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  • Any tips on getting hired as a software project manager straight out of college?

    - by MHarrison
    I graduated with a BS in compsci last September, and I've been trying (unsuccessfully) to find a job as a project manager ever since. I fell in love with software engineering (the formal practice behind it all, not just coding) in school, and I've dedicated the last 3-4 years of my life to learning everything I can about project management and gaining experience. I've managed several projects (with teams around 12 people) while in school, and I worked with my university's software engineering research lab. My résumé is also decent - I worked as a programmer before I went to school (I'm 27 now), and I did Google Summer of Code for 3 summers. I also have general "people management" experience via working as the photo editor for my university's newspaper for 2 years. My first problem with the job hunt is not getting enough interviews. I use careers.stackoverflow.com, which is awesome because I usually get contacted by non-HR people who know what they're talking about, but there's just not enough companies using it for me to get interviews on a regular basis. I've also tried sites like monster.com, and in a fit of desperation, I sent out no less than 60 applications to project management positions. I've gotten 3 automated rejection letters and that's it. At least careers.stackoverflow gets me a phone interview with 8/10 places I apply to. But the main (and extremely frustrating) problem is the matter of experience. I've successfully managed projects from start to finish (in my software engineering classes we had real customers come in with a real software need and we built it for them), but I've never had to deal with budgets and money (I know this is why HR people immediately turn me away). Most of these positions require 5+ years PM experience, and I've seen absurd things like 12+ years required. Interviews are also maddening. I've had so many places who absolutely loved me and I made it to the final round of interviews, and I left thinking things went extremely well and they'd consider me. However, when I check in with them a week later, they tell me "We really liked you and your qualifications are excellent, but we're hoping to find someone with more experience." The bad interviews I can understand - like the PM position that would have had me managing developers both locally and overseas - I had 3 interviews with them and the ENTIRE interview process was them asking me CS brainteasers and having me waste time on things like writing quicksort on paper or writing binary search trees. Even when I tried steering the discussion towards more relevant PM stuff, they gave me some vague generic replies and went back to the "We want to be Google/MS" crap. But when I have a GOOD interview, they say my "qualifications are excellent" but they want "more experience"...that makes me want to tear my hair out. What else can I DO? While I'm aiming for technically-involved PM positions (not just crunching budget numbers), I really don't want a straight development job because I like creating software from the very high-level vs. spending a lot of time debugging memory leaks. In fact, I can't even GET development positions that I'm qualified for because I make the mistake of telling them that my future career goals are as PM (which usually results in them saying something like "Well we already have PMs and this position isn't really set up to get you there." - which I take to mean "No, that's my job, stay away.") My apologies on the long rant, but I'm seriously hellbent on getting hired as a PM since it's both my career goal and the passion that keeps me awake at night. Any suggestions on what the heck else I can do? I'm currently writing a blog where I talk about my philosophies about software engineering, and I'm writing up specs for an iOS app which I will design, code, and show employers, but this takes an awful lot of time that I don't have.

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

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

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  • Welcome To The Nashorn Blog

    - by jlaskey
    Welcome to all.  Time to break the ice and instantiate The Nashorn Blog.  I hope to contribute routinely, but we are very busy, at this point, preparing for the next development milestone and, of course, getting ready for open source. So, if there are long gaps between postings please forgive. We're just coming back from JavaOne and are stoked by the positive response to all the Nashorn sessions. It was great for the team to have the front and centre slide from Georges Saab early in the keynote. It seems we have support coming from all directions. Most of the session videos are posted. Check out the links. Nashorn: Optimizing JavaScript and Dynamic Language Execution on the JVM. Unfortunately, Marcus - the code generation juggernaut,  got saddled with the first session of the first day. Still, he had a decent turnout. The talk focused on issues relating to optimizations we did to get good performance from the JVM. Much yet to be done but looking good. Nashorn: JavaScript on the JVM. This was the main talk about Nashorn. I delivered the little bit of this and a little bit of that session with an overview, a follow up on the open source announcement, a run through a few of the Nashorn features and some demos. The room was SRO, about 250±. High points: Sam Pullara, from Twitter, came forward to describe how painless it was to get Mustache.js up and running (20x over Rhino), and,  John Ceccarelli, from NetBeans came forward to describe how Nashorn has become an integral part of Netbeans. A healthy Q & A at the end was very encouraging. Meet the Nashorn JavaScript Team. Michel, Attila, Marcus and myself hosted a Q & A. There was only a handful of people in the room (we assume it was because of a conflicting session ;-) .) Most of the questions centred around Node.jar, which leads me to believe, Nashorn + Node.jar is what has the most interest. Akhil, Mr. Node.jar, sitting in the audience, fielded the Node.jar questions. Nashorn, Node, and Java Persistence. Doug Clarke, Akhil and myself, discussed the title topics, followed by a lengthy Q & A (security had to hustle us out.) 80 or so in the room. Lots of questions about Node.jar. It was great to see Doug's use of Nashorn + JPA. Nashorn in action, with such elegance and grace. Putting the Metaobject Protocol to Work: Nashorn’s Java Bindings. Attila discussed how he applied Dynalink to Nashorn. Good turn out for this session as well. I have a feeling that once people discover and embrace this hidden gem, great things will happen for all languages running on the JVM. Finally, there were quite a few JavaOne sessions that focused on non-Java languages and their impact on the JVM. I've always believed that one's tool belt should carry a variety of programming languages, not just for domain/task applicability, but also to enhance your thinking and approaches to problem solving. For the most part, future blog entries will focus on 'how to' in Nashorn, but if you have any suggestions for topics you want discussed, please drop a line.  Cheers. 

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  • Design Pattern for building a Budget

    - by Scott
    So I've looked at the Builder Pattern, Abstract Interfaces, other design patterns, etc. - and I think I'm over thinking the simplicity behind what I'm trying to do, so I'm asking you guys for some help with either recommending a design pattern I should use, or an architecture style I'm not familiar with that fits my task. So I have one model that represents a Budget in my code. At a high level, it looks like this: public class Budget { public int Id { get; set; } public List<MonthlySummary> Months { get; set; } public float SavingsPriority { get; set; } public float DebtPriority { get; set; } public List<Savings> SavingsCollection { get; set; } public UserProjectionParameters UserProjectionParameters { get; set; } public List<Debt> DebtCollection { get; set; } public string Name { get; set; } public List<Expense> Expenses { get; set; } public List<Income> IncomeCollection { get; set; } public bool AutoSave { get; set; } public decimal AutoSaveAmount { get; set; } public FundType AutoSaveType { get; set; } public decimal TotalExcess { get; set; } public decimal AccountMinimum { get; set; } } To go into more detail about some of the properties here shouldn't be necessary, but if you have any questions about those I will fill more out for you guys. Now, I'm trying to create code that builds one of these things based on a set of BudgetBuildParameters that the user will create and supply. There are going to be multiple types of these parameters. For example, on the sites homepage, there will be an example section where you can quickly see what your numbers look like, so they would be a much simpler set of SampleBudgetBuildParameters then say after a user registers and wants to create a fully filled out Budget using much more information in the DebtBudgetBuildParameters. Now a lot of these builds are going to be using similar code for certain tasks, but might want to also check the status of a users DebtCollection when formulating a monthly spending report, where as a Budget that only focuses on savings might not want to. I'd like to reduce code duplication (obviously) as much as possible, but in my head, every way I can think to do this would require using a base BudgetBuilderFactory to return the correct builder to the caller, and then creating say a SimpleBudgetBuilder that inherits from a BudgetBuilder, and put all duplicate code in the BudgetBuilder, and let the SimpleBudgetBuilder handle it's own cases. Problem is, a lot of the unique cases are unique to 2/4 builders, so there will be duplicate code somewhere in there obviously if I did that. Can anyone think of a better way to either explain a solution to this that may or may not be similar to mine, or a completely different pattern or way of thinking here? I really appreciate it.

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  • Comparing Apples and Pairs

    - by Tony Davis
    A recent study, High Costs and Negative Value of Pair Programming, by Capers Jones, pulls no punches in its assessment of the costs-to- benefits ratio of pair programming, two programmers working together, at a single computer, rather than separately. He implies that pair programming is a method rushed into production on a wave of enthusiasm for Agile or Extreme Programming, without any real regard for its effectiveness. Despite admitting that his data represented a far from complete study of the economics of pair programming, his conclusions were stark: it was 2.5 times more expensive, resulted in a 15% drop in productivity, and offered no significant quality benefits. The author provides a more scientific analysis than Jon Evans’ Pair Programming Considered Harmful, but the theme is the same. In terms of upfront-coding costs, pair programming is surely more expensive. The claim of productivity loss is dubious and contested by other studies. The third claim, though, did surprise me. The author’s data suggests that if both the pair and the individual programmers employ static code analysis and testing, then there is no measurable difference in the resulting code quality, in terms of defects per function point. In other words, pair programming incurs a massive extra cost for no tangible return in investment. There were, inevitably, many criticisms of his data and his conclusions, a few of which are persuasive. Firstly, that the driver/observer model of pair programming, on which the study bases its findings, is far from the most effective. For example, many find Ping-Pong pairing, based on use of test-driven development, far more productive. Secondly, that it doesn’t distinguish between “expert” and “novice” pair programmers– that is, independently of other programming skills, how skilled was an individual at pair programming. Thirdly, that his measure of quality is too narrow. This point rings true, certainly at Red Gate, where developers don’t pair program all the time, but use the method in short bursts, while tackling a tricky problem and needing a fresh perspective on the best approach, or more in-depth knowledge in a particular domain. All of them argue that pair programming, and collective code ownership, offers significant rewards, if not in terms of immediate “bug reduction”, then in removing the likelihood of single points of failure, and improving the overall quality and longer-term adaptability/maintainability of the design. There is also a massive learning benefit for both participants. One developer told me how he once worked in the same team over consecutive summers, the first time with no pair programming and the second time pair-programming two-thirds of the time, and described the increased rate of learning the second time as “phenomenal”. There are a great many theories on how we should develop software (Scrum, XP, Lean, etc.), but woefully little scientific research in their effectiveness. For a group that spends so much time crunching other people’s data, I wonder if developers spend enough time crunching data about themselves. Capers Jones’ data may be incomplete, but should cause a pause for thought, especially for any large IT departments, supporting commerce and industry, who are considering pair programming. It certainly shouldn’t discourage teams from exploring new ways of developing software, as long as they also think about how to gather hard data to gauge their effectiveness.

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  • Field Report - Notes from IHRIM Atlanta Event

    - by Natalia Rachelson
    Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} A guest post by Steve Boese, Director, Talent Strategy, Oracle Recently I had the pleasure to serve as a guest speaker at the IHRIM Atlanta/SE Chapter meeting in Atlanta, Georgia. The focus of my talk was Mobile Technology in Human Resources, and while still a new and developing area, the enormous growth and ubiquitous presence of mobile devices and increasing importance of and demand for constant connectivity in both our personal and professional lives has put planning and developing a mobile HR technology strategy high on many organizations lists of priorities in 2012. Numerous studies have shown that the confluence of ever-rising sales of smartphones and tablets; and the increasing tendency for workers of all kinds to be more mobile and less tied down to traditional, fixed-location workplaces and what now seem like old-fashioned PC-centric and traditional computing environments are driving Human Resources leaders to think about how, where, when, and for whom that the deployment of mobile HR solutions will help them address their business needs, and put information in the hands of those that need it, when they need it, and on their preferred devices. In the session we talked about some of the potential opportunities for mobile HR technologies, from simple workflow-based approval capability, to employee directories and robust employee profiles, to more advanced use cases like internal social networking and location-based mobile recruiting applications. And truly we are just scratching the surface of the potential and the value that all kinds of HR-related mobile technologies will help deliver to enterprises in the coming years. Additionally, it was encouraging to talk with many of the HR leaders in attendance who expressed interest in these kinds of mobile HR technology opportunities, as well as to hear how some of them are already working on developing their own mobile strategies or experimenting with mobile solutions in their workforces. It was a fantastic meeting and I’d like to express my thanks to Kim Bryant, IHRIM Atlanta/SE Board President, the other board members, and also the IHRIM Atlanta Chapter members and attendees at the event. If you are in the Atlanta area and are interested in HR and HR Technology, you can learn more about the programs and services that the Chapter has to offer at their website - http://www.ihrimatlantase.org/. And for people that are interested in what we at Oracle are working on in mobile, you can also sign up to receive the latest updates about the Oracle Fusion Applications tablet solutions, Oracle Fusion Tap, at https://fusiontap.oracle.com/.

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  • E-Business Suite : Role of CHUNK_SIZE in Oracle Payroll

    - by Giri Mandalika
    Different batch processes in Oracle Payroll flow have the ability to spawn multiple child processes (or threads) to complete the work in hand. The number of child processes to fork is controlled by the THREADS parameter in APPS.PAY_ACTION_PARAMETERS view. THREADS parameter The default value for THREADS parameter is 1, which is fine for a single-processor system but not optimal for the modern multi-core multi-processor systems. Setting the THREADS parameter to a value equal to or less than the total number of [virtual] processors available on the system may improve the performance of payroll processing. However on the down side, since multiple child processes operate against the same set of payroll tables in HR schema, database may experience undesired consequences such as buffer busy waits and index contention, which results in giving up some of the gains achieved by using multiple child processes/threads to process the work. Couple of other action parameters, CHUNK_SIZE and CHUNK_SHUFFLE, help alleviate the database contention. eg., Set a value for THREADS parameter as shown below. CONNECT APPS/APPS_PASSWORD UPDATE PAY_ACTION_PARAMETERS SET PARAMETER_VALUE = DESIRED_VALUE WHERE PARAMETER_NAME = 'THREADS'; COMMIT; (I am not aware of any maximum value for THREADS parameter) CHUNK_SIZE parameter The size of each commit unit for the batch process is controlled by the CHUNK_SIZE action parameter. In other words, chunking is the act of splitting the assignment actions into commit groups of desired size represented by the CHUNK_SIZE parameter. The default value is 20, and each thread processes one chunk at a time -- which means each child process inserts or processes 20 assignment actions at any time. When multiple threads are configured, each thread picks up a chunk to process, completes the assignment actions and then picks up another chunk. This is repeated until all the chunks are exhausted. It is possible to use different chunk sizes in different batch processes. During the initial phase of processing, CHUNK_SIZE number of assignment actions are inserted into relevant table(s). When multiple child processes are inserting data at the same time into the same set of tables, as explained earlier, database may experience contention. The default value of 20 is mostly optimal in such a case. Experiment with different values for the initial phase by +/-10 for CHUNK_SIZE parameter and observe the performance impact. A larger value may make sense during the main processing phase. Again experimentation is the key in finding the suitable value for your environment. Start with a large value such as 2000 for the chunk size, then increment or decrement the size by 500 at a time until an optimal value is found. eg., Set a value for CHUNK_SIZE parameter as shown below. CONNECT APPS/APPS_PASSWORD UPDATE PAY_ACTION_PARAMETERS SET PARAMETER_VALUE = DESIRED_VALUE WHERE PARAMETER_NAME = 'CHUNK_SIZE'; COMMIT; CHUNK_SIZE action parameter accepts a value that is as low as 1 or as high as 16000. CHUNK SHUFFLE parameter By default, chunks of assignment actions are processed sequentially by all threads - which may not be a good thing especially given that all child processes/threads performing similar actions against the same set of tables almost at the same time. By saying not a good thing, I mean to say that the default behavior leads to contention in the database (in data blocks, for example). It is possible to relieve some of that database contention by randomizing the processing order of chunks of assignment actions. This behavior is controlled by the CHUNK SHUFFLE action parameter. Chunk processing is not randomized unless explicitly configured. eg., Set chunk shuffling as shown below. CONNECT APPS/APPS_PASSWORD UPDATE PAY_ACTION_PARAMETERS SET PARAMETER_VALUE = 'Y' WHERE PARAMETER_NAME = 'CHUNK SHUFFLE'; COMMIT; Finally I recommend checking the following document out for additional details and additional pay action tunable parameters that may speed up the processing of Oracle Payroll.     My Oracle Support Doc ID: 226987.1 Oracle 11i & R12 Human Resources (HRMS) & Benefits (BEN) Tuning & System Health Checks Also experiment with different combinations of parameters and values until the right set of action parameters and values are found for your deployment.

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  • Seeking advice on tools and technology for my new game [closed]

    - by k.k. slider
    I'm a C# developer who has been programming a game in my spare time using XNA and Visual Studio. The game's logic is mostly done and I've completed a prototype that has most of the functionality of (what I envision to be) the final game. However, having heard about the uncertain future and (possibly) limited audience for XNA games, I'm looking to switch platforms... but I don't know what technology would best suit my needs. Below are some specifics about my game and what exactly I'm looking for, if you're interested: The game is a 2D turn-based tactical RPG (strategy game) for two players. It is a basic sprite and tile based game with animations and sound. 3D capabilities are not necessary. I'd like to allow players to compete with others online, and have a basic ranking/matchmaking system. I will probably need something that can interact with a server and a database (the game is turn-based and has no RNG, so cheating would be easy to detect even if most computation is done client-side and minimal data is sent to the server). Ideally, I would be able to release an early version of the game and have people give feedback as I develop additional features (similar to Minecraft). I'd prefer to have a way to release periodic updates to the game instead of releasing an absolute final product. To reach the widest possible audience, I'd prefer technology that allows me to release on PC, Android, iOS, and (maybe) Mac. This is a game with simple mouse inputs which can fit on a mobile touch screen. The game should be monetizable. If I find success with this game, then I may consider becoming a full-time indie game developer. I have several other game ideas and have learned quite a bit from my first attempt at game development. My first thought was an F2P/microtransaction model, but I'm open to other suggestions. Language isn't a primary concern of mine, since I have a decent amount of experience using several languages to program large projects. I'm willing to spend money (e.g. on a developer's license), but the more expensive it gets, the more hesitant I am to use it. I've looked into the following solutions... there are a LOT of tools out there... if anyone has experience with any of these and would like to recommend/reject any of them, it would be helpful. C#/.NET (XNA/MonoGame/SDL/SlimDX/Xamarin/ExEn/ANX?) HTML5/JS (AppMobi/PhoneGap/Marmalade/FlashCanvas/Cordova/libRocket?) Python (Pyglet/Pygame/Kivy?) Java (JavaFX/libGDX?) Unity/Construct 2/Cocos2D/NME/Corona/other game creation software? I'd like something that can do 2D and isn't limited by being too high-level. Other languages (Lua/LOVE? Moai?) Thanks for answering this rather long and tedious question...

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  • How can a developer realize the full value of his work [closed]

    - by Jubbat
    I, honestly, don't want to work as a developer in a company anymore after all I have seen. I want to continue developing software, yes, but not in the way I see it all around me. And I'm in London, a city that congregates lots of great developers from the whole world, so it shouldn't be a problem of location. So, what are my concerns? First of all, best case scenario: you are paying managers salary out of yours. You are consistently underpaid by making up for the average manager negative net return plus his whole salary. Typical scenario. I am a reasonably good developer with common sense who cares for readable code with attention to basic principles. I have found way too often, overconfident and arrogant developers with a severe lack of common sense. Personally, I don't want to follow TDD or Agile practices like all the cool kids nowadays. I would read about them, form my own opinion and take what I feel is useful, but don't follow it sheepishly. I want to work with people who understand that you have to design good interfaces, you absolutely have to document your code, that readability is at the top of your priorities. Also people who don't have a cargo cult mentality too. For instance, the same person who asked me about design patterns in a job interview, later told me that something like a List of Map of Vector of Map of Set (in Java) is very readable. Why would someone ask me about design patterns if they can't even grasp encapsulation? These kind of things are the norm. I've seen many examples. I've seen worse than that too, from very well paid senior devs, by the way. Every second that you spend working with people with such lack of common sense and clear thinking, you are effectively losing money by being terribly inefficient with your time. Yet, with all these inefficiencies, the average developer earns a high salary. So I tried working on my own then, although I don't like the idea. I prefer healthy exchange of opinions and ideas and task division. I then did a bit of online freelancing for a while but I think working in a sweatshop might be more enjoyable. Also, I studied computer engineering and you are in an environment in which your client will presume you don't have any formal education because there is no way to prove it. Again, you are undervalued. You could try building a product, yes. But, of course, luck is a big factor. I wonder if there is a way to work in something you can do well, software development, and be valued for the quality of your work and be paid accordingly, and where you and only you get fairly paid for the value you generate. I know that what I have written seems somehow unlikely but I strongly feel this way. Hopefully someone will understand me and has already figured this out. I don't think I'm alone in this kind of feeling.

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  • ORE graphics using Remote Desktop Protocol

    - by Sherry LaMonica
    Oracle R Enterprise graphics are returned as raster, or bitmap graphics. Raster images consist of tiny squares of color information referred to as pixels that form points of color to create a complete image. Plots that contain raster images render quickly in R and create small, high-quality exported image files in a wide variety of formats. However, it is a known issue that the rendering of raster images can be problematic when creating graphics using a Remote Desktop connection. Raster images do not display in the windows device using Remote Desktop under the default settings. This happens because Remote Desktop restricts the number of colors when connecting to a Windows machine to 16 bits per pixel, and interpolating raster graphics requires many colors, at least 32 bits per pixel.. For example, this simple embedded R image plot will be returned in a raster-based format using a standalone Windows machine:  R> library(ORE) R> ore.connect(user="rquser", sid="orcl", host="localhost", password="rquser", all=TRUE)  R> ore.doEval(function() image(volcano, col=terrain.colors(30))) Here, we first load the ORE packages and connect to the database instance using database login credentials. The ore.doEval function executes the R code within the database embedded R engine and returns the image back to the client R session. Over a Remote Desktop connection under the default settings, this graph will appear blank due to the restricted number of colors. Users who encounter this issue have two options to display ORE graphics over Remote Desktop: either raise Remote Desktop's Color Depth or direct the plot output to an alternate device. Option #1: Raise Remote Desktop Color Depth setting In a Remote Desktop session, all environment variables, including display variables determining Color Depth, are determined by the RCP-Tcp connection settings. For example, users can reduce the Color Depth when connecting over a slow connection. The different settings are 15 bits, 16 bits, 24 bits, or 32 bits per pixel. To raise the Remote Desktop color depth: On the Windows server, launch Remote Desktop Session Host Configuration from the Accessories menu.Under Connections, right click on RDP-Tcp and select Properties.On the Client Settings tab either uncheck LimitMaximum Color Depth or set it to 32 bits per pixel. Click Apply, then OK, log out of the remote session and reconnect.After reconnecting, the Color Depth on the Display tab will be set to 32 bits per pixel.  Raster graphics will now display as expected. For ORE users, the increased color depth results in slightly reduced performance during plot creation, but the graph will be created instead of displaying an empty plot. Option #2: Direct plot output to alternate device Plotting to a non-windows device is a good option if it's not possible to increase Remote Desktop Color Depth, or if performance is degraded when creating the graph. Several device drivers are available for off-screen graphics in R, such as postscript, pdf, and png. On-screen devices include windows, X11 and Cairo. Here we output to the Cairo device to render an on-screen raster graphic.  The grid.raster function in the grid package is analogous to other grid graphical primitives - it draws a raster image within the current plot's grid.  R> options(device = "CairoWin") # use Cairo device for plotting during the session R> library(Cairo) # load Cairo, grid and png libraries  R> library(grid) R> library(png)  R> res <- ore.doEval(function()image(volcano,col=terrain.colors(30))) # create embedded R plot  R> img <- ore.pull(res, graphics = TRUE)$img[[1]] # extract image  R> grid.raster(as.raster(readPNG(img)), interpolate = FALSE) # generate raster graph R> dev.off() # turn off first device   By default, the interpolate argument to grid.raster is TRUE, which means that what is actually drawn by R is a linear interpolation of the pixels in the original image. Setting interpolate to FALSE uses a sample from the pixels in the original image.A list of graphics devices available in R can be found in the Devices help file from the grDevices package: R> help(Devices)

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  • What are they buying &ndash; work or value?

    - by Jamie Kurtz
    When was the last time you ordered a pizza like this: “I want the high school kid in the back to do the following… make a big circle with some dough, curl up the edges, then put some sauce on it using a small ladle, then I want him to take a handful of shredded cheese from the metal container and spread it over the circle and sauce, then finally I want the kid to place 36 pieces of pepperoni over the top of the cheese” ?? Probably never. My typical pizza order usually goes more like this: “I want a large pepperoni pizza”. In the world of software development, we try so hard to be all things agile. We: Write lots of unit tests We refactor our code, then refactor it some more We avoid writing lengthy requirements documents We try to keep processes to a minimum, and give developers freedom And we are proud of our constantly shifting focus (i.e. we’re “responding to change”) Yet, after all this, we fail to really lean and capitalize on one of agile’s main differentiators (from the twelve principles behind the Agile Manifesto): “Working software is the primary measure of progress.” That is, we foolishly commit to delivering tasks instead of features and bug fixes. Like my pizza example above, we fall into the trap of signing contracts that bind us to doing tasks – rather than delivering working software. And the biggest problem here… by far the most troubling outcome… is that we don’t let working software be a major force in all the work we do. When teams manage to ruthlessly focus on the end product, it puts them on the path of true agile. It doesn’t let them accidentally write too much documentation, or spend lots of time and money on processes and fancy tools. It forces early testing that reveals problems in the feature or bug fix. And it forces lots and lots of customer interaction.  Without that focus on the end product as your deliverable… by committing to a list of tasks instead of a list features and bug fixes… you are doomed to NOT be agile. You will end up just doing stuff, spending time on the keyboard, burning time on timesheets. Doing tasks doesn’t force you to minimize documentation. It makes it much harder to respond to change. And it will eventually force you and the client into contract haggling. Because the customer isn’t really paying you to do stuff. He’s ultimately paying for features and bug fixes. And when the customer doesn’t get what they want, responding with “well, look at the contract - we did all the tasks we committed to” doesn’t typically generate referrals or callbacks. In short, if you’re trying to deliver real value to the customer by going agile, you will most certainly fail if all you commit to is a list of things you’re going to do. Give agile what it needs by committing to features and bug fixes – not a list of ToDo items. So the next time you are writing up a contract, remember that the customer should be buying this: Not this:

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  • New Version 3.1 Endeca Information Discovery Now Available

    - by Mike.Hallett(at)Oracle-BI&EPM
    Normal 0 false false false EN-GB X-NONE X-NONE MicrosoftInternetExplorer4 Business User Self-Service Data Mash-up Analysis and Discovery integrated with OBI11g and Hadoop Oracle Endeca Information Discovery 3.1 (OEID) is a major release that incorporates significant new self-service discovery capabilities for business users, including agile data mashup, extended support for unstructured analytics, and an even tighter integration with Oracle BI.  · Self-Service Data Mashup and Discovery Dashboards: business users can combine information from multiple sources, including their own up-loaded spreadsheets, to conduct analysis on the complete set.  Creating discovery dashboards has been made even easier by intuitive drag-and drop layouts and wizard-based configuration.  Business users can now build new discovery applications in minutes, without depending on IT. · Enhanced Integration with Oracle BI: OEID 3.1 enhances its’ native integration with Oracle Business Intelligence Foundation. Business users can now incorporate information from trusted BI warehouses, leveraging dimensions and attributes defined in Oracle’s Common Enterprise Information Model, but evolve them based on the varying day-to-day demands and requirements that they personally manage. · Deep Unstructured Analysis: business users can gain new insights from a wide variety of enterprise and public sources, helping companies to build an actionable Big Data strategy.  With OEID’s long-standing differentiation in correlating unstructured information with structured data, business users can now perform their own text mining to identify hidden concepts, without having to request support from IT. They can augment these insights with best in class keyword search and pattern matching, all in the context of rich, interactive visualizations and analytic summaries. · Enterprise-Class Self-Service Discovery:  OEID 3.1 enables IT to provide a powerful self-service platform to the business as part of a broader Business Analytics strategy, preserving the value of existing investments in data quality, governance, and security.  Business users can take advantage of IT-curated information to drive discovery across high volumes and varieties of data, and share insights with colleagues at a moment’s notice. · Harvest Content from the Web with the Endeca Web Acquisition Toolkit:  Oracle now provides best-of-breed data access to website content through the Oracle Endeca Web Acquisition Toolkit.  This provides an agile, graphical interface for developers to rapidly access and integrate any information exposed through a web front-end.  Organizations can now cost-effectively include content from consumer sites, industry forums, government or supplier portals, cloud applications, and myriad other web sources as part of their overall strategy for data discovery and unstructured analytics. For more information: OEID 3.1 OTN Software and Documentation Download And Endeca available for download on Software Delivery Cloud (eDelivery) New OEID 3.1 Videos on YouTube Oracle.com Endeca Site /* 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-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-fareast-language:EN-US;}

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  • Consumer Oriented Search In Oracle Endeca Information Discovery - Part 2

    - by Bob Zurek
    As discussed in my last blog posting on this topic, Information Discovery, a core capability of the Oracle Endeca Information Discovery solution enables businesses to search, discover and navigate through a wide variety of big data including structured, unstructured and semi-structured data. With search as a core advanced capabilities of our product it is important to understand some of the key differences and capabilities in the underlying data store of Oracle Endeca Information Discovery and that is our Endeca Server. In the last post on this subject, we talked about Exploratory Search capabilities along with support for cascading relevance. Additional search capabilities in the Endeca Server, which differentiate from simple keyword based "search boxes" in other Information Discovery products also include: The Endeca Server Supports Set Search.  The Endeca Server is organized around set retrieval, which means that it looks at groups of results (all the documents that match a search), as well as the relationship of each individual result to the set. Other approaches only compute the relevance of a document by comparing the document to the search query – not by comparing the document to all the others. For example, a search for “U.S.” in another approach might match to the title of a document and get a high ranking. But what if it were a collection of government documents in which “U.S.” appeared in many titles, making that clue less meaningful? A set analysis would reveal this and be used to adjust relevance accordingly. The Endeca Server Supports Second-Order Relvance. Unlike simple search interfaces in traditional BI tools, which provide limited relevance ranking, such as a list of results based on key word matching, Endeca enables users to determine the most salient terms to divide up the result. Determining this second-order relevance is the key to providing effective guidance. Support for Queries and Filters. Search is the most common query type, but hardly complete, and users need to express a wide range of queries. Oracle Endeca Information Discovery also includes navigation, interactive visualizations, analytics, range filters, geospatial filters, and other query types that are more commonly associated with BI tools. Unlike other approaches, these queries operate across structured, semi-structured and unstructured content stored in the Endeca Server. Furthermore, this set is easily extensible because the core engine allows for pluggable features to be added. Like a search engine, queries are answered with a results list, ranked to put the most likely matches first. Unlike “black box” relevance solutions, which generalize one strategy for everyone, we believe that optimal relevance strategies vary across domains. Therefore, it provides line-of-business owners with a set of relevance modules that let them tune the best results based on their content. The Endeca Server query result sets are summarized, which gives users guidance on how to refine and explore further. Summaries include Guided Navigation® (a form of faceted search), maps, charts, graphs, tag clouds, concept clusters, and clarification dialogs. Users don’t explicitly ask for these summaries; Oracle Endeca Information Discovery analytic applications provide the right ones, based on configurable controls and rules. For example, the analytic application might guide a procurement agent filtering for in-stock parts by visualizing the results on a map and calculating their average fulfillment time. Furthermore, the user can interact with summaries and filters without resorting to writing complex SQL queries. The user can simply just click to add filters. Within Oracle Endeca Information Discovery, all parts of the summaries are clickable and searchable. We are living in a search driven society where business users really seem to enjoy entering information into a search box. We do this everyday as consumers and therefore, we have gotten used to looking for that box. However, the key to getting the right results is to guide that user in a way that provides additional Discovery, beyond what they may have anticipated. This is why these important and advanced features of search inside the Endeca Server have been so important. They have helped to guide our great customers to success. 

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  • Upgraded to 12.04 now wifi doesn't work

    - by Benito Kestelman
    My laptop's wifi stopped working when I upgraded to Ubuntu 12.04 (wired works). I just reinstalled 12.04 over my old 12.04 on which wifi didn't work either in an attempt to restore any settings I may have accidentally changed, but it still doesn't work. I also used a wired connection to install updates in case this bug has been fixed, but it has not. Here is the result of sudo lshw -class network: *-network description: Wireless interface product: Centrino Wireless-N + WiMAX 6150 vendor: Intel Corporation physical id: 0 bus info: pci@0000:02:00.0 logical name: wlan0 version: 67 serial: 40:25:c2:5f:5b:f4 width: 64 bits clock: 33MHz capabilities: pm msi pciexpress bus_master cap_list ethernet physical wireless configuration: broadcast=yes driver=iwlwifi driverversion=3.2.0-29-generic-pae firmware=41.28.5.1 build 33926 latency=0 link=no multicast=yes wireless=IEEE 802.11bgn resources: irq:51 memory:de800000-de801fff *-network description: Ethernet interface product: AR8151 v2.0 Gigabit Ethernet vendor: Atheros Communications Inc. physical id: 0 bus info: pci@0000:04:00.0 logical name: eth0 version: c0 serial: 14:da:e9:c0:da:78 capacity: 1Gbit/s width: 64 bits clock: 33MHz capabilities: pm msi pciexpress vpd bus_master cap_list ethernet physical tp 10bt 10bt-fd 100bt 100bt-fd 1000bt-fd autonegotiation configuration: autonegotiation=on broadcast=yes driver=atl1c driverversion=1.0.1.0-NAPI firmware=N/A latency=0 link=no multicast=yes port=twisted pair resources: irq:54 memory:dd400000-dd43ffff ioport:a000(size=128) Here is rfkill list all: 0: phy0: Wireless LAN Soft blocked: no Hard blocked: no 1: asus-wlan: Wireless LAN Soft blocked: no Hard blocked: no 2: asus-wimax: WiMAX Soft blocked: no Hard blocked: no lsusb: Bus 001 Device 001: ID 1d6b:0002 Linux Foundation 2.0 root hub Bus 002 Device 001: ID 1d6b:0002 Linux Foundation 2.0 root hub Bus 003 Device 001: ID 1d6b:0002 Linux Foundation 2.0 root hub Bus 004 Device 001: ID 1d6b:0003 Linux Foundation 3.0 root hub Bus 001 Device 002: ID 8087:0024 Intel Corp. Integrated Rate Matching Hub Bus 002 Device 002: ID 8087:0024 Intel Corp. Integrated Rate Matching Hub Bus 001 Device 003: ID 8087:07d6 Intel Corp. Bus 001 Device 004: ID 13d3:5710 IMC Networks Bus 002 Device 003: ID 045e:0745 Microsoft Corp. Nano Transceiver v1.0 for Bluetooth Bus 003 Device 003: ID 0781:5530 SanDisk Corp. Cruzer lspci: 00:00.0 Host bridge: Intel Corporation 2nd Generation Core Processor Family DRAM Controller (rev 09) 00:02.0 VGA compatible controller: Intel Corporation 2nd Generation Core Processor Family Integrated Graphics Controller (rev 09) 00:16.0 Communication controller: Intel Corporation 6 Series/C200 Series Chipset Family MEI Controller #1 (rev 04) 00:1a.0 USB controller: Intel Corporation 6 Series/C200 Series Chipset Family USB Enhanced Host Controller #2 (rev 05) 00:1b.0 Audio device: Intel Corporation 6 Series/C200 Series Chipset Family High Definition Audio Controller (rev 05) 00:1c.0 PCI bridge: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 1 (rev b5) 00:1c.1 PCI bridge: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 2 (rev b5) 00:1c.3 PCI bridge: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 4 (rev b5) 00:1c.5 PCI bridge: Intel Corporation 6 Series/C200 Series Chipset Family PCI Express Root Port 6 (rev b5) 00:1d.0 USB controller: Intel Corporation 6 Series/C200 Series Chipset Family USB Enhanced Host Controller #1 (rev 05) 00:1f.0 ISA bridge: Intel Corporation HM65 Express Chipset Family LPC Controller (rev 05) 00:1f.2 SATA controller: Intel Corporation 6 Series/C200 Series Chipset Family 6 port SATA AHCI Controller (rev 05) 00:1f.3 SMBus: Intel Corporation 6 Series/C200 Series Chipset Family SMBus Controller (rev 05) 02:00.0 Network controller: Intel Corporation Centrino Wireless-N + WiMAX 6150 (rev 67) 03:00.0 USB controller: ASMedia Technology Inc. ASM1042 SuperSpeed USB Host Controller 04:00.0 Ethernet controller: Atheros Communications Inc. AR8151 v2.0 Gigabit Ethernet (rev c0)

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  • Should I manage authentication on my own if the alternative is very low in usability and I am already managing roles?

    - by rumtscho
    As a small in-house dev department, we only have experience with developing applications for our intranet. We use the existing Active Directory for user account management. It contains the accounts of all company employees and many (but not all) of the business partners we have a cooperation with. Now, the top management wants a technology exchange application, and I am the lead dev on the new project. Basically, it is a database containing our know-how, with a web frontend. Our employees, our cooperating business partners, and people who wish to become our cooperating business partners should have access to it and see what technologies we have, so they can trade for them with the department which owns them. The technologies are not patented, but very valuable to competitors, so the department bosses are paranoid about somebody unauthorized gaining access to their technology description. This constraint necessitates a nightmarishly complicated multi-dimensional RBAC-hybrid model. As the Active Directory doesn't even contain all the information needed to infer the roles I use, I will have to manage roles plus per-technology per-user granted access exceptions within my system. The current plan is to use Active Directory for authentication. This will result in a multi-hour registration process for our business partners where the database owner has to manually create logins in our Active Directory and send them credentials. If I manage the logins in my own system, we could improve the usability a lot, for example by letting people have an active (but unprivileged) account as soon as they register. It seems to me that, after I am having a users table in the DB anyway (and managing ugly details like storing historical user IDs so that recycled user IDs within the Active Directory don't unexpectedly get rights to view someone's technologies), the additional complexity from implementing authentication functionality will be minimal. Therefore, I am starting to lean towards doing my own user login management and forgetting the AD altogether. On the other hand, I see some reasons to stay with Active Directory. First, the conventional wisdom I have heard from experienced programmers is to not do your own user management if you can avoid it. Second, we have code I can reuse for connection to the active directory, while I would have to code the authentication if done in-system (and my boss has clearly stated that getting the project delivered on time has much higher priority than delivering a system with high usability). Third, I am not a very experienced developer (this is my first lead position) and have never done user management before, so I am afraid that I am overlooking some important reasons to use the AD, or that I am underestimating the amount of work left to do my own authentication. I would like to know if there are more reasons to go with the AD authentication mechanism. Specifically, if I want to do my own authentication, what would I have to implement besides a secure connection for the login screen (which I would need anyway even if I am only transporting the pw to the AD), lookup of a password hash and a mechanism for password recovery (which will probably include manual identity verification, so no need for complex mTAN-like solutions)? And, if you have experience with such security-critical systems, which one would you use and why?

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  • Internet of Things Becoming Reality

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

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  • New PeopleSoft HCM 9.1 On Demand Standard Edition provides a complete set of IT services at a low, predictable monthly cost

    - by Robbin Velayedam
    At Oracle Open World last month, Oracle announced that we are extending our On Demand offerings with the general availability of PeopleSoft On Demand Standard Edition. Standard Edition represents Oracle’s commitment to providing customers a choice of solutions, technology, and deployment options commensurate with their business needs and future growth. The Standard Edition offering complements the traditional On Demand offerings (Enterprise and Professional Editions) by focusing on a low, predictable monthly cost model that scales with the size of your business.   As part of Oracle's open cloud strategy, customers can freely move PeopleSoft licensed applications between on premise and the various  on demand options as business needs arise.    In today’s business climate, aggressive and creative business objectives demand more of IT organizations. They are expected to provide technology-based solutions to streamline business processes, enable online collaboration and multi-tasking, facilitate data mining and storage, and enhance worker productivity. As IT budgets remain tight in a recovering economy, the challenge becomes how to meet these demands with limited time and resources. One way is to eliminate the variable costs of projects so that your team can focus on the high priority functions and better predict funding and resource needs two to three years out. Variable costs and changing priorities can derail the best laid project and capacity plans. The prime culprits of variable costs in any IT organization include disaster recovery, security breaches, technical support, and changes in business growth and priorities. Customers have an immediate need for solutions that are cheaper, predictable in cost, and flexible enough for long-term growth or capacity changes. The Standard Edition deployment option fulfills that need by allowing customers to take full advantage of the rich business functionality that is inherent to PeopleSoft HCM, while delegating all application management responsibility – such as future upgrades and product updates – to Oracle technology experts, at an affordable and expected price. Standard Edition provides the advantages of the secure Oracle On Demand hosted environment, the complete set of PeopleSoft HCM configurable business processes, and timely management of regular updates and enhancements to the application functionality and underlying technology. Standard Edition has a convenient monthly fee that is scalable by number of employees, which helps align the customer’s overall cost of ownership with its size and anticipated growth and business needs. In addition to providing PeopleSoft HCM applications' world class business functionality and Oracle On Demand's embassy-grade security, Oracle’s hosted solution distinguishes itself from competitors by offering customers the ability to transition between different deployment and service models at any point in the application ownership lifecycle. As our customers’ business and economic climates change, they are free to transition their applications back to on-premise at any time. HCM On Demand Standard Edition is based on configurability options rather than customizations, requiring no additional code to develop or maintain. This keeps the cost of ownership low and time to production less than a month on average. Oracle On Demand offers the highest standard of security and performance by leveraging a state-of-the-art data center with dedicated databases, servers, and secured URL all within a private cloud. Customers will not share databases, environments, platforms, or access portals with other customers because we value how mission critical your data are to your business. Oracle’s On Demand also provides a full breadth of disaster recovery services to provide customers the peace of mind that their data are secure and that backup operations are in place to keep their businesses up and running in the case of an emergency. Currently we have over 50 PeopleSoft customers delegating us with the management of their applications through Oracle On Demand. If you are a customer interested in learning more about the PeopleSoft HCM 9.1 Standard Edition and how it can help your organization minimize your variable IT costs and free up your resources to work on other business initiatives, contact Oracle or your Account Services Representative today.

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  • eSTEP Newsletter November 2012

    - by mseika
    Dear Partners,We would like to inform you that the November '12 issue of our Newsletter is now available.The issue contains information to the following topics: News from CorpOracle Celebrates 25 Years of SPARC Innovation; IDC White Papers Finds Growing Customer Comfort with Oracle Solaris Operating System; Oracle Buys Instantis; Pillar Axiom OpenWorld Highlights; Announcement Oracle Solaris 11.1 Availability (data sheet, new features, FAQ's, corporate pages, internal blog, download links, Oracle shop); Announcing StorageTek VSM 6; Announcement Oracle Solaris Cluster 4.1 Availability (new features, FAQ's, cluster corp page, download site, shop for media); Announcement: Oracle Database Appliance 2.4 patch update becomes available Technical SectionOracle White papers on SPARC SuperCluster; Understanding Parallel Execution; With LTFS, Tape is Gaining Storage Ground with additional link to How to Create Oracle Solaris 11 Zones with Oracle Enterprise Manager Ops Center; Provisioning Capabilities of Oracle Enterprise Ops Center Manager 12c; Maximizing your SPARC T4 Oracle Solaris Application Performance with the following articles: SPARC T4 Servers Set World Record on Siebel CRM 8.1.1.4 Benchmark, SPARC T4-Based Highly Scalable Solutions Posts New World Record on SPECjEnterprise2010 Benchmark, SPARC T4 Server Delivers Outstanding Performance on Oracle Business Intelligence Enterprise Edition 11g; Oracle SUN ZFS Storage Appliance Reference Architecture for VMware vSphere4; Why 4K? - George Wilson's ZFS Day Talk; Pillar Axiom 600 with connected subjects: Oracle Introduces Pillar Axiom Release 5 Storage System Software, Driving down the high cost of Storage, This Provisioning with Pilar Axiom 600, Pillar Axiom 600- System overview and architecture; Migrate to Oracle;s SPARC Systems; Top 5 Reasons to Migrate to Oracle's SPARC Systems Learning & EventsRecently delivered Techcasts: Learning Paths; Oracle Database 11g: Database Administration (New) - Learning Path; Webcast: Drill Down on Disaster Recovery; What are Oracle Users Doing to Improve Availability and Disaster Recovery; SAP NetWeaver and Oracle Exadata Database Machine ReferencesARTstor Selects Oracle’s Sun ZFS Storage 7420 Appliances To Support Rapidly Growing Digital Image Library, Scottish Widows Cuts Sales Administration 20%, Reduces Time to Prepare Reports by 75%, and Achieves Return on Investment in First Year, Oracle's CRM Cloud Service Powers Innovation: Applications on Demand; Technology on Demand, How toHow to Migrate Your Data to Oracle Solaris 11 Using Shadow Migration; Using svcbundle to Create SMF Manifests and Profiles in Oracle Solaris 11; How to prepare a Sun ZFS Storage Appliance to Serve as a Storage Devise with Oracle Enterprise Manager Ops Center 12c; Command Summary: Basic Operations with the Image Packaging System In Oracle Solaris 11; How to Update to Oracle Solaris 11.1 Using the Image Packaging System, How to Migrate Oracle Database from Oracle Solaris 8 to Oracle Solaris 11; Setting Up, Configuring, and Using an Oracle WebLogic Server Cluster; Ease the Chaos with Automated Patching: Oracle Enterprise Manager Cloud Control 12c; Book excerpt: Oracle Exalogic Elastic Cloud HandbookYou find the Newsletter on our portal under eSTEP News ---> Latest Newsletter. You will need to provide your email address and the pin below to get access. Link to the portal is shown below.URL: http://launch.oracle.com/PIN: eSTEP_2011Previous published Newsletters can be found under the Archived Newsletters section and more useful information under the Events, Download and Links tab. Feel free to explore and any feedback is appreciated to help us improve the service and information we deliver.Thanks and best regards,Partner HW Enablement EMEA

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  • Ops Center 12c - Update - Provisioning Solaris on x86 Using a Card-Based NIC

    - by scottdickson
    Last week, I posted a blog describing how to use Ops Center to provision Solaris over the network via a NIC on a card rather than the built-in NIC.  Really, that was all about how to install Solaris on a SPARC system.  This week, we'll look at how to do the same thing for an x86-based server. Really, the overall process is exactly the same, at least for Solaris 11, with only minor updates. We will focus on Solaris 11 for this blog.  Once I verify that the same approach works for Solaris 10, I will provide another update. Booting Solaris 11 on x86 Just as before, in order to configure the server for network boot across a card-based NIC, it is necessary to declare the asset to associate the additional MACs with the server.  You likely will need to access the server console via the ILOM to figure out the MAC and to get a good idea of the network instance number.  The simplest way to find both of these is to start a network boot using the desired NIC and see where it appears in the list of network interfaces and what MAC is used when it tries to boot.  Go to the ILOM for the server.  Reset the server and start the console.  When the BIOS loads, select the boot menu, usually with Ctrl-P.  This will give you a menu of devices to boot from, including all of the NICs.  Select the NIC you want to boot from.  Its position in the list is a good indication of what network number Solaris will give the device. In this case, we want to boot from the 5th interface (GB_4, net4).  Pick it and start the boot processes.  When it starts to boot, you will see the MAC address for the interface Once you have the network instance and the MAC, go through the same process of declaring the asset as in the SPARC case.  This associates the additional network interface with the server.. Creating an OS Provisioning Plan The simplest way to do the boot via an alternate interface on an x86 system is to do a manual boot.  Update the OS provisioning profile as in the SPARC case to reflect the fact that we are booting from a different interface.  Update, in this case, the network boot device to be GB_4/net4, or the device corresponding to your network instance number.  Configure the profile to support manual network boot by checking the box for manual boot in the OS Provisioning profile. Booting the System Once you have created a profile and plan to support booting from the additional NIC, we are ready to install the server. Again, from the ILOM, reset the system and start the console.  When the BIOS loads, select boot from the Boot Menu as above.  Select the network interface from the list as before and start the boot process.  When the grub bootloader loads, the default boot image is the Solaris Text Installer.  On the grub menu, select Automated Installer and Ops Center takes over from there. Lessons The key lesson from all of this is that Ops Center is a valuable tool for provisioning servers whether they are connected via built-in network interfaces or via high-speed NICs on cards.  This is great news for modern datacenters using converged network infrastructures.  The process works for both SPARC and x86 Solaris installations.  And it's easy and repeatable.

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  • Profiling Startup Of VS2012 &ndash; dotTrace Profiler

    - by Alois Kraus
    Jetbrains which is famous for the Resharper tool has also a profiler in its portfolio. I downloaded dotTrace 5.2 Professional (569€+VAT) to check how far I can profile the startup of VS2012. The most interesting startup option is “.NET Process”. With that you can profile the next started .NET process which is very useful if you want to profile an application which is not started by you.     I did select Tracing as and Wall time to get similar options across all profilers. For some reason the attach option did not work with .NET 4.5 on my home machine. But I am sure that it did work with .NET 4.0 some time ago. Since we are profiling devenv.exe we can also select “Standalone Application” and start it from the profiler. The startup time of VS does increase about a factor 3 but that is ok. You get mainly three windows to work with. The first one shows the threads where you can drill down thread wise where most time is spent. I The next window is the call tree which does merge all threads together in a similar view. The last and most useful view in my opinion is the Plain List window which is nearly the same as the Method Grid in Ants Profiler. But this time we do get when I enable the Show system functions checkbox not a 150 but 19407 methods to choose from! I really tried with Ants Profiler to find something about out how VS does work but look how much we were missing! When I double click on a method I do get in the lower pane the called methods and their respective timings. This is something really useful and I can nicely drill down to the most important stuff. The measured time seems to be Wall Clock time which is a good thing to see where my time is really spent. You can also use Sampling as profiling method but this does give you much less information. Except for getting a first idea where to look first this profiling mode is not very useful to understand how you system does interact.   The options have a good list of presets to hide by default many method and gray them out to concentrate on your code. It does not filter anything out if you enable Show system functions. By default methods from these assemblies are hidden or if the checkbox is checked grayed out. All in all JetBrains has made a nice profiler which does show great detail and it has nice drill down capabilities. The only thing is that I do not trust its measured timings. I did fall several times into the trap with this one to optimize at places which were already fast but the profiler did show high times in these methods. After measuring with Tracing I was certain that the measured times were greatly exaggerated. Especially when IO is involved it seems to have a hard time to subtract its own overhead. What I did miss most was the possibility to profile not only the next started process but to be able to select a process by name and perhaps a count to profile the next n processes of this name. Next: YourKit

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  • How do I get 5.1 surround sound working on an Acer Aspire 5738ZG?

    - by kbargais_LV
    I got a problem with sound. I tried everything but no results. :( I got 3 sound ports. my daemon: # This file is part of PulseAudio. # # PulseAudio is free software; you can redistribute it and/or modify # it under the terms of the GNU Lesser General Public License as published by # the Free Software Foundation; either version 2 of the License, or # (at your option) any later version. # # PulseAudio is distributed in the hope that it will be useful, but # WITHOUT ANY WARRANTY; without even the implied warranty of # MERCHANTABILITY or FITNESS FOR A PARTICULAR PURPOSE. See the GNU # General Public License for more details. # # You should have received a copy of the GNU Lesser General Public License # along with PulseAudio; if not, write to the Free Software # Foundation, Inc., 59 Temple Place, Suite 330, Boston, MA 02111-1307 # USA. ## Configuration file for the PulseAudio daemon. See pulse-daemon.conf(5) for ## more information. Default values are commented out. Use either ; or # for ## commenting. ; daemonize = no ; fail = yes ; allow-module-loading = yes ; allow-exit = yes ; use-pid-file = yes ; system-instance = no ; local-server-type = user ; enable-shm = yes ; shm-size-bytes = 0 # setting this 0 will use the system-default, usually 64 MiB ; lock-memory = no ; cpu-limit = no ; high-priority = yes ; nice-level = -11 ; realtime-scheduling = yes ; realtime-priority = 5 ; exit-idle-time = 20 ; scache-idle-time = 20 ; dl-search-path = (depends on architecture) ; load-default-script-file = yes ; default-script-file = /etc/pulse/default.pa ; log-target = auto ; log-level = notice ; log-meta = no ; log-time = no ; log-backtrace = 0 resample-method = speex-float-1 ; enable-remixing = yes ; enable-lfe-remixing = no flat-volumes = no ; rlimit-fsize = -1 ; rlimit-data = -1 ; rlimit-stack = -1 ; rlimit-core = -1 ; rlimit-as = -1 ; rlimit-rss = -1 ; rlimit-nproc = -1 ; rlimit-nofile = 256 ; rlimit-memlock = -1 ; rlimit-locks = -1 ; rlimit-sigpending = -1 ; rlimit-msgqueue = -1 ; rlimit-nice = 31 ; rlimit-rtprio = 9 ; rlimit-rttime = 1000000 ; default-sample-format = s16le ; default-sample-rate = 44100 ; default-sample-channels = 6 ; default-channel-map = front-left,front-right default-fragments = 8 default-fragment-size-msec = 10 ; enable-deferred-volume = yes ; deferred-volume-safety-margin-usec = 8000 ; deferred-volume-extra-delay-usec = 0

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  • D&rsquo;Arcy&rsquo;s Book Club - The New Strategic Selling

    - by D'Arcy Lussier
    The New Strategic Selling Miller and Heiman Amazon.ca Amazon.com Chapters Everybody is a salesmen. Every day, without knowing it, we sell something to someone. Now, the typical vision people think of when they hear the word “sales” is the sleazy used car salesperson who does whatever they can to get you to buy the clunker on their lot. But selling is not an action tied to money and products. Selling is about convincing people to see your point of view and act on it. If you want your company to cover a trip to a conference, you may have to sell the idea to your boss. If you want to buy that new big screen TV, you have to sell the idea to your significant other. If you want to go on a weekend fishing trip with the boys you might be called in to help sell the idea to your buddies wife. We all sell, but we don’t all sell very well. So enter The New Strategic Selling, a book based on the sales course put on by the Miller-Heiman group. In fact, this isn’t really a “New” strategy to selling as its been around for a number of years. But the concepts they present, the ideas about selling, these are still very radical based on what most of us have experienced. Gone are the high pressure, win at all cost, GlenGarry-GlenRoss style of sales…instead the book presents a framework to switch to need-based selling. It’s the idea that instead of going in raving about a product or service, you build a relationship where the buyer expresses what their needs are and your response is to present a solution that best fits that need. Instead of focussing on the amount of money you can squeeze out of a client, you focus on whether everyone wins, that they receive win-results from the engagement, that repeat business is developed over time delivering value over and over again. The great thing about the book is that what it teaches…things like how to identify different buying influencers, how to prepare for meetings, techniques to solicit information about what the buyer is really thinking/feeling…these things are entirely applicable in *any* situation that you need to sell to someone…and remember: selling is convincing people to see your point of view and act on it. So that new big screen TV you want to buy but need to convince your wife on? This book can help you. That training opportunity you want your company to send you on? This book can help you. The upgrade to your community park that you want to lobby the local civic authorities for? This book can help you. The book is a bit wordy. I found that the length could have been reduced and the points still have gotten across. That’s really the only knock that I have though; the insight that it provides is so worthwhile that having to chew through extra words is well worth it. You definitely don’t have to be a professional salesperson to benefit from this book. Rating: 4/5

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  • The best computer ever

    - by Jeff
    (This is a repost from my personal blog… wow… I need to write more technical stuff!) About three years and three months ago, I bought a 17" MacBook Pro, and it turned out to be the best computer I've ever owned. You might think that every computer with better specs is automatically better than the last, but that hasn't been my experience. My first one was a Sony, back in the Pentium III days, and it cost an astonishing $2,500. That was even more ridiculous in 1999 dollars. It had a dial-up modem, and a CD-ROM, built-in! It may have even played DVD's. A few years later I bought an HP, and it ended up being a pile of shit. The power connector inside came loose from the board, and on occasion would even short. In 2005, I bought a Dell, and it wasn't bad. It had a really high resolution screen (complete with dead pixels, a problem in those days), and it was the first laptop I felt I could do real work on. When 2006 rolled around, Apple started making computers with Intel CPU's, and I bought the very first one the week it came out. I used Boot Camp to run Windows. I still have it in its box somewhere, and I used it for three years. The current 17" was new in 2009. The goodness was largely rooted in having a big screen with lots of dots. This computer has been the source of hundreds of blog posts, tens of thousands of lines of code, video and photo editing, and of course, a whole lot of Web surfing. It connected to corpnet at Microsoft, WiFi in Hawaii and has presented many a deck. It has traveled with me tens of thousands of miles. Last year, I put a solid state drive in it, and it was like getting a new computer. I can boot up a Windows 7 VM in about 19 seconds. Having 8 gigs of RAM has always been fantastic. Everything about it has been fast and fun. When new, the battery (when not using VM's) could get as much as 10 hours. I can still do 7 without much trouble. After 460 charge cycles, the battery health is still between 85 and 90%. The only real negative has been the size and weight. It's only an inch thick, but naturally it's pretty big with a 17" screen. You don't get battery life like that without a huge battery, either, so it's heavy. It was never a deal breaker, but sometimes a long haul across a large airport, you know you're carrying it. Today, Apple announced a new, thinner and lighter 15" laptop, with twice the RAM and CPU cores, and four times the screen resolution. It basically handles my size and weight issues while retaining the resolution, and it still costs less than my 17" did. So I ordered one. Three years is an excellent run, but I kind of budgeted for a new workhorse this year anyway. So if you're interested in a 17" MacBook Pro with a Core 2 Duo 2.66 GHz CPU, 8 gigs of RAM and a 320 gig hard drive (sorry, I'm keeping the SSD), I have one to sell. They've apparently discontinued the 17", which is going to piss off the video community. It's in excellent condition, with a few minor scratches, but I take care of my stuff.

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  • When things go awry

    - by Phil Factor
    The moment the Entrepreneur opened his mouth on prime-time national TV, spelled out the URL and waxed big on how exciting ‘his’ new website was, I knew I was in for a busy night. I’d designed and built it. All at once, half a million people tried to log into the website. Although all my stress-testing paid off, I have to admit that the network locked up tight long before there was any danger of a database or website problem. Soon afterwards, the Entrepreneur and the Big Boss were there in the autopsy meeting. We picked through all our systems in detail to see how they’d borne the unexpected strain. Mercifully, in view of the sour mood of the Big Boss, it turned out that the only thing we could have done better was buy a bigger pipe to and from the internet. We’d specified that ‘big pipe’ when designing the system. The Big Boss had then railed at the cost and so we’d subsequently compromised. I felt that my design decisions were vindicated. The Big Boss brooded for a while. Then he made the significant comment: “What really ****** me off is the fact that, for ten minutes, we couldn’t take people’s money.” At that point I stopped feeling smug. Had the internet connection been better, the system would have reached its limit and failed rather precipitously, and that wasn’t what he wanted. Then it occurred to me that what had gummed up the connection was all those images on the site, that had made it so impressive for the visitors. If there had been a way to automatically pare down the site to the bare essentials under stress… Hmm. I began to consider disaster-recovery in the broadest sense – maintaining a service in spite of unusual or unexpected events. What he said makes a lot of sense: sacrifice whatever isn’t essential to keep the core service running when we approach the capacity limits. Maybe in IT we should borrow (or revive) the business concept of the ‘Skeleton service’, maintaining only the priority parts under stress, using a process that is well-prepared and carefully rehearsed. How might this work? Whatever the event we have to prepare for, it is all about understanding the priorities; knowing what one can dispense with when the going gets tough. In the event of database disaster, it’s much faster to deploy a skeletal system with only the essential data than to restore the entire system, though there would have to be a reconciliation process to update the revived database retrospectively, once the emergency was over. It isn’t just the database that could be designed for resilience. One could prepare for unusually high traffic in a website by designing a system that degraded gradually to a ‘skeletal’ site, one that maintained the commercial essentials without fat images, JavaScript libraries and razzmatazz. This is all what the Big Boss scathingly called ‘a mere technicality’. It seems to me that what is needed first is a culture of application and database design which acknowledges that we live in a very imperfect world, and react accordingly when things go awry.

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

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} What are the primary measurements for rating CEO performance? For corporate boards, business analysts, investors, and the trade press the metrics they deploy are relatively binary in nature; what is being done to generate earnings, and what is being done to build and sustain high performance? As for the market, interest is primarily aroused when operational and financial performance falls outside planned commitments for the year. When organizations announce better than predicted results, they usually experience an immediate increase in share price. Likewise, poor results have an obviously negative impact on the share price and impact the role and tenure of the incumbent CEO. The danger for the CEO is that the risk of failure is ever present, ranging from manufacturing delays and supply chain issues to labor shortages and scope creep. This risk is enhanced by the involvement of secondary suppliers providing services critical to overall work schedules, and magnified further across a portfolio of programs and projects underway at any one time – and all set within a global context. All can impact planned return on investment and have an inevitable impact on the share price – the primary empirical measure of day-to-day performance. Read this complete complementary report, In the Firing Line and explore what is the direct link between the health of the portfolio and CEO performance. This report will provide an overview of the responsibility the CEO has for implementing and maintaining a culture of accountability, offer examples of some of the higher profile project failings in recent years, and detail the capabilities available to the CEO to mitigate the risks residing in their own portfolios. Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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