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  • New Oracle University Courses for June 2014 - Just Released!

    - by user12601713
    -Written by the Oracle University Marketing team  At Oracle University, we work hard to make sure our training and certification portfolio is current. Here's a quick summary of our hottest new courses.  Top Course Releases for June 1)   Oracle BI 11g R1: Build Repositories 2)   Oracle WebCenter Sites 11g for System Administrators 3)   Oracle Database 12c: Clusterware Administration 4)   Oracle Database 12c: ASM Administration 5)   Oracle Enterprise Manager Ops Center 12c R2 Virtualizing Systems 6)   XML Fundamentals Ed 1.1 7)   PeopleSoft Global Payroll Rel 9.2 8)   Oracle Agile 9.3.3 Administrator 9)   Oracle Agile 9.3.3 Product Collaboration This is just a sample of what we expect to be popular new releases. Explore all of Oracle's training and certifications at education.oracle.com.  Courses can be taken in the classroom or online. Choose your learning method based on your schedule.

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  • Should Developers Perform All Tasks or Should They Specialize?

    - by Bob Horn
    Disclaimer: The intent of this question isn't to discern what is better for the individual developer, but for the system as a whole. I've worked in environments where small teams managed certain areas. For example, there would be a small team for every one of these functions: UI Framework code Business/application logic Database I've also worked on teams where the developers were responsible for all of these areas and more (QA, analsyt, etc...). My current environment promotes agile development (specifically scrum) and everyone has their hands in every area mentioned above. While there are pros and cons to each approach, I'd be curious to know if there are more pros and cons than I list below, and also what the generally feeling is about which approach is better. Devs Do It All Pros 1. Developers may be more well-rounded 2. Developers know more of the system Cons 1. Everyone has their hands in all areas, increasing the probability of creating less-than-optimal results in that area 2. It can take longer to do something with which you are unfamiliar (jack of all trades, master of none) Devs Specialize Pros 1. Developers can create policies and procedures for their area of expertise and more easily enforce them 2. Developers have more of a chance to become deeply knowledgeable about their specific area and make it the best it can be 3. Other developers don't cross boundaries and degrade another area Cons 1. As one colleague put it: "Why would you want to pigeon-hole yourself like that?" (Meaning some developers won't get a chance to work in certain areas.) It's easy to say how wonderful agile is, and that we should do it all, but I'm somewhat of a fan of having areas of expertise. Without that expertise, I've seen code degrade, database schemas become difficult to manage, hack UI code, etc... Let's face it, some people make careers out of doing just UI work, or just database work. It's not that easy to just fill in and do as good of a job as an expert in that area.

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  • PASS Summit Preconference and Sessions

    - by Davide Mauri
    I’m very pleased to announce that I’ll be delivering a Pre-Conference at PASS Summit 2012. I’ll speak about Business Intelligence again (as I did in 2010) but this time I’ll focus only on Data Warehouse, since it’s big topic even alone. I’ll discuss not only what is a Data Warehouse, how it can be modeled and built, but also how it’s development can be approached using and Agile approach, bringing the experience I gathered in this field. Building the Agile Data Warehouse with SQL Server 2012 http://www.sqlpass.org/summit/2012/Sessions/SessionDetails.aspx?sid=2821 I’m sure you’ll like it, especially if you’re starting to create a BI Solution and you’re wondering what is a Data Warehouse, if it is still useful nowadays that everyone talks about Self-Service BI and In-Memory databases, and what’s the correct path to follow in order to have a successful project up and running. Beside this Preconference, I’ll also deliver a regular session, this time related to database administration, monitoring and tuning: DMVs: Power in Your Hands http://www.sqlpass.org/summit/2012/Sessions/SessionDetails.aspx?sid=3204 Here we’ll dive into the most useful DMVs, so that you’ll see how that can help in everyday management in order to discover, understand and optimze you SQL Server installation, from the server itself to the single query. See you there!!!!!

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  • PASS Summit Preconference and Sessions

    - by Davide Mauri
    I’m very pleased to announce that I’ll be delivering a Pre-Conference at PASS Summit 2012. I’ll speak about Business Intelligence again (as I did in 2010) but this time I’ll focus only on Data Warehouse, since it’s big topic even alone. I’ll discuss not only what is a Data Warehouse, how it can be modeled and built, but also how it’s development can be approached using and Agile approach, bringing the experience I gathered in this field. Building the Agile Data Warehouse with SQL Server 2012 http://www.sqlpass.org/summit/2012/Sessions/SessionDetails.aspx?sid=2821 I’m sure you’ll like it, especially if you’re starting to create a BI Solution and you’re wondering what is a Data Warehouse, if it is still useful nowadays that everyone talks about Self-Service BI and In-Memory databases, and what’s the correct path to follow in order to have a successful project up and running. Beside this Preconference, I’ll also deliver a regular session, this time related to database administration, monitoring and tuning: DMVs: Power in Your Hands http://www.sqlpass.org/summit/2012/Sessions/SessionDetails.aspx?sid=3204 Here we’ll dive into the most useful DMVs, so that you’ll see how that can help in everyday management in order to discover, understand and optimze you SQL Server installation, from the server itself to the single query. See you there!!!!!

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  • Is Ruby on Rails supposed to have a steep learning curve or is it just me?

    - by Anita
    I'm a self-taught programmer. I've been learning RoR since October with varying intensity (sometimes all day, sometimes nothing for several weeks). Before that I knew only Java, but knew it pretty well. I've heard so much hype about RoR and how it's supposed to make you happy, productive, etc. So far it's only made me frustrated. I learned it out of the Agile book, and I suspect part of the difficulty might have to do with my not knowing JavaScript and CSS, and having only a shaky grasp of databases and HTML. But apparently it took me much longer to complete the project in the Agile book than other people, and I still don't remember much of it. There are some things about Rails that I just can't seem to get, e.g. when to use symbols and when NOT to, or how dynamic methods are called. Recently I was given a small Rails assignment where I'm asked to make a small change to the interface. It's taken me around 25 hours and although I've made some progress in understanding the code, I still have no idea how to proceed. I can't even ask Stack Overflow because there is so much code I'll have to provide to give context. So my question is in the title: is RoR supposed to take a long time to learn or am I just slow? Can it be that I've been learning from the wrong book? My learning style is such that I either understand nothing or understand everything, if that makes sense. Thanks!

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  • Blog Rebranding

    I have been spending more and more time on learning as much as I can on Agile Development and also have been fairly immersed in rolling out TFS 2010 in our environment.  I feel like it is time to talk about some of my experiences.  With that, I am rebranding my blog to focus on these topics.  I am going to start with a bunch of blogs on the process I have gone through getting TFS 2010 configured for our development teams. Last week, Brian Harry was in our office and gave a great talk on the improved tools in TFS 2010 and how Microsoft uses the tools internally.  I followed that up with a high-level overview of the improved out of the box process templates and the process to customize them.  I am definitely very excited about the new features in 2010 and hopefully will keep up my motivation to blog about it.  I am writing my first post right now about the process I went through to build a task progress report based on the user story progress report in the MSF for Agile Development template.  Stay tunedDid you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • JavaOne pictures and Community Commentary on JCP Awards

    - by heathervc
    We posted some pictures from JCP related events at JavaOne 2012 on the JCP Facebook page today.  The 2012 JCP Program Award winners and some of the nominees responded to the community recognition of their achievements during some of the JCP events last week.     “Our job on the EC is to balance the need of innovation – so we don’t standardize too early, or too late. We try to find that sweet spot that makes innovation and standardization work together, and not against each other.”- Ben Evans, CEO of jClarity and Executive Committee (EC) representative of the London Java Community, 2012 JCP Member/Participant of the Year Winner“SouJava has been evangelizing the Java platform, promoting the Java ecosystem in Brazil, and contributing to JSRs for several years. It’s very gratifying to have our work recognized, on behalf of many developers and Java User Groups around the world. This really is the work of a large group of people, represented by the few that can be here tonight.”- Michael Santos, representative of SouJava, 2012 JCP Member/Participant of the Year Winner "In the last years Credit Suisse has contributed to the development of Java EE specifications through participation in many customer advisory boards, through statements of requirements for extensions to the core Java related products in use, and active participation in JSRs. Winning the JCP Outstanding Spec Lead Award 2012 is very encouraging for our engagement and also demonstrates the level of expertise and commitment to drive the evolution of Java. Victor Grazi is happy and honored to receive this award." - Susanne Cech Previtali, Executive Committee (EC) representative of Credit Suisse, accepting award for 2012 JCP Outstanding Spec Lead Winner "Managing a JSR is difficult. There are so many decisions to be made and so many good and varied opinions, you never really know if you have decided correctly. The key to success is transparency and collaboration. I am truly humbled by receiving this award, there are so many other active JSRs.” Victor added that going forward in the JCP EC, they would like to simplify and open the process of participation – being addressed in the JCP.Next initiative of the JCP EC. "We would also like to encourage the engagement of universities, professors and students – as an important part of the Java community. While innovation is the lifeblood of our community and industry, without strong standards and compatibility requirements, we all end up in a maze of technology where everything is slightly different and doesn’t quite work with everything else." Victo Grazi, Executive Committee (EC) representative of Credit Suisse, 2012 JCP Outstanding Spec Lead Winner“I am very pleased, of course, to accept this award, but the credit really should go to all of those who have participated in the work of the JCP, while pushing for changes in the way it operates.  JCP.Next represents three JSRs. The first two are done, but the final step, JSR 358, is the complicated one, and it will bring in the lawyers. Just to give you an idea of what we’re dealing with, it affects licensing, intellectual property, patents, implementations not based on the Reference Implementation (RI), the role of the RI, compatibility policy, possible changes to the Technical Compatibility Kit (TCK), transparency, where do individuals fit in, open source, and more.”- Patrick Curran, JCP Chair, Spec Lead on JCP.Next JSRs (JSR 348, JSR 355 and JSR 358), 2012 JCP Most Significant JSR Winner“I’m especially glad to see the JCP community recognize JCP.Next for its importance. The governance work it represents is KEY to moving the Java platform forward and the success of the technology.”- John Rizzo, Executive Committee (EC) representative of Aplix Corporation, JSR Expert Group Member “I am deeply honored to be nominated. I had the privilege to receive two awards on behalf of Expert Groups and Spec Leads two years ago. But this time, I am nominated personally, which values my own contribution to the JCP, and of course, participation in JSRs and the EC work. I’m a fan of Agile Principles and Values Working. Being an Agile Coach and Consultant, I use it for some of the biggest EC Member companies and projects. It fuels my ability to help the JCP become more agile, lean and transparent as part of the JCP.Next effort.” - Werner Keil, Individual Executive Committee (EC) Member, a 2012 JCP Member/Participant of the Year Nominee, JSR Expert Group Member“The JCP ever has been some kind of institution for me,” Markus said. “If in technical doubt, I go there, look for the specifications of the implementation I work with at the moment and verify what I had observed. Since the beginning of my Java journey more than 12 years back now, I always had a strong relationship with the JCP. Shaping the future of a technology by joining the JCP – giving feedback and contributing to the road ahead through individual JSRs – that brings you to a whole new level.”Calling himself, “the new kid on the block,” he explained that for years he was afraid to join the JCP and contribute. But in reality, “Every single one of the big names I meet from the different Expert Groups is a nice person. People you can actually work with,” he says. “And nobody blames you for things you don't know. As long as you are committed and bring what is worth the most: passion, experiences and the desire to make a difference.” - Markus Eisele, a 2012 JCP Member of the Year Nominee, JSR Expert Group MemberCongratulations again to all of the nominees and winners of the JCP Program Awards.  Next year, we will add another award for the group of JUG members (not an entire JUG) that makes the best contribution to the Adopt-a-JSR program.  Let us know if you have other suggestions or improvements.

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  • Die glücklichen Gewinner der Oracle Partner Awards Germany 2012

    - by A&C Redaktion
    Es war ein Höhepunkt des Oracle Partner Days: Die Award Ceremony, auf der deutsche Oracle Partner für ihr besonderes Engagement und herausragende Erfolge bei der Spezialisierung ausgezeichnet wurden. Jeder Preisträger erhielt neben dem Award eine Urkunde sowie einen Wertscheck in Höhe von 2.000 Euro für eine Demand Generation Kampagne. Wir gratulieren allen Gewinnern ganz herzlich und stellen sie Ihnen im Folgenden kurz vor:Database Partner of the Year Germany: inforsacom Informationssysteme GmbHDass der EMEA Database Partner of the Year inforsacom auch im bundesweiten Vergleich überzeugen würde, war keine große Überraschung, ist aber ein Riesenerfolg! Übrigens war inforsacom auch schon 2011 unter den Preisträgern des OPN Day Satellite (wir berichteten). Der Platinum Partner inforsacom Informationssysteme GmbH entwickelt und liefert seit 1997 integrierte IT-Lösungen im Data-Center. Als „trusted advisor“ ist es ein Schwerpunkt von Inforsacom, in der Beratung den größtmöglichen Kundennutzen aufzuzeigen. inforsacom setzt einen deutlichen Fokus auf Oracle Datenbanktechnologien sowie das Hardware und Engineered Systems Portfolio -  inklusive der damit verbundenen Spezialisierung und Ausbildung der Mitarbeiter. Middleware Partner of the Year Germany: People at Work Systems AGZum Middleware Partner of the Year wurde die People at Work Systems AG gekürt, ein Software- und Beratungsunternehmen aus München, das  Kunden individuelle Dienstleistungen und Lösungen für Customer Relationship Management (CRM) und  Business Process Management (BPM) auf der Basis von Oracle anbietet. Seit Jahren zeigt der Oracle Partner ein hohes Commitment zu Oracle, unter anderem durch sein umfassendes Engagement im Rahmen der Solution Partner Community SOA. Die große technologische und vertriebliche Kompetenz in Sachen BPM, SOA & Integration hat die People at Work GmbH in verschiedenen komplexen Fusion Middleware-Projekten erfolgreich unter Beweis gestellt. Applications Partner of the Year Germany: ifb AGDie ifb-group deckt als einer der wenigen Partner das komplette Hyperion, Oracle EPM und BI Portfolio ab. Dabei ist das Markenzeichen der ifb die enge Verbindung von Fachexpertise und Umsetzungsstärke, denn weltweit setzen über 800 Unternehmen seit vielen Jahren erfolgreich auf Lösungen der ifb. Der Award „Applications Partner of the Year“ würdigt die Spezialisierung der ifb auf EPM. Industry Partner of the Year Germany: PORTRIX LOGISTIC SOFTWARE GmbHÜber den Preis als bester Industry Partner freute sich die PORTRIX LOGISTIC SOFTWARE GmbH aus Hamburg, eine Tochter der portrix.net GmbH. Mit einer eigenen Software-Lösung bietet der ISV Speditionen eine Lösung an, die die Abrechnung und Transparenz von Vertragskonditionen über die ganze Transportkette hinweg vereinfacht. Die Unternehmensgruppe portrix.net ist mit mehr als vier Spezialisierungen mit sehr gutem Oracle Know-how ausgestattet und somit in der Lage, zu unterschiedlichsten Anforderungen von Endkunden und Oracle Partnern exzellent zu beraten. Oracle Accelerate Partner of the Year Germany: ICP Solution GmbHICP Solution unterstützt als "One-Stop-Shop" auf dem europäischen Markt Kunden in allen Fragen rund um PLM und Agile von Oracle. Das Leistungsspektrum reicht dabei von der Prozessoptimierung und PLM Einführung, über ERP Integration bis hin zum Wartungsvertrag und speziellen Schulungen.Server & Storage Systems Partner of the Year Germany: CCF AGDie CCF AG ist schon seit 19 Jahren ein überzeugter Sun/Oracle Partner, der ca. 90% seines Umsatzes mit Sun/Oracle Produkten macht. Als flexibles regionales Unternehmen mit angeschlossener Consulting Firma, die auf Solaris und Unix spezialisiert ist, ist die CCF einer der wenigen Oracle Partner mit eigenen Solaris Administratoren. Der Award würdigt auch die herausragenden Umsatzergebnisse von CCF im Hardware Segment.Oracle on Oracle Partner of the Year Germany: anykey GmbHAuch ankey ist bereits ein langjähriger Partner von Sun/Oracle und verfügt über hohes Consulting-Know-how. 2012 ist anykey richtig durchgestartet: Viele Zertifizierungen sowie Datenbankspezialisierung wurden erworben und der Platinum Partner hat sich damit den Bereich „Oracle on Oracle“ erschlossen. Durch die erfolgreiche Platzierung bei Kunden konnte anykey im letzten Fiskaljahr sogar den Umsatz verdoppeln.

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  • Die glücklichen Gewinner der Oracle Partner Awards Germany 2012

    - by A&C Redaktion
    Es war ein Höhepunkt des Oracle Partner Days: Die Award Ceremony, auf der deutsche Oracle Partner für ihr besonderes Engagement und herausragende Erfolge bei der Spezialisierung ausgezeichnet wurden. Jeder Preisträger erhielt neben dem Award eine Urkunde sowie einen Wertscheck in Höhe von 2.000 Euro für eine Demand Generation Kampagne. Wir gratulieren allen Gewinnern ganz herzlich und stellen sie Ihnen im Folgenden kurz vor:Database Partner of the Year Germany: inforsacom Informationssysteme GmbHDass der EMEA Database Partner of the Year inforsacom auch im bundesweiten Vergleich überzeugen würde, war keine große Überraschung, ist aber ein Riesenerfolg! Übrigens war inforsacom auch schon 2011 unter den Preisträgern des OPN Day Satellite (wir berichteten). Der Platinum Partner inforsacom Informationssysteme GmbH entwickelt und liefert seit 1997 integrierte IT-Lösungen im Data-Center. Als „trusted advisor“ ist es ein Schwerpunkt von Inforsacom, in der Beratung den größtmöglichen Kundennutzen aufzuzeigen. inforsacom setzt einen deutlichen Fokus auf Oracle Datenbanktechnologien sowie das Hardware und Engineered Systems Portfolio -  inklusive der damit verbundenen Spezialisierung und Ausbildung der Mitarbeiter. Middleware Partner of the Year Germany: People at Work Systems AGZum Middleware Partner of the Year wurde die People at Work Systems AG gekürt, ein Software- und Beratungsunternehmen aus München, das  Kunden individuelle Dienstleistungen und Lösungen für Customer Relationship Management (CRM) und  Business Process Management (BPM) auf der Basis von Oracle anbietet. Seit Jahren zeigt der Oracle Partner ein hohes Commitment zu Oracle, unter anderem durch sein umfassendes Engagement im Rahmen der Solution Partner Community SOA. Die große technologische und vertriebliche Kompetenz in Sachen BPM, SOA & Integration hat die People at Work GmbH in verschiedenen komplexen Fusion Middleware-Projekten erfolgreich unter Beweis gestellt. Applications Partner of the Year Germany: ifb AGDie ifb-group deckt als einer der wenigen Partner das komplette Hyperion, Oracle EPM und BI Portfolio ab. Dabei ist das Markenzeichen der ifb die enge Verbindung von Fachexpertise und Umsetzungsstärke, denn weltweit setzen über 800 Unternehmen seit vielen Jahren erfolgreich auf Lösungen der ifb. Der Award „Applications Partner of the Year“ würdigt die Spezialisierung der ifb auf EPM. Industry Partner of the Year Germany: PORTRIX LOGISTIC SOFTWARE GmbHÜber den Preis als bester Industry Partner freute sich die PORTRIX LOGISTIC SOFTWARE GmbH aus Hamburg, eine Tochter der portrix.net GmbH. Mit einer eigenen Software-Lösung bietet der ISV Speditionen eine Lösung an, die die Abrechnung und Transparenz von Vertragskonditionen über die ganze Transportkette hinweg vereinfacht. Die Unternehmensgruppe portrix.net ist mit mehr als vier Spezialisierungen mit sehr gutem Oracle Know-how ausgestattet und somit in der Lage, zu unterschiedlichsten Anforderungen von Endkunden und Oracle Partnern exzellent zu beraten. Oracle Accelerate Partner of the Year Germany: ICP Solution GmbHICP Solution unterstützt als "One-Stop-Shop" auf dem europäischen Markt Kunden in allen Fragen rund um PLM und Agile von Oracle. Das Leistungsspektrum reicht dabei von der Prozessoptimierung und PLM Einführung, über ERP Integration bis hin zum Wartungsvertrag und speziellen Schulungen.Server & Storage Systems Partner of the Year Germany: CCF AGDie CCF AG ist schon seit 19 Jahren ein überzeugter Sun/Oracle Partner, der ca. 90% seines Umsatzes mit Sun/Oracle Produkten macht. Als flexibles regionales Unternehmen mit angeschlossener Consulting Firma, die auf Solaris und Unix spezialisiert ist, ist die CCF einer der wenigen Oracle Partner mit eigenen Solaris Administratoren. Der Award würdigt auch die herausragenden Umsatzergebnisse von CCF im Hardware Segment.Oracle on Oracle Partner of the Year Germany: anykey GmbHAuch ankey ist bereits ein langjähriger Partner von Sun/Oracle und verfügt über hohes Consulting-Know-how. 2012 ist anykey richtig durchgestartet: Viele Zertifizierungen sowie Datenbankspezialisierung wurden erworben und der Platinum Partner hat sich damit den Bereich „Oracle on Oracle“ erschlossen. Durch die erfolgreiche Platzierung bei Kunden konnte anykey im letzten Fiskaljahr sogar den Umsatz verdoppeln.

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  • Clouds, Clouds, Clouds Everywhere, Not a Drop of Rain!

    - by sxkumar
    At the recently concluded Oracle OpenWorld 2012, the center of discussion was clearly Cloud. Over the five action packed days, I got to meet a large number of customers and most of them had serious interest in all things cloud.  Public Cloud - particularly the Oracle Cloud - clearly got a lot of attention and interest. I think the use cases and the value proposition for public cloud is pretty straight forward. However, when it comes to private cloud, there were some interesting revelations.  Well, I shouldn’t really call them revelations since they are pretty consistent with what I have heard from customers at other conferences as well as during 1:1 interactions. While the interest in enterprise private cloud remains to be very high, only a handful of enterprises have truly embarked on a journey to create what the purists would call true private cloud - with capabilities such as self-service and chargeback/show back. For a large majority, today's reality is simply consolidation and virtualization - and they are quite far off from creating an agile, self-service and transparent IT infrastructure which is what the enterprise cloud is all about.  Even a handful of those who have actually implemented a close-to-real enterprise private cloud have taken an infrastructure centric approach and are seeing only limited business upside. Quite a few were frank enough to admit that chargeback and self-service isn’t something that they see an immediate need for.  This is in quite contrast to the picture being painted by all those surveys out there that show a large number of enterprises having already implemented an enterprise private cloud.  On the face of it, this seems quite contrary to the observations outlined above. So what exactly is the reality? Well, the reality is that there is undoubtedly a huge amount of interest among enterprises about transforming their legacy IT environment - which is often seen as too rigid, too fragmented, and ultimately too expensive - to something more agile, transparent and business-focused. At the same time however, there is a great deal of confusion among CIOs and architects about how to get there. This isn't very surprising given all the buzz and hype surrounding cloud computing. Every IT vendor claims to have the most unique solution and there isn't a single IT product out there that does not have a cloud angle to it. Add to this the chatter on the blogosphere, it will get even a sane mind spinning.  Consequently, most  enterprises are still struggling to fully understand the concept and value of enterprise private cloud.  Even among those who have chosen to move forward relatively early, quite a few have made their decisions more based on vendor influence/preferences rather than what their businesses actually need.  Clearly, there is a disconnect between the promise of the enterprise private cloud and the current adoption trends.  So what is the way forward?  I certainly do not claim to have all the answers. But here is a perspective that many cloud practitioners have found useful and thus worth sharing. To take a step back, the fundamental premise of the enterprise private cloud is IT transformation. It is the quest to create a more agile, transparent and efficient IT infrastructure that is driven more by business needs rather than constrained by operational and procedural inefficiencies. It is the new way of delivering and consuming IT services - where the IT organizations operate more like enablers of  strategic services rather than just being the gatekeepers of IT resources. In an enterprise private cloud environment, IT organizations are expected to empower the end users via self-service access/control and provide the business stakeholders a transparent view of how the resources are being used, what’s the cost of delivering a given service, how well are the customers being served, etc.  But the most important thing to note here is the enterprise private cloud is not just an IT project, rather it is a business initiative to create an IT setup that is more aligned with the needs of today's dynamic and highly competitive business environment. Surprised? You shouldn’t be. Just remember how the business users have been at the forefront of public cloud adoption within enterprises and private cloud is no exception.   Such a broad-based transformation makes cloud more than a technology initiative. It requires people (organizational) and process changes as well, and these changes are as critical as is the choice of right tools and technology. In my next blog,  I will share how essential it is for enterprise cloud technology to go hand-in hand with process re-engineering and organization changes to unlock true value of  enterprise cloud. I am sharing a short video from my session "Managing your private Cloud" at Oracle OpenWorld 2012. More videos from this session will be posted at the recently introduced Zero to Cloud resource page. Many other experts of Oracle enterprise private cloud solution will join me on this blog "Zero to Cloud"  and share best practices , deployment tips and information on how to plan, build, deploy, monitor, manage , meter and optimize the enterprise private cloud. We look forward to your feedback, suggestions and having an engaging conversion with you on this blog.

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  • Rails 2.3.4 Vs Rails 3 + Book - Beginner in RoR

    - by zengr
    Hi, I have started with Ruby and Rails development and I am a Java developer from the last 2 years (student). I am in for two things: Learn Ruby Make my website on ROR I have Agile Web Development with Rails, 2nd Edition. So, here are my questions: How is the Agile Web Development with Rails book to start with, where I don't know anything about Ruby and proficient with Java. What is the difference between 2nd and 3rd edition? People say the changes are irrelevant for a starter, how far is that statement correct? Should I start with Rails 2.3.4 or Rails 3 (around the corner)?

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  • What software development process do you use and how do you implement it?

    - by clyfe
    Post only what you do use not what you would like to use, so we can see what is the most popular in real life. I am interested only in theese issues: Project Model (waterfall, agile...) How are requirements gathered (and stored)? Revision control - what software, what workflow Build automation, what software, where does it fit ? How is the testing done ? How is the documentation done ? How is the quality assurance done ? Please provide short objective answers, don't speak from the books. EXAMPLE: In my company we are a small team of 5 people and we develop webapps using ruby. agile PM cucumber requirements git SCM - Integration Manager Workflow integrity CI rspec automated tests the project lead creats the documentation skeleton then it is filled by the developers ensure quality by peer reviewing code and manual peer-testing

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  • svn revert or merge 80 revisions

    - by sharp
    Hi All, Let me explain my scenarios I have branch called ca-dev and its pretty stable,now I have to revert about 100 revisions (ca-dev has about 400 revisions checked in total after it branched out )from different users which were checked in over 4 months before I am branching new branch called agile-dev.Can any body help me best way to do... I tried using tortise svn some got reverted some I got conflicts and I resolved my self blindly so build is breaking. (ofcourse I made a agile-dev-temp) .. any tool better than tortisesvn easily I can view myself and clearly explains. Or who should do it Individual developer? Thanks

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  • Tellago & Tellago Studios at Microsoft TechReady

    - by gsusx
    This week Microsoft is hosting the first edition of their annual TechReady conference. Even though TechReady is an internal conference, Microsoft invited us to present a not one but two sessions about some our recent work. We are particularly proud of the fact that one of those sessions is about our SO-Aware service registry. We see this as a recognition to the growing popularity of SO-Aware as the best Agile SOA governance solution in the Microsoft platform. Well, on Tuesday I had the opportunity...(read more)

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  • Quirks in .NET – Part 3 Marshalling Numbers

    - by thycotic
    Kevin has posted about marshalling numbers in the 3rd part of his ongoing blog series.   Jonathan Cogley is the CEO of Thycotic Software, an agile software services and product development company based in Washington DC.  Secret Server is our flagship enterprise password management product.

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  • Enterprise Performance Management: Driving Management Excellence

    Extending operational excellence to management excellence is the new strategic imperative for organizations large and small, all around the world. Management Excellence is a strategy for organizations to differentiate from their competition, by being smarter, more agile and more aligned. Tune into this conversation with John Kopcke, Senior Vice President of Oracle’s Enterprise Performance Management Global Business Unit to learn how leading companies are integrating their management processes and using Oracle’s EPM System to achieve management excellence.

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  • Getting Things Done for Programmers

    - by thycotic
    Ben has posted about one of my favorite topics – Getting Things Done from a programmer’s perspective.   Jonathan Cogley is the CEO of Thycotic Software, an agile software services and product development company based in Washington DC.  Secret Server is our flagship web-based password management product.

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  • Prioritizing Product Features

    - by Robert May
    A very common task in Agile Environments is prioritization.  Teams that are functioning well will prioritize new features, old features, the backlog, and any other source of stories for the team, and they’ll do it regularly. Not all teams are good at prioritizing according to the real return on investment that building stories will yield to the company.  This is unfortunate.  Too often, teams end up building features that are less valuable, and everyone seems to know it except perhaps the product owner!  Most features built into software are never even used.  Clearly, not much return for features that go unused. So how does a company avoid building features that add little value to the company?  This is a tough question to answer, but usually, this prioritization starts at the top with the executives of the company.  After all, they’re responsible for the overall vision of the company. Here’s what I recommend: Know your market. Know your customers and users. Know where you’re going and what you want to achieve. Implement the Vision Know Your Market We often see companies that don’t know their market.  Personally, I’m surprised by this.  These companies don’t know who their competitors are, don’t know what features make their product desirable in the market, and in many cases, get by with saying, “I’ve been doing this for XX years.  I know what the market wants!”  In many cases, they equate “marketing” with “advertising” and don’t understand the difference. This is almost never true.  Good companies will spend significant amounts of time and money finding out who they’re competing against and what makes their competitors successful in the marketplace.  Good companies understand that marketing involves more than just advertising.  Often, marketing is mostly research and analysis, not sales.  Until you understand your market, you cannot know what features will give you the best return on your investment dollar. Good companies have a marketing department and can answer the next important step which is to know your customers and your users. Know your Customers and Users First, note that I included both customers and users.  They’re often not the same thing.  Users use the product that you build.  Customers buy the product that you build.  It’s a subtle difference, but too often, I’ve seen companies that focus exclusively on one or the other and are not successful simply because they ignore an important part of the group. If your company is doing appropriate marketing, you know that these are two different aspects of your product and that both deserve attention to have a product that is successful in your target market.  Your marketing department should be spending a lot of time understanding these personas and then conveying that information to the company. I’m always surprised when development teams think that they can build a product that people want to use without understanding the users of that product.  Developers think differently than most people in the world.  They know what the computer is doing.  The computer isn’t magic to them.  So when they assume that they know how to build something, they bring with them quite a bit of baggage.  Never assume that you know your customer unless you’re regularly having interaction with them.  Also, don’t just leave this to Marketing or Product Management.  Take them time to get your developers out with the customers as well.  Developers are very smart people, and often, seeing how someone uses their software inspires them to make a much better product. Very often, because the users and customers aren’t know, teams will spend a significant amount of time building apps that are super flexible and configurable so that any possible combination of feature can be used.  This demonstrates a clear lack of understanding of the customer.  Most configuration questions can quickly be answered by talking to the customer.  In most cases, if your software requires significant setup and configuration before its usable, you probably don’t know your customers and users very well. Until you know your customers, you cannot know what features will be most valuable to your customers and you cannot build those features in a way that your customers can use. Know Where You’re Going and What You Want to Achieve Many companies suffer from not having a plan.  Executives will tell the team to make them a plan.  The team, not knowing their market and customers and users, will come up with a plan that doesn’t reflect reality and doesn’t consider ROI.  Management then wonders why the product is doing poorly in the market place. Instead of leaving this up to the teams, as executives, work with Marketing to understand what broad categories of features will sell the most product in the marketplace.  Then, once you’ve determined that, give this vision to the team and let them run with it.  Revise the vision as needed, but avoid changing streams frequently.  Sure, sometimes you need to, but often, executives will change priorities many times a month, leading to nothing more than confusion.  If the team has a vision, they’ll be able to execute that vision far better than they could otherwise. By knowing what products are most important, you can set budgetary goals and guidelines that will help you achieve the vision that was created. Implement the Vision Creating the vision is often where the general executives stop participating in the plan.  The team is responsible for implementing that vision.  Executives should attend showcases and and should remain aware of the progress that the team is making towards meeting the vision, however. Once a broad vision has been created, the team should break that vision down into minimal market features (MMF).  These MMFs should be sized using story points so that, using the team’s velocity, an estimated cost can be determined for each feature.  The product management team should then try to quantify the relative value of the MMFs based on customer feedback and interviews.  Once the value and cost of creating the feature is understood, a return on investment can be calculated.  The features should then be prioritized with the MMF’s that have the highest value and lowest cost rising to the top of features to implement.  Don’t let politics get in the way! Once the MMF’s have been prioritized, they should go through release planning to schedule them for implementation. Conclusion By having a good grasp on the strategy of the company, your Agile teams can be much more effective.  Each and every story the team is implementing will roll up into features that matter to the company and provide ROI to them.  The steps outlined in this post should be repeated on a regular basis.  I recommend reviewing them at least once per quarter to make sure that the vision hasn’t shifted and that the teams are still working on what matters most to the company. Technorati Tags: Agile,Product Owner,ROI

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  • Innovating with Customer Needs Management

    - by Anurag Batra
    We're pleased to announce the addition of Agile Customer Needs Management (CNM) to the portfolio of PLM offerings by Oracle. CNM allows manufacturing companies to capture the voice of the customer and market, and arm their product designers with the information that they need to better meet customer requirements. It's an Enterprise 2.0 product that focuses on the quick information capture, ease of organizing information and association of that information with the product record - some of the key aspects of early stage innovation. Read on to learn more about this revolutionary new product that redefines how information is used to drive innovation.

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  • What&rsquo;s new in VS.10 &amp; TFS.10?

    - by johndoucette
    Getting my geek on… I have decided to call the products VS.10 (Visual Studio 2010), TP.10 (Test Professional 2010),  and TFS.10 (Team Foundation Server 2010) Thanks Neno Loje. What's new in Visual Studio & Team Foundation Server 2010? Focusing on Visual Studio Team System (VSTS) ALM-related parts: Visual Studio Ultimate 2010 NEW: IntelliTrace® (aka the historical debugger) NEW: Architecture Tools New Project Type: Modeling Project UML Diagrams UML Use Case Diagram UML Class Diagram UML Sequence Diagram (supports reverse enginneering) UML Activity Diagram UML Component Diagram Layer Diagram (with Team Build integration for layer validation) Architecuture Explorer Dependency visualization DGML Web & Load Tests Visual Studio Premium 2010 NEW: Architecture Tools Read-only model viewer Development Tools Code Analysis New Rules like SQL Injection detection Rule Sets Code Profiler Multi-Tier Profiling JScript Profiling Profiling applications on virtual machines in sampling mode Code Metrics Test Tools Code Coverage NEW: Test Impact Analysis NEW: Coded UI Test Database Tools (DB schema versioning & deployment) Visual Studio Professional 2010 Debuger Mixed Mode Debugging for 64-bit Applications Export/Import of Breakpoints and data tips Visual Studio Test Professional 2010 Microsoft Test Manager (MTM, formerly known as "Camano")) Fast Forward Testing Visual Studio Team Foundation Server 2010 Work Item Tracking and Project Management New MSF templatesfor Agile and CMMI (V 5.0) Hierarchical Work Items Custom Work Item Link Types Ready to use Excel agile project management workbooks for managing your backlogs (including capacity planing) Convert Work Item query to an Excel report MS Excel integration Support for Work Item hierarchies Formatting is preserved after doing a 'Refresh' MS Project integration Hierarchy and successor/predecessor info is now synchronized NEW: Test Case Management Version Control Public Workspaces Branch & Merge Visualization Tracking of Changesets & Work Items Gated Check-In Team Build Build Controllers and Agents Workflow 4-based build process NEW: Lab Management (only a pre-release is avaiable at the moment!) Project Portal & Reporting Dashboards (on SharePoint Portal) Burndown Chart TFS Web Parts (to show data from TFS) Administration & Operations Topology enhancements Application tier network load balancing (NLB) SQL Server scale out Improved Sharepoint flexibility Report Server flexibility Zone support Kerberos support Separation of TFS and SQL administration Setup Separate install from configure Improved installation wizards Optional components Simplified account requirements Improved Reporting Services configuration Setup consolidation Upgrading from previous TFS versions Improved IIS flexibility Administration Consolidation of command line tools User rename support Project Collections Archive/restore individual project collections Move Team Project Collections Server consolidation Team Project Collection Split Team Project Collection Isolation Server request cancellation Licensing: TFS server license included in MSDN subscriptions Removed features (former features not part of Visual Studio 2010): Debug » Start With Application Verifier Object Test Bench IntelliSense for C++ / CLI Debugging support for SQL 2000

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  • Using the Parallel class to make multithreading easy

    - by thycotic
    Kevin has posted about the Parallel class and how to use it to easily do multiple operations at once without radically changing the structure of your code.  Very neat stuff.   Jonathan Cogley is the CEO of Thycotic Software, an agile software services and product development company based in Washington DC.  Secret Server is our flagship enterprise password vault.

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  • Role of "Refactoring" in good programming pratices?

    - by Niranjan Kala
    I have learned in Agile Development that: Refactoring is the process of clarifying and simplifying the design of existing code, without changing its behavior. I have heard about some GUI refactoring tools like resharper and DevExpress Refactor Pro! Here is my Questions: Question 1: how does it takes place in the Software development process and How far it effects the system? Question 2: Is Refactoring using these tools really fast the process of development/ maintenance?

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  • BizTalk ESB Toolkit: Core Components and Examples

    - by Rajesh Charagandla
    The BizTalk ESB Toolkit 2.0 provides a stable and powerful platform for services that can change as fast as your business needs. The main purpose of an enterprise service bus (ESB) to is to provide a common mediation layer (the “bus”) through which all services connect. By doing so, not only can many of the problems of point-to-point service connectivity be resolved, but a new level of agile service delivery can be achieved. Author: Jon Flanders This Document can be download from here.

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  • Book &ldquo;Team Foundation Server 2012 Starter&rdquo; published

    - by terje
    During the summer and fall this year, me and my colleague Jakob Ehn has worked together on a book project that has now finally hit the stores! The title of the book is Team Foundation Server 2012 Starter and is published by Packt Publishing. Get it from http://www.packtpub.com/team-foundation-server-2012-starter/book or from Amazon http://www.amazon.com/dp/1849688389                     The book is part of a concept that Packt have with starter-books, intended for people new to Team Foundation Server 2012 and who want a quick guideline to get it up and working.  It covers the fundamentals, from installing and configuring it, and how to use it with source control, work items and builds. It is done as a step-by-step guide, but also includes best practices advice in the different areas. It covers the use of both the on-premises and the TFS Services version. It also has a list of links and references in the end to the most relevant Visual Studio 2012 ALM sites. Our good friend and fellow ALM MVP Mathias Olausson have done the review of the book, thanks again Mathias! We hope the book fills the gap between the different online guide sites and the more advanced books that are out. Book Description Your quick start guide to TFS 2012, top features, and best practices with hands on examples Overview Install TFS 2012 from scratch Get up and running with your first project Streamline release cycles for maximum productivity In Detail Team Foundation Server 2012 is Microsoft's leading ALM tool, integrating source control, work item and process handling, build automation, and testing. This practical "Team Foundation Server 2012 Starter Guide" will provide you with clear step-by-step exercises covering all major aspects of the product. This is essential reading for anyone wishing to set up, organize, and use TFS server. This hands-on guide looks at the top features in Team Foundation Server 2012, starting with a quick installation guide and then moving into using it for your software development projects. Manage your team projects with Team Explorer, one of the many new features for 2012. Covering all the main features in source control to help you work more efficiently, including tools for branching and merging, we will delve into the Agile Planning Tools for planning your product and sprint backlogs. Learn to set up build automation, allowing your team to become faster, more streamlined, and ultimately more productive with this "Team Foundation Server 2012 Starter Guide". What you will learn from this book Install TFS 2012 on premise Access TFS Services in the cloud Quickly get started with a new project with product backlogs, source control, and build automation Work efficiently with source control using the top features Understand how the tools for branching and merging in TFS 2012 help you isolate work and teams Learn about the existing process templates, such as Visual Studio Scrum 2.0 Manage your product and sprint backlogs using the Agile planning tools Approach This Starter guide is a short, sharp introduction to Team Foundation Server 2012, covering everything you need to get up and running. Who this book is written for If you are a developer, project lead, tester, or IT administrator working with Team Foundation Server 2012 this guide will get you up to speed quickly and with minimal effort.

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  • What would a start-to-finish development procedure would look like?

    - by Tom Busby
    I have a problem that my developer friends share. We recently left university and find ourselves either end up working for a firm which already has good procedures (TDD, automated testing, proper agile development, etc) or working for a firm which doesn't. I want to learn some of these vital skills and get a grip on what a complete start-to-finish development procedure would look like. What differences would be between a smaller project, and a long term project with many team members.

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