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  • How to open a VirtualBox (.VDI) Virtual Machine

    - by [email protected]
     How to open a .VDI Virtual MachineSometimes someone share with us one Virtual machine with extension .VDI, after that we can wonder how and what with?Well the answer is... It is a VirtualBox - Virtual Machine. If you have not downloaded it you can do this easily, just follow this post.http://listeningoracle.blogspot.com/2010/04/que-es-virtualbox.htmlorhttp://oracleoforacle.wordpress.com/2010/04/14/ques-es-virtualbox/Ok, Now with VirtualBox Installed open it and proceed with the following:1. Open the Virtual File Manager. 2. Click on Actions ? Add and select the .VDI fileClick "Ok"3.  A new Virtual machine will be displayed, (in this Case, an OEL5 32GB Virtual Machine is available.)4. This step is important. Once you have open the settings, under General option click the advanced settings. Here you must change the default directory to save your Snapshots; my recommendation set it to the same directory where the .Vdi file is. Otherwise you can have the same Virtual Machine and its snapshots in different paths.5. Now Click on System, and proceed to assign the correct memory and define the processors for the Virtual machine. Note: Enable  "Enable IO APIC" if you are planning to assign more than one CPU to the Virtual Machine.6. Associated the storage disk to the Virtual machineThe disk must be selected as IDE Primary Master. 7. Well you can verify the other options, but with these changes you will be able to start the VM. Note: Sometime the VM owner may share some instructions, if so follow his instructions.8. Click Ok and Push Start Button, and enjoy your Virtual Machine

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  • How to open a VirtualBox (.VDI) Virtual Machine

    - by [email protected]
     How to open a .VDI Virtual MachineSometimes someone share with us one Virtual machine with extension .VDI, after that we can wonder how and what with?Well the answer is... It is a VirtualBox - Virtual Machine. If you have not downloaded it you can do this easily, just follow this post.http://listeningoracle.blogspot.com/2010/04/que-es-virtualbox.htmlorhttp://oracleoforacle.wordpress.com/2010/04/14/ques-es-virtualbox/Ok, Now with VirtualBox Installed open it and proceed with the following:1. Open the Virtual File Manager. 2. Click on Actions ? Add and select the .VDI fileClick "Ok"3.  A new Virtual machine will be displayed, (in this Case, an OEL5 32GB Virtual Machine is available.)4. This step is important. Once you have open the settings, under General option click the advanced settings. Here you must change the default directory to save your Snapshots; my recommendation set it to the same directory where the .Vdi file is. Otherwise you can have the same Virtual Machine and its snapshots in different paths.5. Now Click on System, and proceed to assign the correct memory and define the processors for the Virtual machine. Note: Enable  "Enable IO APIC" if you are planning to assign more than one CPU to the Virtual Machine.6. Associated the storage disk to the Virtual machineThe disk must be selected as IDE Primary Master. 7. Well you can verify the other options, but with these changes you will be able to start the VM. Note: Sometime the VM owner may share some instructions, if so follow his instructions.8. Click Ok and Push Start Button, and enjoy your Virtual Machine

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  • 5 tipologie di consumatori con cui confrontarsi per rendere vincenti le proprie strategie di CRM

    - by antonella.buonagurio(at)oracle.com
    Sono 5 le tipologie di consumatori che  rappresentano 5 differenti modalità di acquisto di cui le aziende devono tenere in considerazione nella pianificazione dei propri piani strategici del 2011. Oltre al "consumatore just-in-time", già citato in un precedente articolo apparso sul Wall Street Journal a Novembre ecco le altre tipologie evidenziate da Lioe Arussy (Strativity Group). Il consumatore alla ricerca degli sconti Il consumatore diffidente Il consumatore timoroso Il consumatore fai-da-te Il consumatore indulgente Per ognuno di queste categorie viene evidenziato il modello di comportamento e il conseguente modello di acquisto. Per saperne di più 

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  • The Cloud is STILL too slow!

    - by harry.foxwell(at)oracle.com
    If you've been in the computing industry sufficiently long enough to remember dialup modems and other "ancient" technologies, you might be tempted to marvel at today's wonderfully powerful multicore PCs, ginormous disks, and blazingly fast networks.  Wow, you're in Internet Nirvana, right!  Well, no, not by a long shot.Considering the exponentially growing expectations of what the Web, that is, "the Cloud", is supposed to provide, today's Web/Cloud services are still way too slow.Already we are seeing cloud-enabled consumer devices that are stressing even the most advanced public network services.  Like the iPad and its competitors, ever more powerful smart-phones, and an imminent hoard of special purpose gadgets such as the proposed "cloud camera" (see http://gdgt.com/discuss/it-time-cloud-camera-found-out-cnr/ ).And at the same time that the number and type of cloud services are growing, user tolerance for even the slightest of download delays is rapidly decreasing.  Ten years ago Web developers followed the "8-Second Rule", (average time a typical Web user would tolerate for a page to download and render).  Not anymore; now it's less than 3 seconds, and only a bit longer for mobile devices (see http://www.technologyreview.com/files/54902/GoogleSpeed_charts.pdf).  How spoiled we've become!Google, among others, recognizes this problem and is working to encourage the development of a faster Web (see http://www.technologyreview.com/web/32338/). They, along with their competitors and ISPs, will have to encourage and support significantly better Web performance in order to provide the types of services envisioned for the Cloud.  How will they do this? Through the development of faster components, better use of caching technologies, and the really tough one - exploiting parallelism. Not that parallel technologies like multicore processors are hard to build...we already have them.  It's just that we're not that good yet at using them effectively.  And if we don't get better, users will abandon cloud-based services...in less than 3 seconds.

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  • Customized Database Listener Names Now Supported for EBS

    - by sreelatha.mahendra(at)oracle.com
    The database listener name can now be configured using AutoConfig with newly introduced context variable s_db_listener. Prior to this certification it was not possible to use AutoConfig generated listener.ora files for managing listeners from SRVCTL when there were multiple RAC instances on the same server.To use this feature E-Business Suite customers need to apply the following patch:11.5.10CU2 - Roll Up Patch 9535311 (RUP-U) or higher12.0.x - R12.TXK.A.delta.7 or higher 12.1.x - R12.TXK.B.delta 3 or higher

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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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  • Talent Management in Aerospace & Defense this Thursday, April 8th

    - by jay.richey
    While many industries struggle to recover from one of the most devastating recessions in history, the aerospace and defense industry plans for record growth. And key to that growth is better management of the workforce. A&D companies are currently faced with a multitude of workforce challenges including an aging and retiring workforce, knowledge gaps created as the workforce leaves, a surge in use of contingent workers, and antiquated work environments and practices that make it difficult to attract the next generation of workers. If you are in the DC area, register to attend the Oracle Aerospace and Defense Contractors Summit in Reston this Thursday, April 8th from 8am-5pm and hear Jay Richey, Oracle HCM Applications Product Marketing Director, discuss trends in the A&D talent space and smart strategies on retaining that talent. You will also hear Accenture discuss their recent survey results - Keys to Managing Human Capital within the A&D Enterprise. Register today at http://www.oracle.com/dm/10q3field/43453_ev_oracle_aerospace_apr10.html

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  • Planning for the Recovery

    - by john.orourke(at)oracle.com
    As we plan for 2011, there are many positive signs in the global economy, but also some lingering issues. Planning no longer is about extrapolating past performance and adjusting for growth. It is now about constantly testing the temperature of the water, formulating scenarios, assessing risk and assigning probabilities.  So how does one plan for recovery and improve forecast accuracy in such a volatile environment?  Here are some suggestions from a recent article I wrote, which was published in the December Financial Planning & Analysis (FP&A) newsletter from the AFP (Association of Financial Professionals): Increase the frequency of forecasting Get more line managers involved in the planning and forecasting process Re-consider what's being measured - i.e. key financial and operational metrics Incorporate risk and probability into forecasts Reduce reliance on spreadsheets - leverage packaged EPM applications To learn more about these best practices, check out the FP&A section of the AFP website and register to receive the FP&A newsletter.  AFP recently launched a new topic area focused on the FP&A function and items of interest to this group of finance professionals.  In addition to the FP&A quarterly newsletter, AFP will be publishing articles, running webinars and will have an FP&A track in their annual conference, which is in Boston next November.  Brian Kalish, AFP's Finance Lead, is hoping this initiative creates a valuable networking and information-sharing resource for FP&A professionals. Here's a link to the FP&A page on the AFP web site:  http://www.afponline.org/pub/res/topics/topics_fpa.html If you register on the site you can access and subscribe to the FP&A newsletter and other resources. Best of luck in your planning for 2011 and beyond!   

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  • Have You Met The Requirements?

    - by Paul Sorensen
    Hi Everyone,Just a reminder to everyone that it's very important that candidates refer to the Oracle certification web site for specific and ongoing requirements related to the certification that they are pursuing. Each certification may have different requirements that may include online exams, center-based exams and Hands-on Course attendance requirements. Candidates must meet all requirements in order to become certified.The Oracle certification website will provide you with detailed information related to track requirements and also the details of each specific exam. The track and exam details pages can and should be an ongoing guide to help you successfully prepare, study and complete your certification.Additionally other Important information is available on the Oracle certification website including available offerings, policies, exam pricing, recommended training and more. Please be sure to visit often as you pursue your certification. Thank you, QUICK LINKSOracle certification web siteHands-on Course Attendance Requirements

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  • Estudio de caso: CFO de At&T le apunta a la tecnología para transformar las Finanzas Globales

    - by RED League Heroes-Oracle
    AT&T es una de las pocas multinacionales modernas que han participado de todas las etapas anteriores de la innovación de las telecomunicaciones, de Alexander Graham Bell como inventor solitario, a Bell Labs, a los lanzamientos acelerados en las fundiciones de AT&T. La tecnología es el corazón de todo lo que AT&T hace, incluyendo sus inversiones en innovaciones tecnológicas para permitir que las finanzas de AT&T trabajen más estratégicamente con los negocios para asegurar que las inversiones en las iniciativas de crecimiento sean exitosas. Según John Stephens, Vicepresidente Ejecutivo y director financiero de AT&T, la empresa ha trazado un plan de inversión de tres años para mejorar y aumentar sus redes IP de banda ancha alámbricas e inalámbricas. El plan incluye la implementación del servicio 4G LTE para 300 millones de personas en los Estados Unidos, expansión de IP de banda ancha de alta velocidad a unos 57 millones de hogares de clientes y una expansión de la fibra a 1 millón de clientes corporativos adicionales en su área de servicio de telefonía fija. "La necesidad de velocidad es mayor que nunca, y este proyecto es nuestro paso hacia la innovación para ofrecer tal velocidad," dice Stephens. Como AT&T moderniza su infraestructura global, sus procesos operacionales se hacen tan poderosos como su red. Ha sido una tarea grande y compleja, pero Stephens se complace al decir que el departamento de finanzas de AT&T ha adoptado su papel de catalizador corporativo. Empezó con un concepto simple: "Vamos a hacer que todos hablen en el mismo idioma". Esto llevó a la consolidación de sistemas financieros heredados de las empresas adquiridas. No fue una tarea sencilla, dado que la empresa pasó por más de cinco adquisiciones importantes y un sinfín de otras transacciones. En 2007, AT&T tenía 17 aplicaciones apenas en la función de cuentas por pagar. Hoy, el número se ha reducido a dos. Asimismo, hubo 50 sistemas de reportes gerenciales oficiales y ahora hay tres, con planes de excluir uno de ellos. Al tener un único lenguaje volcado a las Finanzas en toda la empresa, el equipo de finanzas de AT&T ha eliminado las varias versiones de los mismos datos, reduciendo la posible confusión en las discusiones y en las decisiones de estrategia de negocios. Estos pasos también han reducido los costos y aceleraron la toma de decisiones. "Lo lindo de los sistemas es que permiten que la gente talentosa con habilidades analíticas usen su tiempo en esa zona, en vez de gastar tiempo en recolección, agregación y organización de los datos," señala Stephens. "Tenemos un proceso eficiente y eficaz que hace que nosotros, dejemos a la gente libre para dedicarse a aquello en que son realmente buenos. Y tenemos un equipo de alta calidad y ellos están en su mejor punto cuando son capaces de hacer su función para apoyar a la unidad de negocio”AT&T es una de las pocas multinacionales modernas que han participado de todas las etapas anteriores de la innovación de las telecomunicaciones, de Alexander Graham Bell como inventor solitario, a Bell Labs, a los lanzamientos acelerados en las fundiciones de AT&T. La tecnología es el corazón de todo lo que AT&T hace, incluyendo sus inversiones en innovaciones tecnológicas para permitir que las finanzas de AT&T trabajen más estratégicamente con los negocios para asegurar que las inversiones en las iniciativas de crecimiento sean exitosas.  Según John Stephens, Vicepresidente Ejecutivo y director financiero de AT&T, la empresa ha trazado un plan de inversión de tres años para mejorar y aumentar sus redes IP de banda ancha alámbricas e inalámbricas. El plan incluye la implementación del servicio 4G LTE para 300 millones de personas en los Estados Unidos, expansión de IP de banda ancha de alta velocidad a unos 57 millones de hogares de clientes y una expansión de la fibra a 1 millón de clientes corporativos adicionales en su área de servicio de telefonía fija. "La necesidad de velocidad es mayor que nunca, y este proyecto es nuestro paso hacia la innovación para ofrecer tal velocidad," dice Stephens. Como AT&T moderniza su infraestructura global, sus procesos operacionales se hacen tan poderosos como su red. Ha sido una tarea grande y compleja, pero Stephens se complace al decir que el departamento de finanzas de AT&T ha adoptado su papel de catalizador corporativo. Empezó con un concepto simple: "Vamos a hacer que todos hablen en el mismo idioma". Esto llevó a la consolidación de sistemas financieros heredados de las empresas adquiridas. No fue una tarea sencilla, dado que la empresa pasó por más de cinco adquisiciones importantes y un sinfín de otras transacciones. En 2007, AT&T tenía 17 aplicaciones apenas en la función de cuentas por pagar. Hoy, el número se ha reducido a dos. Asimismo, hubo 50 sistemas de reportes gerenciales oficiales y ahora hay tres, con planes de excluir uno de ellos. Al tener un único lenguaje volcado a las Finanzas en toda la empresa, el equipo de finanzas de AT&T ha eliminado las varias versiones de los mismos datos, reduciendo la posible confusión en las discusiones y en las decisiones de estrategia de negocios. Estos pasos también han reducido los costos y aceleraron la toma de decisiones. "Lo lindo de los sistemas es que permiten que la gente talentosa con habilidades analíticas usen su tiempo en esa zona, en vez de gastar tiempo en recolección, agregación y organización de los datos," señala Stephens. "Tenemos un proceso eficiente y eficaz que hace que nosotros, dejemos a la gente libre para dedicarse a aquello en que son realmente buenos. Y tenemos un equipo de alta calidad y ellos están en su mejor punto cuando son capaces de hacer su función para apoyar a la unidad de negocio”

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  • "Are You There?".. India Tops Logistics List of Emerging Nations

    - by [email protected]
    It's just amazing how far, wide and deep modern supply chains are extending. AMR reported on 15 Apr (M.Burkett, A.Reese) in a SCM webcast that 'Penetrating Emerging Markets" was the top priotiy for organizations based on a recent survey. I took this as both adding new consumers to their prospect-list as well as leveraging 'lower cost labor arbitrage". (Read '3 Billion Capitalists") Supply Chain Quarterly reports that India and Brazil received the highest ranking of the logistics markets in developing nations India tops the list of emerging nations that scores the attractiveness of logistics markets to foreign investors. Developed by the UK-based research firm Transport Intelligence, the new  Emerging Market Logistics Index rated 38 developing countries on 3 factors. 1. "Market size and growth attractiveness," considered a country's economic output, projected growth rate, and population size.  2. "Market compatibility," which examined how well-matched a nation was with the services offered by global logistics providers. This includes a country's security levels, market accessibility, foreign direct investment, distribution of wealth and population, and development of its service sector. 3. "Connectedness," which rated the efficiency of customs and border controls, liner shipping connections, and transportation infrastructure. India claimed the top spot due to its market size and growth prospects. Brazil is second because of its economic performance, good levels of market accessibility, and improving domestic and international transport connections. Are you there? For more information see www.transportintelligence.com/articles_papers. The top 10 emerging countries India Brazil Indonesia Mexico Russia Turkey United Arab Emirates Egypt Saudi Arabia Malaysia Source: Transport Intelligence, The Emerging Markets Logistics Index, March 2010

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  • AMR's 2010 Supply Chain Top 25 Report: Early Predictions

    - by [email protected]
    On April 6th, AMR's Debra Hoffman and Kevin O'Marah presented their annual 'Top 25 Supply Chain' predictions.  For supply chain professionals, it was a 'must-hear' event especially with the new focus on both operational excellence as well as innovation excellence.  Most people think of R&D as the primary driver for innovation, but in today's 'new-normal' firms need to constantly review, evaluate and update their workflow procedures and business processes to maintian a sharp-blade on the leading edge.  Having the right tools in place to be able to monitor supply chain effectiveness becomes paramount to firms as they compete in the global marketplace. Organizations need  user-friendly and role based dashboards with early alerts to contextualize activities and post the best-options for managers to make better and more informed decisions. 2009 Winners were 1.Apple 2.Dell 3.P&G 4.IBM 5.Cisco 6.Nokia 7. Walmart 8.Samsung 9.PepsiCo 10.Toyota 11.Schulmberger 12. J&J 13.Coke 14. Nike 15.Tesco 16.Disney 17.HP 18.TI 19.LockheedMartin 20.Colgate 21.BestBuy 22.Unilever 23.Publix 24.SonyEricsson 25.Intel    

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  • HPCM 11.1.2.2.x - How to find data in an HPCM Standard Costing database

    - by Jane Story
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} When working with a Hyperion Profitability and Cost Management (HPCM) Standard Costing application, there can often be a requirement to check data or allocated results using reporting tools e.g Smartview. To do this, you are retrieving data directly from the Essbase databases related to your HPCM model. For information, running reports is covered in Chapter 9 of the HPCM User documentation. The aim of this blog is to provide a quick guide to finding this data for reporting in the HPCM generated Essbase database in v11.1.2.2.x of HPCM. In order to retrieve data from an HPCM generated Essbase database, it is important to understand each of the following dimensions in the Essbase database and where data is located within them: Measures dimension – identifies Measures AllocationType dimension – identifies Direct Allocation Data or Genealogy Allocation data Point Of View (POV) dimensions – there must be at least one, maximum of four. Business dimensions: Stage Business dimensions – these will be identified by the Stage prefix. Intra-Stage dimension – these will be identified by the _Intra suffix. Essbase outlines and reporting is explained in the documentation here:http://docs.oracle.com/cd/E17236_01/epm.1112/hpm_user/ch09s02.html For additional details on reporting measures, please review this section of the documentation:http://docs.oracle.com/cd/E17236_01/epm.1112/hpm_user/apas03.html Reporting requirements in HPCM quite often start with identifying non balanced items in the Stage Balancing report. The following documentation link provides help with identifying some of the items within the Stage Balancing report:http://docs.oracle.com/cd/E17236_01/epm.1112/hpm_user/generatestagebalancing.html The following are some types of data upon which you may want to report: Stage Data: Direct Input Assigned Input Data Assigned Output Data Idle Cost/Revenue Unassigned Cost/Revenue Over Driven Cost/Revenue Direct Allocation Data Genealogy Allocation Data Stage Data Stage Data consists of: Direct Input i.e. input data, the starting point of your allocation e.g. in Stage 1 Assigned Input Data i.e. the cost/revenue received from a prior stage (i.e. stage 2 and higher). Assigned Output Data i.e. for each stage, the data that will be assigned forward is assigned post stage data. Reporting on this data is explained in the documentation here:http://docs.oracle.com/cd/E17236_01/epm.1112/hpm_user/ch09s03.html Dimension Selection Measures Direct Input: CostInput RevenueInput Assigned Input (from previous stages): CostReceivedPriorStage RevenueReceivedPriorStage Assigned Output (to subsequent stages): CostAssignedPostStage RevenueAssignedPostStage AllocationType DirectAllocation POV One member from each POV dimension Stage Business Dimensions Any members for the stage business dimensions for the stage you wish to see the Stage data for. All other Dimensions NoMember Idle/Unassigned/OverDriven To view Idle, Unassigned or Overdriven Costs/Revenue, first select which stage for which you want to view this data. If multiple Stages have unassigned/idle, resolve the earliest first and re-run the calculation as differences in early stages will create unassigned/idle in later stages. Dimension Selection Measures Idle: IdleCost IdleRevenue Unassigned: UnAssignedCost UnAssignedRevenue Overdriven: OverDrivenCost OverDrivenRevenue AllocationType DirectAllocation POV One member from each POV dimension Dimensions in the Stage with Unassigned/ Idle/OverDriven Cost All the Stage Business dimensions in the Stage with Unassigned/Idle/Overdriven. Zoom in on each dimension to find the individual members to find which members have Unassigned/Idle/OverDriven data. All other Dimensions NoMember Direct Allocation Data Direct allocation data shows the data received by a destination intersection from a source intersection where a direct assignment(s) exists. Reporting on direct allocation data is explained in the documentation here:http://docs.oracle.com/cd/E17236_01/epm.1112/hpm_user/ch09s04.html You would select the following to report direct allocation data Dimension Selection Measures CostReceivedPriorStage AllocationType DirectAllocation POV One member from each POV dimension Stage Business Dimensions Any members for the SOURCE stage business dimensions and the DESTINATION stage business dimensions for the direct allocations for the stage you wish to report on. All other Dimensions NoMember Genealogy Allocation Data Genealogy allocation data shows the indirect data relationships between stages. Genealogy calculations run in the HPCM Reporting database only. Reporting on genealogy data is explained in the documentation here:http://docs.oracle.com/cd/E17236_01/epm.1112/hpm_user/ch09s05.html Dimension Selection Measures CostReceivedPriorStage AllocationType GenealogyAllocation (IndirectAllocation in 11.1.2.1 and prior versions) POV One member from each POV dimension Stage Business Dimensions Any stage business dimension members from the STARTING stage in Genealogy Any stage business dimension members from the INTERMEDIATE stage(s) in Genealogy Any stage business dimension members from the ENDING stage in Genealogy All other Dimensions NoMember Notes If you still don’t see data after checking the above, please check the following Check the calculation has been run. Here are couple of indicators that might help them with that. Note the size of essbase cube before and after calculations ensure that a calculation was run against the database you are examing. Export the essbase data to a text file to confirm that some data exists. Examine the date and time on task area to see when, if any, calculations were run and what choices were used (e.g. Genealogy choices) If data does not exist in places where they are expecting, it could be that No calculations/genealogy were run No calculations were successfully run The model/data at feeder location were either absent or incompatible, resulting in no allocation e.g no driver data. Smartview Invocation from HPCM From version 11.1.2.2.350 of HPCM (this version will be GA shortly), it is possible to directly invoke Smartview from HPCM. There is guided navigation before the Smartview invocation and it is then possible to see the selected value(s) in SmartView. Click to Download HPCM 11.1.2.2.x - How to find data in an HPCM Standard Costing database (Right click or option-click the link and choose "Save As..." to download this pdf file)

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  • Is This How the Execs React to Your Recommendations?

    - by rickramsey
    Well then, do your homework next time! The friendly folks on the Solaris team have made that a little easier. They have put together a list of resources to help you evaluate Oracle Solaris 11. Evaluating Oracle Solaris 11 The've got demos. They've got podcasts. They have content to find out what's involved in upgrading from Oracle Solaris 10. Content to find out how to migrate from a different OS. Plus a link to the Pre-flight checker and the Solaris 11 Cheat Sheet. And more. All in one place. So if you decide Solaris 11 is not for you, you'll be able to explain why. And if you decide that Solaris 11 is right for you, you'll have the facts to back up your decision. Nobody likes to be laughed at by a stupid camel. - Rick Website Newsletter Facebook Twitter

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  • Setting up SSO in ADF Security-enabled application

    - by Dmitry Nefedkin
    I'm continuing a series of post/videos regarding  the setting up ADF applications in the real world. This time I'm going to present how to set up Single Sign-On (SSO) and Single Logout (SLO) for ADF application using Oracle Access Manager 11g.  In this 40-min video we are going to explore the following topics: Review the demo environment; Install Oracle HTTP Server 11g (OHS) instance as a reverse proxy for Oracle Weblogic Server; Install OAM 11g Web Gate inside OHS; Modify and redeploy the ADF application for use with OAM; Configure OAM Identity Asserter in ADF domain; Configure single logout (SLO); Test SSO and SLO  

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  • Una efficiente gestione del personale: Anche nel pubblico si può

    - by antonella.buonagurio(at)oracle.com
    Le aziende pubbliche in passato erano spesso portate come esempio della cattiva gestione del personale. La riforma Brunetta sta cercando di mettere ordine e chiarezza nei processi, ma gia alcune realtà hanno provveduto a dotarsi di strumenti che permettono una migliore gestione del personale, con molta soddisfazione di azienda e dipendenti. Fra queste va citata l'Amministrazione Provinciale dei Servizi Sanitari (APSS) di Trento che ha scelto le soluzioni Peoplesoft. Il video spiega come

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  • How to add locale aware CSS to an individual component in ADF Faces.

    - by [email protected]
    When creating a skin in ADF Faces, it's (relatively) easy to add locale aware CSS using the :rtl psuedo-class on the end of a skinning key.  Example:af|inputListOfValues::content {  padding-left: 3px;}af|inputListOfValues::content:rtl {  padding-left: 0px;  padding-right: 3px;}In this example, we want some padding before the start of the text in the content element of the component.  In right to left locales, the start of the text is on the right side by default, so we need to change the padding from the left to the right.Let's say, however, that you want to specify a locale aware CSS style on an individual component using the contentStyle attribute.  There is a handy ADF Faces EL function to help you out here: isRTL.  For our example, let's say we want an inputText component whose text content is 'end' aligned.  If you weren't considering RTL locales, you could code this as:<af:inputText id="idInputTextRight" label="right aligned" value="Test"                    contentStyle="text-align: right;"/>This, however, will be right aligned regardless of locale. This is where isRTL() comes to the rescue.  This is how we would code this to be locale aware:<af:inputText id="idInputTextEnd" label="end aligned" value="Test"                     contentStyle="text-align: #{af:isRTL()?'left':'right'};"/> The af:isRTL() EL function returns true if we are rendering in RTL, so we can use it to pick the appropriate text alignment.

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  • Partner Webcast – Weblogic for Developers - 12 July 2012

    - by Thanos
    Oracle Weblogic Server is the industry’s leading application server for deploying Java EE applications with support for new features for lowering cost of operations, improving performance and enhancing scalability. But it’s also a great choice for the Java developers because of the differentiating capabilities that facilitate integration with other tools and frameworks, promote reusability and rapid redeployment of your applications. During the webinar we’re going to explore these differentiation features in more detail. Agenda: Java EE standards support in different Weblogic Server versions Weblogic  Classloading How Weblogic load the classes Filtering classloader Shared libraries Classloader Analisys Tool Spring support in Weblogic Weblogic integration with Apache Maven Advanced deployment features Fast Swap Side by Side deployment Q&A session Delivery Format This FREE online LIVE eSeminar will be delivered over the Web. Registrations received less than 24hours prior to start time may not receive confirmation to attend. Duration: 1 hour Register Now! For any questions please contact us at [email protected] Visit regularly our ISV Migration Center blog Or Follow us @oracleimc to learn more on Oracle Technologies as well as upcoming partner webcasts and events.

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  • IBM "per core" comparisons for SPECjEnterprise2010

    - by jhenning
    I recently stumbled upon a blog entry from Roman Kharkovski (an IBM employee) comparing some SPECjEnterprise2010 results for IBM vs. Oracle. Mr. Kharkovski's blog claims that SPARC delivers half the transactions per core vs. POWER7. Prior to any argument, I should say that my predisposition is to like Mr. Kharkovski, because he says that his blog is intended to be factual; that the intent is to try to avoid marketing hype and FUD tactic; and mostly because he features a picture of himself wearing a bike helmet (me too). Therefore, in a spirit of technical argument, rather than FUD fight, there are a few areas in his comparison that should be discussed. Scaling is not free For any benchmark, if a small system scores 13k using quantity R1 of some resource, and a big system scores 57k using quantity R2 of that resource, then, sure, it's tempting to divide: is  13k/R1 > 57k/R2 ? It is tempting, but not necessarily educational. The problem is that scaling is not free. Building big systems is harder than building small systems. Scoring  13k/R1  on a little system provides no guarantee whatsoever that one can sustain that ratio when attempting to handle more than 4 times as many users. Choosing the denominator radically changes the picture When ratios are used, one can vastly manipulate appearances by the choice of denominator. In this case, lots of choices are available for the resource to be compared (R1 and R2 above). IBM chooses to put cores in the denominator. Mr. Kharkovski provides some reasons for that choice in his blog entry. And yet, it should be noted that the very concept of a core is: arbitrary: not necessarily comparable across vendors; fluid: modern chips shift chip resources in response to load; and invisible: unless you have a microscope, you can't see it. By contrast, one can actually see processor chips with the naked eye, and they are a bit easier to count. If we put chips in the denominator instead of cores, we get: 13161.07 EjOPS / 4 chips = 3290 EjOPS per chip for IBM vs 57422.17 EjOPS / 16 chips = 3588 EjOPS per chip for Oracle The choice of denominator makes all the difference in the appearance. Speaking for myself, dividing by chips just seems to make more sense, because: I can see chips and count them; and I can accurately compare the number of chips in my system to the count in some other vendor's system; and Tthe probability of being able to continue to accurately count them over the next 10 years of microprocessor development seems higher than the probability of being able to accurately and comparably count "cores". SPEC Fair use requirements Speaking as an individual, not speaking for SPEC and not speaking for my employer, I wonder whether Mr. Kharkovski's blog article, taken as a whole, meets the requirements of the SPEC Fair Use rule www.spec.org/fairuse.html section I.D.2. For example, Mr. Kharkovski's footnote (1) begins Results from http://www.spec.org as of 04/04/2013 Oracle SUN SPARC T5-8 449 EjOPS/core SPECjEnterprise2010 (Oracle's WLS best SPECjEnterprise2010 EjOPS/core result on SPARC). IBM Power730 823 EjOPS/core (World Record SPECjEnterprise2010 EJOPS/core result) The questionable tactic, from a Fair Use point of view, is that there is no such metric at the designated location. At www.spec.org, You can find the SPEC metric 57422.17 SPECjEnterprise2010 EjOPS for Oracle and You can also find the SPEC metric 13161.07 SPECjEnterprise2010 EjOPS for IBM. Despite the implication of the footnote, you will not find any mention of 449 nor anything that says 823. SPEC says that you can, under its fair use rule, derive your own values; but it emphasizes: "The context must not give the appearance that SPEC has created or endorsed the derived value." Substantiation and transparency Although SPEC disclaims responsibility for non-SPEC information (section I.E), it says that non-SPEC data and methods should be accurate, should be explained, should be substantiated. Unfortunately, it is difficult or impossible for the reader to independently verify the pricing: Were like units compared to like (e.g. list price to list price)? Were all components (hw, sw, support) included? Were all fees included? Note that when tpc.org shows IBM pricing, there are often items such as "PROCESSOR ACTIVATION" and "MEMORY ACTIVATION". Without the transparency of a detailed breakdown, the pricing claims are questionable. T5 claim for "Fastest Processor" Mr. Kharkovski several times questions Oracle's claim for fastest processor, writing You see, when you publish industry benchmarks, people may actually compare your results to other vendor's results. Well, as we performance people always say, "it depends". If you believe in performance-per-core as the primary way of looking at the world, then yes, the POWER7+ is impressive, spending its chip resources to support up to 32 threads (8 cores x 4 threads). Or, it just might be useful to consider performance-per-chip. Each SPARC T5 chip allows 128 hardware threads to be simultaneously executing (16 cores x 8 threads). The Industry Standard Benchmark that focuses specifically on processor chip performance is SPEC CPU2006. For this very well known and popular benchmark, SPARC T5: provides better performance than both POWER7 and POWER7+, for 1 chip vs. 1 chip, for 8 chip vs. 8 chip, for integer (SPECint_rate2006) and floating point (SPECfp_rate2006), for Peak tuning and for Base tuning. For example, at the 8-chip level, integer throughput (SPECint_rate2006) is: 3750 for SPARC 2170 for POWER7+. You can find the details at the March 2013 BestPerf CPU2006 page SPEC is a trademark of the Standard Performance Evaluation Corporation, www.spec.org. The two specific results quoted for SPECjEnterprise2010 are posted at the URLs linked from the discussion. Results for SPEC CPU2006 were verified at spec.org 1 July 2013, and can be rechecked here.

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  • IFMR Conference – Global Procurement & Supply Chain Management for the Oil & Gas Industry

    - by Pam Petropoulos
    Dates: June 9 - 11, 2014Location: JW Marriott Houston, TXThis 2nd Global Procurement and Supply Chain Management Conference for the Oil & Gas Industry will cover key market challenges including: - supplier / operator relationships- benchmarking strategic procurement and category management- capacity overload vs. demand- new frontiers /new procurement strategies - sustainability in procurement and supply chain With a one-track focus, this is a highly intensive, content-driven event that includes case studies, presentations and panel discussions over two full days.Plan to attend the Oracle presentation on day one, and the Oracle panel discussion on day two. Oil & Gas experts will be available in the Oracle booth to answer questions.Click here to learn more and register.

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  • IOUC Summit: Open Arms and Cheese Shoes

    - by Justin Kestelyn
    Last week's International Oracle User Group Committee (IOUC) Summit at Oracle HQ was a high point of the past year, for a number of reasons: A "quorum" of Java User Group leaders, several Java Champions among them, were in attendance (Bert Breeman, Stephan Janssen, Dan Sline, Stephen Chin, Bruno Souza, Van Riper, and others), and it was great to get face time with them. Their guidance and advice about JavaOne and other things are always much appreciated. Mix in some Oracle ACE Directors (Debra Lilley, Dan Morgan, Sten Vesterli, and others), and you really have the making of a dynamic group. Stephan describes it best: "We (the JUG Leaders) discovered that behind the more formal dress code the ACE directors are actually as crazy as we are." (See link below for more.) Thanks to Bert's (NLJug) kindness, I am now the proud owner of a bonafide, straight-from-the-NL cheese shoe. How the heck did he get this through security? I suggest that you also read more robust reports from Stephan, Arun Gupta, and of course "Team Stanley."

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  • Technology Fórum eloadások

    - by Lajos Sárecz
    Ma délelott lezajlott az Oracle Technology Fórum rendezvény. A Database szekcióban Tóth Csaba tartotta a nyitó eloadást, melyben az IT költségek csökkentési lehetoségeirol beszélt Oracle Database 11g felhasználásával. Ot követoen én beszéltem az Oracle Enterprise Manager által kínált extrém menedzsment képességekrol, amely ma már nem csak adatbázis menedzsmentet jelent, hanem a teljes alkalmazás infrastruktúra üzemeltetésre koncentrál, kiemelt figyelmet fordítva az üzlet valós kiszolgálására. Szünet elott még Mosolygó Feri tartott egy eloadást az adatbázis-kezelo és a felho kapcsolatáról, majd szünet után Fekete Zoltán folytatta a Database Machine bemutatásával. Zoli után ismét Mosolygó Feri tartott eloadást ezúttal az adatbázis biztonságról, majd én zártam a napot a kockázatmentes változáskezelés témával.

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  • Changing the connection factory JNDI dynamically in Ftp Adapter

    - by [email protected]
    Consider a usecase where you need to send the same file over to five different ftp servers. The first thought that might come to mind is to create five FtpAdapter references one for each connection-factory location. However, this is not the most optimal approach and this is exactly where "Dynamic Partner Links" come into play in 11g.    If you're running the adapter in managed mode, it would require you to configure the connection factory JNDI in the appserver console for the FtpAdapter. In the sample below, I have mapped the connection-factory JNDI location "eis/Ftp/FtpAdapter" with the ftp server running on localhost.           After you've configured the connection factory on your appserver, you will need to refer to the connection-factory JNDI in the jca artifact of your SCA process. In the example below, I've instructed the FTPOut reference to use the ftp server corresponding to "eis/Ftp/FtpAdapter".     The good news is that you can change this connection-factory location dynamically using jca header properties in both BPEL as well as Mediator service engines. In order to do so, the business scenario involving BPEL or Mediator would be required to use a reserved jca header property "jca.jndi" as shown below.     Similarly, for mediator, the mplan would look as shown below.       Things to remember while using dynamic partner links: 1) The connection factories must be pre-configured on the SOA server. In our BPEL example above, both "eis/Ftp/FtpAdater1" and "eis/Ftp/FtpAdater2" must be configured in the weblogic deployment descriptor for the FtpAdapter prior to deploying the scenario. 2) Dynamic Partner Links are applicable to outbound invocations only.    

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  • Recording Topics manually and automatically

    - by maria.cozzolino(at)oracle.com
    When you are recording UPK topics, the default mode for recording is manual recording, where you tell the system when to record each screen shot. This mode allows you to take the exact screen shot you need. However, it does get a bit tedious when you are recording long topics, especially if you forget to take a few screen shots. In UPK 3.5, a new version of recording was introduced - Automatic Recording. It was designed to simplify the recording process by automatically capturing screen shots as you perform your transaction. If you haven't experimented with Automatic Recording, I'd recommend you give it a try - it might make your recording life easier. If you are recording with sound, you can also narrate your topic while recording it. To turn on Automatic Recording: 1. In Tools/Options, there are two recorder tabs. The first tab, under content defaults, includes settings that you may want to share between developers, like whether keyboard shortcuts are automatically captured. 2. The second tab is the one that contains the personal preferences, like screen shot capture key and whether to record automatically or manually. On this tab, choose the option for Automatic Recording. 3. Save the settings. Note that this setting will NOT impact content defaults; this is for your user only. When you launch the recorder, you will notice a slightly different message with guidance on how to start and stop automatic recording. Once you start recording, the recorder window is hidden until the end of the recording session to allow you to capture your transaction. In the task tray, there is a series of icons that let you know that you are capturing content. You can pause the recording, as well as set and view your sound levels if you are using sound. A camera appears during each screen capture to help you know when the system is capturing a screen shot, and a context indicator appears to show the recognition. With automatic recording, you can let the system capture the necessary screen shots. It may provide a more natural recording experience, and is probably easier for the untrained developer. On the other hand, you have a bit more control with manual recording on which screen shot appears, but it also means you have to remember to capture the screen shot. :) We'd be interested in hearing which type of recording you do, and any rationale on why you made that choice. Please comment and let us know. --Maria Cozzolino, Manager of UPK Software Requirements and UI Design

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