BPM (Business process management)/workflow system. can those two concepts do the same thing from each other? (theoretically) A "rule" can be modeled as a "process" as well. isn't it?

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  • CRM Evolution 2014: Mediocrity is the New Horrible in Customer Service

    - by Tuula Fai
    "Mediocrity is the new horrible in customer service," Blair McHaney, Gold's Gym Almost everyone knows that customers' expectations have risen. But, after listening to two days of presentations at CRM Evolution, I think it’s more accurate to say that customers' expectations have skyrocketed. Fortunately, most companies have gotten the message and are taking their customer service to a higher level. For those who've been hesitant to 'boldly go where their customer service organization has not gone before,' take heart. I’ve got some statistics that will encourage you to take those first few steps. Why should I change? By engaging customers online, ancestry.com achieved a 99.5% customer satisfaction score (CSAT) while improving retention and saving millions on greater efficiency, including a 38%-50% drop in inbound calls and emails.1 By empowering employees to delight customers, Gold’s Gym achieved a 77.5% Net Promoter Score (NPS) and 22% customer churn rate. No small feat when you consider the industry averages are 40% NPS and 45% churn.2 By adapting quickly to social media, brands like Verizon have benefited from social community members spending 2.5x-10x more than average customers.3 ‘The fierce urgency of now’ is upon us in customer service. You can take your customer service to a higher level! To find out more, click here CRM Evolution Customer Service Experience Footnotes: 1. Arvindh Balakrishnan, Is Your Customer Service Modern?2. Blair McHaney, Wire Your Organization with Customer Feedback3. Becky Carroll, The Power of Communities for Improving the Service Experience and Building Advocates

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  • Server Intermittently Inaccessible Externally (but Accessible Internally Continuously)

    - by nicorellius
    I have a CRM on a server on a network. We have a static IP and another server outward facing. We use port-forwarding to map to the CRM, so that when you go to the IP or the FQDN, you get to the CRM: xxx.xxx.xxx.xxx crm.example.com Internally, we can access the CRM by going to crm or crm.example.com Lately, I've been noticing that accessing the server from outside the network times out or gives 503, bad gateway. During that time, I can also SSH (different port, so this works) into the outward facing computer and access the server just fine. I have a robot monitoring the site and indeed via HTTP monitoring the site is going down periodically. I looked through the Apache server access and error logs and nothing stuck out at me so I'm a bit confused as to what could be going on. I also searched the access logs for 503 and found nothing. When I run tracert from outside the network, it appears the packets basically make it through the wider area servers (Comcast city and county servers) and end up dropping at the CRM server's front step. I'm tempted to replace the server because it is older and underpowered but it would be nice to know what is going on. Any ideas what to do next?

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  • Which SCM/VCS cope well with moving text between files?

    - by pfctdayelise
    We are having havoc with our project at work, because our VCS is doing some awful merging when we move information across files. The scenario is thus: You have lots of files that, say, contain information about terms from a dictionary, so you have a file for each letter of the alphabet. Users entering terms blindly follow the dictionary order, so they will put an entry like "kick the bucket" under B if that is where the dictionary happened to list it (or it might have been listed under both B, bucket and K, kick). Later, other users move the terms to their correct files. Lots of work is being done on the dictionary terms all the time. e.g. User A may have taken the B file and elaborated on the "kick the bucket" entry. User B took the B and K files, and moved the "kick the bucket" entry to the K file. Whichever order they end up getting committed in, the VCS will probably lose entries and not "figure out" that an entry has been moved. (These entries are later automatically converted to an SQL database. But they are kept in a "human friendly" form for working on them, with lots of comments, examples etc. So it is not acceptable to say "make your users enter SQL directly".) It is so bad that we have taken to almost manually merging these kinds of files now, because we can't trust our VCS. :( So what is the solution? I would love to hear that there is a VCS that could cope with this. Or a better merge algorithm? Or otherwise, maybe someone can suggest a better workflow or file arrangement to try and avoid this problem?

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  • Custom capistrano task for working with scm repository

    - by Trevor
    Is there any way to create a custom capistrano task for performing other actions on a scm repository? For instance, I would like to create a task that will checkout a particular folder from my repository and then symlink it into the shared/ directory of the main project on my server. I know this can be done by creating a task and explicity defining the "svn co ..." command along with the scm username, password, and repository location. But this would display the password in plain text. Are there any built-in capistrano variables/methods that would help in this process?

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  • Social Business Forum Milano: Day 1

    - by me
    div.c50 {font-family: Helvetica;} div.c49 {position: relative; height: 0px; overflow: hidden;} span.c48 {color: #333333; font-size: 14px; line-height: 18px;} div.c47 {background-color: #ffffff; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); background-clip: padding-box;} div.c46 {color: #666666; font-family: arial, helvetica, sans-serif; font-weight: normal} span.c45 {line-height: 14px;} div.c44 {border-width: 0px; font-family: arial, helvetica, sans-serif; margin: 0px; outline-width: 0px; padding: 0px 0px 10px; vertical-align: baseline} div.c43 {border-width: 0px; margin: 0px; outline-width: 0px; padding: 0px 0px 10px; vertical-align: baseline;} p.c42 {color: #666666; font-family: arial, helvetica, sans-serif} span.c41 {line-height: 14px; font-size: 11px;} h2.c40 {font-family: arial, helvetica, sans-serif} p.c39 {font-family: arial, helvetica, sans-serif} span.c38 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: bold} div.c37 {color: #999999; font-size: 14px; font-weight: normal; line-height: 18px} div.c36 {background-clip: padding-box; background-color: #ffffff; border-bottom: 1px solid #e8e8e8; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); cursor: pointer; margin-left: 58px; min-height: 51px; padding: 9px 12px; position: relative; z-index: auto} div.c35 {background-clip: padding-box; background-color: #ffffff; border-bottom: 1px solid #e8e8e8; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); cursor: pointer; margin-left: 58px; min-height: 51px; padding: 9px 12px; position: relative} div.c34 {overflow: hidden; font-size: 12px; padding-top: 1px;} ul.c33 {padding: 0px; margin: 0px; list-style-type: none; opacity: 0;} li.c32 {display: inline;} a.c31 {color: #298500; text-decoration: none; outline-width: 0px; font-size: 12px; margin-left: 8px;} a.c30 {color: #999999; text-decoration: none; outline-width: 0px; font-size: 12px; float: left; margin-right: 2px;} strong.c29 {font-weight: normal; color: #298500;} span.c28 {color: #999999;} div.c27 {font-family: arial, helvetica, sans-serif; margin: 0px; word-wrap: break-word} span.c26 {border-width: 0px; width: 48px; height: 48px; border-radius: 5px 5px 5px 5px; position: absolute; top: 12px; left: 12px;} small.c25 {font-size: 12px; color: #bbbbbb; position: absolute; top: 9px; right: 12px; float: right; margin-top: 1px;} a.c24 {color: #999999; text-decoration: none; outline-width: 0px; font-size: 12px;} h3.c23 {font-family: arial, helvetica, sans-serif} span.c22 {font-family: arial, helvetica, sans-serif} div.c21 {display: inline ! important; font-weight: normal} span.c20 {font-family: arial, helvetica, sans-serif; font-size: 80%} a.c19 {font-weight: normal;} span.c18 {font-weight: normal;} div.c17 {font-weight: normal;} div.c16 {margin: 0px; word-wrap: break-word;} a.c15 {color: #298500; text-decoration: none; outline-width: 0px;} strong.c14 {font-weight: normal; color: inherit;} span.c13 {color: #7eb566; text-decoration: none} span.c12 {color: #333333; font-family: arial, helvetica, sans-serif; font-size: 14px; line-height: 18px} a.c11 {color: #999999; text-decoration: none; outline-width: 0px;} span.c10 {font-size: 12px; color: #999999; direction: ltr; unicode-bidi: embed;} strong.c9 {font-weight: normal;} span.c8 {color: #bbbbbb; text-decoration: none} strong.c7 {font-weight: bold; color: #333333;} div.c6 {font-family: arial, helvetica, sans-serif; font-weight: normal} div.c5 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: normal} p.c4 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: normal} h3.c3 {font-family: arial, helvetica, sans-serif; font-weight: bold} span.c2 {font-size: 80%} span.c1 {font-family: arial,helvetica,sans-serif;} Here are my impressions of the first day of the Social Business Forum in Milano A dialogue on Social Business Manifesto - Emanuele Scotti, Rosario Sica The presentation was focusing on Thesis and Anti-Thesis around Social Business My favorite one is: Peter H. Reiser ?@peterreiser social business manifesto theses #2: organizations are conversations - hello Oracle Social Network #sbf12 Here are the Thesis (auto-translated from italian to english) From Stress to Success - Pragmatic pathways for Social Business - John Hagel John Hagel talked about challenges of deploying new social technologies. Below are some key points participant tweeted during the session. 6hRhiannon Hughes ?@Rhi_Hughes Favourite quote this morning 'We need to strengthen the champions & neutralise the enemies' John Hagel. Not a hard task at all #sbf12 Expand Reply Retweet Favorite 8hElena Torresani ?@ElenaTorresani Minimize the power of the enemies of change. Maximize the power of the champions - John Hagel #sbf12 Expand Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel change: minimize the power of the enemies #sbf12 Expand Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel social software as band-aid for poor leadtime/waste management? mmm #sbf12 Expand Reply Retweet Favorite 8hElena Torresani ?@ElenaTorresani "information is power. We need access to information to get power"John Hagel, Deloitte &Touche #sbf12http://instagr.am/p/LcjgFqMXrf/ View photo Reply Retweet Favorite 8hItalo Marconi ?@italomarconi Information is power and Knowledge is subversive. John Hagel#sbf12 Expand Reply Retweet Favorite 8hdanielce ?@danielce #sbf12 john Hagel: innovation is not rational. from Milano, Milano Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel: change is a political (not rational) process #sbf12 Expand Reply Retweet Favorite Enterprise gamification to drive engagement - Ray Wang Ray Wang did an excellent speech around engagement strategies and gamification More details can be found on the Harvard Business Review blog Panel Discussion: Does technology matter? Understanding how software enables or prevents participation Christian Finn, Ram Menon, Mike Gotta, moderated by Paolo Calderari Below are the highlights of the panel discussions as live tweets: 2hPeter H. Reiser ?@peterreiser @cfinn Q: social silos: mega trend social suites - do we create social silos + apps silos + org silos ... #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn A: Social will be less siloed - more integrated into application design. Analyatics is key to make intelligent decisions #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta - A: its more social be design then social by layer - Better work experience using social design. #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Menon: A: Social + Mobile + consumeration is coming together#sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Q: What is the evolution for social business solution in the next 4-5 years? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn Adoption: A: User experience is king - no training needed - We let you participate into a conversation via mobile and email#sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta A:Adoption - how can we measure quality? Literacy - Are people get confident to talk to a invisible audience ? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Meno: A:Adoption - What should I measure ? Depend on business goal you want to active? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Q: How can technology facilitate adoption #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser #sbf12 @cfinn @mgotta Ram Menon at panel discussion about social technology @oraclewebcenter http://pic.twitter.com/Pquz73jO View photo Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Menon: 100% of data is in a system somewhere. 100% of collective intelligence is with people. Social System bridge both worlds Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser #sbf12 @MikeGotta Adoption is specific to the culture of the company Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn - drive adoption is important @MikeGotta - activity stream + watch list is most important feature in a social system #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta Why just adoption? email as 100% adoption? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta Ram Menon respond: there is only 1 questions to ask: What is the adoption? #sbf12 @socialadoption you like this ? #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @MikeGotta - just replacing old technology (e.g. email) with new technology does not help. we need to change model/attitude #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser Ram Menon: CEO mandated to replace 6500 email aliases with Social Networking Software #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @MikeGotta A: How to bring interface together #sbf12 . Going from point tools to platform, UI, Architecture + Eco-system is important Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser Q: How is technology important in Social Business #sbf12 A:@cfinn - technology is enabler , user experience -easy of use is important Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @cfinn particiapte in panel "Does technology matter? Understanding how software enables or prevents participation" #sbf #webcenter

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  • Business Process Management – What’s new in Oracle BPM 11.1.1.7.0 Webcast July 4th 2013

    - by JuergenKress
    Business-Driven. Complete. Best Practice. Business processes are at the heart of what makes or breaks a business—and what differentiates it from the competition. Business processes that deliver operational efficiency, business visibility, excellent customer experience, and agility give the enterprise an edge over the competition. Business managers need process management tools that enable them to make impactful changes. Oracle has been always a leader in this area and the new version of Oracle BPM 11g takes that even further by providing complete web based process modeling, simulation and implementation including designing the user interface and business logic. That provides business users with ability to take complete control over the business processes without sacrificing the vast service integration capabilities delivered traditionally by IT using SOA approach. Oracle Business Process Management is the industry's most complete and business user-friendly BPM solution. Register today for this webcast and find out more on the latest and most exciting new features which are now available in Oracle BPM Suite. Agenda Introduction do Oracle BPM 11g Exciting new features in this release Revamped Process Composer Simulations Web Forms Process Player Adaptive Case Management Instance Revisioning Other features Demonstration Q&A For details please visit the registration page. SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Facebook Wiki Mix Forum Technorati Tags: BPM,Webcast,education,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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  • The Business of Winning Innovation: An Exclusive Blog Series

    - by Kerrie Foy
    "The Business of Winning Innovation” is a series of articles authored by Oracle Agile PLM experts on what it takes to make innovation a successful and lucrative competitive advantage. Our customers have proven Agile PLM applications to be enormously flexible and comprehensive, so we’ve launched this article series to showcase some of the most fascinating, value-packed use cases. In this article by Keith Colonna, we kick-off the series by taking a look at the science side of innovation within the Consumer Products industry and how PLM can help companies innovate faster, cheaper, smarter. This article will review how innovation has become the lifeline for growth within consumer products companies and how certain companies are “winning” by creating a competitive advantage for themselves by taking a more enterprise-wide,systematic approach to “innovation”.   Managing the Science of Innovation within the Consumer Products Industry By: Keith Colonna, Value Chain Solution Manager, Oracle The consumer products (CP) industry is very mature and competitive. Most companies within this industry have saturated North America (NA) with their products thus maximizing their NA growth potential. Future growth is expected to come from either expansion outside of North America and/or by way of new ideas and products. Innovation plays an integral role in both of these strategies, whether you’re innovating business processes or the products themselves, and may cause several challenges for the typical CP company, Becoming more innovative is both an art and a science. Most CP companies are very good at the art of coming up with new innovative ideas, but many struggle with perfecting the science aspect that involves the best practice processes that help companies quickly turn ideas into sellable products and services. Symptoms and Causes of Business Pain Struggles associated with the science of innovation show up in a variety of ways, like: · Establishing and storing innovative product ideas and data · Funneling these ideas to the chosen few · Time to market cycle time and on-time launch rates · Success rates, or how often the best idea gets chosen · Imperfect decision making (i.e. the ability to kill projects that are not projected to be winners) · Achieving financial goals · Return on R&D investment · Communicating internally and externally as more outsource partners are added globally · Knowing your new product pipeline and project status These challenges (and others) can be consolidated into three root causes: A lack of visibility Poor data with limited access The inability to truly collaborate enterprise-wide throughout your extended value chain Choose the Right Remedy Product Lifecycle Management (PLM) solutions are uniquely designed to help companies solve these types challenges and their root causes. However, PLM solutions can vary widely in terms of configurability, functionality, time-to-value, etc. Business leaders should evaluate PLM solution in terms of their own business drivers and long-term vision to determine the right fit. Many of these solutions are point solutions that can help you cure only one or two business pains in the short term. Others have been designed to serve other industries with different needs. Then there are those solutions that demo well but are owned by companies that are either unable or unwilling to continuously improve their solution to stay abreast of the ever changing needs of the CP industry to grow through innovation. What the Right PLM Solution Should Do for You Based on more than twenty years working in the CP industry, I recommend investing in a single solution that can help you solve all of the issues associated with the science of innovation in a totally integrated fashion. By integration I mean the (1) integration of the all of the processes associated with the development, maintenance and delivery of your product data, and (2) the integration, or harmonization of this product data with other downstream sources, like ERP, product catalogues and the GS1 Global Data Synchronization Network (or GDSN, which is now a CP industry requirement for doing business with most retailers). The right PLM solution should help you: Increase Revenue. A best practice PLM solution should help a company grow its revenues by consolidating product development cycle-time and helping companies get new and improved products to market sooner. PLM should also eliminate many of the root causes for a product being returned, refused and/or reclaimed (which takes away from top-line growth) by creating an enterprise-wide, collaborative, workflow-driven environment. Reduce Costs. A strong PLM solution should help shave many unnecessary costs that companies typically take for granted. Rationalizing SKU’s, components (ingredients and packaging) and suppliers is a major opportunity at most companies that PLM should help address. A natural outcome of this rationalization is lower direct material spend and a reduction of inventory. Another cost cutting opportunity comes with PLM when it helps companies avoid certain costs associated with process inefficiencies that lead to scrap, rework, excess and obsolete inventory, poor end of life administration, higher cost of quality and regulatory and increased expediting. Mitigate Risk. Risks are the hardest to quantify but can be the most costly to a company. Food safety, recalls, line shutdowns, customer dissatisfaction and, worst of all, the potential tarnishing of your brands are a few of the debilitating risks that CP companies deal with on a daily basis. These risks are so uniquely severe that they require an enterprise PLM solution specifically designed for the CP industry that safeguards product information and processes while still allowing the art of innovation to flourish. Many CP companies have already created a winning advantage by leveraging a single, best practice PLM solution to establish an enterprise-wide, systematic approach to innovation. Oracle’s Answer for the Consumer Products Industry Oracle is dedicated to solving the growth and innovation challenges facing the CP industry. Oracle’s Agile Product Lifecycle Management for Process solution was originally developed with and for CP companies and is driven by a specialized development staff solely focused on maintaining and continuously improving the solution per the latest industry requirements. Agile PLM for Process helps CP companies handle all of the processes associated with managing the science of the innovation process, including: specification management, new product development/project and portfolio management, formulation optimization, supplier management, and quality and regulatory compliance to name a few. And as I mentioned earlier, integration is absolutely critical. Many Oracle CP customers, both with Oracle ERP systems and non-Oracle ERP systems, report benefits from Oracle’s Agile PLM for Process. In future articles we will explain in greater detail how both existing Oracle customers (like Gallo, Smuckers, Land-O-Lakes and Starbucks) and new Oracle customers (like ConAgra, Tyson, McDonalds and Heinz) have all realized the benefits of Agile PLM for Process and its integration to their ERP systems. More to Come Stay tuned for more articles in our blog series “The Business of Winning Innovation.” While we will also feature articles focused on other industries, look forward to more on how Agile PLM for Process addresses innovation challenges facing the CP industry. Additional topics include: Innovation Data Management (IDM), New Product Development (NPD), Product Quality Management (PQM), Menu Management,Private Label Management, and more! . Watch this video for more info about Agile PLM for Process

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  • How to Secure a Data Role by Multiple Business Units

    - by Elie Wazen
    In this post we will see how a Role can be data secured by multiple Business Units (BUs).  Separate Data Roles are generally created for each BU if a corresponding data template generates roles on the basis of the BU dimension. The advantage of creating a policy with a rule that includes multiple BUs is that while mapping these roles in HCM Role Provisioning Rules, fewer number of entires need to be made. This could facilitate maintenance for enterprises with a large number of Business Units. Note: The example below applies as well if the securing entity is Inventory Organization. Let us take for example the case of a user provisioned with the "Accounts Payable Manager - Vision Operations" Data Role in Fusion Applications. This user will be able to access Invoices in Vision Operations but will not be able to see Invoices in Vision Germany. Figure 1. A User with a Data Role restricting them to Data from BU: Vision Operations With the role granted above, this is what the user will see when they attempt to select Business Units while searching for AP Invoices. Figure 2.The List Of Values of Business Units is limited to single one. This is the effect of the Data Role granted to that user as can be seen in Figure 1 In order to create a data role that secures by multiple BUs,  we need to start by creating a condition that groups those Business Units we want to include in that data role. This is accomplished by creating a new condition against the BU View .  That Condition will later be used to create a data policy for our newly created Role.  The BU View is a Database resource and  is accessed from APM as seen in the search below Figure 3.Viewing a Database Resource in APM The next step is create a new condition,  in which we define a sql predicate that includes 2 BUs ( The ids below refer to Vision Operations and Vision Germany).  At this point we have simply created a standalone condition.  We have not used this condition yet, and security is therefore not affected. Figure 4. Custom Role that inherits the Purchase Order Overview Duty We are now ready to create our Data Policy.  in APM, we search for our newly Created Role and Navigate to “Find Global Policies”.  we query the Role we want to secure and navigate to view its global policies. Figure 5. The Job Role we plan on securing We can see that the role was not defined with a Data Policy . So will create one that uses the condition we created earlier.   Figure 6. Creating a New Data Policy In the General Information tab, we have to specify the DB Resource that the Security Policy applies to:  In our case this is the BU View Figure 7. Data Policy Definition - Selection of the DB Resource we will secure by In the Rules Tab, we  make the rule applicable to multiple values of the DB Resource we selected in the previous tab.  This is where we associate the condition we created against the BU view to this data policy by entering the Condition name in the Condition field Figure 8. Data Policy Rule The last step of Defining the Data Policy, consists of  explicitly selecting  the Actions that are goverened by this Data Policy.  In this case for example we select the Actions displayed below in the right pane. Once the record is saved , we are ready to use our newly secured Data Role. Figure 9. Data Policy Actions We can now see a new Data Policy associated with our Role.  Figure 10. Role is now secured by a Data Policy We now Assign that new Role to the User.  Of course this does not have to be done in OIM and can be done using a Provisioning Rule in HCM. Figure 11. Role assigned to the User who previously was granted the Vision Ops secured role. Once that user accesses the Invoices Workarea this is what they see: In the image below the LOV of Business Unit returns the two values defined in our data policy namely: Vision Operations and Vision Germany Figure 12. The List Of Values of Business Units now includes the two we included in our data policy. This is the effect of the data role granted to that user as can be seen in Figure 11

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  • Oracle Database 11.2.0.4 Certified with EBS on Microsoft Windows Server

    - by John Abraham
    As a follow up to to a previous announcement, Oracle Database 11g Release 2 (11.2.0.4) is now certified with Oracle E-Business Suite Release 11i and Release 12 on the following Microsoft Windows Server operating systems: Release 12.2 (12.2.3 and higher): Microsoft Windows x64 (64-bit) (2008 R2) Release 12.1 (12.1.1 and higher): Microsoft Windows Server (32-bit) (2003, 2008) Microsoft Windows x64 (64-bit) (20031, 20081, 2008 R22) Release 12.0 (12.0.4 and higher): Microsoft Windows Server (32-bit) (2003) Microsoft Windows x64 (64-bit) (2003, 2008, 2008 R2)1 Release 11i (11.5.10.2 + ATG PF.H RUP 6 and higher):: Microsoft Windows Server (32-bit) (2003, 20081) Microsoft Windows x64 (64-bit) (2003, 2008, 2008 R2)1 Notes: 1: This OS is a 'database tier only' or 'split tier configuration' platform where the application tier must be on a fully certified E-Business Suite platform. 2: This OS is a 'database tier only' platform for Release 11i. For 12.1.1 or higher, it is also supported on the application tier via the migration process outlined in My Oracle Support Document 1188535.1. This announcement for Oracle E-Business Suite 11i and R12 includes: Oracle Database 11gR2 version 11.2.0.4 Oracle Database 11gR2 version 11.2.0.4 Real Application Clusters (RAC) Oracle Database Vault 11gR2 version 11.2.0.4 Transparent Data Encryption (Column Encryption) using Oracle Database 11gR2 version 11.2.0.4 TDE Tablespace Encryption using Oracle Database 11gR2 version 11.2.0.4 Advanced Security Option (ASO)/Advanced Networking Option (ANO) with Oracle Database 11gR2 version 11.2.0.4 Export/Import Process for Oracle E-Business Suite Release 11i and Release 12 Database Instances Transportable Database and Transportable Tablespaces Data Migration Processes for Oracle E-Business Suite Release 11i and Release 12 Certification data in My Oracle Support (http://support.oracle.com) has been updated with this certification - please review the documents below for all requirements and additional details: Where can I find more information? MOS Document 881505.1 - Interoperability Notes - Oracle E-Business Suite Release 11i with Oracle Database 11g Release 2 (11.2.0) MOS Document 1058763.1 - Interoperability Notes - Oracle E-Business Suite Release 12 with Oracle Database 11g Release 2 (11.2.0) MOS Dcoument 1623879.1 - Interoperability Notes - Oracle E-Business Suite Release 12.2 with Oracle Database 11g Release 2 (11.2.0) MOS Document 1091086.1 - Integrating Oracle E-Business Suite Release 11i with Oracle Database Vault 11gR2 MOS Document 1091083.1 - Integrating Oracle E-Business Suite Release 12 with Oracle Database Vault 11gR2 MOS Document 216205.1 - Database Initialization Parameters for Oracle E-Business Suite 11i MOS Document 396009.1 - Database Initialization Parameters for Oracle Applications Release 12 MOS Document 823586.1 - Using Oracle 11g Release 2 Real Application Clusters with Oracle E-Business Suite Release 11i MOS Document 823587.1 - Using Oracle 11g Release 2 Real Application Clusters with Oracle E-Business Suite Release 12 MOS Document 946413.1 - Using Oracle Applications with a Split Configuration Database Tier on Oracle Release 11g Release 2 MOS Document 403294.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 11i MOS Document 732764.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 12 MOS Document 828223.1 - Using TDE Tablespace Encryption with Oracle E-Business Suite Release 11i MOS Document 828229.1 - Using TDE Tablespace Encryption with Oracle E-Business Suite Release 12 MOS Document 391248.1 - Encrypting Oracle E-Business Suite Release 11i Network Traffic using Advanced Security Option and Advanced Networking Option MOS Document 376700.1 - Enabling SSL in Oracle Application Release 12 MOS Document 732764.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 12 MOS Document 557738.1 - Export/Import Process for Oracle E-Business Suite Release 11i Database Instances Using Oracle Database 11g Release 1 or 11g Release 2 MOS Document 741818.1 - Export/Import Process for Oracle E-Business Suite Release 12 Database Instances Using Oracle Database 11g Release 1 or 11g Release 2 MOS Document 1366265.1 - Using Transportable Tablespaces to Migrate Oracle Applications 11i Using Oracle Database 11g Release 2 MOS Document 1311487.1 - Using Transportable Tablespaces to Migrate Oracle E-Business Suite Release 12 Using Oracle Database 11g Release 2 MOS Document 729309.1 - Using Transportable Database to Migrate Oracle E-Business Suite Release 11i Using Oracle Database 10g Release 2 or 11g MOS Document 734763.1 - Using Transportable Database to Migrate Oracle E-Business Suite Release 12 Using Oracle Database 10g Release 2 or 11g MOS Document 1188535.1 - Migrating Oracle E-Business Suite R12 to Microsoft Windows Server 2008 R2 MOS Dcoument 1349240.1 - Database Preparation Guidelines for an Oracle E-Business Suite Release 12.2 Upgrade MOS Document 1594274.1 - Oracle E-Business Suite Release 12.2: Consolidated List of Patches and Technology Bug Fixes Please also review the platform-specific Oracle Database Installation Guides for operating system and other prerequisites.

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  • Common business drivers that lead to creating and sustaining a project

    Common business drivers that lead to creating and sustaining a project include and are not limited to: cost reduction, increased return on investment (ROI), reduced time to market, increased speed and efficiency, increased security, and increased interoperability. These drivers primarily focus on streamlining and reducing cost to make a company more profitable with less overhead. According to Answers.com cost reduction is defined as reducing costs to improve profitability, and may be implemented when a company is having financial problems or prevent problems. ROI is defined as the amount of value received relative to the amount of money invested according to PayperclickList.com.  With the ever increasing demands on businesses to compete in today’s market, companies are constantly striving to reduce the time it takes for a concept to become a product and be sold within the global marketplace. In business, some people say time is money, so if a project can reduce the time a business process takes it in fact saves the company which is always good for the bottom line. The Social Security Administration states that data security is the protection of data from accidental or intentional but unauthorized modification, destruction. Interoperability is the capability of a system or subsystem to interact with other systems or subsystems. In my personal opinion, these drivers would not really differ for a profit-based organization, compared to a non-profit organization. Both corporate entities strive to reduce cost, and strive to keep operation budgets low. However, the reasoning behind why they want to achieve this does contrast. Typically profit based organizations strive to increase revenue and market share so that the business can grow. Alternatively, not-for-profit businesses are more interested in increasing their reach within communities whether it is to increase annual donations or invest in the lives of others. Success or failure of a project can be determined by one or more of these drivers based on the scope of a project and the company’s priorities associated with each of the drivers. In addition, if a project attempts to incorporate multiple drivers and is only partially successful, then the project might still be considered to be a success due to how close the project was to meeting each of the priorities. Continuous evaluation of the project could lead to a decision to abort a project, because it is expected to fail before completion. Evaluations should be executed after the completion of every software development process stage. Pfleeger notes that software development process stages include: Requirements Analysis and Definition System Design Program Design Program Implementation Unit Testing Integration Testing System Delivery Maintenance Each evaluation at every state should consider all the business drivers included in the scope of a project for how close they are expected to meet expectations. In addition, minimum requirements of acceptance should also be included with the scope of the project and should be reevaluated as the project progresses to ensure that the project makes good economic sense to continue. If the project falls below these benchmarks then the project should be put on hold until it does make more sense or the project should be aborted because it does not meet the business driver requirements.   References Cost Reduction Program. (n.d.). Dictionary of Accounting Terms. Retrieved July 19, 2009, from Answers.com Web site: http://www.answers.com/topic/cost-reduction-program Government Information Exchange. (n.d.). Government Information Exchange Glossary. Retrieved July 19, 2009, from SSA.gov Web site: http://www.ssa.gov/gix/definitions.html PayPerClickList.com. (n.d.). Glossary Term R - Pay Per Click List. Retrieved July 19, 2009, from PayPerClickList.com Web site: http://www.payperclicklist.com/glossary/termr.html Pfleeger, S & Atlee, J.(2009). Software Engineering: Theory and Practice. Boston:Prentice Hall Veluchamy, Thiyagarajan. (n.d.). Glossary « Thiyagarajan Veluchamy’s Blog. Retrieved July 19, 2009, from Thiyagarajan.WordPress.com Web site: http://thiyagarajan.wordpress.com/glossary/

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  • Taking Your Business Scorecard Golfing

    - by tobyehatch
    Our workplace world is definitely changing. Not only are we taking work home, but we are working during odd hours in some very strange places.  I had the pleasure of interviewing Jacques Vigeant, Product Strategy Manager for Oracle Business Intelligence and Enterprise Performance Management, on a Podcast, and he enlightened me about how our mobile devices and business scorecards are enabling us to be more accountable and keep a watchful eye on business – even while on the golf course.Business scorecards have been around for many years - so I asked Jacques if he felt they had changed significantly due to technology. His answer was, “Yes, and no.”  Jacques agreed that scorecard enthusiasts are still passionate about executing the company strategy and monitoring Key Performance Indicators (KPIs), but scorecards and Business Intelligence (BI) as a whole have changed.  He explained that five to six years ago, people did BI work at the office and, for the most part, disconnected from their computer and workplace when they went home – with the exception of checking email and making a phone call or two. But now, that is no longer the case. People are virtually always connected with work and, more importantly, expect their BI and scorecards to be ‘always on,’ regardless of whether they are at their desk or somewhere else.Basically, the BI paradigm has changed from a 'pull' model, where employees are at their desks querying or pulling information from the system, to a 'push' model where employees expect their BI and scorecard systems to reach out (or push information) to them when there is something of note to learn or something on which they need to take action. I found this very interesting. However mobile devices do have their limitations with respect to screen sizes – does it really make sense to look at your strategy/scorecard on tiny devices? What kind of scorecard activities can you really expect to be able to do? Jacques’ answer was very logical. “When you think of a scorecard, it is really comprised of an organization of KPIs that are aligned with the strategic objectives of your company. KPIs are the heart of how you will execute your strategy. So, if you decompose that a little more, each KPI is well defined with the thresholds that you should keep an eye on and who is responsible for them. When we talk about scorecarding on a phone, we aren’t talking about surfing the strategy and exploring the strategy map like we do on the desktop. In a scorecarding context, we use the phone more as an alerting mechanism or simple monitoring device for your KPIs.”Jacques gave a great example of an inventory manager who took part of an afternoon off to go golfing before winter finally hit, and while on the front nine holes, his phone vibrated. His scorecard was alerting him that the inventory levels for one of the products was below some threshold that he had set.  From his phone, he had set up three options within Oracle Scorecard and Strategy Management (OSSM) for this type of situation:  1. Contact the warehouse manager directly by phone and work it out (standard phone function)  2. Tap/hold the KPI and add an annotation to the KPI in OSSM using the dictation capabilities of the phone and deal with it more fully when he gets back to the office  3. Tap/hold the KPI and invoke a business process from OSSM to transfer product from another warehouse with higher stock levels to the one that needs it  Being on a phone should still give you options to quickly deal with situations as needed, but mobile phones are not designed for nor should try to replicate the full desktop experience. We covered other interesting subjects in the interview, including how Oracle is keeping pace with mobile innovation and new devices such as Google Glasses, Galaxy Gear, Pebble Watches and more, and how Oracle is handling mobile security– which is great news for our mobile workforce. To listen to the entire Podcast, click here.To learn more about Oracle Scorecard and Strategy Management, click here.

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  • Business School graduate joins Oracle

    - by jessica.ebbelaar(at)oracle.com
    My name is Mathias, I work as an Applications Inside Sales Rep for the French market, and I’d like to give you a brief snapshot of my experience at Oracle. First things first, how did you hear about Oracle? Where have you seen the sharp and recognizable red logo? Was it in Charles de Gaulle Airport when your eyes crossed the 20-metre banner with a picture of a strange big machine in the middle? Was it through reading the Forbes 10 top IT companies worldwide ranking? Or is it because IT is your thing and you cannot but know one of the “big four”? Meeting with a Grenoble Alumnus My story is a little different. My plan was to work in sales, in the IT industry. I had heard about Oracle, but my opinion at the time was that this kind of multinational company was way out of reach for a young graduate, even with high enthusiasm and great excitement to be (finally) on the job market. So, I was really surprised when I had an interesting conversation with a top alumnus of my business school. We were at the Grenoble Ecole de Management graduation ceremony (our graduation!), and before the party got really started, I got to chat with her. She told me of the great experience she was getting by living and working in Dublin. She had already figured it all out: “you work with another 100 young people from 10 different nationalities across Europe, you can be based in Dublin, but then once you work really hard you can move to Malaga Spain or other BUs around the world, you can work with different lines of business and learn about new “techy” and business oriented products, move to the field in your home country or elsewhere, etc.” What, what, what? Moving around Europe, trained by the best sales coaches in the world, acquiring strong IT knowledge and getting on board with one of fastest-growing and most watched companies in the world? Well, I was in. The next day (OK, 3 days after, the time to recover), I sent her my CV, and 3 months later I started as a Business Development Consultant at Oracle in Dublin, representing the latest cloud based CRM across the French market. That was 15 months ago. Since then, I moved line of business twice, I’m always learning new things and working with different and senior stakeholders; I have attended hundreds of hours of sales and product training (priceless when you come from a business background); I passed the Dublin Institute of Technology Sales Certification through different trainings given onsite within Oracle; I’ve led projects based around social media and I’ve gotten involved within various sales deals going on my market. Despite all of these great things, two will remain in my spirit: the multiculturalism that I experience every day in the office, and the American style of management - more direct and open than what you can find in “regular French companies”. Sales Progression Board In May 2012, I passed what we call a ‘Sales Progression Board’ to be promoted to an Inside Sales position. I am now in charge of generating revenue through the sale of Oracle applications on my specific territory. Always keeping in my mind my personal ambition: going to the field one day. Interested to join Oracle in the same role as Mathias? Visit http://campus.oracle.com.

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  • Pentaho vs SAP Business Objects

    - by arturito
    Is there anyone out there that used these two technologies and could give me some comparison in the form of advantages and disadvantages of both? I'm currently working with BO and I have heard that open source Pentaho does pretty good job as well. Thanks in advance!

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  • How To Publish Business Objects Query Service

    - by ssorrrell
    We are trying to copy a BO Query Service from one Universe to another. If you use the BO Query As A Service(QAAS) tool you can do this, but end up basically recreating the query service. It seems like the BusinessObjects.DSWS.* libraries allow you to read and write query services, but those don't appear in the QAAS tool. I think that those queries go into a different Universe than the QAAS tool pings. Perhaps there is a Universe for data and another for Web Service Queries. Monitoring the QAAS tool for HTTP traffic revealed that the BO Web Service used to run queries for the data they contain is also used to manage the Web Service queries. I was able to copy one Query Service into a new one in a new Universe using a Replace() on the XML string in QuerySpec to change the UniverseID. We can basically copy one Query Service to another Universe without manually rebuilding it except for one little thing. The QAAS tool includes a Publish button. This does something unknown, but important. Perhaps it makes some SOAP, WSDL or config files so that the copied Query Service is public. There doesn't seem to be any HTTP traffic to snoop on when it's doing this. The BusinessObjects.DSWS.* libraries include a Publish feature, but it's not for Query Services. It's for general files like Excel and PDF. Right now, we are relegated to using two tools. Does anyone know about how to Publish a BO Query Service programmatically just like the QAAS Tool?

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  • Ooutsourcing design/programming (taxes!)

    - by alexeypro
    Hello, I have a full time job, but I also have some ideas in mind -- and I want to outsource some code development and design to Russia. I have friends there who help me to do that -- they'll do the development, provide me invoice (which is just description of our terms, because we decided on flat rate monthly fee), and I need to wire them money. So, I do not have business entity. If I'll pay them, am I am required to pay taxes? Or do I deduct my business expenses (say $30K/year) from my earnings (say $50K/year), and pay taxes only on what's left ($20K to be precise)? Any rules on that? Am I limited with something here? Thanks!

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  • restrict customer lookup to contacts bug

    - by Amr H. Abdel Majeed
    I'm using microsoft dynamics crm 4 I inserted the following line to restrict a customer lookup to contacts only (no accounts): crmForm.all.customerid.setAttribute("lookuptypes", "2"); It does restrict the lookup to contacts only, but there is a strange bug: When i select any customer, the icon next to him becomes the account icon, not the contact icon (folder instead of card) Any solutions to this ?

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  • Is there a way to export reports from Microsoft CRM4?

    - by Jake
    I'm setting up a proper dev environment for my client (dev/qa/stage/prod). I'd like to find a way to export reports so we can cleanly move from one environment to the next. Custom RDL type reports are easy (just import the RDL in the next environment), but the reports that are built inside CRM don't appear to export anywhere. Am I missing something? Is this another feature that was missed? Apperciate the help.

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  • Business Objects: Refresh Data problem with .NET API

    - by jlrolin
    I'm currently using the BO API for .NET to connect to our reports database. In .NET, I'm getting the following error: Your security profile does not include permission to refresh Web Intelligence documents. (WIS 30253) Interestingly enough, I can log into BO, and I can refresh the data and grab prompts as I'm logged in. From .NET, with the same username and password, I can't seem to do so. Anybody have any thoughts on this?

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