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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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• Regular Expressions Cookbook Is in The Money—Win a Copy

  - by Jan Goyvaerts

  %COOKBOOKFRAME%You may have heard some people say that most book authors never get any royalties. That’s not true because most authors get an advance royalty that is paid before the book is published. That’s the author’s main incentive for writing the book, at least as far as money is concerned. (If money is your main concern, don’t write books.) What is true is that most authors never see any money beyond the advance royalty. Royalty rates are very low. A 10% royalty of the publisher’s price is considered normal. The publisher’s price is usually 45% of the retail price. So if you pay full price in a bookstore, the author gets 4.5% of your money. If there’s more than one author, they split the royalty. It doesn’t take a math degree to figure out that a book needs to sell quite a few copies for the royalty to add up to a meaningful amount of money. But Steven and I must have done something right. Regular Expressions Cookbook is in the money. My royalty statement for the 3rd quartier of 2009, which is the 2nd quarter that the book was on the market, came with a check. I actually received it last month but didn’t get around to blogging about. The amount of the check is insignificant. The point is that the balance is no longer negative. I’m taking this opportunity to pat myself and my co-author on the back. To celebrate the occassion O’Reilly has offered to sponsor a give-away of five (5) copies of Regular Expressions Cookbook. These are the rules of the game: You must post a comment to this blog article including your actual name and actual email address. Names are published, email addresses are not. Comments are moderated by myself (Jan Goyvaerts). If I consider a comment to be offensive or spam it will not be published and not be eligible for any prize. If you don’t know what to say in the comment, just wish me a happy 100000nd birthday, so I don’t have to feel so bad about entering the 6-bit era. Each person commenting has only one chance to win, regardless of the number of comments posted. O’Reilly will be provided with the names and email addresses of the winners (and those email addresses only) in order to arrange delivery. Each winner can choose to receive a printed copy or ebook (DRM-free PDF). If you choose the printed book, O’Reilly pays for shipping to anywhere in the world but not for any duties or taxes your country may impose on books imported from the USA. If you choose the ebook, you’ll need to create an O’Reilly account that is then granted access to the PDF download. You can make your choice after you’ve won, so it doesn’t influence your chance of winning. Contest ends 28 February 2010, GMT+7 (Thai time). Chosen by five calls to Random(78)+1 in Delphi 2010, the winners are: 48: Xiaozu 45: David Chisholm 19: Miquel Burns 33: Aaron Rice 17: David Laing Thanks to everybody who participated. The winners have been notified by email on how to collect their prize.

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• SQL SERVER – Vacation, Travel and Study – A New Concept

  - by pinaldave

  Quite often when developers go to training sessions they either find it very boring because of study or great because they treat it as a vacation. There should be a perfect balance between study and extra activities. Studying is Boring Studying is very hard. Nobody likes to study, very few people are going to list “studying” as one of their favorite hobbies.  Already my young daughter knows she doesn’t want to study, and I don’t want to either.  If you read my blog regularly you know that I am always saying that we need to be students for life.  However, all philosophy aside, if you are put in a room with an instructor to study for eight hours a day, you are going to feel bored, uncomfortable, and unhappy.  I was a trainer myself, and I understand that all-day study sessions are no fun – even for the trainer.  I always tried to be entertaining, but even eight hours of jokes and laughter is tiresome.  Eight hours at a comedy club would be boring after a little while – and if we can’t even enjoy fun stuff for eight hours straight, how can we expect to study for eight hours straight? Studying for Career or Certification Even those who have advanced degrees and went to college for years, or even decades, find studying hard.  There is a difference between studying for a career and studying for a certification.  At least to get a degree there is a variety of subjects, with labs, exams, and practice problems to make things more interesting.  You can also choose your major and what you want to spend your time studying.  For certification you do not have this luxury.  You have to learn and memorize specific parts, and there is no option to change your major if you don’t like it.  Your option is to gain your certification, or fail.  Many people will find that last option unacceptable. Studying at Vacation We have established: eight hours of uninterrupted study is boring.  That is why I am so excited about what my very good friend is doing with Koenig Solutions.  His whole goal was to make classes that are intensive but not in a traditional format.  He adds in aspects of the vacation.  It is true that you will study and sit with instructors for six or eight hours a day, but in the mornings and evenings you can go out and see the sights in exotic locations.  He has chosen the locations for his training courses for their proximity to tourist attractions like the Himalayas, the Taj Mahal, and Goa, India’s most popular resort town.  Every location has access to great experiences like river rafting, safari tours, or meditation.  There are five locations to choose from: Dehli, Dehradun, Shimla (close to the Himalayas), Goa Beach, and Dubai.  After a day of classes and hours of sight-seeing, you will be more than ready to return to campus tired and ready to study.  This is the kind of study I can do! My friend’s point is that studying and fun can still go hand-in-hand.  How many times have we heard a professor say this?  But this time it is true.  There is great fun in learning in exotic locations.  If you want to travel in India and are interested in also taking the opportunity to learn something, let Koenig Solutions know. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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• SQL SERVER – Weekend Project – Experimenting with ACID Transactions, SQL Compliant, Elastically Scalable Database

  - by pinaldave

  Database technology is huge and big world. I like to explore always beyond what I know and share the learning. Weekend is the best time when I sit around download random software on my machine which I like to call as a lab machine (it is a pretty old laptop, hardly a quality as lab machine) and experiment it. There are so many free betas available for download that it’s hard to keep track and even harder to find the time to play with very many of them.  This blog is about one you shouldn’t miss if you are interested in the learning various relational databases. NuoDB just released their Beta 7.  I had already downloaded their Beta 6 and yesterday did the same for 7.   My impression is that they are onto something very very interesting.  In fact, it might be something really promising in terms of database elasticity, scale and operational cost reduction. The folks at NuoDB say they are working on the world’s first “emergent” database which they tout as a brand new transitional database that is intended to dramatically change what’s possible with OLTP.  It is SQL compliant, guarantees ACID transactions, yet scales elastically on heterogeneous and decentralized cloud-based resources. Interesting note for sure, making me explore more. Based on what I’ve seen so far, they are solving the architectural challenge that exists between elastic, cloud-based compute infrastructures designed to scale out in response to workload requirements versus the traditional relational database management system’s architecture of central control. Here’s my experience with the NuoDB Beta 6 so far: First they pretty much threw away all the features you’d associate with existing RDBMS architectures except the SQL and ACID transactions which they were smart to keep.  It looks like they have incorporated a number of the big ideas from various algorithms, systems and techniques to achieve maximum DB scalability. From a user’s perspective, the NuoDB Beta software behaves like any other traditional SQL database and seems to offer all the benefits users have come to expect from standards-based SQL solutions. One of the interesting feature is that one can run a transactional node and a storage node on my Windows laptop as well on other platforms – indeed interesting for sure. It’s quite amazing to see a database elastically scale across machine boundaries. So, one of the basic NuoDB concepts is that as you need to scale out, you can easily use more inexpensive hardware when/where you need it.  This is unlike what we have traditionally done to scale a database for an application – we replace the hardware with something more powerful (faster CPU and Disks). This is where I started to feel like NuoDB is on to something that has the potential to elastically scale on commodity hardware while reducing operational expense for a big OLTP database to a degree we’ve never seen before. NuoDB is able to fully leverage the cloud in an asynchronous and highly decentralized manner – while providing both SQL compliance and ACID transactions. Basically what NuoDB is doing is so new that it is all hard to believe until you’ve experienced it in action.  I will keep you up to date as I test the NuoDB Beta 7 but if you are developing a web-scale application or have an on-premise app you are thinking of moving to the cloud, testing this beta is worth your time. If you do try it, let me know what you think.  Before I say anything more, I am going to do more experiments and more test on this product and compare it with other existing similar products. For me it was a weekend worth spent on learning something new. I encourage you to download Beta 7 version and share your opinions here. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: PostADay, SQL, SQL Authority, SQL Documentation, SQL Download, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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• Bancassurers Seek IT Solutions to Support Distribution Model

  - by [email protected]

  Oracle Insurance's director of marketing for EMEA, John Sinclair, attended the third annual Bancassurance Forum in Vienna last month. He reports that the outlook for bancassurance in EMEA remains positive, despite changing market conditions that have led a number of bancassurers to re-examine their business models. Vienna is at the crossroads between mature Western European markets, where bancassurance is now an established best practice, and more recently tapped Eastern European markets that offer the greatest growth potential. Attendance at the Bancassurance Forum was good, with 87 bancassurance attendees, most in very senior positions in the industry. The conference provided the chance for a lively discussion among bancassurers looking to keep abreast of the latest trends in one of Europe's most successful distribution models for insurance. Even under normal business conditions, there is a great demand for best practice sharing within the industry as there is no standard formula for success.  Each company has to chart its own course and choose the strategies for sales, products development and the structure of ownership that make sense for their business, and as soon as they get it right bancassurers need to adapt the mix to keep up with ever changing regulations, completion and economic conditions.  To optimize the overall relationship between banking and insurance for mutual benefit, a balance needs to be struck between potentially conflicting interests. The banking side of the house is looking for greater wallet share from its customers and the ability to increase profitability by bundling insurance products with higher margins - especially in light of the recent economic crisis, where margins for traditional banking products are low and completion high. The insurance side of the house seeks access to new customers through a complementary distribution channel that is efficient and cost effective. To make the relationship work, it is important that both sides of the same house forge strategic and long term relationships - irrespective of whether the underlying business model is supported by a distribution agreement, cross-ownership or other forms of capital structure. However, this third annual conference was not held under normal business conditions. The conference took place in challenging, yet interesting times. ING's forced spinoff of its insurance operations under pressure by the EU Commission and the troubling losses suffered by Allianz as a result of the Dresdner bank sale were fresh in everyone's mind. One year after markets crashed, there is now enough hindsight to better understand the implications for bancassurance and best practices that are emerging to deal with them. The loan-driven business that has been crucial to bancassurance up till now evaporated during the crisis, leaving bancassurers grappling with how to change their overall strategy from a loan-driven to a more diversified model.  Attendees came to the conference to learn what strategies were working - not only to cope with the market shift, but to take advantage of it as markets pick up. Over the course of 14 customer case studies and numerous analyst presentations, topical issues ranging from getting the business model right to the impact on capital structuring of Solvency II were debated openly. Many speakers alluded to the need to specifically design insurance products with the banking distribution channel in mind, which brings with it specific requirements such as a high degree of standardization to achieve efficiency and reduce training costs. Moreover, products must be engineered to suit end consumers who consider banks a one-stop shop. The importance of IT to the successful implementation of bancassurance strategies was a theme that surfaced regularly throughout the conference.  The cross-selling opportunity - that will ultimately determine the success or failure of any bancassurance model - can only be fully realized through a flexible IT architecture that enables banking and insurance processes to be integrated and presented to front-line staff through a common interface. However, the reality is that most bancassurers have legacy IT systems, which constrain the businesses' ability to implement new strategies to maintaining competitiveness in turbulent times. My colleague Glenn Lottering, who chaired the conference, believes that the primary opportunities for bancassurers to extract value from their IT infrastructure investments lie in distribution management, risk management with the advent of Solvency II, and achieving operational excellence. "Oracle is ideally suited to meet the needs of bancassurance," Glenn noted, "supplying market-leading software for both banking and insurance. Oracle provides adaptive systems that let customers easily integrate hybrid business processes from both worlds while leveraging existing IT infrastructure." Overall, the consensus at the conference was that the outlook for bancassurance in EMEA remains positive, despite changing market conditions that have led a number of bancassurers to re-examine their business models. John Sinclair is marketing director for Oracle Insurance in EMEA. He has more than 20 years of experience in insurance and financial services.    

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• To sample or not to sample...

  - by [email protected]

  Ideally, we would know the exact answer to every question. How many people support presidential candidate A vs. B? How many people suffer from H1N1 in a given state? Does this batch of manufactured widgets have any defective parts? Knowing exact answers is expensive in terms of time and money and, in most cases, is impractical if not impossible. Consider asking every person in a region for their candidate preference, testing every person with flu symptoms for H1N1 (assuming every person reported when they had flu symptoms), or destructively testing widgets to determine if they are "good" (leaving no product to sell). Knowing exact answers, fortunately, isn't necessary or even useful in many situations. Understanding the direction of a trend or statistically significant results may be sufficient to answer the underlying question: who is likely to win the election, have we likely reached a critical threshold for flu, or is this batch of widgets good enough to ship? Statistics help us to answer these questions with a certain degree of confidence. This focuses on how we collect data. In data mining, we focus on the use of data, that is data that has already been collected. In some cases, we may have all the data (all purchases made by all customers), in others the data may have been collected using sampling (voters, their demographics and candidate choice). Building data mining models on all of your data can be expensive in terms of time and hardware resources. Consider a company with 40 million customers. Do we need to mine all 40 million customers to get useful data mining models? The quality of models built on all data may be no better than models built on a relatively small sample. Determining how much is a reasonable amount of data involves experimentation. When starting the model building process on large datasets, it is often more efficient to begin with a small sample, perhaps 1000 - 10,000 cases (records) depending on the algorithm, source data, and hardware. This allows you to see quickly what issues might arise with choice of algorithm, algorithm settings, data quality, and need for further data preparation. Instead of waiting for a model on a large dataset to build only to find that the results don't meet expectations, once you are satisfied with the results on the initial sample, you can  take a larger sample to see if model quality improves, and to get a sense of how the algorithm scales to the particular dataset. If model accuracy or quality continues to improve, consider increasing the sample size. Sampling in data mining is also used to produce a held-aside or test dataset for assessing classification and regression model accuracy. Here, we reserve some of the build data (data that includes known target values) to be used for an honest estimate of model error using data the model has not seen before. This sampling transformation is often called a split because the build data is split into two randomly selected sets, often with 60% of the records being used for model building and 40% for testing. Sampling must be performed with care, as it can adversely affect model quality and usability. Even a truly random sample doesn't guarantee that all values are represented in a given attribute. This is particularly troublesome when the attribute with omitted values is the target. A predictive model that has not seen any examples for a particular target value can never predict that target value! For other attributes, values may consist of a single value (a constant attribute) or all unique values (an identifier attribute), each of which may be excluded during mining. Values from categorical predictor attributes that didn't appear in the training data are not used when testing or scoring datasets. In subsequent posts, we'll talk about three sampling techniques using Oracle Database: simple random sampling without replacement, stratified sampling, and simple random sampling with replacement.

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• How to install SharePoint Server 2013 Preview

  - by ybbest

  The Office 2013 and SharePoint Server 2013 Preview is announced yesterday and as a SharePoint Developer, I am really excited to learn all the new features and capabilities. Today I will show you how to install the preview. 1. Create a service account called SP2013Install and give this account Dbcreator and SecurityAdmin in SQL Server 2012 2. You need to run the following script to set the ‘maxdegree of parellism’ setting to the required value of 1 in SQL Server 2012(using sysadmin privilege) before configure the SharePoint Farm. Otherwise , you might get the error ‘This SQL Server Instance does not have the required maxdegree of parellism setting of 1’ sp_configure 'show advanced options', 1; GO RECONFIGURE WITH OVERRIDE; GO sp_configure 'max degree of parallelism', 1; GO RECONFIGURE WITH OVERRIDE; GO 3. Download the SharePoint preview from here and I am going to install it on Windows Server 2008R2 with SQL2012. 4. Click the Install software prerequisites, this works fine with the internet connection. (However, if you do not have internet connection, it is a bit tricky to install window azure AppFabric as it has to be installed using the prerequisite installer. Your computer might reboot a few times in the process.) 5.After the prerequisites are installed `completely, you can then install the Preview. Click the Install SharePoint Server and Enter the Product key you get from the Preview download page. 6. Accept the License terms and Click Next. 7. Leave the default path for the file location. 8. You can now start the installation process 9. After binary files are installed, you then can configure your farm using the farm configuration wizard. 10.Specify the Database server and the install account 11. Specify SharePoint farm passphrase. 12 Specify the port number , you should choose your own favorite port number. 13. Choose Create a New Server Farm and click next. 14. Double-check with the settings and click Next to Configure the farm install. 15. Finally, your farm is configured successfully and you now are able to go to your Central Admin site http://sp2010:6666/ 16. You should configure the services manually or automate using PowerShell (If you like to understand why,you can read the blog post here) ,however I will use the wizard to configure automatically here  as  this is a test machine. After the configuration is complete, you now be able to see your SharePoint Site. 17.To start the evaluate the Preview , you need to install Visual Studio 2012 RC , Microsoft Office Developer Tools for Visual Studio 2012,SharePoint 2013 Designer Preview , Office 2013 Preview. References: Download SharePoint2013 Server 2013 Download Microsoft Visio Professional 2013 Preview Install SharePoint 2013 Preview Hardware and software requirements for SharePoint 2013 Preview SharePoint 2013 IT Pro and Developer training materials released Plan for SharePoint 2013 Preview Microsoft Office Developer Tools for Visual Studio 2012 SharePoint 2013 Preview Office365 for the SharePoint 2013 preview SharePoint Designer 2013 Download: Microsoft Office 2013 Preview Language Pack Try Office

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• Where is the value of OEA

  - by [email protected]

  In a room full of architects, if you were to ask for the definition of enterprise architecture, or the importance thereof,  you are likely to get a number of varying view points ranging from,  a complete analysis of the digital assets of an organization,  to, a strategic alignment of business goals/objectives to IT initiatives.  Similiarily in a room full of senior business executives,  if you asked them how they see their IT groups and their effectiveness to align to business strategy,  you would get a myriad of responses,  ranging from, “a huge drain on our bottom line”, “always more expensive than budgeted”, “lack of agility,  by the time IT is ready,  my business strategy has changed”, and on the rare occurrence, “ a leader of innovation,  that is lock step with my business strategy”. However does this necessarily demonstrate the overall value of enterprise architecture.  Having a framework, and process is of critical importance to help produce a number of the artefacts that ultimately align technology goals and initiatives to business strategy,  however,  is that really where the value is?  I believe that first we need to understand the concept of value.  Value typically is a measure of sorts,  when we purchase a product it’s value is equivalent to the maximum amount that someone is willing to pay for the product,  however,  is the same equation valid in terms of the business value of enterprise architecture? Is the library of artefacts generated through a process/framework, inclusive of a strategic roadmap to realize the enterprise architecture where the value is? If we agree that enterprise architecture is the alignment of IT and IT assets to support business strategy, and by achieving our business strategy, we have we have increased the business value of the enterprise then;  it seems that, in order to really identify the true value of an enterprise architecture,  we need to understand how we measure business value .  A number of formal measurement methodologies exist for this purpose, business models, balanced scorecards, etc   After we have an understanding on how to measure the business value of each of the organizational units within an enterprise, then we understand how the enterprise architecture contributes to the success of business strategy,  and EXECUTE on the roadmap to implement, and deliver the IT initiatives that provide MEASUREABLE returns, As we analyse the value chain of each of the individual organizational units within the enterprise we may identify how that unit has performed by quantitatively measuring it proximity to achieving the goals defined by the business for each unit. However, It would appear that true business value (the aggregate of all of the business units in the value chain), is to some degree subjectively measured  as for public companies this lies in shareholder value,  as the true value, or be it, the maximum amount that someone would pay for shares of an organization.

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• My Take on Hadoop World 2011

  - by Jean-Pierre Dijcks

  I’m sure some of you have read pieces about Hadoop World and I did see some headlines which were somewhat, shall we say, interesting? I thought the keynote by Larry Feinsmith of JP Morgan Chase & Co was one of the highlights of the conference for me. The reason was very simple, he addressed some real use cases outside of internet and ad platforms. The following are my notes, since the keynote was recorded I presume you can go and look at Hadoopworld.com at some point… On the use cases that were mentioned: ETL – how can I do complex data transformation at scale Doing Basel III liquidity analysis Private banking – transaction filtering to feed [relational] data marts Common Data Platform – a place to keep data that is (or will be) valuable some day, to someone, somewhere 360 Degree view of customers – become pro-active and look at events across lines of business. For example make sure the mortgage folks know about direct deposits being stopped into an account and ensure the bank is pro-active to service the customer Treasury and Security – Global Payment Hub [I think this is really consolidation of data to cross reference activity across business and geographies] Data Mining Bypass data engineering [I interpret this as running a lot of a large data set rather than on samples] Fraud prevention – work on event triggers, say a number of failed log-ins to the website. When they occur grab web logs, firewall logs and rules and start to figure out who is trying to log in. Is this me, who forget his password, or is it someone in some other country trying to guess passwords Trade quality analysis – do a batch analysis or all trades done and run them through an analysis or comparison pipeline One of the key requests – if you can say it like that – was for vendors and entrepreneurs to make sure that new tools work with existing tools. JPMC has a large footprint of BI Tools and Big Data reporting and tools should work with those tools, rather than be separate. Security and Entitlement – how to protect data within a large cluster from unwanted snooping was another topic that came up. I thought his Elephant ears graph was interesting (couldn’t actually read the points on it, but the concept certainly made some sense) and it was interesting – when asked to show hands – how the audience did not (!) think that RDBMS and Hadoop technology would overlap completely within a few years. Another interesting session was the session from Disney discussing how Disney is building a DaaS (Data as a Service) platform and how Hadoop processing capabilities are mixed with Database technologies. I thought this one of the best sessions I have seen in a long time. It discussed real use case, where problems existed, how they were solved and how Disney planned some of it. The planning focused on three things/phases: Determine the Strategy – Design a platform and evangelize this within the organization Focus on the people – Hire key people, grow and train the staff (and do not overload what you have with new things on top of their day-to-day job), leverage a partner with experience Work on Execution of the strategy – Implement the platform Hadoop next to the other technologies and work toward the DaaS platform This kind of fitted with some of the Linked-In comments, best summarized in “Think Platform – Think Hadoop”. In other words [my interpretation], step back and engineer a platform (like DaaS in the Disney example), then layer the rest of the solutions on top of this platform. One general observation, I got the impression that we have knowledge gaps left and right. On the one hand are people looking for more information and details on the Hadoop tools and languages. On the other I got the impression that the capabilities of today’s relational databases are underestimated. Mostly in terms of data volumes and parallel processing capabilities or things like commodity hardware scale-out models. All in all I liked this conference, it was great to chat with a wide range of people on Oracle big data, on big data, on use cases and all sorts of other stuff. Just hope they get a set of bigger rooms next time… and yes, I hope I’m going to be back next year!

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• Exposed: Fake Social Marketing

  - by Mike Stiles

  Brands and marketers who want to build their social popularity on a foundation of lies are starting to face more of an uphill climb. Fake social is starting to get exposed, and there are a lot of emperors getting caught without any clothes. Facebook is getting ready to do a purge of “Likes” on Pages that were a result of bots, fake accounts, and even real users who were duped or accidentally Liked a Page. Most of those accidental Likes occur on mobile, where it’s easy for large fingers to hit the wrong space. Depending on the degree to which your Page has been the subject of such activity, you may see your number of Likes go down. But don’t sweat it, that’s a good thing. The social world has turned the corner and assessed the value of a Like. And the verdict is that a Like is valuable as an opportunity to build a real relationship with a real customer. Its value pales immensely compared to a user who’s actually engaged with the brand. Those fake Likes aren’t doing you any good. Huge numbers may once have impressed, but it’s not fooling anybody anymore. Facebook’s selling point to marketers is the ability to use a brand’s fans to reach friends of those fans. Consequently, there has to be validity and legitimacy to a fan count. Speaking of mobile, Trademob recently reported 40% of clicks are essentially worthless, because 22% of them are accidental (again with the fat fingers), while 18% are trickery. Publishers will but huge banner ads next to tiny app buttons to increase the odds of an accident. Others even hide a banner behind another to score 2 clicks instead of 1. Pontiflex and Harris Interactive last year found 47% of users were more likely to click a mobile ad accidentally than deliberately. Beyond that, hijacked devices are out there manipulating click data. But to what end for a marketer? What’s the value of a click on something a user never even saw? What’s the value of a seen but accidentally clicked ad if there’s no resulting transaction? Back to fake Likes, followers and views; they’re definitely for sale on numerous sites, none of which I’ll promote. $5 can get you 1,000 Twitter followers. You can even get followers targeted by interests. One site was set up by an unemployed accountant out of his house in England. He gets them from a wholesaler in Brooklyn, who gets them from a 19-year-old supplier in India. The unemployed accountant is making $10,000 a day. That means a lot of brands, celebrities and organizations are playing the fake social game, apparently not coming to grips with the slim value of the numbers they’re buying. But now, in addition to having paid good money for non-ROI numbers, there’s the embarrassment factor. At least a couple of sites have popped up allowing anyone to see just how many fake and inactive followers you have. Britain’s Fake Follower Check and StatusPeople are the two getting the most attention. Enter any Twitter handle and the results are there for all to see. Fake isn’t good, period. “Inactive” could be real followers, but if they’re real, they’re just watching, not engaging. If someone runs a check on your Twitter handle and turns up fake followers, does that mean you’re suspect or have purchased followers? No. Anyone can follow anyone, so most accounts will have some fakes. Even account results like Barack Obama’s (70% fake according to StatusPeople) and Lady Gaga’s (71% fake) don’t mean these people knew about all those fakes or initiated them. Regardless, brands should realize they’re now being watched, and users are judging the legitimacy of their social channels. Use one of any number of tools available to assess and clean out fake Likes and followers so that your numbers are as genuine as possible. And obviously, skip the “buying popularity” route of social marketing strategy. It doesn’t work and it gets you busted…a losing combination.

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• What Counts For a DBA: Ego

  - by Louis Davidson

  Leaving aside, for a second, Freud’s psychoanalytical definitions, the term “ego” generally refers to a person’s sense of self, and their self-esteem. In casual usage, however, it usually appears in the adjectival form, “egotistical” (most often followed by “jerk”). You don’t need to be a jerk to be a DBA; humility is important. However, ego is important too. A good DBA needs a certain degree of self-esteem…a belief and pride in what he or she can do better than anyone else can. The ideal DBA needs to be humble enough to admit when they are wrong but egotistical enough to know when they are right, and to stand up for that knowledge and make their voice heard. In most organizations, the DBA team is seriously outnumbered by headstrong developers and clock driven managers, and “great” DBAs will often be outnumbered by…well…the not so great. In order to be heard in this environment, a DBA will not only need to be very skilled, but will also need a healthy dose of ego. As Freud might have put it, the unconscious desire of the DBA (the id) is for iron-fist control over their databases, and code that runs in them. However, the ego moderates this desire, seeking to “satisfy the id in realistic ways that, in the long term, bring benefit rather than grief“. In other words, the ego understands the need to exert a measure of control and self-belief, but also to tolerate and play nicely with developers and other DBAs. The trick, naturally, is learning how to be heard when it is important, but also to make everyone around you welcome that input, even when you have to be bold to make the “I know what I am talking about, and you…well…not so much” decisions. Consider a baseball team, bottom of the ninth inning of the championship game, man on first and down one run. Almost anyone on that team will have the ability to hit a home run, but only one or two will have the iron belief that they can pull it off in this critical, end-game situation. The player you need in this situation is the one who has passionately gone the extra mile preparing for just this moment, is bursting at the seams with self-confidence, and can look the coach in the eye and state, boldly, “Put me in, I am your best bet“. Likewise, on those occasions when high customer demand coincides with copious system errors, and panic is bubbling just beneath the surface, you don’t need the minimally qualified support person, armed with the “reboot and hope” technique (though that sometimes works!). You need the DBA who steps up and says, “Put me in” and has the skill and tenacity to back up those words and to fix the pinpoint and fix the problem, whatever it takes, while keeping customers and managers happy. Of course, the egotistical DBA will happily spend hours telling you how great they are at their job, and how brilliantly they put out a previous fire, and this is no guarantee that they can deliver. However, if an otherwise-humble DBA looks you in the eye and says, “I can do it”, then hear them out. Sometimes, this burst of ego will be exactly what’s required.

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• Oracle WebLogic Server and Oracle Database: A Robust Infrastructure for your Applications

  - by Ruma Sanyal

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 It has been said that a chain is as strong as its weakest link. Well, this is also true for your application infrastructure. Not only are the various components that constitute your infrastructure, like database and application server critical, the integration between these things [whether coming out of the box from your vendor or done in-house] is paramount. Imagine your database being down and your application server not knowing about it and as a result your application waiting indefinitely for a database response – not a great situation if high availability is critical to your application. Or one of your database nodes is very busy, but your application server doesn’t have the intelligence to decipher that – it keeps pinging the busy node when it can in fact get a response from another idle node much faster. This is what Oracle WebLogic and Database integration provides: Intelligent integration out of the box. Tight integration between Oracle WebLogic and Database makes your infrastructure robust enough that not only does each of your infrastructure component provide you with improved RASP [reliability availability, scalability, and performance] but these components work together to offer improved performance & availability, better resource sharing, inherent scalability, ease of configuration and automated management for your entire infrastructure. Oracle WebLogic Server is the only application server with this degree of integration to Oracle Database. With Oracle WebLogic Server 11g, we introduced Active GridLink for Real Application Clusters (RAC). In conjunction with Oracle Database, this powerful software technology simplifies management, increases availability, and ensures fast connection failover with runtime connection, load balancing and affinity capabilities. With the release of Oracle Database 12c this summer, even tighter integration between Oracle WebLogic Server 12c (12.1.2) and Oracle Database 12c has been achieved and this further optimizes the integration for a global cloud environment. Read about these capabilities in detail in the Oracle WebLogic-Database Integration Whitepaper. Get in depth ‘how-to’ details from this YouTube video on the topic from our resident expert, Monica Roccelli. /* 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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• Professional Developers, may I join you?

  - by Ben

  I currently work in technical support for a software/hardware company and for the most part it's a good job, but it's feeling more and more like I'm getting 'stuck' here. No raises in the 5 years I've been here, and lately there seems to be more hiring from the outside than promotion from within. The work I do is more technical than end-user support, as we deal primarily with our field technicians who have a little more technical skill than the general user base. As a result I get into much more technical support issues... often tracking down bugs in our software, finding performance bottlenecks in our database schema, etc. The work I'm most proud of are the development projects I've come up with on my own, and worked on during lunch breaks and slow periods in Support. Over the years I've written a number of useful utilities for the company. Diagnostic type applications that several departments use and appreciate. These include apps that simulate our various hardware devices, log file analysis, time-saving utilities for our work processes, etc. My best projects have been the hardware simulation programs, which are the type of thing we probably wouldn't have put a full-time developer on had anyone thought to do it, but they've ended up being popular and useful enough to be used by development, QA, R&D, and Support. They allow us to interface our software with simulated hardware, rather than clutter up our work areas with bulky, hard to acquire equipment. Since starting here my life has moved forward (married, kid, one more on the way), but it feels like my career has not. I still earn what I earned walking in the door my first day. Company budget is tight, bonuses have gone down, and no raises or cost of living / inflation adjustments either. As the sole source of income for my family I feel I need to do more, and I'd like to have a more active role in creating something at work, not just cleaning up other people's mistakes. I enjoy technical work, and I think development is the next logical step in my career. I'd like to bring some "legitimacy" to my part-time development work, and make myself a more skilled and valuable employee. Ultimately if this can help me better support my family, that would be ideal. Can I make the jump to professional developer? I have an engineering degree, but no formal education in computer science. I write WinForms apps using the .NET framework, do some freelance web development, have volunteered to write software for a nonprofit, and have started experimenting with programming microcontrollers. I enjoy learning new things in the limited free time I have available. I think I have the aptitude to take on a development role, even in an 'apprentice' capacity if such an option is possible. Have any of you moved into development like this? Do any of you developers have any advice or cautionary tales? Are there better career options I haven't thought of? I welcome any and all related comments and thank you in advance for posting them.

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• Impressions of my ASUS eee slate EP121 - Dual core 4GB, 64GB SSD

  - by tonyrogerson

  This thing is lovely, very nice bluetooth keyboard that has nice feedback on the keypress, there is no mouse but you can use the stylus or get yourself a bluetooth mouse, me, I've opted for a Microsoft ARC mouse which is a delight to use, the USB doors are a pain to open for the first time if like me you don't have any finger nails. It came as a suprise that the slate shows four processors, Dual Core with multi-threading, I didn't really look at the processor I was more interested in the amount of memory and the SSD; you don't get the full 4GB even with the 64 bit version of Windows 7 installed (which I immediately upgraded to Ultimate through my MSDN subscription). The box is extremely responsive - extremely, it loads Winword in literally a second. I've got office 2010 and onenote 2010 on there now; one problem is that on applying all (43) windows updates since the upgrade the machine is still sat on step 3 of 3 on the start up configuring updates screen after about an hour, you can't turn this machine off without using a paper clip to reset it and as I have just found you need a paper clip :). Installing Windows 7 SP1 was effortless. One of the first things I did on it was to reduce the size of the font, by default its set at 125%, my eye sight is ok :) so I've set that back down. Amazon Kindle for the PC works really well, plenty of text on the screen when viewed portrait, the case it comes with also allows the slate to stand up in various positions - portrait, horizontal - seems stable enough. The wireless works well, seems to have a better signal than my other two laptop machines which is good news. The gadget passed the pose test at work :). I use offline files to keep a copy of all my work stuff locally, I'm not sure what it is, well, its probably my server but whenever I try and sync it runs for a couple of minutes then fails with network name no longer contactable, funnily enough its fine from my big laptop so I can only guess this may be a driver type issue on the EP121 itself - very odd and very annoying. I do a lot of presenting and need to plug into a VGA project because most sites that's all that is offered, the EP121 has a mini-hdmi output which is great except for this scenario, hdmi is digital, vga is analogue, you will struggle to find a cost effective solution, I found HDFury and also a device HP do, however, a better solution appears to be getting a USB graphics adapter for instance the one I've ordered is the ClimaxDigital USB 2.0 to DVI,VGA or HDMI Adaptor which gives everything I need - VGA and DVI output and great resolution as well - ok, so fingers crossed because I'm presenting next Wednesday in Edinburgh and not taking my 300kg lenovo w700 (I'm sure my back just sighed in relief) - it certainly works really well on my LED TV, the install was simple - it just works! One of the several reasons for buying this piece of kit was to use it on my LED TV to remote into my main machine to check stuff whilst sat in my living room, also to watch webcasts and lecture videos in comfort away from my office, because of the wireless speed and limitation I'm opting for a USB network adapter from Belkin - that will also allow me to take advantage of my home gigabit network, there are only 2 usb ports on the slate so I'm going to knock up a hub so connecting it in is straight forward and simple, I'm also going to purchase a second power supply so I don't have to faff about with that either.I now have the developer x64 edition of SQL Server 2008 R2, yes everything :) - about 16GB left to play with on the machine now but that will be fine, I'll put AdventureWorks on there so I can play and demo stuff which is all I'm after from this, my development machine is significantly more powerful and meets my storage needs too.Travel test this weekend and next week, I'm in Dundee for my final exam for the masters degree.

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• BI&EPM in Focus June 2012

  - by Mike.Hallett(at)Oracle-BI&EPM

  General News Thomas Kurian Discusses Oracle Exalytics, SAP HANA (replay | preso | press)  Accenture & Oracle Study: The Challenges of Corporate Financial Reporting  (link) Flash Demo: Oracle Hyperion Planning on Exalytics in the Public Sector (link) Flash Demo: OBIEE & Exalytics in Retail (link) Customers Italian Partner Alfa Sistemi implemented at Autovie Venete S.p.A. Integrates Business Intelligence and Performance Management to Improve Efficiency and Speed for Managing Public Works Projects (English version)  / Autovie Venete implementa un sistema integrato di Business Intelligence e Performance Management per migliorare l’efficienza e la tempestività dell’attività di Controlling di Commessa (Italian version). FANCL Gains 360-Degree View of Customers across Multiple Sales Channels, Reduces Reports by 75% Korea Yakult Improves Profit & Loss Analysis with Oracle Hyperion Planning and OBIEE Hill International Streamlines Forecasting, Improves Visibility into Project Productivity and Profitability Children’s Rights in Society Better Supports Organizational Mission with Advanced, Integrated, and Streamlined Business Intelligence Tools Profit: International utility Enel monitors the performance of global subsidiaries with Oracle Hyperion Applications (link) Profit: Charting a New Course: Korean Air gains altitude by leveraging its greatest asset: information (link)   Events June 12: Breaking Away from the Excel Add-In: Welcome to Hyperion Smart View 11.1.2.2 (link) June 13: Upgrading OBIEE 10g to 11g: Best Practices and Lessons Learned (performance architects) (link) June 14, The Netherlands: Strategies for Business Excellence, New Release of Oracle Hyperion EPM Suite (link) June 21: Comprehensive and Accurate Forecasting for Healthcare (link) June 26: What Exactly is Exalytics? (KPI Partners) (link) Webcast Replay: Is Your Company Able to Navigate Through Market Volatility? (link)  Webcast Replay: Is Hope and Email The Core of Your Reconciliation Process? (link) Webcast Replay: Troubleshooting EPM Reporting & Analysis 11.1.2.x  (link) Webcast Replay: Is your Organization Flying Blind when it comes to Understanding Profitability?  (link) Enterprise Performance Management Final Oracle EPM  Information Panel (CIP) survey on cost, profitability and performance reporting/scorecards is now OPEN (link) New on EPM Blog: What's Going on With IFRS? (link) How does Crystal Ball integrate with EPM Solutions? New collateral and demos on Crystal Ball Solution Factory!  (link) New Youtube Video: Business Case Analysis with Oracle Crystal Ball (link) Crystal Ball 11.1.2.2 is released! Grouped Assumptions in Sensitivity Charts, Data Filtering When Fitting Distributions and Parameter Edits When Fitting Distributions to name a few. Get full details from the online New Features Guide (link) New DRM Oracle-by-Examples now available (link) Support Blog: Hyperion Ledgerlink Sample Record and Windows 7: Now you see it, now you don’t  (link) Use Enterprise Manager FMW Control to Troubleshoot Oracle EPM 11.1.2 Family of Products (link) Business  Intelligence Whitepaper: Real-Time Operational Reporting for E-Business Suite via GoldenGate Replication to an Operational Data Store.  How Oracle enabled real-time operational reporting for its $20B services contract business with Golden Gate & OBIEE (link) KPI Partners ebook: Understanding Oracle BI Components and Repository Modeling Basics (link) “Getting Started with Oracle Endeca Information Discovery” video tutorials now available (link) Oracle BI Publisher Conversion Center: Convert from Crystal, Actuate, or Oracle Reports to Oracle BI Publisher (link) Oracle Fusion Applications: Monthly Partner Updates Webcast Replays to help BI partners understand how OBI, Essbase, BI-Apps and Fusion work together: More on Fusion CRM: Fusion Marketing More on Fusion CRM: Fusion CRM Sales Start-Up Packs and Expert Services for Implementation Partners Introducing the Oracle Fusion Accounting Hub Implementing Fusion Applications using Oracle's Composers Oracle Fusion Applications Co-Existence

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• Is inconsistent formatting a sign of a sloppy programmer?

  - by dreza

  I understand that everyone has their own style of programming and that you should be able to read other people's styles and accept it for what it is. However, would one be considered a sloppy programmer if one's style of coding was inconsistent across whatever standard they were working against? Some example of inconsistencies might be: Sometimes naming private variables with _ and sometimes not Sometimes having varying indentations within code blocks Not aligning braces up i.e. same column if using start using new line style Spacing not always consistent around operators i.e. p=p+1, p+=1 vs other times p =p+1 or p = p + 1 etc Is this even something that as a programmer I should be concerned with addressing? Or is it such a minor nit picking thing that at the end of the day I should just not worry about it and worry about what the end user sees and whether the code works rather than how it looks while working? Is it sloppy programming or just over obsessive nit picking? EDIT: After some excellent comments I realized I may have left out some information in my question. This question came about after reviewing another colleagues code check-in and noticing some of these things and then realizing that I've seen these kind of in-consistencies in previous check-ins. It then got me thinking about my code and whether I do the same things and noticed that I typically don't etc I'm not suggesting his technique is either bad or good in this question or whether his way of doing things is right or wrong. EDIT: To answer some queries to some more good feed back. The specific instance this review occurred in was using Visual Studio 2010 and programming in c# so I don't think the editor would cause any issues. In fact it should only help I would hope. Sorry if I left that piece of info out and it effects any current answers. I was trying to be a bit more generic in understanding if this would be considered sloppy etc. And to add an even more specific example of a code piece I saw during reading of the check-in: foreach(var block in Blocks) { // .. some other code in here foreach(var movement in movements) { movement.Moved.Zero(); } // the un-formatted brace } Such a minor thing I know, but many small things add up(???), and I did have to double glance at the code at the time to see where everything lined up I guess. Please note this code was formatted appropriately before this check-in. EDIT: After reading some great answers and varying thoughts, the summary I've taken from this was. It's not necessarily a sign of a sloppy programmer however as programmers we have a duty (to ourselves and other programmers) to make the code as readable as possible to assist in further ongoing development. However it can hint at inadequacies which is something that is only possible to review on a case by case (person by person) basis. There are many reasons why this might occur. They should be taken in context and worked through with the person/people involved if reasonable. We have a duty to try and help all programmers become better programmers! In the good old days when development was done using good old notepad (or other simple text editing tool) this occurred much more frequently. However we have the assistance of modern IDE's now so although we shouldn't necessarily become OTT about this, it should still probably be addressed to some degree. We as programmers vary in our standards, styles and approaches to solutions. However it seems that in general we all take PRIDE in our work and as a trait it is something that can stand programmers apart. Making something to the best of our abilities both internal (code) and external (end user result) goes along way to giving us that big fat pat on the back that we may not go looking for but swells our heart with pride. And finally to quote CrazyEddie from his post below. Don't sweat the small stuff

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• Big Data – How to become a Data Scientist and Learn Data Science? – Day 19 of 21

  - by Pinal Dave

  In yesterday’s blog post we learned the importance of the analytics in Big Data Story. In this article we will understand how to become a Data Scientist for Big Data Story. Data Scientist is a new buzz word, everyone seems to be wanting to become Data Scientist. Let us go over a few key topics related to Data Scientist in this blog post. First of all we will understand what is a Data Scientist. In the new world of Big Data, I see pretty much everyone wants to become Data Scientist and there are lots of people I have already met who claims that they are Data Scientist. When I ask what is their role, I have got a wide variety of answers. What is Data Scientist? Data scientists are the experts who understand various aspects of the business and know how to strategies data to achieve the business goals. They should have a solid foundation of various data algorithms, modeling and statistics methodology. What do Data Scientists do? Data scientists understand the data very well. They just go beyond the regular data algorithms and builds interesting trends from available data. They innovate and resurrect the entire new meaning from the existing data. They are artists in disguise of computer analyst. They look at the data traditionally as well as explore various new ways to look at the data. Data Scientists do not wait to build their solutions from existing data. They think creatively, they think before the data has entered into the system. Data Scientists are visionary experts who understands the business needs and plan ahead of the time, this tremendously help to build solutions at rapid speed. Besides being data expert, the major quality of Data Scientists is “curiosity”. They always wonder about what more they can get from their existing data and how to get maximum out of future incoming data. Data Scientists do wonders with the data, which goes beyond the job descriptions of Data Analysist or Business Analysist. Skills Required for Data Scientists Here are few of the skills a Data Scientist must have. Expert level skills with statistical tools like SAS, Excel, R etc. Understanding Mathematical Models Hands-on with Visualization Tools like Tableau, PowerPivots, D3. j’s etc. Analytical skills to understand business needs Communication skills On the technology front any Data Scientists should know underlying technologies like (Hadoop, Cloudera) as well as their entire ecosystem (programming language, analysis and visualization tools etc.) . Remember that for becoming a successful Data Scientist one require have par excellent skills, just having a degree in a relevant education field will not suffice. Final Note Data Scientists is indeed very exciting job profile. As per research there are not enough Data Scientists in the world to handle the current data explosion. In near future Data is going to expand exponentially, and the need of the Data Scientists will increase along with it. It is indeed the job one should focus if you like data and science of statistics. Courtesy: emc Tomorrow In tomorrow’s blog post we will discuss about various Big Data Learning resources. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Big Data, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL

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• Be the surgeon

  - by Rob Farley

  It’s a phrase I use often, especially when teaching, and I wish I had realised the concept years earlier. (And of course, fits with this month’s T-SQL Tuesday topic, hosted by Argenis Fernandez) When I’m sick enough to go to the doctor, I see a GP. I used to typically see the same guy, but he’s moved on now. However, when he has been able to roughly identify the area of the problem, I get referred to a specialist, sometimes a surgeon. Being a surgeon requires a refined set of skills. It’s why they often don’t like to be called “Doctor”, and prefer the traditional “Mister” (the history is that the doctor used to make the diagnosis, and then hand the patient over to the person who didn’t have a doctorate, but rather was an expert cutter, typically from a background in butchering). But if you ask the surgeon about the pain you have in your leg sometimes, you’ll get told to ask your GP. It’s not that your surgeon isn’t interested – they just don’t know the answer. IT is the same now. That wasn’t something that I really understood when I got out of university. I knew there was a lot to know about IT – I’d just done an honours degree in it. But I also knew that I’d done well in just about all my subjects, and felt like I had a handle on everything. I got into developing, and still felt that having a good level of understanding about every aspect of IT was a good thing. This got me through for the first six or seven years of my career. But then I started to realise that I couldn’t compete. I’d moved into management, and was spending my days running projects, rather than writing code. The kids were getting older. I’d had a bad back injury (ask anyone with chronic pain how it affects  your ability to concentrate, retain information, etc). But most of all, IT was getting larger. I knew kids without lives who knew more than I did. And I felt like I could easily identify people who were better than me in whatever area I could think of. Except writing queries (this was before I discovered technical communities, and people like Paul White and Dave Ballantyne). And so I figured I’d specialise. I wish I’d done it years earlier. Now, I can tell you plenty of people who are better than me at any area you can pick. But there are also more people who might consider listing me in some of their lists too. If I’d stayed the GP, I’d be stuck in management, and finding that there were better managers than me too. If you’re reading this, SQL could well be your thing. But it might not be either. Your thing might not even be in IT. Find out, and then see if you can be a world-beater at it. But it gets even better, because you can find other people to complement the things that you’re not so good at. My company, LobsterPot Solutions, has six people in it at the moment. I’ve hand-picked those six people, along with the one who quit. The great thing about it is that I’ve been able to pick people who don’t necessarily specialise in the same way as me. I don’t write their T-SQL for them – generally they’re good enough at that themselves. But I’m on-hand if needed. Consider Roger Noble, for example. He’s doing stuff in HTML5 and jQuery that I could never dream of doing to create an amazing HTML5 version of PivotViewer. Or Ashley Sewell, a guy who does project management far better than I do. I could go on. My team is brilliant, and I love them to bits. We’re all surgeons, and when we work together, I like to think we’re pretty good! @rob_farley

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• WebCenter Customer Spotlight: Ancestry.com

  - by me

  Author: Peter Reiser - Social Business Evangelist, Oracle WebCenter  Solution SummaryAncestry.com Inc is the largest for-profit genealogy company in the world and it operates a network of genealogical and historical record websites focused on the U.S. and nine foreign countries, develops and markets genealogical software, and offers a wide array of genealogical related services. As of June 2012, the company provided access to more than 10 billion records, 38 million family trees, and 2 million paying subscribers. Their main business challenges were to improve time to market and agility to respond quickly to fast changing Internet waves while integrating with their existing content (4 PetaByte) and legacy systems. Ancestry.com implemented Oracle WebCenter Sites as their Web Experience Management System for their landing pages and marketing micro sites, added dynamic sections to their existing websites and integrated the existing content and legacy systems through web services. The Ancestry.com landing pages and marketing sites are now managed by the business team without any involvement of engineering resources. Managed content can quickly be added to existing pages without having to refactor the whole page and existing content (4 PetaBytes)  is now served trough Oracle WebCenter Sites without having to migrate from existing systems. Company OverviewAncestry.com Inc is a publicly traded Internet company (NASDAQ: ACOM) based in Provo, Utah, USA. The largest for-profit genealogy company in the world, it operates a network of genealogical and historical record websites focused on the U.S. and nine foreign countries, develops and markets genealogical software, and offers a wide array of genealogical related services. As of June 2012, the company provided access to more than 10 billion records, 38 million family trees, and 2 million paying subscribers. Business ChallengesAncestry main business challenge was to respond quickly to fast changing Internet waves.  Product marketing could not change Web site content without going through development. They needed dedicated developers just to support their marketing efforts. Technical Requirements Support current systems and environments - ASP.NET, MVC.NET, Java, JSP, PHP Scalable and manageable for a world wide network Marketing Requirements Easy to enter content – Without having a degree in HTML Scheduling of content – When is content visible to users Product Requirements Easy to manage content – See when content is out-of-date Rotation of content – Producing new content as old content expires Solution DeployedAncestry implemented  Oracle WebCenter Sites as their Web Experience Management System to manage their landing pages and marketing micro sites. This sites are fully managed by their business team without involvement of any engineering resources. The integration with their existing Web sites is done through Spot Management which allows the ability to add dynamic content to certain sections of a web page. The dynamic content is managed by  Oracle WebCenter Sites. The integration with the existing content (4 PetaBytes!) is done trough  a custom content provider interface which allows to mix existing content with content from  Oracle WebCenter Sites. Business ResultsAncestry.com has achieved following impressive business results: Landing pages and marketing sites are now managed by the business team without any involvement of engineering resources Managed content can quickly be added to existing pages without having to refactor the whole page Provide access to existing content (4 PetaBytes)  without having to migrate from existing systems Additional Information Ancestry Webcast Oracle WebCenter Sites

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• Working for free?

  - by Jonny

  I came across this article Work for Free that got me thinking. The goal of every employer is to gain more value from workers than the firm pays out in wages; otherwise, there is no growth, no advance, and no advantage for the employer. Conversely, the goal of every employee should be to contribute more to the firm than he or she receives in wages, and thereby provide a solid rationale for receiving raises and advancement in the firm. I don't need to tell you that the refusenik didn't last long in this job. In contrast, here is a story from last week. My phone rang. It was the employment division of a major university. The man on the phone was inquiring about the performance of a person who did some site work on Mises.org last year. I was able to tell him about a remarkable young man who swung into action during a crisis, and how he worked three 19-hour days, three days in a row, how he learned new software with diligence, how he kept his cool, how he navigated his way with grace and expertise amidst some 80 different third-party plug-ins and databases, how he saw his way around the inevitable problems, how he assumed responsibility for the results, and much more. What I didn't tell the interviewer was that this person did all this without asking for any payment. Did that fact influence my report on his performance? I'm not entirely sure, but the interviewer probably sensed in my voice my sense of awe toward what this person had done for the Mises Institute. The interviewer told me that he had written down 15 different questions to ask me but that I had answered them all already in the course of my monologue, and that he was thrilled to hear all these specifics. The person was offered the job. He had done a very wise thing; he had earned a devotee for life. The harder the economic times, the more employers need to know what they are getting when they hire someone. The job applications pour in by the buckets, all padded with degrees and made to look as impressive as possible. It's all just paper. What matters today is what a person can do for a firm. The resume becomes pro forma but not decisive under these conditions. But for a former boss or manager to rave about you to a potential employer? That's worth everything. What do you think? Has anyone here worked for free? If so, has it benefited you in any way? Why should(nt) you work for free (presuming you have the money from other means to keep you going)? Can you share your experience? Me, I am taking a year out of college and haven't gotten a degree yet so that's probably why most of my job applications are getting ignored. So im thinking about working for free for the experience?

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• Analytics in an Omni-Channel World

  - by David Dorf

  Retail has been around ever since mankind started bartering.  The earliest transactions were very specific to the individuals buying and selling, then someone had the bright idea to open a store.  Those transactions were a little more generic, but the store owner still knew his customers and what they wanted.  As the chains rolled out, customer intimacy was sacrificed for scale, and retailers began to rely on segments and clusters.  But thanks to the widespread availability of data and the technology to convert said data into information, retailers are getting back to details. The retail industry is following a maturity model for analytics that is has progressed through five stages, each delivering more value than the previous. Store Analytics Brick-and-mortar retailers (and pure-play catalogers as well) that collect anonymous basket-level data are able to get some sense of demand to help with allocation decisions.  Promotions and foot-traffic can be measured to understand marketing effectiveness and perhaps focus groups can help test ideas.  But decisions are influenced by the majority, using faceless customer segments and aggregated industry data points.  Loyalty programs help a little, but in many cases the cost outweighs the benefits. Web Analytics The Web made it much easier to collect data on specific, yet still anonymous consumers using cookies to track visits. Clickstreams and product searches are analyzed to understand the purchase journey, gauge demand, and better understand up-selling opportunities.  Personalization begins to allow retailers target market consumers with recommendations. Cross-Channel Analytics This phase is a minor one, but where most retailers probably sit today.  They are able to use information from one channel to bolster activities in another. However, there are technical challenges combining data silos so its not an easy task.  But for those retailers that are able to perform analytics on both sources of data, the pay-off is pretty nice.  Revenue per customer begins to go up as customers have a better brand experience. Mobile & Social Analytics Big data technologies are enabling a 360-degree view of the customer by incorporating psychographic data from social sites alongside traditional demographic data.  Retailers can track individual preferences, opinions, hobbies, etc. in order to understand a consumer's motivations.  Using mobile devices, consumers can interact with brands anywhere, anytime, accessing deep product information and reviews.  Mobile, combined with a loyalty program, presents an opportunity to put shopping into geographic context, understanding paths to the store, patterns within the store, and be an always-on advertising conduit. Omni-Channel Analytics All this data along with the proper technology represents a new paradigm in which the clock is turned back and retail becomes very personal once again.  Rich, individualized data better illuminates demand, allows for highly localized assortments, and helps tailor up-selling.  Interactions with all channels help build an accurate profile of each consumer, and allows retailers to tailor the retail experience to meet the heightened expectations of today's sophisticated shopper.  And of course this culminates in greater customer satisfaction and business profitability.

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• Is a university education really worth it for a good programmer?

  - by Jon Purdy

  The title says it all, but here's the personal side of it: I've been doing design and programming for about as long as I can remember. If there's a programming problem, I can figure it out. (Though admittedly StackOverflow has allowed me to skip the figuring out and get straight to the doing in many instances.) I've made games, esoteric programming languages, and widgets and gizmos galore. I'm currently working on a general-purpose programming language. There's nothing I do better than programming. However, I'm just as passionate about design. Thus when I felt leaving high school that my design skills were lacking, I decided to attend university for New Media Design and Imaging, a digital design-related major. For a year, I diligently studied art and programmed in my free time. As the next year progressed, however, I was obligated to take fewer art and design classes and more technical classes. The trouble was of course that these classes were geared toward non-technical students, and were far beneath my skill level at the time. No amount of petitioning could overcome the institution's reluctance to allow me to test out of such classes, and the major offered no promise for any greater challenge in the future, so I took the extreme route: I switched into the technical equivalent of the major, New Media Interactive Development. A lot of my credits moved over into the new major, but many didn't. It would have been infeasible to switch to a more rigorous technical major such as Computer Science, and having tutored Computer Science students at every level here, I doubt I would be exposed to anything that I haven't already or won't eventually find out on my own, since I'm so involved in the field. I'm now on track to graduate perhaps a year later than I had planned, which puts a significant financial strain on my family and my future self. My schedule continues to be bogged down with classes that are wholly unnecessary for me to take. I'm being re-introduced to subjects that I've covered a thousand times over, simply because I've always been interested in it all. And though I succeed in avoiding the cynical and immature tactic of failing to complete work out of some undeserved sense of superiority, I'm becoming increasingly disillusioned by the lack of intellectual stimulation. Further, my school requires students to complete a number of quarters of co-op work experience proportional to their major. My original major required two quarters, but my current requires three, delaying my graduation even more. To top it all off, college is putting a severe strain on my relationship with my very close partner of a few years, so I've searched diligently for co-op jobs in my area, alas to no avail. I'm now in my third year, and approaching that point past which I can no longer handle this. Either I keep my head down, get a degree no matter what it takes, and try to get a job with a company that will pay me enough to do what I love that I can eventually pay off my loans; or I cut my losses now, move wherever there is work, and in six months start paying off what debt I've accumulated thus far. So the real question is: is a university education really more than just a formality? It's a big decision, and one I can't make lightly. I think this is the appropriate venue for this kind of question, and I hope it sticks around for the sake of others who might someday find themselves in similar situations. My heartfelt thanks for reading, and in advance for your help.

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• Guest blog: A Closer Look at Oracle Price Analytics by Will Hutchinson

  - by Takin Babaei

  Overview:  Price Analytics helps companies understand how much of each sale goes into discounts, special terms, and allowances. This visibility lets sales management see the panoply of discounts and start seeing whether each discount drives desired behavior. In Price Analytics monitors parts of the quote-to-order process, tracking quotes, including the whole price waterfall and seeing which result in orders. The “price waterfall” shows all discounts between list price and “pocket price”. Pocket price is the final price the vendor puts in its pocket after all discounts are taken. The value proposition: Based on benchmarks from leading consultancies and companies I have talked to, where they have studied the effects of discounting and started enforcing what many of them call “discount discipline”, they find they can increase the pocket price by 0.8-3%. Yes, in today’s zero or negative inflation environment, one can, through better monitoring of discounts, collect what amounts to a price rise of a few percent. We are not talking about selling more product, merely about collecting a higher pocket price without decreasing quantities sold. Higher prices fall straight to the bottom line. The best reference I have ever found for understanding this phenomenon comes from an article from the September-October 1992 issue of Harvard Business Review called “Managing Price, Gaining Profit” by Michael Marn and Robert Rosiello of McKinsey & Co. They describe the outsized impact price management has on bottom line performance compared to selling more product or cutting variable or fixed costs. Price Analytics manages what Marn and Rosiello call “transaction pricing”, namely the prices of a given transaction, as opposed to what is on the price list or pricing according to the value received. They make the point that if the vendor does not manage the price waterfall, customers will, to the vendor’s detriment. It also discusses its findings that in companies it studied, there was no correlation between discount levels and any indication of customer value. I urge you to read this article. What Price Analytics does: Price analytics looks at quotes the company issues and tracks them until either the quote is accepted or rejected or it expires. There are prebuilt adapters for EBS and Siebel as well as a universal adapter. The target audience includes pricing analysts, product managers, sales managers, and VP’s of sales, marketing, finance, and sales operations. It tracks how effective discounts have been, the win rate on quotes, how well pricing policies have been followed, customer and product profitability, and customer performance against commitments. It has the concept of price waterfall, the deal lifecycle, and price segmentation built into the product. These help product and sales managers understand their pricing and its effectiveness on driving revenue and profit. They also help understand how terms are adhered to during negotiations. They also help people understand what segments exist and how well they are adhered to. To help your company increase its profits and revenues, I urge you to look at this product. If you have questions, please contact me. Will HutchinsonMaster Principal Sales Consultant – Analytics, Oracle Corp. Will Hutchinson has worked in the business intelligence and data warehousing for over 25 years. He started building data warehouses in 1986 at Metaphor, advancing to running Metaphor UK’s sales consulting area. He also worked in A.T. Kearney’s business intelligence practice for over four years, running projects and providing training to new consultants in the IT practice. He also worked at Informatica and then Siebel, before coming to Oracle with the Siebel acquisition. He became Master Principal Sales Consultant in 2009. He has worked on developing ROI and TCO models for business intelligence for over ten years. Mr. Hutchinson has a BS degree in Chemical Engineering from Princeton University and an MBA in Finance from the University of Chicago.

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• Be the surgeon

  - by Rob Farley

  It’s a phrase I use often, especially when teaching, and I wish I had realised the concept years earlier. (And of course, fits with this month’s T-SQL Tuesday topic, hosted by Argenis Fernandez) When I’m sick enough to go to the doctor, I see a GP. I used to typically see the same guy, but he’s moved on now. However, when he has been able to roughly identify the area of the problem, I get referred to a specialist, sometimes a surgeon. Being a surgeon requires a refined set of skills. It’s why they often don’t like to be called “Doctor”, and prefer the traditional “Mister” (the history is that the doctor used to make the diagnosis, and then hand the patient over to the person who didn’t have a doctorate, but rather was an expert cutter, typically from a background in butchering). But if you ask the surgeon about the pain you have in your leg sometimes, you’ll get told to ask your GP. It’s not that your surgeon isn’t interested – they just don’t know the answer. IT is the same now. That wasn’t something that I really understood when I got out of university. I knew there was a lot to know about IT – I’d just done an honours degree in it. But I also knew that I’d done well in just about all my subjects, and felt like I had a handle on everything. I got into developing, and still felt that having a good level of understanding about every aspect of IT was a good thing. This got me through for the first six or seven years of my career. But then I started to realise that I couldn’t compete. I’d moved into management, and was spending my days running projects, rather than writing code. The kids were getting older. I’d had a bad back injury (ask anyone with chronic pain how it affects  your ability to concentrate, retain information, etc). But most of all, IT was getting larger. I knew kids without lives who knew more than I did. And I felt like I could easily identify people who were better than me in whatever area I could think of. Except writing queries (this was before I discovered technical communities, and people like Paul White and Dave Ballantyne). And so I figured I’d specialise. I wish I’d done it years earlier. Now, I can tell you plenty of people who are better than me at any area you can pick. But there are also more people who might consider listing me in some of their lists too. If I’d stayed the GP, I’d be stuck in management, and finding that there were better managers than me too. If you’re reading this, SQL could well be your thing. But it might not be either. Your thing might not even be in IT. Find out, and then see if you can be a world-beater at it. But it gets even better, because you can find other people to complement the things that you’re not so good at. My company, LobsterPot Solutions, has six people in it at the moment. I’ve hand-picked those six people, along with the one who quit. The great thing about it is that I’ve been able to pick people who don’t necessarily specialise in the same way as me. I don’t write their T-SQL for them – generally they’re good enough at that themselves. But I’m on-hand if needed. Consider Roger Noble, for example. He’s doing stuff in HTML5 and jQuery that I could never dream of doing to create an amazing HTML5 version of PivotViewer. Or Ashley Sewell, a guy who does project management far better than I do. I could go on. My team is brilliant, and I love them to bits. We’re all surgeons, and when we work together, I like to think we’re pretty good! @rob_farley

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• Best Practices - Core allocation

  - by jsavit

  This post is one of a series of "best practices" notes for Oracle VM Server for SPARC (also called Logical Domains) Introduction SPARC T-series servers currently have up to 4 CPU sockets, each of which has up to 8 or (on SPARC T3) 16 CPU cores, while each CPU core has 8 threads, for a maximum of 512 dispatchable CPUs. The defining feature of Oracle VM Server for SPARC is that each domain is assigned CPU threads or cores for its exclusive use. This avoids the overhead of software-based time-slicing and emulation (or binary rewriting) of system state-changing privileged instructions used in traditional hypervisors. To create a domain, administrators specify either the number of CPU threads or cores that the domain will own, as well as its memory and I/O resources. When CPU resources are assigned at the individual thread level, the logical domains constraint manager attempts to assign threads from the same cores to a domain, and avoid "split core" situations where the same CPU core is used by multiple domains. Sometimes this is unavoidable, especially when domains are allocated and deallocated CPUs in small increments. Why split cores can matter Split core allocations can silenty reduce performance because multiple domains with different address spaces and memory contents are sharing the core's Level 1 cache (L1$). This is called false cache sharing since even identical memory addresses from different domains must point to different locations in RAM. The effect of this is increased contention for the cache, and higher memory latency for each domain using that core. The degree of performance impact can be widely variable. For applications with very small memory working sets, and with I/O bound or low-CPU utilization workloads, it may not matter at all: all machines wait for work at the same speed. If the domains have substantial workloads, or are critical to performance then this can have an important impact: This blog entry was inspired by a customer issue in which one CPU core was split among 3 domains, one of which was the control and service domain. The reported problem was increased I/O latency in guest domains, but the root cause might be higher latency servicing the I/O requests due to the control domain being slowed down. What to do about it Split core situations are easily avoided. In most cases the logical domain constraint manager will avoid it without any administrative action, but it can be entirely prevented by doing one of the several actions: Assign virtual CPUs in multiples of 8 - the number of threads per core. For example: ldm set-vcpu 8 mydomain or ldm add-vcpu 24 mydomain. Each domain will then be allocated on a core boundary. Use the whole core constraint when assigning CPU resources. This allocates CPUs in increments of entire cores instead of virtual CPU threads. The equivalent of the above commands would be ldm set-core 1 mydomain or ldm add-core 3 mydomain. Older syntax does the same thing by adding the -c flag to the add-vcpu, rm-vcpu and set-vcpu commands, but the new syntax is recommended. When whole core allocation is used an attempt to add cores to a domain fails if there aren't enough completely empty cores to satisfy the request. See https://blogs.oracle.com/sharakan/entry/oracle_vm_server_for_sparc4 for an excellent article on this topic by Eric Sharakan. Don't obsess: - if the workloads have minimal CPU requirements and don't need anywhere near a full CPU core, then don't worry about it. If you have low utilization workloads being consolidated from older machines onto a current T-series, then there's no need to worry about this or to assign an entire core to domains that will never use that much capacity. In any case, make sure the most important domains have their own CPU cores, in particular the control domain and any I/O or service domain, and of course any important guests. Summary Split core CPU allocation to domains can potentially have an impact on performance, but the logical domains manager tends to prevent this situation, and it can be completely and simply avoided by allocating virtual CPUs on core boundaries.

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