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  • Our Oracle Recruitment Team is Growing - Multiple Job Opportunities in Bangalore, India

    - by david.talamelli
    DON"T GET STUCK IN THE MATRIXSEE YOUR FUTUREVISIT THE ORACLE The position(s): CORPORATE RECRUITING RESEARCH ANALYST(S) ABOUT ORACLE Oracle's business is information--how to manage it, use it, share it, protect it. For three decades, Oracle, the world's largest enterprise software company, has provided the software and services that allow organizations to get the most up-to-date and accurate information from their business systems. Only Oracle powers the information-driven enterprise by offering a complete, integrated solution for every segment of the process industry. When you run Oracle applications on Oracle technology, you speed implementation, optimize performance, and maximize ROI. Great hiring doesn't happen by accident; it's the culmination of a series of thoughtfully planned and well executed events. At the core of any hiring process is a sourcing strategy. This is where you come in... Do you want to be a part of a world-class recruiting organization that's on the cutting edge of technology? Would you like to experience a rewarding work environment that allows you to further develop your skills, while giving you the opportunity to develop new skills? If you answered yes, you've taken your first step towards a future with Oracle. We are building a Research Team to support our North America Recruitment Team, and we need creative, smart, and ambitious individuals to help us drive our research department forward. Oracle has a track record for employing and developing the very best in the industry. We invest generously in employee development, training and resources. Be a part of the most progressive internal recruiting team in the industry. For more information about Oracle, please visit our Web site at http://www.oracle.com Escape the hum drum job world matrix, visit the Oracle and be a part of a winning team, apply today. POSITION: Corporate Recruiting Research Analyst LOCATION: Bangalore, India RESPONSIBILITIES: •Develop candidate pipeline using Web 2.0 sourcing strategies and advanced Boolean Search techniques to support U.S. Recruiting Team for various job functions and levels. •Engage with assigned recruiters to understand the supported business as well as the recruiting requirements; partner with recruiters to meet expectations and deliver a qualified pipeline of candidates. •Source candidates to include both active and passive job seekers to provide a strong pipeline of qualified candidates for each recruiter; exercise creativity to find candidates using Oracle's advanced sourcing tools/techniques. •Fully evaluate candidate's background against the requirements provided by recruiter, and process leads using ATS (Applicant Tracking System). •Manage your efforts efficiently; maintain the highest levels of client satisfaction as well as strong operations and reporting of research activities. PREFERRED QUALIFICATIONS: •Fluent in English, with excellent written and oral communication skills. •Undergraduate degree required, MBA or Masters preferred. •Proficiency with Boolean Search techniques desired. •Ability to learn new software applications quickly. •Must be able to accommodate some U.S. evening hours. •Strong organization and attention to detail skills. •Prior HR or corporate in-house recruiting experiences a plus. •The fire in the belly to learn new ideas and succeed. •Ability to work in team and individual environments. This is an excellent opportunity to join Oracle in our Bangalore Offices. Interested applicants can send their resume to [email protected] or contact David on +61 3 8616 3364

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  • So No TECH job so far.

    - by Ratman21
    O I found some temp work for the US Census and I have managed to keep the house (so far) but, it looks like I/we are going to have to do a short sale and the temp job will be ending soon.   On top of that it looks like the unemployment fund for me is drying up. I will have about one month left after the Census job is done. I am now down to Appling for work at the KFC.   This is type a work I started with, before I was a tech geek and really I didn’t think I would be doing this kind of work in my later years but, I have a wife and kid. So I got to suck it up and do it.   Oh and here is my new resume…go ahead I know you want to tare it up. I really don’t care any more.   Scott L. Newman 45219 Dutton Way, Callahan, FL32011 H: (904)879-4880 C: (352)356-0945 E: [email protected] Web:  http://beingscottnewman.webs.com/                                                       ______                                                                                 OBJECTIVE To obtain a Network or Technical support position     KEYWORD SUMMARY CompTIA A+, Network+, and Security+ Certified., Network Operation, Technical Support, Client/Vendor Relations, Networking/Administration, Cisco Routers/Switches, Helpdesk, Microsoft Office Suite, Website Design/Dev./Management, Frame Relay, ISDN, Windows NT/98/XP, Visio, Inventory Management, CICS, Programming, COBOL IV, Assembler, RPG   QUALIFICATIONS SUMMARY Twenty years’ experience in computer operations, technical support, and technical writing. Also have two and half years’ experience in internet / intranet operations.   PROFESSIONAL EXPERIENCE October 2009 – Present*   Volunteer Web site and PC technician – Part time       True Faith Christian Fellowship Church – Callahan, FL, Project: Create and maintain web site for Church to give it a worldwide exposure Aug 2008 – September 2009:* Volunteer Church sound and video technician – Part time      Thomas Creek Baptist Church – Callahan, FL   *Note Jobs were for the learning and/or keeping updated on skills, while looking for a tech job and training for new skills.   February 2005 to October 2008: Client Server Dev/Analyst I, Fidelity National Information Services, Jacksonville, FL (FNIS acquired Certegy in 2005 and out of 20 personal, was one of three kept on.) August 2003 to February 2005: Senior NetOps Operator, Certegy, St.Pete, Fl. (August 2003, Certegy terminated contract with EDS and out of 40 personal, was one of six kept on.) Projects: Creation and update of listing and placement for all raised floor equipment at St.Pete site. Listing was made up of, floor plan of the raised floor and equipment racks diagrams showing the placement of all devices using Visio. This was cross-referenced with an inventory excel document showing what dept was responsible for each device. Sole creator of Network operation and Server Operation procedures guide (NetOps Guide).  Expertise: Resolving circuit and/or router issues or assist circuit carrier in resolving issue from the company Network Operation Center (NOC). As well as resolving application problems or assist application support in resolution of it.     July 1999 to August 2003: Senior NetOps Operator,EDS (Certegy Account), St.Pete, FL Same expertise and on going projects as listed above for FNIS/Certegy. (Equifax outsourced the NetOps dept. to EDS in 1999)         January 1991 to July 1999: NetOps/Tandem Operator, Equifax, St.Pete & Tampa, FL Same as all of the above for FNIS/Certegy/EDS except for circuit and router issues   EDUCATION ? New Horizons Computer Learning Center, Jacksonville, Florida - CompTIA A+, Security+, and     Network+ Certified.                        Currently working on CCNA Certification 07/30/10 ? Mott Community College, Flint, Michigan – Associates Degree - Data Processing and General Education ? Currently studying Japanese

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  • Attending a Career Fair: &ldquo;Don&rsquo;t be shy &ndash; Be prepared&rdquo;

    - by jessica.ebbelaar
    There are a large number of ways to interact with companies nowadays. The career fair is a very effective and personal way to interact with a number of different companies in a very short period of time. Here are some simple tips to help you perform during a career fair. Do research The key to being successful at a career fair is to do research before you go. Make a first selection of the companies you feel could be interesting for you. Include many types of employers. Once you have decided on the list of companies you want to visit, go to their career portal. Inform yourself about what the company does, i.e what roles there are available, how the company culture is described, what impression the testimonials give you. The question that you still have after reviewing this information, are the ones you can discuss with the company on the fair. Sell yourself Visit the companies you have on your top 5 list first, so you will be at your highest energy level to make that first impression. Think in advance about what you are going to tell the recruiter. Prepare a 30-second introduction (including degree, strengths, skills & experience) Be confident when you talk about your experience. Remember to start the conversation with a smile, make good eye contact and give a firm handshake. You could be speaking to your next manager, so be professional! If you already know what jobs you are interested in, relate your skills and experience to the roles that the company has available. If you are not yet sure gather as much information as you can about employment and/or hiring procedures, specific skills necessary for different jobs, training and career paths. Stand out As career fairs are very crowded and the attending companies meet with a lot of potential candidates on one day, you have to make sure you are noticed in a positive way. A good preparation and asking questions that show you have a good understanding of the industry, organization and roles will help you. Be aware of time demands on employers. Do not monopolize an employer's time. Dress appropriately to make a good first impression. Bring your resume Do not forget to bring your resume in print or on a USB-stick to the fair. If you are searching for different types of jobs, bring different versions of your resume. Your resume should be short and professional on white paper that is free of graphics or fancy print styles and containing larger margins for interviewer notes. Follow up After each conversation ask who you can contact for follow-up discussions about the specific roles. Use the back of a business card to record notes that help you remember important details and follow-up instructions. If no card is available, record the contact information and your comments in your notepad or phone. Last but not least, thank everyone you talk to for their time. Follow up as soon as possible with thank you notes that address the companies’ hiring needs, your qualifications, and express your desire for a second interview. What not to do… Do not visit a company with a group of friends. Interact with the companies on your own, to make your own positive impression. Do not walk up to a recruiter and interrupt a current conversation; wait your turn and be polite. What you should absolutely avoid is a grab and run on freebies! Take the time to speak to the company and ask for a freebie at the end of the conversation in case they are not offered to you. Good luck with the preparations for the career fair you will attend. Oracle recruiters look forward to meet you! They will be present on a large number of fairs in the region. For an overview of the fairs go to the Events & Calendar page on http://campus.oracle.com If you have any questions related to this article feel free to contact [email protected].

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  • What Color is your Jetpack ?

    - by JoshReuben
    I’m a programmer, Im approaching 40, and I’m fairly decent at my job – I’ll keep doing what I’m doing for as long as they let me!   So what are your career options if you know how to code? A Programmer could be ..   An Algorithm developer Pros Interesting High barriers of entry, potential for startup competitive factor Cons Do you have the skill, qualifications? What are working conditions n this mystery niche ? micro-focus An Academic Pros Low pressure Job security – or is this an illusion ? Cons Low Pay Need a PhD A Software Architect Pros: strategic, rather than tactical Setting technology platform and high level vision You say how it should work, others have to figure out why its not working the way its supposed to ! broad view – you are paid to learn (how do you con people into paying for you to learn ??) Cons: Glorified developer – more often than not! competitive – everyone wants to do it ! loose touch with underlying tech in tough times, first guy to get the axe ! A Software Engineer Pros: interesting, always more to learn fun I can do it Fallback Cons: Nothing new under the sun – been there, done that Dealing with poor requirements, deadlines, other peoples code, overtime C#, XAML, Web - Low barriers of entry –> à race to the bottom A Team leader Pros: Setting code standards and proposing technology choices Cons: Glorified developer – more often than not! Inspecting other peoples code and debugging the problems they cannot fix Dealing with mugbies and prima donas Responsible for QA of others A Project Manager Pros No need for debugging other peoples code Cons Low barrier of entry High pressure Responsible for QA of others Loosing touch with technology A lot of bullshit meetings Have to be an asshole A Product Manager Pros No need for debugging other peoples code Learning new skillset of sales and marketing Cons Travel (I'm a family man) May need to know the bs details of an uninteresting product things I want to work with: AI, algorithms, Numerical Computing, Mathematica, C++ AMP – unfortunately, the work here is few & far between. VS & TFS Extensibility, DSLs (Workflow , Lightswitch), Code Generation – one day, code will write code ! Unity3D, WebGL – fun, fun, fun ! Modern Web – Knockout, SignalR, MVC, Node.Js ??? (tentative – I'll wait until things stabilize as this area is undergoing a pre-Cambrian explosion) Things I don’t want to work with: (but will if I'm asked to !) C# – same old, same old – not learning anything new here Old code – blech ! Environment with code & fix mentality , ad hoc requirements, excessive overtime Pc support, System administration – even after 20 years, people still ask you to do this sometimes ! debugging – my skills are just not there yet Oracle Old tech: VB 6, XSLT, WinForms, Net 3.51 or less Old style Web dev Information Systems: ASP.NET webforms, Reporting services / crystal reports, SQL Server CRUD with manual data layer, XAML MVVM – variations of the same concept, ad nauseaum. Low barriers of entry –> race to the bottom.  Metro – an elegant API coupled to a horrendous UX – I'll wait for market penetration viability before investing further in this.   Conclusion So if you are in a slump, take heart: Programming is a great career choice compared to every other job !

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  • What are some techniques to monitor multiple instances of a piece of software?

    - by Geo Ego
    I have a piece of self-serve kiosk software that will be running at multiple sites. I'd like to monitor their status remotely. The kiosk application itself is pretty much finished. I am now in the process of creating a piece of software that will monitor all of the kiosks from a central location so that the customer can view particular details remotely (for instance, how many bills are in the acceptor's cash cartridge, what customer is currently logged in, etc.). Because I am in such an early stage of development, my options are quite open. I understand that I'm not giving very many qualifications, but I'd like to try to get a good variety of potential solutions. Some details: Kiosk software is a VB6 app running on Windows Embedded Monitoring software will be run on a modern desktop version of Windows (either XP, Vista, or 7) Database is SQL Server 2008 My initial idea was to develop a .NET app that would simply report the last database transaction for each kiosk at a set interval (say every second or so) but I'd really like for the kiosk software to report its status directly. I'm not exactly sure where to begin in terms of what modifications may need to be made to the kiosk software, and what the monitoring software will require. Links to articles on these topics would be most welcome.

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  • Is this a good job description? What title would you give this position?

    - by Zack Peterson
    Department: Information Technology Reports To: Chief Information Officer Purpose: Company's ________________ is specifically engaged in the development of World Wide Web applications and distributed network applications. This person is concerned with all facets of the software development process and specializes in software product management. He or she contributes to projects in an application architect role and also performs individual programming tasks. Essential Duties & Responsibilities: This person is involved in all aspects of the software development process such as: Participation in software product definitions, including requirements analysis and specification Development and refinement of simulations or prototypes to confirm requirements Feasibility and cost-benefit analysis, including the choice of architecture and framework Application and database design Implementation (e.g. installation, configuration, customization, integration, data migration) Authoring of documentation needed by users and partners Testing, including defining/supporting acceptance testing and gathering feedback from pre-release testers Participation in software release and post-release activities, including support for product launch evangelism (e.g. developing demonstrations and/or samples) and subsequent product build/release cycles Maintenance Qualifications: Bachelor's degree in computer science or software engineering Several years of professional programming experience Proficiency in the general technology of the World Wide Web: Hypertext Transfer Protocol (HTTP) Hypertext Markup Language (HTML) JavaScript Cascading Style Sheets (CSS) Proficiency in the following principles, practices, and techniques: Accessibility Interoperability Usability Security (especially prevention of SQL injection and cross-site scripting (XSS) attacks) Object-oriented programming (e.g. encapsulation, inheritance, modularity, polymorphism, etc.) Relational database design (e.g. normalization, orthogonality) Search engine optimization (SEO) Asynchronous JavaScript and XML (AJAX) Proficiency in the following specific technologies utilized by Company: C# or Visual Basic .NET ADO.NET (including ADO.NET Entity Framework) ASP.NET (including ASP.NET MVC Framework) Windows Presentation Foundation (WPF) Language Integrated Query (LINQ) Extensible Application Markup Language (XAML) jQuery Transact-SQL (T-SQL) Microsoft Visual Studio Microsoft Internet Information Services (IIS) Microsoft SQL Server Adobe Photoshop

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  • Microsoft Training in .NET

    - by JD
    Hey guys, A quick question about training. My company are offering to put me through a 5 day course in .NET programming with C#, on the proviso that I work for them for a minimum 12 month period immediately after the training has been completed. IF I don't work for them for 12months I will be expected to pay them back teh cost of the training, minus the amount of months which I have stayed at the company (e.g. stay 6 months and only pay back half). The course will be $3,300 AUD - and will have no qualifications. I have been programming in C# for about 6 months, and in PHP for about 10 years - so I am getting the hang of .NET slowly but surely. Is it worth doing this? Or would I be best advised to learn from reading the MS books from Amazon for $40 and then sitting the 2 exams to get MS certified off my own back? The company are not willing to pay for my certification as well as 'they are not training me to get certified' and hence more employable... Thoughts? How do other companies deal with training? And stop people from taking off after becoming certified?

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  • What’s New for Oracle Commerce? Executive QA with John Andrews, VP Product Management, Oracle Commerce

    - by Katrina Gosek
    Oracle Commerce was for the fifth time positioned as a leader by Gartner in the Magic Quadrant for E-Commerce. This inspired me to sit down with Oracle Commerce VP of Product Management, John Andrews to get his perspective on what continues to make Oracle a leader in the industry and what’s new for Oracle Commerce in 2013. Q: Why do you believe Oracle Commerce continues to be a leader in the industry? John: Oracle has a great acquisition strategy – it brings best-of-breed technologies into the product fold and then continues to grow and innovate them. This is particularly true with products unified into the Oracle Commerce brand. Oracle acquired ATG in late 2010 – and then Endeca in late 2011. This means that under the hood of Oracle Commerce you have market-leading technologies for cross-channel commerce and customer experience, both designed and developed in direct response to the unique challenges online businesses face. And we continue to innovate on capabilities core to what our customers need to be successful – contextual and personalized experience delivery, merchant-inspired tools, and architecture for performance and scalability. Q: It’s not a slow moving industry. What are you doing to keep the pace of innovation at Oracle Commerce? John: Oracle owes our customers the most innovative commerce capabilities. By unifying the core components of ATG and Endeca we are delivering on this promise. Oracle Commerce is continuing to innovate and redefine how commerce is done and in a way that drive business results and keeps customers coming back for experiences tailored just for them. Our January and May 2013 releases not only marked the seventh significant releases for the solution since the acquisitions of ATG and Endeca, we also continue to demonstrate rapid and significant progress on the unification of commerce and customer experience capabilities of the two commerce technologies. Q: Can you tell us what was notable about these latest releases under the Oracle Commerce umbrella? John: Specifically, our latest product innovations give businesses selling online the ability to get to market faster with more personalized commerce experiences in the following ways: Mobile: the latest Commerce Reference Application in this release offers a wider range of examples for online businesses to leverage for iOS development and specifically new iPad reference capabilities. This release marks the first release of the iOS Universal application that serves both the iPhone and iPad devices from a single download or binary. Business users can now drive page content management and layout of search results and category pages, as well as create additional storefront elements such as categories, facets / dimensions, and breadcrumbs through Experience Manager tools. Cross-Channel Commerce: key commerce platform capabilities have been added to support cross-channel commerce, including an expanded inventory model to maintain inventory for stores, pickup in stores and Web-based returns. Online businesses with in-store operations can now offer advanced shipping options on the web and make returns and exchange logic easily available on the web. Multi-Site Capabilities: significant enhancements to the Commerce Platform multi-site architecture that allows business users to quickly launch and manage multiple sites on the same cluster and share data, carts, and other components. First introduced in 2010, with this latest release business users can now partition or share customer profiles, control users’ site-based access, and manage personalization assets using site groups. Internationalization: continued language support and enhancements for business user tools as well and search and navigation. Guided Search now supports 35 total languages with 11 new languages (including Danish, Arabic, Norwegian, Serbian Cyrillic) added in this release. Commerce Platform tools now include localized support for 17 locales with 4 new languages (Danish, Portuguese (European), Finnish, and Thai). No development or customization is required in order for business users to use the applications in any of these supported languages. Business Tool Experience: valuable new Commerce Merchandising features include a new workflow for making emergency changes quickly and increased visibility into promotions rules and qualifications in preview mode. Oracle Commerce business tools continue to become more and more feature rich to provide intuitive, easy- to-use (yet powerful) capabilities to allow business users to manage content and the shopping experience. Commerce & Experience Unification: demonstrable unification of commerce and customer experience capabilities include – productized cartridges that provide supported integration between the Commerce Platform and Experience Management tools, cross-channel returns, Oracle Service Cloud integration, and integrated iPad application. The mission guiding our product development is to deliver differentiated, personalized user experiences across any device in a contextual manner – and to give the business the best tools to tune and optimize those user experiences to meet their business objectives. We also need to do this in a way that makes it operationally efficient for the business, keeping the overall total cost of ownership low – yet also allows the business to expand, whether it be to new business models, geographies or brands. To learn more about the latest Oracle Commerce releases and mission, visit the links below: • Hear more from John about the Oracle Commerce mission • Hear from Oracle Commerce customers • Documentation on the new releases • Listen to the Oracle ATG Commerce 10.2 Webcast • Listen to the Oracle Endeca Commerce 3.1.2 Webcast

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  • Backpacks and Booth Paint: TechEd 2012

    - by The Un-T Guy
    Arriving in the parking lot of the Orange County Convention Center, I immediately knew I was in the right place. As far as the eye could see, the acres of asphalt were awash in backpacks, quirky (to be kind) outfits, and bad haircuts. This was the place. This was Microsoft Mecca v2012 for geeks and nerds, the Central Florida event of the year, a gathering of high tech professionals whose skills I both greatly respect and, frankly, fear a little. I was wholly and completely out of element, a dork in a vast sea of geek jumbo. It like was wearing dockers and a golf shirt walking into a RenFaire, but one with really crappy costumes and no turkey legs...save those attached to some of the attendees. Of course the corporate whores...errrr, vendors were in place, ready to parlay the convention's fre-nerd-ic energy into millions of dollars by convincing the big-brained and under-sexed in the crowd (i.e., virtually all of them...present company excluded, of course) that their product or service was the only thing standing between them and professional success, industry fame, and clear skin. "With KramTech 2012," they seemed to scream, "you will be THE ROCK STAR of your company's IT department!" As car shows and tattoo parlors learned long ago, Tech companies seem to believe that the best way to attract the attention of this crowd is through the hint of the promise of sex. They recruit and deploy an army of "sales reps" whose primary qualifications appear to be long hair, short skirts, high heels, and a vagina. Unlike their distant cousins in the car and body art industries, however, this sub-species of booth paint (semi-gloss decoration that adds nothing to the substance of the product) seems torn between committing to being all-out sex objects and recognition that they are in the presence of intelligent, discerning people. People who are smart enough to know exactly what these vendors are doing. Also unlike their distant car show and tattoo shop cousins, these young women (what…are there no gay tech professionals who could use some eye candy?) seem to realize that while IT remains a male-dominated field, there are ever-increasing numbers of intelligent, capable, strong professional women – women who’ve battled to make it in this field through hard work and work performance rather than a hard body and performing after work. This is not to say that all of the young female sales reps are there only because of their physical attributes. Many are competent, intelligent, and driven -- not to mention attractive. They're working hard on the front lines of delivering the next generation of technology. The distinction is pretty clear, however, between these young professionals and the booth paint. The former enthusiastically deliver credible information about the products they’re hawking. The latter are positioned in the aisles, uncomfortably avoiding eye contact as they struggle to operate the badge readers. Surprisingly, not all of the women in attendance seemed to object to the objectification of their younger sisters. One IT professional woman who came of age in the industry (mostly in IT marketing) said, “I have no problem with it. I was a ‘booth babe’ for years and it doesn’t bother me at all.” Others, however, weren’t quite so gracious. One woman I spoke with, an IT manager from Cheyenne, Wyoming, said it was demeaning and frankly, as more and more women grow into IT management positions, not a great marketing idea. “Using these young women is, to me, no different than vendors giving out t-shirts to attract attention. It’s sad because it’s still hard for a woman to be respected in the IT field and this just perpetuates the outdated notion that IT is a male-dominated field.” She went on to say that decisions by vendors to employ these young women in this “inappropriate way” could impact her purchasing decisions. “I might be swayed toward a vendor who has women on staff who are intelligent and dynamic rather than the vendors who use the ‘decoration’ girls.” So in many ways, the IT industry is no different than most other industries as it struggles to maximize performance by finding and developing talent – all of the talent, not just the 50% with a penis. Women in IT, like their brethren, struggle to find their niche in the field, to grow professionally, and reach for the brass ring, struggling to overcome obstacles as they climb the mountain of professional success in a never-ending cycle of economic uncertainty. But as (generally) well-educated and highly-trained professionals, they are probably better positioned than those in many other industries. Beside, they’ve got one other advantage over their non-IT counterparts as they attempt their ascent to the summit: They’ve already got the backpacks.

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  • Ok it has been pointed out to me

    - by Ratman21
    That it seems my blog is more of poor me or pity me or I deserve a job blog.   Hmmm I wont say, I have not wined here as I have used this blog to vent my frustration on the whole out of work thing (lack of money, self worth, family issues and the never end bills coming my way) but, it was also me trying to reach to others in the same boat as well as advertising, hay I am out here, employers.   It was also said, that I don’t have any thing listed here on me, like a cover letter or resume. Well there is but, it was so many months and post ago. Also what I had posted is not current. So here is my most current cover and resume.   Scott L Newman 45219 Dutton Way Callahan, Fl. 32011 To Whom It May Concern: I am really interested in the IT vacancie that you have listed for your company. Maybe I don’t have all the qualifications you want (hold on don’t hit delete yet) yet! But maybe I do, as I have over 20 + years experience in "IT” RIGHT NOW.   Read the rest of my cover and my resume. You will see what my “IT” skills are and it will Show that I can to this work! I can bring to your company along with my, can do attitude, a broad range of skills, including: Certified CompTIA A+, Security+  and Network+ Technician §         2.5 years (NOC) Network experience on large Cisco based Wan – UK to Austria §         20 years experience MIS/DP – Yes I can do IBM mainframes and Tandem  non-stops too §         18 years experience as technical Help Desk support – panicking users, no problem §         18 years experience with PC/Server based system, intranet and internet systems §         10+ years experienced on: Microsoft Office, Windows XP and Data Network Fundamentals (YES I do windows) §         Strong trouble shooting skills for software, hard ware and circuit issues (and I can tell you what kind of horrors I had to face on all of them). §         Very experienced on working with customers on problems – again panicking users, no problem §         Working experience with Remote Access (VPN/SecurID) – I didn’t just study them I worked on/with them §         Skilled in getting info for and creating documentation for Operation procedures (I don’t just wait for them to give it to me I go out and get it. Waiting for info on working applications is, well dumb) Multiple software languages (Hey I have done some programming) And much more experiences in “IT” (Mortgage, stocks and financial information systems experience and have worked “IT” in a hospital) Can multitask, also have ability to adapt to change and learn quickly. (once was put in charge of a system that I had not worked with for over two years. Talk about having to relearn and adapt to changes but, I did it.) I would welcome the opportunity to further discuss this position with you. If you have questions or would like to schedule an interview, please contact me by phone at 904-879-4880 or on my cell 352-356-0945 or by e-mail at [email protected] or leave a message on my web site (http://beingscottnewman.webs.com/). I have enclosed/attached my resume for your review and I look forward to hearing from you.   Thank you for taking a moment to consider my cover letter and resume. I appreciate how busy you are. Sincerely, Scott L. Newman    Scott L. Newman 45219 Dutton Way, Callahan, FL 32011? H (904)879-4880 C (352)356-0945 ? [email protected] Web - http://beingscottnewman.webs.com/                                                       ______                                                                                       OBJECTIVE To obtain a Network Operation or Helpdesk position.     PROFILE Information Technology Professional with 20+ years of experience. Volunteer website creator and back-up sound technician at True Faith Christian Fellowship. CompTIA A+, Network+ and Security+ Certified.   TECHNICAL AND PROFESSIONAL SKILLS   §         Technical Support §         Frame Relay §         Microsoft Office Suite §         Inventory Management §         ISDN §         Windows NT/98/XP §         Client/Vendor Relations §         CICS §         Cisco Routers/Switches §         Networking/Administration §         RPG §         Helpdesk §         Website Design/Dev./Management §         Assembler §         Visio §         Programming §         COBOL IV §               EDUCATION ? New HorizonsComputerLearningCenter, Jacksonville, Florida – CompTIA A+, Security+ and Network+ Certified.             Currently working on CCNA Certification ?MottCommunity College, Flint, Michigan – Associates Degree - Data Processing and General Education ? Currently studying Japanese     PROFESSIONAL             TrueFaithChristianFellowshipChurch – Callahan, FL, October 2009 – Present Web site Tech ·        Web site Creator/tech, back up song leader and back up sound technician. Note church web site is (http://ambassadorsforjesuschrist.webs.com/) U.S. Census (temp employee) Feb. 23 to March 8, 2010 ·        Enumerator for NassauCounty   ThomasCreekBaptistChurch – Callahan, FL,     June 2008 – September 2009 Churchsound and video technician      ·        sound and video technician           Fidelity National Information Services ? Jacksonville, FL ? February 01, 2005 to October 28, 2008 Client Server Dev/Analyst I ·        Monitored Multiple Debit Card sites, Check Authorization customers and the Card Auth system (AuthNet) for problems with the sites, connections, servers (on our LAN) and/or applications ·        Night (NOC) Network operator for a large Wide Area Network (WAN) ·        Monitored Multiple Check Authorization customers for problems with circuits, routers and applications ·        Resolved circuit and/or router issues or assist circuit carrier in resolving issue ·        Resolved application problems or assist application support in resolution ·        Liaison between customer and application support ·        Maintained and updated the NetOps Operation procedures Guide ·        Kept the listing of equipment on the raised floor updated ·        Involved in the training of all Night Check and Card server operation operators ·        FNIS acquired Certegy in 2005. Was one of 3 kept on.   Certegy ? St.Pete, FL ? August 31, 2003 to February 1, 2005 Senior NetOps Operator(FNIS acquired Certegy in 2005 all of above jobs/skills were same as listed in FNIS) ·        Converting Documentation to Adobe format ·        Sole trainer of day/night shift System Management Center operators (SMC) ·        Equifax spun off Card/Check Dept. as Certegy. Certegy terminated contract with EDS. One of six in the whole IT dept that was kept on.   EDS  (Certegy Account) ? St.Pete, FL ? July 1, 1999 to August 31, 2003 Senior NetOps Operator ·        Equifax outsourced the NetOps dept. to EDS in 1999. ·        Same job skills as listed above for FNIS.   Equifax ? St.Pete&Tampa, FL ? January 1, 1991 to July 1, 1999 NetOps/Tandem Operator ·        All of the above for FNIS, except for circuit and router issues ·        Operated, monitored and trouble shot Tandem mainframe and servers on LAN ·        Supported in the operation of the Print, Tape and Microfiche rooms ·        Equifax acquired TelaCredit in 1991.   TelaCredit ? Tampa, FL ? June 28, 1989 to January 1, 1991 Tandem Operator ·        Operated and monitored Tandem Non-stop systems for Card and Check Auths ·        Operated multiple high-speed Laser printers and Microfiche printers ·        Mounted, filed and maintained 18 reel-to-reel mainframe tape drives, cartridges tape drives and tape library.

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  • Do you feel underappreciated or resent the geek/nerd stigma?

    - by dotnetdev
    At work we have a piece of A4 paper with the number of everyone in the office. The structure of this document is laid out in rectangles, by department. I work for the department that does all the technical stuff. That includes support—bear in mind that the support staff isn't educated in IT but just has experience in PC maintenance and providing support to a system we resell but don't have source code access to, project manager, team leader, a network administrator, a product manager, and me, a programmer. Anyway, on this paper, we are labelled as nerds and geeks. I did take a little offence to this, as much as it is light hearted (but annoying and old) humour. I have a vivid image that a geek is someone who doesn't go out but codes all day. I code all day at home and at work (when I have something to code...), but I keep balance by going out. I don't know why it is only people who work with computers that get such a stigma. No other profession really gets the same stigma—skilled, technical, or whatever. An account manager (and this is hardly a skilled job) says, "Perhaps [MY NAME HERE] could write some geeky code tomorrow to add this functionality to the website." It is funny how I get such an unfair stigma but I am so pivotal. In fact, if it wasn't for me, the company would have nothing to sell so the account managers would be redundant! I make systems, they get sold, and this is what pays the wages. It's funny how the account managers get a commission for how many systems they sell, or manage to make clients resubscribe to. Yet I built the thing in the first place! On top of that, my brother says all I do is type stuff on a keyboard all day. Surely if I did, I'd be typing at my normal typing speed of 100wpm+ as if I am writing a blog entry. Instead, I plan as I code along on the fly if commercial pressures and time prohibit proper planning. I never type as if I'm writing normal English. There is more to our jobs than just typing code. And my brother is a pipe fitter with no formal qualifications in his name. I could easily, and perhaps more justifiably, say he just manipulates a spanner or something. Does you feel underappreciated or that a geek/nerd stigma is undeserved or unfair?

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  • Getting up to speed on modern architecture

    - by Matt Thrower
    Hi, I don't have any formal qualifications in computer science, rather I taught myself classic ASP back in the days of the dotcom boom and managed to get myself a job and my career developed from there. I was a confident and, I think, pretty good programmer in ASP 3 but as others have observed one of the problems with classic ASP was that it did a very good job of hiding the nitty-gritty of http so you could become quite competent as a programmer on the basis of relatively poor understanding of the technology you were working with. When I changed on to .NET at first I treated it like classic ASP, developing stand-alone applications as individual websites simply because I didn't know any better at the time. I moved jobs at this point and spent the next several years working on a single site whose architecture relied heavily on custom objects: in other words I gained a lot of experience working with .NET as a middle-tier development tool using a quite old-fashioned approach to OO design along the lines of the classic "car" class example that's so often used to teach OO. Breaking down programs into blocks of functionality and basing your classes and methods around that. Although we worked under an Agile approach to manage the work the whole setup was classic client/server stuff. That suited me and I gradually got to grips with .NET and started using it far more in the manner that it should be, and I began to see the power inherent in the technology and precisely why it was so much better than good old ASP 3. In my latest job I have found myself suddenly dropped in at the deep end with two quite young, skilled and very cutting-edge programmers. They've built a site architecture which is modelling along a lot of stuff which is new to me and which, in truth I'm having a lot of trouble understanding. The application is built on a cloud computing model with multi-tenancy and the architecture is all loosely coupled using a lot of interfaces, factories and the like. They use nHibernate a lot too. Shortly after I joined, both these guys left and I'm now supposedly the senior developer on a system whose technology and architecture I don't really understand and I have no-one to ask questions of. Except you, the internet. Frankly I feel like I've been pitched in at the deep end and I'm sinking. I'm not sure if this is because I lack the educational background to understand this stuff, if I'm simply not mathematically minded enough for modern computing (my maths was never great - my approach to design is often to simply debug until it works, then refactor until it looks neat), or whether I've simply been presented with too much of too radical a nature at once. But the only way to find out which it is is to try and learn it. So can anyone suggest some good places to start? Good books, tutorials or blogs? I've found a lot of internet material simply presupposes a level of understanding that I just don't have. Your advice is much appreciated. Help a middle-aged, stuck in the mud developer get enthusastic again! Please!

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  • PeopleSoft Upgrades, Fusion, & BI for Leading European PeopleSoft Applications Customers

    - by Mark Rosenberg
    With so many industry-leading services firms around the globe managing their businesses with PeopleSoft, it’s always an adventure setting up times and meetings for us to keep in touch with them, especially those outside of North America who often do not get to join us at Oracle OpenWorld. Fortunately, during the first two weeks of May, Nigel Woodland (Oracle’s Service Industries Director for the EMEA region) and I successfully blocked off our calendars to visit seven different customers spanning four countries in Western Europe. We met executives and leaders at four Staffing industry firms, two Professional Services firms that engage in consulting and auditing, and a Financial Services firm. As we shared the latest information regarding product capabilities and plans, we also gained valuable insight into the hot technology topics facing these businesses. What we heard was both informative and inspiring, and I suspect other Oracle PeopleSoft applications customers can benefit from one or more of the following observations from our trip. Great IT Plans Get Executed When You Respect the Users Each of our visits followed roughly the same pattern. After introductions, Nigel outlined Oracle’s product and technology strategy, including a discussion of how we at Oracle invest in each layer of the “technology stack” to provide customers with unprecedented business management capabilities and choice. Then, I provided the specifics of the PeopleSoft product line’s investment strategy, detailing the dramatic number of rich usability and functionality enhancements added to release 9.1 since its general availability in 2009 and the game-changing capabilities slated for 9.2. What was most exciting about each of these discussions was that shortly after my talking about what customers can do with release 9.1 right now to drive up user productivity and satisfaction, I saw the wheels turning in the minds of our audiences. Business analyst and end user-configurable tools and technologies, such as WorkCenters and the Related Action Framework, that provide the ability to tailor a “central command center” to the exact needs of each recruiter, biller, and every other role in the organization were exactly what each of our customers had been looking for. Every one of our audiences agreed that these tools which demonstrate a respect for the user would finally help IT pole vault over the wall of resistance that users had often raised in the past. With these new user-focused capabilities, IT is positioned to definitively partner with the business, instead of drag the business along, to unlock the value of their investment in PeopleSoft. This topic of respecting the user emerged during our very first visit, which was at Vital Services Group at their Head Office “The Mill” in Manchester, England. (If you are a student of architecture and are ever in Manchester, you should stop in to see this amazingly renovated old mill building.) I had just finished explaining our PeopleSoft 9.2 roadmap, and Mike Code, PeopleSoft Systems Manager for this innovative staffing company, said, “Mark, the new features you’ve shown us in 9.1/9.2 are very relevant to our business. As we forge ahead with the 9.1 upgrade, the ability to configure a targeted user interface with WorkCenters, Related Actions, Pivot Grids, and Alerts will enable us to satisfy the business that this upgrade is for them and will deliver tangible benefits. In fact, you’ve highlighted that we need to start talking to the business to keep up the momentum to start reviewing the 9.2 upgrade after we get to 9.1, because as much as 9.1 and PeopleTools 8.52 offers, what you’ve shown us for 9.2 is what we’ve envisioned was ultimately possible with our investment in PeopleSoft applications.” We also received valuable feedback about our investment for the Staffing industry when we visited with Hans Wanders, CIO of Randstad (the second largest Staffing company in the world) in the Netherlands. After our visit, Hans noted, “It was very interesting to see how the PeopleSoft applications have developed. I was truly impressed by many of the new developments.” Hans and Mike, sincere thanks for the validation that our team’s hard work and dedication to “respecting the users” is worth the effort! Co-existence of PeopleSoft and Fusion Applications Just Makes Sense As a “product person,” one of the most rewarding things about visiting customers is that they actually want to talk to me. Sometimes, they want to discuss a product area that we need to enhance; other times, they are interested in learning how to extract more value from their applications; and still others, they want to tell me how they are using the applications to drive real value for the business. During this trip, I was very pleased to hear that several of our customers not only thought the co-existence of Fusion applications alongside PeopleSoft applications made sense in theory, but also that they were aggressively looking at how to deploy one or more Fusion applications alongside their PeopleSoft HCM and FSCM applications. The most common deployment plan in the works by three of the organizations is to upgrade to PeopleSoft 9.1 or 9.2, and then adopt one of the new Fusion HCM applications, such as Fusion Performance Management or the full suite of  Fusion Talent Management. For example, during an applications upgrade planning discussion with the staffing company Hays plc., Mark Thomas, who is Hays’ UK IT Director, commented, “We are very excited about where we can go with the latest versions of the PeopleSoft applications in conjunction with Fusion Talent Management.” Needless to say, this news was very encouraging, because it reiterated that our applications investment strategy makes good business sense for our customers. Next Generation Business Intelligence Is the Key to the Future The third, and perhaps most exciting, lesson I learned during this journey is that our audiences already know that the latest generation of Business Intelligence technologies will be the “secret sauce” for organizations to transform business in radical ways. While a number of the organizations we visited on the trip have deployed or are deploying Oracle Business Intelligence Enterprise Edition and the associated analytics applications to provide dashboards of easy-to-understand, user-configurable metrics that help optimize business performance according to current operating procedures, what’s most exciting to them is being able to use Business Intelligence to change the way an organization does business, grows revenue, and makes a profit. In particular, several executives we met asked whether we can help them minimize the need to have perfectly structured data and at the same time generate analytics that improve order fulfillment decision-making. To them, the path to future growth lies in having the ability to analyze unstructured data rapidly and intuitively and leveraging technology’s ability to detect patterns that a human cannot reasonably be expected to see. For illustrative purposes, here is a good example of a business problem where analyzing a combination of structured and unstructured data can produce better results. If you have a resource manager trying to decide which person would be the best fit for an assignment in terms of ensuring (a) client satisfaction, (b) the individual’s satisfaction with the work, (c) least travel distance, and (d) highest margin, you traditionally compare resource qualifications to assignment needs, calculate margins on past work with the client, and measure distances. To perform these comparisons, you are likely to need the organization to have profiles setup, people ranked against profiles, margin targets setup, margins measured, distances setup, distances measured, and more. As you can imagine, this requires organizations to plan and implement data setup, capture, and quality management initiatives to ensure that dependable information is available to support resourcing analysis and decisions. In the fast-paced, tight-budget world in which most organizations operate today, the effort and discipline required to maintain high-quality, structured data like those described in the above example are certainly not desirable and in some cases are not feasible. You can imagine how intrigued our audiences were when I informed them that we are ready to help them analyze volumes of unstructured data, detect trends, and produce recommendations. Our discussions delved into examples of how the firms could leverage Oracle’s Secure Enterprise Search and Endeca technologies to keyword search against, compare, and learn from unstructured resource and assignment data. We also considered examples of how they could employ Oracle Real-Time Decisions to generate statistically significant recommendations based on similar resourcing scenarios that have produced the desired satisfaction and profit margin results. --- Although I had almost no time for sight-seeing during this trip to Europe, I have to say that it may have been one of the most energizing and engaging trips of my career. Showing these dedicated customers how they can give every user a uniquely tailored set of tools and address business problems in ways that have to date been impossible made the journey across the Atlantic more than worth it. If any of these three topics intrigue you, I’d recommend you contact your Oracle applications representative to arrange for more detailed discussions with the appropriate members of our organization.

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  • Need personal advice on how to get out of a company..

    - by SOfan
    Hi, I am an SO user since past 6 months and this is the first time I am turning to SO for personal help. I have asked technical questions before with my real ID. I am stuck inside a service based IT company for the past one year and haven't been able to decide if to leave it, when to leave it and how to leave it. I had taken 2 weeks LWP on medical reason roughly at end of 1 year and then soon after reporting, I applied for 2 months more LWP (on medical/personal ground) with the intention of working on my health,take up a hobby class to ward off depression,pessimism, to have some fun in life, and to look for a job which I really would be excited about - that interests me and which matches with my strength. My leave starts from this Monday. So in any case, I had hard set in mind that I will leave the company after I join them back hopefully with some job offer already in hand (after figuring out what I want do). Neither I can stand the past project,past colleagues,company, HR, pathetically low salary. But if I really listen to my heart, I don't want to have to go back to that office after my sabbatical and again have to see those people. I will have to resign it after my sabbatical ends. Then HR people perhaps wont like it, may even accuse me on face or behind back that primary purpose of my leave must have been to hunt for a better job and I lied about medical and person reasons. Also, if they get nasty and force me to serve 2 months notice period. There is no way I see myself after sabbatical resuming in old project or starting new work. It will be a pain. Since they have already approved 2 months leave and stuff, ideally if they want, they should be just able to relieve me right on the next day after I join back. But, I don't know if they want to get nasty, will they mention about my 2 months sabbatical leave in my experience letter or more scary, the term medical/personal reason. I have hard earned my experience here, have worked against my will, mostly it has been painful and slogged like anything, because I realize the importance of work experience in IT industry. I don't have greed to have those 2 months included extra in my experience letter, but I don't want to mess up with my experience letter in a way which makes my next employer ask question, get suspicious, or be wary if I have any medical reason going on. Being an emotional,moody person or somebody who can't be in an environment, once my mind and heart starts hating it. I think it perhaps is best, if I resign on Monday itself telling them (in polite manner) something that look I took sabbatical for some reason but I don't want to resume working in the company after my sabbatical ends. So please accept my resignation. Now tell me what you want to do about my leave request, my notice period and when you are willing to relieve me. What should I write and how? Some background: I am working in an IT company in India.I am overqualified in the company. It is grossly underpaying me. My education qualifications far exceed anyone's in the whole company being a CS undergrad as well as a CS grad. I joined this company after finishing the grad. I had self-doubts about my skills and interest as a programmer. I like doing research oriented work, though didn't have any particular success during grad. My life here has been very hectic. The project containing many many sub-projects has kept me on my toes and I have never really liked the work. I have been playing against my strength. Also the company strict internet usage policy (you can't read gmails, can't browse any non-work related sites not even news). When working for a client, from the machine we can't even check company related emails.For this one has to go to kiosk like 5 machines in a small room etc. Most of the times those machines are not available, so it was not unusual to keep making rounds to these kiosk machines to check company emails, browse company related emails etc.So it was not so easy to keep in touch with company related basic affairs for a not particular careful person. Things like this which are new to me, make me feel restricted. I am an undecisive person with a sense of failure, self-doubt, not meeting up unrealistic expectation. Somewhere at back of mind, I envy my classmates who make a smooth transition from company to company without causing any gap in their resume. I on other hand have gaps in resume. I get tired after working in a place for sometime. problem with colleagues in general. I am not particular great with people, have few friends, not known for a fun nature, rather serious, scholar. I am not a typical conventional female. I think females are usually more disciplined. But I am not so. I reach office late (though after informing manager). I don't want to blame them entirely, because from my past, it is not unusual for me to get undecisive on things. Also I had doubts about my ability as researched and to succeed there. of building a relationship in a group, to have something to talk about, newspaper. I get cut-off from people. peer pressure. I make blunders in coding, lose patience. Consciously or unconsciously I feel contempt for people here, work here, environment here. I have doubts that either I go to a place which does innovation, does research oriented work, product biggies, have great motivated people, have competent people passionate about products they are building. But then I also doubt my ability to survive there. I have identified that an idea job for me would be 4 days a week, a high salary job. When among people in company/team, I can't think much. I need some time at home to read good authentic books written in good style on what work I am doing.So that I am comfortable with my understanding of work. I get into pressure easily under deadline and need 5th day to cool myself off. I took for 2 weeks leave, because each day was hell for me. May be the depression phase of bipolar is on and also partially it could be that being a work centered person, who derives happiness,self-esteem from work, haven't been enjoying work and have been working for the sole person of proving stability, and ability to stick, against all odds, and facing what challenges I see, bonding with people, identifying opportunities to learn in given task etc.have been averaging one day LWP in 1 week or 10 days. or may be because of my nature,ADD,not being able to switch context,out of touch with news, don't have a circle of friends with who I enjoy. less knowledge in general to talk about, just some technical stuff.anyway, so due to emotional reason, some practical reason etc, I wanted to be very sure before leaving. So my leave starts from Monday and I should feel happy about it. I have taken the leave to for a few purposes - to take care of my health by regular yoga/exercise (with project on, I just can't do anything regular), reassess myself to see what I want to try next which work I might like, look for next job, take up a hobby which I like say singing. I am not clear on my career,job aspiration. I have tried my hands on research. During this year appraisal yesterday, I even had some conflict with my last manager. In meeting with me one on one, he would say all nice things about me, but in feedback to new manager, he hasn't given any excellent feedback. It is all only good. I am angry at this old Manager. Also new manager also scolded me as I didn't agree to his appraisal and waited to hear myself from old Manager. He kind of scolded me for wasting his time. Am I being unethical somewhere? I am always very conscious of if I am cheating anywhere. What advice I am seeking? How to resign and what to write in resignation letter

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  • Beyond Cloud Technology, Enabling A More Agile and Responsive Organization

    - by sxkumar
    This is the second part of the blog “Clouds, Clouds Everywhere But not a Drop of Rain”. In the first part,  I was sharing with you how a broad-based transformation makes cloud more than a technology initiative, I will describe in this section how it requires people (organizational) and process changes as well, and these changes are as critical as is the choice of right tools and technology. People: Most IT organizations have a fairly complex organizational structure. There are different groups, managing different pieces of the puzzle, and yet, they don't always work together. Provisioning a new application therefore may require a request to float endlessly through system administrators, DBAs and middleware admin worlds – resulting in long delays and constant finger pointing.  Cloud users expect end-to-end automation - which requires these silos to be greatly simplified, if not completely eliminated.  Most customers I talk to acknowledge this problem but are quick to admit that such a transformation is hard. As hard as it may be, I am afraid that the status quo is no longer an option. Sticking to an organizational structure that was created ages back will not only impede cloud adoption,  it also risks making the IT skills increasingly irrelevant in a world that is rapidly moving towards converged applications and infrastructure.   Process: Most IT organizations today operate with a mindset that they must fully "control" access to any and all types of IT services. This in turn leads to people clinging on to outdated manual approval processes .  While requiring approvals for scarce resources makes sense, insisting that every single request must be manually approved defeats the very purpose of cloud. Not only this causes delays, thereby at least partially negating the agility benefits, it also results in gross inefficiency. In a cloud environment, self-service access should be governed by policies, quotas that the administrators can define upfront . For a cloud initiative to be successful, IT organizations MUST be ready to empower users by giving them real control rather than insisting on brokering every single interaction between users and the cloud resources. Technology: From a technology perspective, cloud is about consolidation, standardization and automation. A consolidated and standardized infrastructure helps increase utilization and reduces cost. Additionally, it  enables a much higher degree of automation - thereby providing users the required agility while minimizing operational costs.  Obviously, automation is the key to cloud. Unfortunately it hasn’t received as much attention within enterprises as it should have.  Many organizations are just now waking up to the criticality of automation and it still often gets relegated to back burner in favor of other "high priority" projects. However, it is important to understand that without the right type and level of automation, cloud will remain a distant dream for most enterprises. This in turn makes the choice of the cloud management software extremely critical.  For a cloud management software to be effective in an enterprise environment, it must meet the following qualifications: Broad and Deep Solution It should offer a broad and deep solution to enable the kind of broad-based transformation we are talking about.  Its footprint must cover physical and virtual systems, as well as infrastructure, database and application tiers. Too many enterprises choose to equate cloud with virtualization. While virtualization is a critical component of a cloud solution, it is just a component and not the whole solution. Similarly, too many people tend to equate cloud with Infrastructure-as-a-Service (IaaS). While it is perfectly reasonable to treat IaaS as a starting point, it is important to realize that it is just the first stepping stone - and on its own it can only provide limited business benefits. It is actually the higher level services, such as (application) platform and business applications, that will bring about a more meaningful transformation to your enterprise. Run and Manage Efficiently Your Mission Critical Applications It should not only be able to run your mission critical applications, it should do so better than before.  For enterprises, applications and data are the critical business assets  As such, if you are building a cloud platform that cannot run your ERP application, it isn't truly a "enterprise cloud".  Also, be wary of  vendors who try to sell you the idea that your applications must be written in a certain way to be able to run on the cloud. That is nothing but a bogus, self-serving argument. For the cloud to be meaningful to enterprises, it should adopt to your applications - and not the other way around.  Automated, Integrated Set of Cloud Management Capabilities At the root of many of the problems plaguing enterprise IT today is complexity. A complex maze of tools and technology, coupled with archaic  processes, results in an environment which is inflexible, inefficient and simply too hard to manage. Management tool consolidation, therefore, is key to the success of your cloud as tool proliferation adds to complexity, encourages compartmentalization and defeats the very purpose that you are building the cloud for. Decision makers ought to be extra cautious about vendors trying to sell them a "suite" of disparate and loosely integrated products as a cloud solution.  An effective enterprise cloud management solution needs to provide a tightly integrated set of capabilities for all aspects of cloud lifecycle management. A simple question to ask: will your environment be more or less complex after you implement your cloud? More often than not, the answer will surprise you.  At Oracle, we have understood these challenges and have been working hard to create cloud solutions that are relevant and meaningful for enterprises.  And we have been doing it for much longer than you may think. Oracle was one of the very first enterprise software companies to make our products available on the Amazon Cloud. As far back as in 2007, we created new cloud solutions such as Cloud Database Backup that are helping customers like Amazon save millions every year.  Our cloud solution portfolio is also the broadest and most deep in the industry  - covering public, private, hybrid, Infrastructure, platform and applications clouds. It is no coincidence therefore that the Oracle Cloud today offers the most comprehensive set of public cloud services in the industry.  And to a large part, this has been made possible thanks to our years on investment in creating cloud enabling technologies. I will dedicated the third and final part of the blog “Clouds, Clouds Everywhere But not a Drop of Rain” to Oracle Cloud Technologies Building Blocks and how they mapped into our vision of Enterprise Cloud. Stay Tuned.

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  • What does a Software Developer actually do?

    - by chobo2
    Hi I am graduating from my Computer Science degree in a few weeks from now!! I started to look for my first job. For the last couple years I gotten really into web programming(Asp.net). My first choice would be to get a junior asp.net MVC developer but I don't any companies in my area use MVC yet or if they do they are not hiring. So my second choice would be a junior asp.net Webforms developer. My other choices after that would be forms applications, mobile applications using .Net and C#. As you can see I am looking for something with .Net. I spent the last couple years doing .Net projects for school, on my free time and love the Language and it would pain me right now to switch to something like php. So now I found a posting in my area for an Entry Software Developer. I like the fact that they are using .net and that it is entry job(I never worked in this industry and never had more then like a tutoring job so I want to for like intermediate jobs). Posting Are you looking for an exciting challenge within a dynamic, people-oriented culture where you can launch your technical career? Company Name Inc. is a technology consulting company, located in Canada, that designs, develops, and delivers real-time interactive applications accessed via the Internet as well as back-end tools to support these applications. Company Name provides a combination of out-of-the-box and customized solutions to an expanding list of partners and customers. POSITION SUMMARY As a member of our team, the successful candidate will be responsible for helping us increase the quality and stability of our software systems by working jointly and directly with both the Software Development teams and the QA Team. The primary mission of this role will be to substantially enhance our test automation suite. The incumbent will design and program automated tests (unit, integration, system, stress and load) in Visual Studio using C# and will develop sound processes that help us identify and resolve defects as early as possible. The successful incumbent will help us improve and enhance system functionality, reliability, performance and scalability. This role is specifically designed for an eager, bright, new graduate who is looking for a stepping stone into a software engineering role. We promote from within and invite new graduates to apply for this important position - which may lead to new opportunities. We also offer a generous professional development plan to help you on your way. You will be a key part of a team of experts that is responsible for improving the quality of our software by: • Designing, writing, and executing test plans and programmatic tests in Visual Studio using C# and NUnit for functional testing of our code, new features, regression, and performance test procedures. • Working with the engineers to design and build the stress and load testing framework which emulates tens and even hundreds of thousands of concurrent users via a distributed network interfacing with our Load Testing Lab. • Interfacing with both the Development Team and the QA Team to ensure risks are identified and managed. • Mentoring and leading the QA Team in programmatic test automation technologies and tools. MUST HAVE SKILLS / QUALIFICATIONS: • Diploma or higher Degree in Computer Science, or equivalent formal training. • Fundamental C# programming skills. • Knowledge of Internet technologies and Microsoft Windows platforms. • Knowledge of PC hardware. • Excellent communication skills (both oral and written). • Self-starter who takes initiative, requires minimal supervision, can handle multiple simultaneous tasks. • Detail-oriented, able to concentrate, and work quickly. • Proven diagnostic, analytical, and problem solving skills. NICE TO HAVE SKILLS: • Exposure to Visual Studio Team System or Visual Studio Test Edition. • Exposure in C# using NUnit. • Exposure to NUnit, HTTPUnit, and other automation tool suites. • Exposure to Performance/Stress/Load Testing. • Good understanding of relational databases (MS SQL Server). • Familiar with video and online multi-player games. As part of our team you will have the opportunity to work with a supportive team of experts, drive your own success, and ride the wave as we continually expand our team of experts. If you are interested in this opportunity, please send your resume to [email protected] with “Entry Level Software Developer” in the subject line. So that is the posting. To me it sounds like it is QA job. I don't have anything against QA jobs but alot of them seems to be your just clicking buttons and running scripts. Is this what a typical software developer does? Like I am so on the fence to apply for this job. On one side I am not sure how much programming I would be doing. Like I want to be at least half the time programming otherwise my skills will never improve since I will never be programming in teams and stuff. At the same time I have no experience in the industry so on the other side I am thinking just go for it and then maybe a year later try to get a full programming job(provided that I got the job). Yet if I am not programming in that job then that experience will not help me for the next job I find as I will be back a square one.

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  • Is Social Media The Vital Skill You Aren’t Tracking?

    - by HCM-Oracle
    By Mark Bennett - Originally featured in Talent Management Excellence The ever-increasing presence of the workforce on social media presents opportunities as well as risks for organizations. While on the one hand, we read about social media embarrassments happening to organizations, on the other we see that social media activities by workers and candidates can enhance a company’s brand and provide insight into what individuals are, or can become, influencers in the social media sphere. HR can play a key role in helping organizations make the most value out of the activities and presence of workers and candidates, while at the same time also helping to manage the risks that come with the permanence and viral nature of social media. What is Missing from Understanding Our Workforce? “If only HP knew what HP knows, we would be three-times more productive.”  Lew Platt, Former Chairman, President, CEO, Hewlett-Packard  What Lew Platt recognized was that organizations only have a partial understanding of what their workforce is capable of. This lack of understanding impacts the company in several negative ways: 1. A particular skill that the company needs to access in one part of the organization might exist somewhere else, but there is no record that the skill exists, so the need is unfulfilled. 2. As market conditions change rapidly, the company needs to know strategic options, but some options are missed entirely because the company doesn’t know that sufficient capability already exists to enable those options. 3. Employees may miss out on opportunities to demonstrate how their hidden skills could create new value to the company. Why don’t companies have that more complete picture of their workforce capabilities – that is, not know what they know? One very good explanation is that companies put most of their efforts into rating their workforce according to the jobs and roles they are filling today. This is the essence of two important talent management processes: recruiting and performance appraisals.  In recruiting, a set of requirements is put together for a job, either explicitly or indirectly through a job description. During the recruiting process, much of the attention is paid towards whether the candidate has the qualifications, the skills, the experience and the cultural fit to be successful in the role. This makes a lot of sense.  In the performance appraisal process, an employee is measured on how well they performed the functions of their role and in an effort to help the employee do even better next time, they are also measured on proficiency in the competencies that are deemed to be key in doing that job. Again, the logic is impeccable.  But in both these cases, two adages come to mind: 1. What gets measured is what gets managed. 2. You only see what you are looking for. In other words, the fact that the current roles the workforce are performing are the basis for measuring which capabilities the workforce has, makes them the only capabilities to be measured. What was initially meant to be a positive, i.e. identify what is needed to perform well and measure it, in order that it can be managed, comes with the unintended negative consequence of overshadowing the other capabilities the workforce has. This also comes with an employee engagement price, for the measurements and management of workforce capabilities is to typically focus on where the workforce comes up short. Again, it makes sense to do this, since improving a capability that appears to result in improved performance benefits, both the individual through improved performance ratings and the company through improved productivity. But this is based on the assumption that the capabilities identified and their required proficiencies are the only attributes of the individual that matter. Anything else the individual brings that results in high performance, while resulting in a desired performance outcome, often goes unrecognized or underappreciated at best. As social media begins to occupy a more important part in current and future roles in organizations, businesses must incorporate social media savvy and innovation into job descriptions and expectations. These new measures could provide insight into how well someone can use social media tools to influence communities and decision makers; keep abreast of trends in fast-moving industries; present a positive brand image for the organization around thought leadership, customer focus, social responsibility; and coordinate and collaborate with partners. These measures should demonstrate the “social capital” the individual has invested in and developed over time. Without this dimension, “short cut” methods may generate a narrow set of positive metrics that do not have real, long-lasting benefits to the organization. How Workforce Reputation Management Helps HR Harness Social Media With hundreds of petabytes of social media data flowing across Facebook, LinkedIn and Twitter, businesses are tapping technology solutions to effectively leverage social for HR. Workforce reputation management technology helps organizations discover, mobilize and retain talent by providing insight into the social reputation and influence of the workforce while also helping organizations monitor employee social media policy compliance and mitigate social media risk.  There are three major ways that workforce reputation management technology can play a strategic role to support HR: 1. Improve Awareness and Decisions on Talent Many organizations measure the skills and competencies that they know they need today, but are unaware of what other skills and competencies their workforce has that could be essential tomorrow. How about whether your workforce has the reputation and influence to make their skills and competencies more effective? Many organizations don’t have insight into the social media “reach” their workforce has, which is becoming more critical to business performance. These features help organizations, managers, and employees improve many talent processes and decision making, including the following: Hiring and Assignments. People and teams with higher reputations are considered more valuable and effective workers. Someone with high reputation who refers a candidate also can have high credibility as a source for hires.   Training and Development. Reputation trend analysis can impact program decisions regarding training offerings by showing how reputation and influence across the workforce changes in concert with training. Worker reputation impacts development plans and goal choices by helping the individual see which development efforts result in improved reputation and influence.   Finding Hidden Talent. Managers can discover hidden talent and skills amongst employees based on a combination of social profile information and social media reputation. Employees can improve their personal brand and accelerate their career development.  2. Talent Search and Discovery The right technology helps organizations find information on people that might otherwise be hidden. By leveraging access to candidate and worker social profiles as well as their social relationships, workforce reputation management provides companies with a more complete picture of what their knowledge, skills, and attributes are and what they can in turn access. This more complete information helps to find the right talent both outside the organization as well as the right, perhaps previously hidden talent, within the organization to fill roles and staff projects, particularly those roles and projects that are required in reaction to fast-changing opportunities and circumstances. 3. Reputation Brings Credibility Workforce reputation management technology provides a clearer picture of how candidates and workers are viewed by their peers and communities across a wide range of social reputation and influence metrics. This information is less subject to individual bias and can impact critical decision-making. Knowing the individual’s reputation and influence enables the organization to predict how well their capabilities and behaviors will have a positive effect on desired business outcomes. Many roles that have the highest impact on overall business performance are dependent on the individual’s influence and reputation. In addition, reputation and influence measures offer a very tangible source of feedback for workers, providing them with insight that helps them develop themselves and their careers and see the effectiveness of those efforts by tracking changes over time in their reputation and influence. The following are some examples of the different reputation and influence measures of the workforce that Workforce Reputation Management could gather and analyze: Generosity – How often the user reposts other’s posts. Influence – How often the user’s material is reposted by others.  Engagement – The ratio of recent posts with references (e.g. links to other posts) to the total number of posts.  Activity – How frequently the user posts. (e.g. number per day)  Impact – The size of the users’ social networks, which indicates their ability to reach unique followers, friends, or users.   Clout – The number of references and citations of the user’s material in others’ posts.  The Vital Ingredient of Workforce Reputation Management: Employee Participation “Nothing about me, without me.” Valerie Billingham, “Through the Patient’s Eyes”, Salzburg Seminar Session 356, 1998 Since data resides primarily in social media, a question arises: what manner is used to collect that data? While much of social media activity is publicly accessible (as many who wished otherwise have learned to their chagrin), the social norms of social media have developed to put some restrictions on what is acceptable behavior and by whom. Disregarding these norms risks a repercussion firestorm. One of the more recognized norms is that while individuals can follow and engage with other individual’s public social activity (e.g. Twitter updates) fairly freely, the more an organization does this unprompted and without getting permission from the individual beforehand, the more likely the organization risks a totally opposite outcome from the one desired. Instead, the organization must look for permission from the individual, which can be met with resistance. That resistance comes from not knowing how the information will be used, how it will be shared with others, and not receiving enough benefit in return for granting permission. As the quote above about patient concerns and rights succinctly states, no one likes not feeling in control of the information about themselves, or the uncertainty about where it will be used. This is well understood in consumer social media (i.e. permission-based marketing) and is applicable to workforce reputation management. However, asking permission leaves open the very real possibility that no one, or so few, will grant permission, resulting in a small set of data with little usefulness for the company. Connecting Individual Motivation to Organization Needs So what is it that makes an individual decide to grant an organization access to the data it wants? It is when the individual’s own motivations are in alignment with the organization’s objectives. In the case of workforce reputation management, when the individual is motivated by a desire for increased visibility and career growth opportunities to advertise their skills and level of influence and reputation, they are aligned with the organizations’ objectives; to fill resource needs or strategically build better awareness of what skills are present in the workforce, as well as levels of influence and reputation. Individuals can see the benefit of granting access permission to the company through multiple means. One is through simple social awareness; they begin to discover that peers who are getting more career opportunities are those who are signed up for workforce reputation management. Another is where companies take the message directly to the individual; we think you would benefit from signing up with our workforce reputation management solution. Another, more strategic approach is to make reputation management part of a larger Career Development effort by the company; providing a wide set of tools to help the workforce find ways to plan and take action to achieve their career aspirations in the organization. An effective mechanism, that facilitates connecting the visibility and career growth motivations of the workforce with the larger context of the organization’s business objectives, is to use game mechanics to help individuals transform their career goals into concrete, actionable steps, such as signing up for reputation management. This works in favor of companies looking to use workforce reputation because the workforce is more apt to see how it fits into achieving their overall career goals, as well as seeing how other participation brings additional benefits.  Once an individual has signed up with reputation management, not only have they made themselves more visible within the organization and increased their career growth opportunities, they have also enabled a tool that they can use to better understand how their actions and behaviors impact their influence and reputation. Since they will be able to see their reputation and influence measurements change over time, they will gain better insight into how reputation and influence impacts their effectiveness in a role, as well as how their behaviors and skill levels in turn affect their influence and reputation. This insight can trigger much more directed, and effective, efforts by the individual to improve their ability to perform at a higher level and become more productive. The increased sense of autonomy the individual experiences, in linking the insight they gain to the actions and behavior changes they make, greatly enhances their engagement with their role as well as their career prospects within the company. Workforce reputation management takes the wide range of disparate data about the workforce being produced across various social media platforms and transforms it into accessible, relevant, and actionable information that helps the organization achieve its desired business objectives. Social media holds untapped insights about your talent, brand and business, and workforce reputation management can help unlock them. Imagine - if you could find the hidden secrets of your businesses, how much more productive and efficient would your organization be? Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use. Follow him @mpbennett

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  • Can this Query be corrected or different table structure needed? (database dumps provided)

    - by sandeepan
    This is a bit lengthy but I have provided sufficient details and kept things very clear. Please see if you can help. (I will surely accept answer if it solves my problem) I am sure a person experienced with this can surely help or suggest me to decide the tables structure. About the system:- There are tutors who create classes A tags based search approach is being followed Tag relations are created/edited when new tutors registers/edits profile data and when tutors create classes (this makes tutors and classes searcheable).For simplicity, let us consider only tutor name and class name are the fields which are matched against search keywords. In this example, I am considering - tutor "Sandeepan Nath" has created a class called "first class" tutor "Bob Cratchit" has created a class called "new class" Desired search results- AND logic to be appied on the search keywords and match against class and tutor data(class name + tutor name), in other words, All those classes be shown such that all the search terms are present in the class name or its tutor name. Example to be clear - Searching "first class" returns class with id_wc = 1. Working Searching "Sandeepan class" should also return class with id_wc = 1. Not working in System 2. Problem with profile editing and searching To tell in one sentence, I am facing a conflict between the ease of profile edition (edition of tag relations when tutor profiles are edited) and the ease of search logic. In the beginning, we had one table structure and search was easy but tag edition logic was very clumsy and unmaintainable(Check System 1 in the section below) . So we created separate tag relations tables to make profile edition simpler but search has become difficult. Please dump the tables so that you can run the search query I have given below and see the results. System 1 (previous system - search easy - profile edition difficult):- Only one table called All_Tag_Relations table had the all the tag relations. The tags table below is common to both systems 1 and 2. CREATE TABLE IF NOT EXISTS `all_tag_relations` ( `id_tag_rel` int(10) NOT NULL AUTO_INCREMENT, `id_tag` int(10) unsigned NOT NULL DEFAULT '0', `id_tutor` int(10) DEFAULT NULL, `id_wc` int(10) unsigned DEFAULT NULL, PRIMARY KEY (`id_tag_rel`), KEY `All_Tag_Relations_FKIndex1` (`id_tag`), KEY `id_wc` (`id_wc`), KEY `id_tag` (`id_tag`) ) ENGINE=InnoDB DEFAULT CHARSET=latin1; INSERT INTO `all_tag_relations` (`id_tag_rel`, `id_tag`, `id_tutor`, `id_wc`) VALUES (1, 1, 1, NULL), (2, 2, 1, NULL), (3, 1, 1, 1), (4, 2, 1, 1), (5, 3, 1, 1), (6, 4, 1, 1), (7, 6, 2, NULL), (8, 7, 2, NULL), (9, 6, 2, 2), (10, 7, 2, 2), (11, 5, 2, 2), (12, 4, 2, 2); CREATE TABLE IF NOT EXISTS `tags` ( `id_tag` int(10) unsigned NOT NULL AUTO_INCREMENT, `tag` varchar(255) DEFAULT NULL, PRIMARY KEY (`id_tag`), UNIQUE KEY `tag` (`tag`), KEY `id_tag` (`id_tag`), KEY `tag_2` (`tag`), KEY `tag_3` (`tag`), KEY `tag_4` (`tag`), FULLTEXT KEY `tag_5` (`tag`) ) ENGINE=MyISAM DEFAULT CHARSET=latin1 AUTO_INCREMENT=8 ; INSERT INTO `tags` (`id_tag`, `tag`) VALUES (1, 'Sandeepan'), (2, 'Nath'), (3, 'first'), (4, 'class'), (5, 'new'), (6, 'Bob'), (7, 'Cratchit'); Please note that for every class, the tag rels of its tutor have to be duplicated. Example, for class with id_wc=1, the tag rel records with id_tag_rel = 3 and 4 are actually extras if you compare with the tag rel records with id_tag_rel = 1 and 2. System 2 (present system - profile edition easy, search difficult) Two separate tables Tutors_Tag_Relations and Webclasses_Tag_Relations have the corresponding tag relations data (Please dump into a separate database)- CREATE TABLE IF NOT EXISTS `tutors_tag_relations` ( `id_tag_rel` int(10) NOT NULL AUTO_INCREMENT, `id_tag` int(10) unsigned NOT NULL DEFAULT '0', `id_tutor` int(10) DEFAULT NULL, PRIMARY KEY (`id_tag_rel`), KEY `All_Tag_Relations_FKIndex1` (`id_tag`), KEY `id_tag` (`id_tag`) ) ENGINE=InnoDB DEFAULT CHARSET=latin1; INSERT INTO `tutors_tag_relations` (`id_tag_rel`, `id_tag`, `id_tutor`) VALUES (1, 1, 1), (2, 2, 1), (3, 6, 2), (4, 7, 2); CREATE TABLE IF NOT EXISTS `webclasses_tag_relations` ( `id_tag_rel` int(10) NOT NULL AUTO_INCREMENT, `id_tag` int(10) unsigned NOT NULL DEFAULT '0', `id_tutor` int(10) DEFAULT NULL, `id_wc` int(10) DEFAULT NULL, PRIMARY KEY (`id_tag_rel`), KEY `webclasses_Tag_Relations_FKIndex1` (`id_tag`), KEY `id_wc` (`id_wc`), KEY `id_tag` (`id_tag`) ) ENGINE=InnoDB DEFAULT CHARSET=latin1; INSERT INTO `webclasses_tag_relations` (`id_tag_rel`, `id_tag`, `id_tutor`, `id_wc`) VALUES (1, 3, 1, 1), (2, 4, 1, 1), (3, 5, 2, 2), (4, 4, 2, 2); CREATE TABLE IF NOT EXISTS `tags` ( `id_tag` int(10) unsigned NOT NULL AUTO_INCREMENT, `tag` varchar(255) DEFAULT NULL, PRIMARY KEY (`id_tag`), UNIQUE KEY `tag` (`tag`), KEY `id_tag` (`id_tag`), KEY `tag_2` (`tag`), KEY `tag_3` (`tag`), KEY `tag_4` (`tag`), FULLTEXT KEY `tag_5` (`tag`) ) ENGINE=MyISAM DEFAULT CHARSET=latin1 AUTO_INCREMENT=8 ; INSERT INTO `tags` (`id_tag`, `tag`) VALUES (1, 'Sandeepan'), (2, 'Nath'), (3, 'first'), (4, 'class'), (5, 'new'), (6, 'Bob'), (7, 'Cratchit'); CREATE TABLE IF NOT EXISTS `all_tag_relations` ( `id_tag_rel` int(10) NOT NULL AUTO_INCREMENT, `id_tag` int(10) unsigned NOT NULL DEFAULT '0', `id_tutor` int(10) DEFAULT NULL, `id_wc` int(10) unsigned DEFAULT NULL, PRIMARY KEY (`id_tag_rel`), KEY `All_Tag_Relations_FKIndex1` (`id_tag`), KEY `id_wc` (`id_wc`) ) ENGINE=InnoDB DEFAULT CHARSET=latin1; insert into All_Tag_Relations select NULL,id_tag,id_tutor,NULL from Tutors_Tag_Relations; insert into All_Tag_Relations select NULL,id_tag,id_tutor,id_wc from Webclasses_Tag_Relations; Here you can see how easily tutor first name can be edited only in one place. But search has become really difficult, so on being advised to use a Temporary table, I am creating one at every search request, then dumping all the necessary data and then searching from it, I am creating this All_Tag_Relations table at search run time. Here I am just dumping all the data from the two tables Tutors_Tag_Relations and Webclasses_Tag_Relations. But, I am still not able to get classes if I search with tutor name This is the query which searches "first class". Running them on both the systems shows correct results (returns the class with id_wc = 1). SELECT wtagrels.id_wc,SUM(DISTINCT( wtagrels.id_tag =3)) AS key_1_total_matches, SUM(DISTINCT( wtagrels.id_tag =4)) AS key_2_total_matches FROM all_tag_relations AS wtagrels WHERE ( wtagrels.id_tag =3 OR wtagrels.id_tag =4 ) GROUP BY wtagrels.id_wc HAVING key_1_total_matches = 1 AND key_2_total_matches = 1 LIMIT 0, 20 But, searching for "Sandeepan class" works only with the 1st system Here is the query which searches "Sandeepan class" SELECT wtagrels.id_wc,SUM(DISTINCT( wtagrels.id_tag =1)) AS key_1_total_matches, SUM(DISTINCT( wtagrels.id_tag =4)) AS key_2_total_matches FROM all_tag_relations AS wtagrels WHERE ( wtagrels.id_tag =1 OR wtagrels.id_tag =4 ) GROUP BY wtagrels.id_wc HAVING key_1_total_matches = 1 AND key_2_total_matches = 1 LIMIT 0, 20 Can anybody alter this query and somehow do a proper join or something to get correct results. That solves my problem in a nice way. As you can figure out, the reason why it does not work in system 2 is that in system 1, for every class, one additional tag relation linking class and tutor name is present. e.g. for class first class, (records with id_tag_rel 3 and 4) which returns the class on searching with tutor name. So, you see the trade-off between the search and profile edition difficulty with the two systems. How do I overcome both. I have to reach a conclusion soon. So far my reasoning is it is definitely not good from a code maintainability point of view to follow the single tag rel table structure of system one, because in a real system while editing a field like "tutor qualifications", there can be as many records in tag rels table as there are words in qualification of a tutor (one word in a field = one tag relation). Now suppose a tutor has 100 classes. When he edits his qualification, all the tag rel rows corresponding to him are deleted and then as many copies are to be created (as per the new qualification data) as there are classes. This becomes particularly difficult if later more searcheable fields are added. The code cannot be robust. Is the best solution to follow system 2 (edition has to be in one table - no extra work for each and every class) and somehow re-create the all_tag_relations table like system 1 (from the tables tutor_tag_relations and webclasses_tag_relations), creating the extra tutor tag rels for each and every class by a tutor (which is currently missing in system 2's temporary all_tag_relations table). That would be a time consuming logic script. I doubt that table can be recreated without resorting to PHP sript (mysql alone cannot do that). But the problem is that running all this at search time will make search definitely slow. So, how do such systems work? How are such situations handled? I thought about we can run a cron which initiates that PHP script, say every 1 minute and replaces the existing all_tag_relations table as per new tag rels from tutor_tag_relations and webclasses_tag_relations (replaces means creates a new table, deletes the original and renames the new one as all_tag_relations, otherwise search won't work during that period- or is there any better way to that?). Anyway, the result would be that any changes by tutors will reflect in search in the next 1 minute and not immediately. An alternateve would be to initate that PHP script every time a tutor edits his profile. But here again, since many users may edit their profiles concurrently, will the creation of so many tables be a burden and can mysql make the server slow? Any help would be appreciated and working solution will be accepted as answer. Thanks, Sandeepan

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  • Can this Query can be corrected or different table structure needed? (question is clear, detailed, d

    - by sandeepan
    This is a bit lengthy but I have provided sufficient details and kept things very clear. Please see if you can help. (I will surely accept answer if it solves my problem) I am sure a person experienced with this can surely help or suggest me to decide the tables structure. About the system:- There are tutors who create classes A tags based search approach is being followed Tag relations are created/edited when new tutors registers/edits profile data and when tutors create classes (this makes tutors and classes searcheable).For simplicity, let us consider only tutor name and class name are the fields which are matched against search keywords. In this example, I am considering - tutor "Sandeepan Nath" has created a class called "first class" tutor "Bob Cratchit" has created a class called "new class" Desired search results- AND logic to be appied on the search keywords and match against class and tutor data(class name + tutor name), in other words, All those classes be shown such that all the search terms are present in the class name or its tutor name. Example to be clear - Searching "first class" returns class with id_wc = 1. Working Searching "Sandeepan class" should also return class with id_wc = 1. Not working in System 2. Problem with profile editing and searching To tell in one sentence, I am facing a conflict between the ease of profile edition (edition of tag relations when tutor profiles are edited) and the ease of search logic. In the beginning, we had one table structure and search was easy but tag edition logic was very clumsy and unmaintainable(Check System 1 in the section below) . So we created separate tag relations tables to make profile edition simpler but search has become difficult. Please dump the tables so that you can run the search query I have given below and see the results. System 1 (previous system - search easy - profile edition difficult):- Only one table called All_Tag_Relations table had the all the tag relations. The tags table below is common to both systems 1 and 2. CREATE TABLE IF NOT EXISTS `all_tag_relations` ( `id_tag_rel` int(10) NOT NULL AUTO_INCREMENT, `id_tag` int(10) unsigned NOT NULL DEFAULT '0', `id_tutor` int(10) DEFAULT NULL, `id_wc` int(10) unsigned DEFAULT NULL, PRIMARY KEY (`id_tag_rel`), KEY `All_Tag_Relations_FKIndex1` (`id_tag`), KEY `id_wc` (`id_wc`), KEY `id_tag` (`id_tag`) ) ENGINE=InnoDB DEFAULT CHARSET=latin1; INSERT INTO `all_tag_relations` (`id_tag_rel`, `id_tag`, `id_tutor`, `id_wc`) VALUES (1, 1, 1, NULL), (2, 2, 1, NULL), (3, 1, 1, 1), (4, 2, 1, 1), (5, 3, 1, 1), (6, 4, 1, 1), (7, 6, 2, NULL), (8, 7, 2, NULL), (9, 6, 2, 2), (10, 7, 2, 2), (11, 5, 2, 2), (12, 4, 2, 2); CREATE TABLE IF NOT EXISTS `tags` ( `id_tag` int(10) unsigned NOT NULL AUTO_INCREMENT, `tag` varchar(255) DEFAULT NULL, PRIMARY KEY (`id_tag`), UNIQUE KEY `tag` (`tag`), KEY `id_tag` (`id_tag`), KEY `tag_2` (`tag`), KEY `tag_3` (`tag`), KEY `tag_4` (`tag`), FULLTEXT KEY `tag_5` (`tag`) ) ENGINE=MyISAM DEFAULT CHARSET=latin1 AUTO_INCREMENT=8 ; INSERT INTO `tags` (`id_tag`, `tag`) VALUES (1, 'Sandeepan'), (2, 'Nath'), (3, 'first'), (4, 'class'), (5, 'new'), (6, 'Bob'), (7, 'Cratchit'); Please note that for every class, the tag rels of its tutor have to be duplicated. Example, for class with id_wc=1, the tag rel records with id_tag_rel = 3 and 4 are actually extras if you compare with the tag rel records with id_tag_rel = 1 and 2. System 2 (present system - profile edition easy, search difficult) Two separate tables Tutors_Tag_Relations and Webclasses_Tag_Relations have the corresponding tag relations data (Please dump into a separate database)- CREATE TABLE IF NOT EXISTS `tutors_tag_relations` ( `id_tag_rel` int(10) NOT NULL AUTO_INCREMENT, `id_tag` int(10) unsigned NOT NULL DEFAULT '0', `id_tutor` int(10) DEFAULT NULL, PRIMARY KEY (`id_tag_rel`), KEY `All_Tag_Relations_FKIndex1` (`id_tag`), KEY `id_tag` (`id_tag`) ) ENGINE=InnoDB DEFAULT CHARSET=latin1; INSERT INTO `tutors_tag_relations` (`id_tag_rel`, `id_tag`, `id_tutor`) VALUES (1, 1, 1), (2, 2, 1), (3, 6, 2), (4, 7, 2); CREATE TABLE IF NOT EXISTS `webclasses_tag_relations` ( `id_tag_rel` int(10) NOT NULL AUTO_INCREMENT, `id_tag` int(10) unsigned NOT NULL DEFAULT '0', `id_tutor` int(10) DEFAULT NULL, `id_wc` int(10) DEFAULT NULL, PRIMARY KEY (`id_tag_rel`), KEY `webclasses_Tag_Relations_FKIndex1` (`id_tag`), KEY `id_wc` (`id_wc`), KEY `id_tag` (`id_tag`) ) ENGINE=InnoDB DEFAULT CHARSET=latin1; INSERT INTO `webclasses_tag_relations` (`id_tag_rel`, `id_tag`, `id_tutor`, `id_wc`) VALUES (1, 3, 1, 1), (2, 4, 1, 1), (3, 5, 2, 2), (4, 4, 2, 2); CREATE TABLE IF NOT EXISTS `tags` ( `id_tag` int(10) unsigned NOT NULL AUTO_INCREMENT, `tag` varchar(255) DEFAULT NULL, PRIMARY KEY (`id_tag`), UNIQUE KEY `tag` (`tag`), KEY `id_tag` (`id_tag`), KEY `tag_2` (`tag`), KEY `tag_3` (`tag`), KEY `tag_4` (`tag`), FULLTEXT KEY `tag_5` (`tag`) ) ENGINE=MyISAM DEFAULT CHARSET=latin1 AUTO_INCREMENT=8 ; INSERT INTO `tags` (`id_tag`, `tag`) VALUES (1, 'Sandeepan'), (2, 'Nath'), (3, 'first'), (4, 'class'), (5, 'new'), (6, 'Bob'), (7, 'Cratchit'); CREATE TABLE IF NOT EXISTS `all_tag_relations` ( `id_tag_rel` int(10) NOT NULL AUTO_INCREMENT, `id_tag` int(10) unsigned NOT NULL DEFAULT '0', `id_tutor` int(10) DEFAULT NULL, `id_wc` int(10) unsigned DEFAULT NULL, PRIMARY KEY (`id_tag_rel`), KEY `All_Tag_Relations_FKIndex1` (`id_tag`), KEY `id_wc` (`id_wc`) ) ENGINE=InnoDB DEFAULT CHARSET=latin1; insert into All_Tag_Relations select NULL,id_tag,id_tutor,NULL from Tutors_Tag_Relations; insert into All_Tag_Relations select NULL,id_tag,id_tutor,id_wc from Webclasses_Tag_Relations; Here you can see how easily tutor first name can be edited only in one place. But search has become really difficult, so on being advised to use a Temporary table, I am creating one at every search request, then dumping all the necessary data and then searching from it, I am creating this All_Tag_Relations table at search run time. Here I am just dumping all the data from the two tables Tutors_Tag_Relations and Webclasses_Tag_Relations. But, I am still not able to get classes if I search with tutor name This is the query which searches "first class". Running them on both the systems shows correct results (returns the class with id_wc = 1). SELECT wtagrels.id_wc,SUM(DISTINCT( wtagrels.id_tag =3)) AS key_1_total_matches, SUM(DISTINCT( wtagrels.id_tag =4)) AS key_2_total_matches FROM all_tag_relations AS wtagrels WHERE ( wtagrels.id_tag =3 OR wtagrels.id_tag =4 ) GROUP BY wtagrels.id_wc HAVING key_1_total_matches = 1 AND key_2_total_matches = 1 LIMIT 0, 20 But, searching for "Sandeepan class" works only with the 1st system Here is the query which searches "Sandeepan class" SELECT wtagrels.id_wc,SUM(DISTINCT( wtagrels.id_tag =1)) AS key_1_total_matches, SUM(DISTINCT( wtagrels.id_tag =4)) AS key_2_total_matches FROM all_tag_relations AS wtagrels WHERE ( wtagrels.id_tag =1 OR wtagrels.id_tag =4 ) GROUP BY wtagrels.id_wc HAVING key_1_total_matches = 1 AND key_2_total_matches = 1 LIMIT 0, 20 Can anybody alter this query and somehow do a proper join or something to get correct results. That solves my problem in a nice way. As you can figure out, the reason why it does not work in system 2 is that in system 1, for every class, one additional tag relation linking class and tutor name is present. e.g. for class first class, (records with id_tag_rel 3 and 4) which returns the class on searching with tutor name. So, you see the trade-off between the search and profile edition difficulty with the two systems. How do I overcome both. I have to reach a conclusion soon. So far my reasoning is it is definitely not good from a code maintainability point of view to follow the single tag rel table structure of system one, because in a real system while editing a field like "tutor qualifications", there can be as many records in tag rels table as there are words in qualification of a tutor (one word in a field = one tag relation). Now suppose a tutor has 100 classes. When he edits his qualification, all the tag rel rows corresponding to him are deleted and then as many copies are to be created (as per the new qualification data) as there are classes. This becomes particularly difficult if later more searcheable fields are added. The code cannot be robust. Is the best solution to follow system 2 (edition has to be in one table - no extra work for each and every class) and somehow re-create the all_tag_relations table like system 1 (from the tables tutor_tag_relations and webclasses_tag_relations), creating the extra tutor tag rels for each and every class by a tutor (which is currently missing in system 2's temporary all_tag_relations table). That would be a time consuming logic script. I doubt that table can be recreated without resorting to PHP sript (mysql alone cannot do that). But the problem is that running all this at search time will make search definitely slow. So, how do such systems work? How are such situations handled? I thought about we can run a cron which initiates that PHP script, say every 1 minute and replaces the existing all_tag_relations table as per new tag rels from tutor_tag_relations and webclasses_tag_relations (replaces means creates a new table, deletes the original and renames the new one as all_tag_relations, otherwise search won't work during that period- or is there any better way to that?). Anyway, the result would be that any changes by tutors will reflect in search in the next 1 minute and not immediately. An alternateve would be to initate that PHP script every time a tutor edits his profile. But here again, since many users may edit their profiles concurrently, will the creation of so many tables be a burden and can mysql make the server slow? Any help would be appreciated and working solution will be accepted as answer. Thanks, Sandeepan

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