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  • What You Can Learn from the NFL Referee Lockout

    - by Christina McKeon
    American football is a lot like religion. The fans are devoted followers that take brand loyalty to a whole new level. These fans that worship their teams each week showed that they are powerful customers whose voice has an impact. Yesterday, these fans proved that their opinion could force the hand of a large and powerful institution. With a three-month NFL referee lockout that seemed like it was nowhere close to resolution, the Green Bay Packers and the Seattle Seahawks competed last Monday night. For those of you that might have been out of the news cycle the past few days, Green Bay lost the game due to a controversial call that many experts and analysts agree should have resulted in Green Bay winning the game. Outrage ensued. The NFL had pulled replacement referees from the high school ranks, and these replacements did not have the knowledge and experience to handle high intensity NFL games. Fans protested about their customer experience. Their anger-filled rants were heard in social media, in the headlines of newspapers, on radio, and on national TV. Suddenly, the NFL was moved to reach an agreement with the referees. That agreement was reached late in the night on Wednesday with many believing that the referees had the upper hand forcing the owners into submission. Some might argue that the referees benefited, not the fans. Since the fans wanted qualified and competent referees, I would say the fans did benefit. The referees are scheduled to return to the field this Sunday, so the fans got what they wanted. What can you learn from this negative customer experience? Customers are in control. NFL owners thought they were controlling this situation with the upper hand over referees. The owners figured out they weren’t in control when their fans reacted negatively. Customers can make or break you more now than ever before, which is why it is more important to connect with them, engage them in a personal manner, and create rewarding relationships. Protect your brand. Whether knowingly or unknowingly, the NFL put their brand and each team’s brand at risk with replacement referees. Think about each business decision you make, and how it may impact your brand at different points in time. A decision that results in a gain today could result in a larger loss down the road. Customer experience matters. The NFL likely foresaw declining revenues in ticket sales, merchandising, advertising, and other areas if the lockout continued. While fans primarily spoke with their minds in the days following the Green Bay debacle, their wallets would be the next things to speak. Customer experience directly affects your success and is one of the few areas where you can differentiate your business. What would you do if your brand got such negative attention? Would you be prepared to navigate such stormy waters? Would you be able to prevent such a fiasco? If you don’t have a good answer to these questions, consider joining us October 3-5, 2012 at the Oracle Customer Experience Summit in San Francisco. You’ll have the opportunity to learn even more about customer experience from industry experts such as best-selling author Seth Godin, Paul Hagen and Kerry Bodine from Forrester Research, Inc., George Kembel from the Stanford d.School, Bruce Temkin of The Temkin Group, and Gene Alvarez from Gartner Inc.. There will also be plenty of your peers and customer experience experts available for networking and discussions.

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  • What is the difference between Workcenters, Dashboards, and the Interaction Hub?

    - by Matthew Haavisto
    Oracle Open World has just concluded.  Over the course of the conference, we presented several sessions covering different aspects of the PeopleSoft user experience, including Workcenters, Dashboards, and the PeopleSoft Interaction Hub (formerly known as the PeopleSoft Applications Portal).  Although we've produced collateral on these features and covered them in sessions, it became apparent at the conference that customers still have many questions about the these products, including how they are licensed, how they are installed, what their various purposes are, and how they can be used together synergistically. Let's Start with Licensing and Installation As you may know, we've extended the restricted use license (RUL) for the Interaction Hub.  This grants customers with PeopleTools 8.52 licenses the right to install the Interaction Hub for free for use as specified in the Tools license notes.  Note that this means customers receive a restricted use license for the Interaction Hub that doesn't cost them an additional license fee, but it is a separate product, not part of PeopleTools or PeopleSoft applications, and is a separate installation.  This means customers must provide the infrastructure to install and run the Hub, just like any other application.  The benefits of using the Hub to unify your PeopleSoft user experience can be great.  PeopleSoft applications have not yet delivered instances of the Hub with their products, though they may in the future. Workcenters and Dashboards, on the other hand, are frameworks provided by PeopleTools.  No other license is required, and no additional installation of a separate product is needed (apart from PeopleTools and PeopleSoft applications).  PeopleSoft applications are delivering instances of the workcenters and dashboards with their products.  Some are available now, and more are coming in future releases.  These delivered workcenter and dashboard instances require no additional licenses, and no additional installations beyond Tools and the applications that provide them.  In addition, the workcenter and dashboard frameworks provided by PeopleTools can be used by customers to build their own workcenters and dashboards, and it's quite easy and simple to do so. What are Their Differences?  What Purposes do they Serve? Workcenters, Dashboards and the Interaction Hub appear somewhat similar.  They all contain pagelets, and have some visual characteristics in common.  However, their strengths and purposes are very different, and they were designed to provide different benefits to your PeopleSoft ecosystem. Workcenters and Dashboards have the following characteristics: Designed for specific roles Focus on the daily tasks of those roles Help to streamline the work performed most often Personal view of my work world Makes navigation and search easier and quicker, particularly for transactions and decision support Reports and data needed for day-to-day work Personalizable, but minimal Delivered by PS Apps, but can be altered by customer for their requirements Customers can create their own Workcenters can be used for guided processes  The Interaction Hub is designed to aggregate content from multiple applications, and is is used to unify the user experience of those applications.  It offers a rich, web site-based user experience, and is often used to provide access to infrequently performed activities like benefits enrollment, payroll inquiries, life event changes, onboarding, and so on. Full-featured and robust Centrally administered Pushed to large audience Broad info like Company News Infrequent activities like benefits, not day-to-day tasks Self-service, access to employer info Central launch point for other activities and can navigate to workcenters and dashboards Deployed by customers or consultants, instances not delivered by PeopleSoft (at this time) Content management Unified PS application navigation Although these products are quite different and serve different purposes in your PeopleSoft environment, they can be used together to provide a richer, more efficient and engaging user experience for your all your user communities.

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  • The Healthy Tension That Mobility Creates

    - by Kathryn Perry
    A guest post by Hernan Capdevila, Vice President, Oracle Fusion Apps In my previous post, I talked about the value of the mobile revolution on businesses and workers. Now let me put on a different hat and view the world from the IT department and the IT leader’s viewpoint. The IT leader has different concerns – around privacy, potential liability of information leakage, and intellectual property protection. These concerns and the leader’s goals create a healthy tension with the users. For example, effective device management becomes a must have for the IT leader, especially if you look at the Android ecosystem as an example. There are benefits to the Android strategy, but there are also drawbacks, such as uniformity – in device management, in operating systems, and in the application taxonomy and capabilities. Whereas, if you compare Android to iOS, Apple's operating system, iOS is more unified, more streamlined, and easier to manage. In either case, this is where mobile device management in the cloud makes good sense. I don't think IT departments should be hosting device management and managing that complexity. It should be a cloud service and I predict it's going to be key for our customers. A New Focus for IT Departments So where does that leave the IT departments? I think their futures are in governance, which is a more strategic play than a tactical one. Device management is tactical and it's the “now” topic. But the mobile phenomenon, if you will, is going to drive significant change in terms of how IT plans, hosts, and deploys enterprise applications. For example, opening up enterprise applications for mobile users presents some challenges unless you deploy more complicated network topologies, such as virtual private networks and threat protection technology. If you really want employees to be mobile you need to remove those kinds of barriers. But I don’t think IT departments want to wrestle with exposing their private enterprise data centers and being responsible for hosted business applications – applications in a sense that they’re making vulnerable to the public world. This opens up a significant need and a significant driver for cloud applications. However, it's not just about taking away the complexity – it's also about taking away the responsibility. Why should every business have to carry the responsibility and figure out all the nuts and bolts of how to protect themselves in this public, mobile world? When you use apps in the cloud, either your vendor or your hosting partner should have figured all that out. They need to assure the business that they are adhering to all sorts of security and compliance regulations so users can be connected and have access to information anywhere anytime. More Ideas and Better Service What’s more interesting is the world of possibilities that the connected, cloud-based world enables. I believe that the one-size-fits-all, uber-best practices, lowest-common denominator-like capabilities will go away. IT will now be able to solve very specific business challenges for the different corporate functions it serves. In this new world, IT will play a key role in enabling different organizations within a company to be best in class and delivering greater value to the line of business managers. IT will actually help to differentiate. Net result is a more agile workforce and business because each department is getting work done its own way.

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  • Solving File Upload Cancel Issue

    - by Frank Nimphius
    In Oracle JDeveloper 11g R1 (I did not test 11g R2) the file upload component is submitted even if users click a cancel button with immediate="true" set. Usually, immediate="true" on a command button by-passes all modle updates, which would make you think that the file upload isn't processed either. However, using a form like shown below, pressing the cancel button has no effect in that the file upload is not suppressed. <af:form id="f1" usesUpload="true">        <af:inputFile label="Choose file" id="fileup" clientComponent="true"                 value="#{FileUploadBean.file}"  valueChangeListener="#{FileUploadBean.onFileUpload}">   </af:inputFile>   <af:commandButton text="Submit" id="cb1" partialSubmit="true"                     action="#{FileUploadBean.onInputFormSubmit}"/>   <af:commandButton text="cancel" id="cb2" immediate="true"/> </af:form> The solution to this problem is a change of the event root, which you can achieve either by setting i) partialSubmit="true" on the command button, or by surrounding the form parts that should not be submitted when the cancel button is pressed with an ii) af:subform tag. i) partialSubmit solution <af:form id="f1" usesUpload="true">      <af:inputFile .../>   <af:commandButton text="Submit" .../>   <af:commandButton text="cancel" immediate="true" partialSubmit="true" .../> </af:form> ii) subform solution <af:form id="f1" usesUpload="true">   <af:subform id="sf1">     <af:inputFile ... />     <af:commandButton text="Submit" ..."/>   </af:subform>   <af:commandButton text="cancel" immediate="true" .../> </af:form> Note that the af:subform surrounds the input form parts that you want to submit when the submit button is pressed. By default, the af:subform only submits its contained content if the submit issued from within.

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  • Social HCM: Is Your Team Listening?

    - by Mike Stiles
    Does integrating Social HCM into your enterprise make sense? Consider Sam and Christina. Sam is a new hire at a big company. On the job 3 weeks, a question has come up on how to properly file an expense report to get reimbursed. It was covered in the onboarding session, but shockingly enough, Sam didn’t memorize or write down every word of the session. The answer is probably in a handout, in a stack of handouts 2 inches thick. It also might be on the employee web site…somewhere. Christina is a new hire at a different big company. She has the same question. She logs into her company’s social network, goes to the “new hires” group, asks her question and gets an answer in seconds. Christina says, “Cool!” Sam says, “Grrrr.” It’s safe to say the qualified talent your company wants is accustomed to using social platforms to communicate and get quick answers. As such, Christina is comfortable at her new company, whereas Sam is wondering what he’s gotten himself into. Companies that cling to talent communication and management systems that don’t speak to talent’s needs or expectations put themselves at risk. Right from the recruiting stage, prospects can determine if a company has embraced the communications tools of the 21st century. If they don’t see it, alarm bells go off. With great talent more in demand than ever, enterprises should reconsider making “this is the way we do it, you adapt to us” their mantra. Other blogs have clearly outlined that apart from meeting top recruits’ expectations, Social HCM benefits the organization itself in terms of efficiency, talent performance & measurement. Recruiting: Jobvite shows 64% of companies hired using social. 89% of job seekers are using social in their search. Social can give employers access to relevant communities of prospects and advance the brand. Nucleus Research found general hiring software can provide over 1,000% ROI by reducing churn and improving screening. Social talent acquisition should perform at least as well. Learning & Development:Employees, learning from the company or from peers, can be kept on top of the latest needed skillsets and engage in self-paced training so as to advance within the company. Performance Management:Just as gamers are egged on by levels and achievements, talent can reach for workplace kudos, be they shout-outs from peers & managers or formally established milestones. Plus employee reviews become consistent and fair as managers have access to the cumulative feedback social offers. Workflow and Collaboration:With workforces dispersing in terms of physical location, social provides a platform that helps eliminate drawbacks that would have brought just 10 years ago. Finding and connecting with just the right colleague to get the most relevant info at any given time has never been more possible…or expected. While yes, marketing has taken the social lead inside the enterprise, HCM (with the word “human” right there in its name) is the obvious locale for the next big integration of social in business. The technology is there. At Oracle, Fusion HCM apps are deeply embedded with Social HCM…just one example of systems taking social across the enterprise. Christina’s company is communicating with her in ways she’s used to. Sam’s company may as well be trying to talk to him using signal flags. @mikestilesPhoto via stock.xchng

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  • The Rise of Project Intelligence and Why It Matters

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} By Amy DeWolf Are you doing any of these in your organization? How are you leveraging historical data to forecast projects? There’s a lot going on in government today. The economic pressures agencies feel from the uncertainty of budget cuts and sequestration effect every part of an organization, including the Project Management Office (PMO).  The PMO is responsible for monitoring and administering government IT projects. As time goes on, priorities shift, technology advances, and new regulations are imposed, all of which make planning and executing projects more difficult.  For example, think about your own projects.  How many boxes do you need to check and hoops do you need to jump through to ensure you comply with new regulations? While new regulations and technology advancements can be a good thing, they add an additional layer of complexity to already complex projects. To overcome some of these pressures, particularly new regulations, many in the PMO world are adopting a new approach- Project Intelligence (PI). According to a new Oracle Primavera white paper, The Rise of Project Intelligence: When Project Management is Just Not Enough, “PI uses Business Intelligence methods to leverage historical project data to make more informed decisions and greatly enhance project execution.” Currently, project managers plan and forecast the possible phases in an execution cycle.  However, most project managers don’t have the proper tools to do this as effectively as they would like. As the white paper noted, “The underlying deficiencies in most forecasting approaches are that 1) the PM fails in most instances to leverage historical data and 2) the PM doesn’t employ current Business Intelligence tools.” PI seeks to overturn this by combining modeling tools used in Business Intelligence for projects with the understanding of Emotional Intelligence for managing people.   Simply put, Project Intelligence is built off four main pillars: Actively use historical data to forecast project cycles Understand the intricacies of complex projects Enhance social and emotional intelligence in projects Actively use Business intelligence tools Read our complimentary whitepaper and discover the importance of emotional intelligence and best practices for improving projects, specifically in terms of communication.

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  • Call For Papers Tips and Tricks

    - by speakjava
    This year's JavaOne session review has just been completed and by now everyone who submitted papers should know whether they were successful or not.  I had the pleasure again this year of leading the review of the 'JavaFX and Rich User Experiences' track.  I thought it would be useful to write up a few comments to help people in future when submitting session proposals, not just for JavaOne, but for any of the many developer conferences that run around the world throughout the year.  This also draws on conversations I recently had with various Java User Group leaders at the Oracle User Group summit in Riga.  Many of these leaders run some of the biggest and most successful Java conferences in Europe. Try to think of a title which will sound interesting.  For example, "Experiences of performance tuning embedded Java for an ARM architecture based single board computer" probably isn't going to get as much attention as "Do you like coffee with your dessert? Java on the Raspberry Pi".  When thinking of the subject and title for your talk try to steer clear of sessions that might be too generic (and so get lost in a group of similar sessions).  Introductory talks are great when the audience is new to a subject, but beware of providing sessions that are too basic when the technology has been around for a while and there are lots of tutorials already available on the web. JavaOne, like many other conferences has a number of fields that need to be filled in when submitting a paper.  Many of these are selected from pull-down lists (like which track the session is applicable to).  Check these lists carefully.  A number of sessions we had needed to be shuffled between tracks when it was thought that the one selected was not appropriate.  We didn't count this against any sessions, but it's always a good idea to try and get the right one from the start, just in case. JavaOne, again like many other conferences, has two fields that describe the session being submitted: abstract and summary.  These are the most critical to a successful submission.  The two fields have different names and that is significant; a frequent mistake people make is to write an abstract for a session and then duplicate it for the summary.  The abstract (at least in the case of JavaOne) is what gets printed in the show guide and is typically what will be used by attendees when deciding what sessions to attend.  This is where you need to sell your session, not just to the reviewers, but also the people who you want in your audience.  Submitting a one line abstract (unless it's a really good one line) is not usually enough to decide whether this is worth investing an hour of conference time.  The abstract typically has a limit of a few hundred characters.  Try to use as many of them as possible to get as much information about your session across.  The summary should be different from the abstract (and don't leave it blank as some people do).  This field is where you can give the reviewers more detail about things like the structure of the talk, possible demonstrations and so on.  As a reviewer I look to this section to help me decide whether the hard-sell of the title and abstract will actually be reflected in the final content.  Try to make this comprehensive, but don't make it excessively long.  When you have to review possibly hundreds of sessions a certain level of conciseness can make life easier for reviewers and help the cause of your session. If you've not made many submissions for talks in the past, or if this is your first, try to give reviewers places to find background on you as a presenter.  Having an active blog and Twitter handle can also help reviewers if they're not sure what your level of expertise is.  Many call-for-papers have places for you to include this type of information.  It's always good to have new and original presenters and presentations for conferences.  Hopefully these tips will help you be successful when you answer the next call-for-papers.

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  • Call for Papers for both Devoxx UK and France now open!

    - by Yolande
    Normal 0 false false false EN-US JA X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:Cambria; mso-ascii-font-family:Cambria; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Cambria; mso-hansi-theme-font:minor-latin;} The two conferences are taking place the last week of March 2013 with London on March 26th and 27 and Paris on March 28th and 29th. Oracle fully supports "Devoxx UK" and "Devoxx France" as a European Platinum Partner. Submit proposals and participate in both conferences since they are a two-hour train ride away from one another. The Devoxx conferences are designed “for developers by developers.” The conference committees are looking for speakers who are passionate developers unafraid to share their knowledge of Java, mobile, web and beyond. The sessions are about frameworks, tools and development with in-depth conference sessions, short practical quickies, and bird-of-a-feather discussions. Those different formats allow speakers to choose the best way to present their topics and can be mentioned during the submission process Devoxx has proven its success under Stephan Janssen, organizer of Devoxx in Belgium for the past 11 years. Devoxx has been the biggest Java conference in Europe for many years. To organize those local conferences, Stephan has enrolled the top community leaders in the UK and France. Ben Evans and Martijn Verberg are the leaders of London Java User Group (JUG) and are also known internationally for starting the Adopt-a-JSR program. Antonio Goncalves is the leader of the Paris JUG. He organized last year’s Devoxx France, which was a big success with twice the size first expected. The organizers made sure to add the local character to the conferences. "The community energy has to feel right," said Ben Evans and for that he picked an "old Victoria hall" for the venue. Those leaders are part of very dynamic Java communities in France and in the UK. France has 22 JUGs; the Paris JUG alone has 2,000 members. The UK has over 50,000 developers working in London and its surroundings; a lot of them are Java developers working in the financial industry. The conference fee is kept as low as possible to encourage those developers to attend. Devoxx promises to be crowded and sold out in advance. Make sure to submit your talks to both Devoxx UK and France before January 31st, 2013. 

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  • Get Fanatical About Your Followers

    - by Mike Stiles
    In the fourth of our series of discussions with Aberdeen’s Trip Kucera, we touch on what fans of your brand have come to expect in exchange for their fandom. Spotlight: Around the Oracle Social office, we live for football. So when we think of a true “fan” of a brand, something on the level of a football fan is what comes to mind. But are brands trying to invest fans on that same level? Trip: Yeah, if you’re a football fan, this is definitely your time of year. And if you’ve been to any NFL games recently, especially if you hadn’t been for a few years previously, you may have noticed that from the cup holders to in-stadium Wi-Fi, there’s an increasing emphasis being placed on “fan-focused” accommodations. That’s what they’re known as in the stadium business. Spotlight: How are brands doing in that fan-focused arena? Trip: Remember fan is short for “fanatical.” Brands can definitely learn from the way teams have become fanatical about their fans, or in the social media world, their followers. Many companies consider a segment of their addressable social audience as true fans; I’ve even heard the term “super-fans” used. So just as fans know and can tell you nearly everything about their favorite team, our research shows that there’s a lot value from getting to know your social audience—your followers—at a deeper level. Spotlight: So did your research show there’s a lot to be gained by making fandom a two-way street? Trip: Aberdeen’s new social relationship management research suggests that companies should develop capabilities to better analyze their social audience at a more granular level. Countless “ripped from the headlines” examples, from “United Breaks Guitars” to the most recent British Airways social fiasco we talked about a few weeks ago show how social can magnify the impact of a single customer voice. Spotlight: So how do the companies who are executing social most successfully do that? Trip: Leaders, which are the top-performing companies in Aberdeen’s study, are showing the value of identifying and categorizing your social audience. You should certainly treat every customer as if they have 10,000 followers, because they just might, but you can also proactively engage with high-value customer and high-value influencers. Getting back to the football analogy, it’s like how teams strive to give every guest a great experience, but they really roll out the red carpet for those season ticket and luxury box holders. Spotlight: I’m not allowed in luxury boxes, so you’ll have to tell me what that’s like. But what is the brand equivalent of rolling out the red carpet? Trip: Leaders are nearly three times more likely than Followers to have a process in place that identifies key social influencers for engagement, and more than twice as likely to identify customer advocates for social outreach. This is the kind of knowledge that gives companies the ability to better target social messaging and promotions like we talked about in our last discussion, as well as a basis for understanding how to measure the impact of their social media programs. I’ll give you an example. I hosted an event at one of my favorite restaurants recently. I had mentioned them in a Tweet several weeks before the event, and on the day of the event, they Tweeted out that they were looking forward to seeing me that evening for the event. It’s a small thing, but it had a big impact and I’d certainly go back as a result. Spotlight: So what specifically can brands use and look at to determine where their potential super-fans are? Trip: Social graph analysis, which looks at both the demographic/psychographic trends as well as the behavioral connections, can surface important brand value. Aberdeen’s PR and Brand Management research indicated that top-performing companies are more than three times more likely than Followers to both determine demographic trends through social listening (44% vs. 13%), and to identify meaningful customer segments through social (44% vs. 12%). This kind of brand-level insight can complement and enrich traditional market research. But perhaps even more importantly, it can serve as an early warning system for customer experience failures. @mikestilesPhoto: freedigitalphotos.net

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  • Managing Operational Risk of Financial Services Processes – part 2/2

    - by Sanjeev Sharma
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} In my earlier blog post, I had described the factors that lead to compliance complexity of financial services processes. In this post, I will outline the business implications of the increasing process compliance complexity and the specific role of BPM in addressing the operational risk reduction objectives of regulatory compliance. First, let’s look at the business implications of increasing complexity of process compliance for financial institutions: · Increased time and cost of compliance due to duplication of effort in conforming to regulatory requirements due to process changes driven by evolving regulatory mandates, shifting business priorities or internal/external audit requirements · Delays in audit reporting due to quality issues in reconciling non-standard process KPIs and integrity concerns arising from the need to rely on multiple data sources for a given process Next, let’s consider some approaches to managing the operational risk of business processes. Financial institutions considering reducing operational risk of their processes, generally speaking, have two choices: · Rip-and-replace existing applications with new off-the shelf applications. · Extend capabilities of existing applications by modeling their data and process interactions, with other applications or user-channels, outside of the application boundary using BPM. The benefit of the first approach is that compliance with new regulatory requirements would be embedded within the boundaries of these applications. However pre-built compliance of any packaged application or custom-built application should not be mistaken as a one-shot fix for future compliance needs. The reason is that business needs and regulatory requirements inevitably out grow end-to-end capabilities of even the most comprehensive packaged or custom-built business application. Thus, processes that originally resided within the application will eventually spill outside the application boundary. It is precisely at such hand-offs between applications or between overlaying processes where vulnerabilities arise to unknown and accidental faults that potentially result in errors and lead to partial or total failure. The gist of the above argument is that processes which reside outside application boundaries, in other words, span multiple applications constitute a latent operational risk that spans the end-to-end value chain. For instance, distortion of data flowing from an account-opening application to a credit-rating system if left un-checked renders compliance with “KYC” policies void even when the “KYC” checklist was enforced at the time of data capture by the account-opening application. Oracle Business Process Management is enabling financial institutions to lower operational risk of such process ”gaps” for Financial Services processes including “Customer On-boarding”, “Quote-to-Contract”, “Deposit/Loan Origination”, “Trade Exceptions”, “Interest Claim Tracking” etc.. If you are faced with a similar challenge and need any guidance on the same feel free to drop me a note.

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  • Free Advanced ADF eCourse, part II

    - by Frank Nimphius
    Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} A second part of the advanced Oracle ADF online training is available for free. Lynn Munsinger and her team worked hard to deliver this second part of the training as close to the release of the first installment as possible. This two part advanced ADF training provides you with a wealth of advanced ADF know-how and insight for you to adopt in a self-paced manner. Part 1 (though I am sure you have this bookmarked): http://tinyurl.com/advadf-part1 Part 2 (the new material): http://tinyurl.com/advadf-part2 Quoting Lynn: "This second installment provides you with all you need to know about regions, including best practices for implementing contextual events and other region communication patterns. It also covers the nitty-gritty details of building great looking user interfaces, such as how to work with (not against!) the ADF Faces layout components, how to build page templates and declarative components, and how to skin the application to your organization’s needs. It wraps up with an in-depth look at layout components, and a second helping of additional region considerations if you just can’t get enough. Like the first installment, the content for this course comes from Product Management. This 2nd eCourse compilation is a bit of a “Swan Song” for Patrice Daux, a long-time JDeveloper and ADF curriculum developer, who is retiring the end of this month. Thanks for your efforts, Patrice, and bon voyage!" Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Indeed: Great job Patrice! (and all others involved)

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  • Brazil is Hot for Social Media

    - by Mike Stiles
    Today’s guest blog is from Oracle SVP Product Development Reggie Bradford, fresh off a visit to Sao Paulo, Brazil where he spoke at the Dachis Social Business Summit and spent some time getting a personal taste for the astonishing growth of social in Brazil, both in terms of usage and engagement. I knew it was big, but I now have an all-new appreciation for why the Wall Street Journal branded Brazil the “social media capital of the universe.” Brazil has the world’s 5th largest economy, an expanding middle class, an active younger demo market, a connected & outgoing culture, and an ongoing embrace of the social media platforms. According to comScore's 2012 Brazil Digital Future in Focus report, 97% are using social media, and that’s not even taking mobile-only users into account. There were 65 million Facebook users in 2012, spending an average 535 minutes there, up 208%. It’s one of Twitter’s fastest growing markets and the 2nd biggest market for YouTube. Instagram usage has grown over 300% since last year. That by itself is exciting, but look at the opportunity for social marketing brands. 74% of Brazilian social users follow brands on Facebook, and 59% have praised a company on either Twitter or Facebook. A 2011 Oh! Panel study found 81% of social networkers there used social to research new products and 75% went there looking for discounts. B2C eCommerce sales in Brazil is projected to hit $26.9 billion by 2015. I bet I’m not the only one who sees great things ahead, and I was fortunate enough give a keynote ABRADI, an association of leading digital agencies in Brazil with 53 execs from 35 agencies attending. I was also afforded the opportunity to give my impressions of what’s going on in Brazil to Jornal Propoganda & Marketing, one of the most popular publications in Latin America for marketers. I conveyed that especially in an environment like Brazil, where social users are so willing to connect and engage brands, marketers need to back away from the heavy-handed, one-way messaging of old school advertising and move toward genuine relationships and trust-building. To aide in this, organizational and operation changes must be embraced inside the enterprise. We've talked often about the new, tighter partnership forming between the CIO and CMO. If this partnership is not encouraged, fostered and resourced, the increasing amount of time consumers spend on mobile and digital, and the efficiencies and integrations offered by cloud-based software cannot be exploited. These are the kinds of changes that can yield social data that, when combined with enterprise data, helps you come to know your social audiences intimately and predict their needs. Consumers are always connected and need your brand to be accessible at any time, be it for information or customer service. And, of course, all of this is happening quite publicly. The holistic, socially-enable enterprise connects social to customer service systems and all other customer touch points, facilitating the kind of immediate, real-time, gratifying response customers are coming to expect. Social users in Brazil are highly active and clearly willing to meet us as brands more than halfway. Empowering yourself with a social management technology platform will have you set up to maximize this booming social market…from listening & monitoring to engagement to analytics to workflow & automation to globalization & language support. Brands, it’s time to be as social as the great people of Brazil are. Obrigado! @reggiebradfordPhoto: Gualberto107, freedigitalphotos.net

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  • Two Weeks To Go, Still Time to Register

    - by speakjava
    Yes, it's now only two weeks to the start of the 17th JavaOne conference! This will be my ninth JavaOne, I came fairly late to this event, attending for the first time in 2002.  Since then I've missed two conferences, 2006 for the birth of my son (a reasonable excuse I think) and 2010 for reasons we'll not go into here.  I have quite the collection of show devices, I've still got the WoWee robot, the HTC phone for JavaFX, the programmable pen and the Sharp Zaurus.  The only one I didn't keep was the homePod music player (I wonder why?) JavaOne is a special conference for many reasons, some of which I list here: A great opportunity to catch up on the latest changes in the Java world.  This is not just in terms of the platform, but as much about what people are doing with Java to build new and cool applications. A chance to meet people.  We have these things called BoFs, which stands for "Birds of a Feather", as in "Birds of a feather, flock together".  The idea being to have sessions where people who are interested in the same topic don't just get to listen to a presentation, but get to talk about it.  These sessions are great, but I find that JavaOne is as much about the people I meet in the corridors and the discussions I have there as it is about the sessions I get to attend. Think outside the box.  There are a lot of sessions at JavaOne covering the full gamut of Java technologies and applications.  Clearly going to sessions that relate to your area of interest is great, but attending some of the more esoteric sessions can often spark thoughts and stimulate the imagination to go off and do new and exciting things once you get back. Get the lowdown from the Java community.  Java is as much about community as anything else and there are plenty of events where you can get involved.  The GlassFish party is always popular and for Java Champions and JUG leaders there's a couple of special events too. Not just all hard work.  Oracle knows how to throw a party and the appreciation event will be a great opportunity to mingle with peers in a more relaxed environment.  This year Pearl Jam and Kings of Leon will be playing live.  Add free beer and what more could you want? So there you have it.  Just a few reasons for why you want to attend JavaOne this year.  Oh, and of course I'll be presenting three sessions which is even more reason to go.  As usual I've gone for some mainstream ("Custom Charts" for JavaFX) and some more 'out there' ("Java and the Raspberry Pi" and "Gestural Interfaces for JavaFX").  Once again I'll be providing plenty of demos so more than half my luggage this year will consist of a Kinect, robot arm, Raspberry Pis, gamepad and even an EEG sensor. If you're a student there's one even more attractive reason for going to JavaOne: It's Free! Registration is here.  Hope to see you there!

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  • Finalists for Community Manager of the Year Announced

    - by Mike Stiles
    For as long as brand social has been around, there’s still an amazing disparity from company to company on the role of Community Manager. At some brands, they are the lead social innovators. At others, the task has been relegated to interns who are at the company temporarily. Some have total autonomy and trust. Others must get chain-of-command permission each time they engage. So what does a premiere “worth their weight in gold” Community Manager look like? More than anyone else in the building, they have the most intimate knowledge of who the customer is. They live on the front lines and are the first to detect problems and opportunities. They are sincere, raving fans of the brand themselves and are trusted advocates for the others. They’re fun to be around. They aren’t salespeople. Give me one Community Manager who’s been at the job 6 months over 5 focus groups any day. Because not unlike in speed dating, they must immediately learn how to make a positive, lasting impression on fans so they’ll want to return and keep the relationship going. They’re informers and entertainers, with a true belief in the value of the brand’s proposition. Internally, they live at the mercy of the resources allocated toward social. Many, whose managers don’t understand the time involved in properly curating a community, are tasked with 2 or 3 too many of them. 63% of CM’s will spend over 30 hours a week on one community. They come to intuitively know the value of the relationships they’re building, even if they can’t always be shown in a bar graph to the C-suite. Many must communicate how the customer feels to executives that simply don’t seem to want to hear it. Some can get the answers fans want quickly, others are frustrated in their ability to respond within an impressive timeframe. In short, in a corporate world coping with sweeping technological changes, amidst business school doublespeak, pie charts, decks, strat sessions and data points, the role of the Community Manager is the most…human. They are the true emotional connection to the real life customer. Which is why we sought to find a way to recognize and honor who they are, what they do, and how well they have defined the position as social grows and integrates into the larger organization. Meet our 3 finalists for Community Manager of the Year. Jeff Esposito with VistaprintJeff manages and heads up content strategy for all social networks and blogs. He also crafts company-wide policies surrounding the social space. Vistaprint won the NEDMA Gold Award for Twitter Strategy in 2010 and 2011, and a Bronze in 2011 for Social Media Strategy. Prior to Vistaprint, Jeff was Media Relations Manager with the Long Island Ducks. He graduated from Seton Hall University with a BA in English and a minor in Classical Studies. Stacey Acevero with Vocus In addition to social management, Stacey blogs at Vocus on influential marketing and social media, and blogs at PRWeb on public relations and SEO. She’s been named one of the #Nifty50 Women in Tech on Twitter 2 years in a row, as well as included in the 15 up-and-coming PR pros to watch in 2012. Carly Severn with the San Francisco BalletCarly drives engagement, widens the fanbase and generates digital content for America’s oldest professional ballet company. Managed properties include Facebook, Twitter, Tumblr, Pinterest, Instagram, YouTube and G+. Prior to joining the SF Ballet, Carly was Marketing & Press Coordinator at The Fitzwilliam Museum at Cambridge, where she graduated with a degree in English. We invite you to join us at the first annual Oracle Social Media Summit November 14 and 15 at the Wynn in Las Vegas where our finalists will be featured. Over 300 top brand marketers, agency executives, and social leaders & innovators will be exploring how social is transforming business. Space is limited and the information valuable, so get more info and get registered as soon as possible at the event site.

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  • MySQL Server 5.6 defaults changes

    - by user12626240
    We're improving the MySQL Server defaults, as announced by Tomas Ulin at MySQL Connect. Here's what we're changing:  Setting  Old  New  Notes back_log  50  50 + ( max_connections / 5 ) capped at 900 binlog_checksum  off  CRC32  New variable in 5.6 binlog_row_event_max_size  1k  8k flush_time  1800  Windows changes from 1800 to 0  Was already 0 on other platforms host_cache_size  128  128 + 1 for each of the first 500 max_connections + 1 for every 20 max_connections over 500, capped at 2000  New variable in 5.6 innodb_autoextend_increment  8  64  Now affects *.ibd files. 64 is 64 megabytes innodb_buffer_pool_instances  0  8. On 32 bit Windows only, if innodb_buffer_pool_size is greater than 1300M, default is innodb_buffer_pool_size / 128M innodb_concurrency_tickets  500  5000 innodb_file_per_table  off  on innodb_log_file_size  5M  48M  InnoDB will always change size to match my.cnf value. Also see innodb_log_compressed_pages and binlog_row_image innodb_old_blocks_time 0  1000 1 second innodb_open_files  300  300; if innodb_file_per_table is ON, higher of table_open_cache or 300 innodb_purge_batch_size  20  300 innodb_purge_threads  0  1 innodb_stats_on_metadata  on  off join_buffer_size 128k  256k max_allowed_packet  1M  4M max_connect_errors  10  100 open_files_limit  0  5000  See note 1 query_cache_size  0  1M query_cache_type  on/1  off/0 sort_buffer_size  2M  256k sql_mode  none  NO_ENGINE_SUBSTITUTION  See later post about default my.cnf for STRICT_TRANS_TABLES sync_master_info  0  10000  Recommend: master_info_repository=table sync_relay_log  0  10000 sync_relay_log_info  0  10000  Recommend: relay_log_info_repository=table. Also see Replication Relay and Status Logs table_definition_cache  400  400 + table_open_cache / 2, capped at 2000 table_open_cache  400  2000   Also see table_open_cache_instances thread_cache_size  0  8 + max_connections/100, capped at 100 Note 1: In 5.5 there was already a rule to make open_files_limit 10 + max_connections + table_cache_size * 2 if that was higher than the user-specified value. Now uses the higher of that and (5000 or what you specify). We are also adding a new default my.cnf file and guided instructions on the key settings to adjust. More on this in a later post. We're also providing a page with suggestions for settings to improve backwards compatibility. The old example files like my-huge.cnf are obsolete. Some of the improvements are present from 5.6.6 and the rest are coming. These are ideas, and until they are in an official GA release, they are subject to change. As part of this work I reviewed every old server setting plus many hundreds of emails of feedback and testing results from inside and outside Oracle's MySQL Support team and the many excellent blog entries and comments from others over the years, including from many MySQL Gurus out there, like Baron, Sheeri, Ronald, Schlomi, Giuseppe and Mark Callaghan. With these changes we're trying to make it easier to set up the server by adjusting only a few settings that will cause others to be set. This happens only at server startup and only applies to variables where you haven't set a value. You'll see a similar approach used for the Performance Schema. The Gurus don't need this but for many newcomers the defaults will be very useful. Possibly the most unusual change is the way we vary the setting for innodb_buffer_pool_instances for 32-bit Windows. This is because we've found that DLLs with specified load addresses often fragment the limited four gigabyte 32-bit address space and make it impossible to allocate more than about 1300 megabytes of contiguous address space for the InnoDB buffer pool. The smaller requests for many pools are more likely to succeed. If you change the value of innodb_log_file_size in my.cnf you will see a message like this in the error log file at the next restart, instead of the old error message: [Warning] InnoDB: Resizing redo log from 2*64 to 5*128 pages, LSN=5735153 One of the biggest challenges for the defaults is the millions of installations on a huge range of systems, from point of sale terminals and routers though shared hosting or end user systems and on to major servers with lots of CPU cores, hundreds of gigabytes of RAM and terabytes of fast disk space. Our past defaults were for the smaller systems and these change that to larger shared hosting or shared end user systems, still with a bias towards the smaller end. There is a bias in favour of OLTP workloads, so reporting systems may need more changes. Where there is a conflict between the best settings for benchmarks and normal use, we've favoured production, not benchmarks. We're very interested in your feedback, comments and suggestions.

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  • MySQL Connector/Net 6.6.2 has been released

    - by fernando
    MySQL Connector/Net 6.6.2, a new version of the all-managed .NET driver for MySQL has been released.  This is the first of two beta releases intended to introduce users to the new features in the release.  This release is feature complete it should be stable enough for users to understand the new features and how we expect them to work.  As is the case with all non-GA releases, it should not be used in any production environment.  It is appropriate for use with MySQL server versions 5.0-5.6 It is now available in source and binary form from http://dev.mysql.com/downloads/connector/net/#downloads and mirror sites (note that not all mirror sites may be up to date at this point-if you can't find this version on some mirror, please try again later or choose another download site.) The 6.6 version of MySQL Connector/Net brings the following new features:   * Stored routine debugging   * Entity Framework 4.3 Code First support   * Pluggable authentication (now third parties can plug new authentications mechanisms into the driver).   * Full Visual Studio 2012 support: everything from Server Explorer to Intellisense & the Stored Routine debugger. Stored Procedure Debugging ------------------------------------------- We are very excited to introduce stored procedure debugging into our Visual Studio integration.  It works in a very intuitive manner by simply clicking 'Debug Routine' from Server Explorer. You can debug stored routines, functions & triggers. Some of the new features in this release include:   * Besides normal breakpoints, you can define conditional & pass count breakpoints.   * Now the debugger editor shows colorizing.   * Now you can change the values of locals in a function scope (previously caused deadlock due to functions executing within their own transaction).   * Now you can also debug triggers for 'replace' sql statements.   * In general anything related to locals, watches, breakpoints, stepping & call stack should work in a similar way to the C#'s Visual Studio debugger. Some limitations remains, due to the current debugger architecture:   * Some MySQL functions cannot be debugged currently (get_lock, release_lock, begin, commit, rollback, set transaction level)..   * Only one debug session may be active on a given server. The Debugger is feature complete at this point. We look forward to your feedback. Documentation ------------------------------------- The documentation is still being developed and will be readily available soon (before Beta 2).  You can view current Connector/Net documentation at http://dev.mysql.com/doc/refman/5.5/en/connector-net.html You can find our team blog at http://blogs.oracle.com/MySQLOnWindows. You can also post questions on our forums at http://forums.mysql.com/. Enjoy and thanks for the support! 

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  • The Future of M2M in a Connected World

    - by Kristin Rose
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} There is no denying that the technological landscape as we know it is drastically changing all thanks to three little words – Machine to Machine. The M2M platform has taken over as one of the industry’s main buzz words and there is no question as to why! Just 5 months ago we had a guest post on “Machine to Machine – The Internet of Things – It’s about the Data.” Now companies are extending the use of M2M data to increase opportunity and intelligence across the Enterprise. Just this week, Oracle announced the results of its “Designing an M2M Platform for the Connected World” research, examining the evolving drivers behind ‘Machine to Machine’ (M2M) projects and how those changes are impacting solution requirements. Be sure to read this exciting report here! To Infinity and Beyond, The OPN Communications Team Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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  • When should I use a Process Model versus a Use Case?

    - by Dave Burke
    This Blog entry is a follow on to https://blogs.oracle.com/oum/entry/oum_is_business_process_and and addresses a question I sometimes get asked…..i.e. “when I am gathering requirements on a Project, should I use a Process Modeling approach, or should I use a Use Case approach?” Not surprisingly, the short answer is “it depends”! Let’s take a scenario where you are working on a Sales Force Automation project. We’ll call the process that is being implemented “Lead-to-Order”. I would typically think of this type of project as being “Process Centric”. In other words, the focus will be on orchestrating a series of human and system related tasks that ultimately deliver value to the business in a cost effective way. Put in even simpler terms……implement an automated pre-sales system. For this type of (Process Centric) project, requirements would typically be gathered through a series of Workshops where the focal point will be on creating, or confirming, the Future-State (To-Be) business process. If pre-defined “best-practice” business process models exist, then of course they could and should be used during the Workshops, but even in their absence, the focus of the Workshops will be to define the optimum series of Tasks, their connections, sequence, and dependencies that will ultimately reflect a business process that meets the needs of the business. Now let’s take another scenario. Assume you are working on a Content Management project that involves automating the creation and management of content for User Manuals, Web Sites, Social Media publications etc. Would you call this type of project “Process Centric”?.......well you could, but it might also fall into the category of complex configuration, plus some custom extensions to a standard software application (COTS). For this type of project it would certainly be worth considering using a Use Case approach in order to 1) understand the requirements, and 2) to capture the functional requirements of the custom extensions. At this point you might be asking “why couldn’t I use a Process Modeling approach for my Content Management project?” Well, of course you could, but you just need to think about which approach is the most effective. Start by analyzing the types of Tasks that will eventually be automated by the system, for example: Best Suited To? Task Name Process Model Use Case Notes Manage outbound calls Ö A series of linked human and system tasks for calling and following up with prospects Manage content revision Ö Updating the content on a website Update User Preferences Ö Updating a users display preferences Assign Lead Ö Reviewing a lead, then assigning it to a sales person Convert Lead to Quote Ö Updating the status of a lead, and then converting it to a sales order As you can see, it’s not an exact science, and either approach is viable for the Tasks listed above. However, where you have a series of interconnected Tasks or Activities, than when combined, deliver value to the business, then that would be a good indicator to lead with a Process Modeling approach. On the other hand, when the Tasks or Activities in question are more isolated and/or do not cross traditional departmental boundaries, then a Use Case approach might be worth considering. Now let’s take one final scenario….. As you captured the To-Be Process flows for the Sales Force automation project, you discover a “Gap” in terms of what the client requires, and what the standard COTS application can provide. Let’s assume that the only way forward is to develop a Custom Extension. This would now be a perfect opportunity to document the functional requirements (behind the Gap) using a Use Case approach. After all, we will be developing some new software, and one of the most effective ways to begin the Software Development Lifecycle is to follow a Use Case approach. As always, your comments are most welcome.

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  • Upgrading to 9.2 - Info You Can Use (part 1)

    - by John Webb
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 Rebekah Jackson joins our blog with a series of helpful hints on planning your upgrade to PeopleSoft 9.2.   Find Features & Capabilities There are many ways that you might learn about new features and capabilities within our releases, but if you aren’t sure where to start or how best to go about it, we recommend: Go to www.peoplesoftinfo.com Select the product line you are interested in, and go to the ‘Release Content’ tab Use the Video Feature Overviews (VFOs) on YouTube and the Cumulative Feature Overview (CFO) tool to find features and functions. The VFOs are brief recordings that summarize some of our most popular capabilities. These recordings are great tools for learning about new features, or helping others to visualize the value they can bring to your organization. The VFOs focus on some of our highest value and most compelling new capabilities. We also provide summarized ‘Why Upgrade to 9.2’ VFOs for HCM, Financials, and Supply Chain. The CFO is a spreadsheet based tool that allows you to select the release you are currently on, and compare it to the new release. It will return the list of all new features and capabilities, by product. You can browse the full list and / or highlight areas that look particularly interesting. Once you have a list of features by product, use the Release Value Proposition, Pre-Release Notes, and the Release Notes documents to get more details on and supporting value statements about why those features will be helpful. Gather additional data and supporting information, including: Go to the Product Data Sheets tab, and review the respective data sheets. These summarize the capabilities in the product, and provide succinct value statements for the product and capabilities. The PeopleSoft 9.2 Upgrade page, which has many helpful resources. Important Notes:   -  We recommend that you go through the above steps for the application areas of interest, as well as for PeopleTools. There are many areas in PeopleTools 8.53 and the 9.2 application releases that combine technical and functional capabilities to deliver transformative value.    - We also recommend that you review the Portal Solutions content. With your license to PeopleSoft applications, you have access to many of the most powerful capabilities within the Interaction Hub.    -  If you have recently upgraded to PeopleSoft 9.1, and an immediate upgrade to 9.2 is simply not realistic, you can apply the same approaches described here to find untapped capabilities in your current products. Many of the features in 9.2 were delivered first in our 9.1 Feature Packs. To find the Release Value Proposition, Pre-Release Notes, and Release Notes for these releases, search on ‘PeopleSoft 9.1 Documentation Home Page’ on My Oracle Support, and select your desired product area. /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";}

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  • EPPM Is a Must-Have Capability as Global Energy and Power Industries Eye US$38 Trillion in New Investments

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} “The process manufacturing industry is facing an unprecedented challenge: from now until 2035, cumulative worldwide investments of US$38 trillion will be required for drilling, power generation, and other energy projects,” Iain Graham, director of energy and process manufacturing for Oracle’s Primavera, said in a recent webcast. He adds that process manufacturing organizations such as oil and gas, utilities, and chemicals must manage this level of investment in an environment of constrained capital markets, erratic supply and demand, aging infrastructure, heightened regulations, and declining global skills. In the following interview, Graham explains how the right enterprise project portfolio management (EPPM) technology can help the industry meet these imperatives. Q: Why is EPPM so important for today’s process manufacturers? A: If the industry invests US$38 trillion without proper cost controls in place, a huge amount of resources will be put at risk, especially when it comes to cost overruns that may occur in large capital projects. Process manufacturing companies must not only control costs, but also monitor all the various contractors that will be involved in each project. If you’re not managing your own workers and all the interdependencies among the different contractors, then you’ve got problems. Q: What else should process manufacturers look for? A: It’s also important that an EPPM solution has the ability to manage more than just capital projects. For example, it’s best to manage maintenance and capital projects in the same system. Say you’re due to install a new transformer in a power station as part of a capital project, but routine maintenance in that area of the facility is scheduled for that morning. The lack of coordination could lead to unforeseen delays. There are also IT considerations that impact capital projects, such as adding servers and network cable for a control system in a power station. What organizations need is a true EPPM system that’s not just for capital projects, maintenance, or IT activities, but instead an enterprisewide solution that provides visibility into all types of projects. Read the complete Q&A here and discover the practical framework for successfully managing this massive capital spending.

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  • JDK7?????

    - by Todd Bao
    ??JSR 334,JDK 7?????????????,???:1. switch????String????:    public static void switchString(String s){        switch (s){        case "db": ...        case "wls": ...        case "idm": ...        case "soa": ...        case "fa": ...        default: ...        }    }2. ?????????? - "0b"???"_"???,?????????? a. ???????????, 0b: ????????????:        byte b1 = 0b00100001;     // New        byte b2 = 0x21;        // Old        byte b3 = 33;        // Old b. ??????????????,?????,????????????:    long phone_nbr = 021_1111_2222;3. ???????????? - "?? new",????????:        ArrayList<String> al1 = new ArrayList<String>();    // Old        ArrayList<String> al2 = new ArrayList<>();        // New4. ????reflect?????????? - ReflectOperationException,????:    ClassNotFoundException,     IllegalAccessException,     InstantiationException,     InvocationTargetException,     NoSuchFieldException,     NoSuchMethodException5. catch????????,?????????,????????:    try{        // code    }    catch (SQLException | IOException ex) {        // ...    }6. ?????? - ??????????,??????????style:    public void test() throws NoSuchMethodException, NoSuchFieldException{    // ??        try{            // code        }        catch (RelectiveOperationException ex){    // ??            throws ex;        }    }7. ???try()?? - Try with Resources,?????????????(???????????java.lang.AutoCloseable??),???????try?????"("??"{":    try(BufferedReader br = new BufferedReader(new FileReader("/home/oracle/temp.txt"))){        ... br.readLine() ...    }try-with-resources?????catch,??????????catch???????Todd

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  • Linked SQL Server to Oracle

    - by Jerid
    Getting this error when executing SQL Server query only when connected via remote Desktop. When running the query from desktop, no problem. Is this a tsnNames issue? Linked server to Oracle 9i Server: Msg 7399, Level 16, State 1, Line 1 OLE DB provider 'MSDAORA' reported an error. [OLE/DB provider returned message: Unspecified error] [OLE/DB provider returned message: ORA-01041: internal error. hostdef extension doesn't exist ] OLE DB error trace [OLE/DB Provider 'MSDAORA' ICommandText::Execute returned 0x80004005: ].

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  • Oracle VM provisioning from dnsmasq

    - by Mircea Vutcovici
    I have Oracle VM 2.2.0 and a provisioning server (dhcp/tftp/http) based on dnsmasq. A VM that it is configure too boot from the network, is receiving the IP, but it is failing to boot. The error displayed by gPXE 0.9.3+ is: No filename or root path specified

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