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  • Seamless STP with Oracle SOA Suite

    - by user12339860
    STP stands for “Straight Through Processing”. Wikipedia describes STP as a solution that enables “the entire trade process for capital markets and payment transactions to be conducted electronically without the need for re-keying or manual intervention, subject to legal and regulatory restrictions” .I will deal with the later part of the definition i.e “payment transactions without manual intervention” in this article. The STP that I am writing about involves the interaction between a Bank and its’ corporate customers,to that extent this business case is also called “Corporate Payments”.Simply put a  Corporate Payment-STP solution needs to connect the payment transaction right from the Corporate ERP into the Bank’s Payment Hub. A SOA based STP solution can do a lot more than just process transaction. But before I get to the solution let me describe the perspectives of the two primary parties in this interaction. The Corporate customer and the Bank. Corporate's Interaction with Bank:  Typically it is the treasury department of an enterprise which interacts with the Bank on a daily basis. Here is how a day of interaction would look like from the treasury department of a corp. Corporate Cash Retrieve Beginning of day totals Monitor Cash Accounts Send or receive cash between accounts Supply chain payments Payment Settlements Calculate settlement positions Retrieve End of Day totals Assess Transaction Financial Impact Short Term Investment Desk Retrieve Current Account information Conduct Investment activities Bank’s Interaction with the Corporate :  From the Bank’s perspective, the interaction starts from the point of on boarding a corporate customer to billing the corporate for the value added services it provides. Once the corporate is on-boarded the daily interaction involves Handle the various formats of data arriving from customers Process Beginning of Day & End of Day reporting request from customers Meet compliance requirements Process Payments Transmit Payment Status Challenges with this Interaction :  Both the Bank & the Corporate face many challenges from these interactions. Some of the challenges include Keeping a consistent view of transaction data for various LOBs of the corporate & the Bank Corporate customers use different ERPs, hence the data formats are bound to be different Can the Bank’s IT systems convert the data formats that can be easily mapped to the corporate ERP How does the Bank manage the communication profiles of these customers?  Corporate customers are demanding near real time visibility on their corporate accounts Corporate customers can make better cash management decisions if they can analyse the impact. Can the Bank create opportunities to sell its products to the investment desks at corporate houses & manage their orders? How will the Bank bill the corporate customer for the value added services it provides. What does a SOA based Seamless STP solution bring to the table? Highlights of Oracle SOA based STP solution For the Corporate Customer: No Manual or Paper based banking transactions Secure Delivery of Payment data to the Bank from multiple ERPs without customization Single Portal for monitoring & administering payment transactions Rule based validation of payments Customer has data necessary for more effective handling of payment and cash management decisions  Business measurements track progress toward payment cost goals  For the Bank: Reduces time & complexity of transactions Simplifies the process of introducing new products to corporate customers Single Payment hub for all corporate ERP payments across multiple instruments New Revenue sources by delivering value added services to customers Leverages existing payment infrastructure Remove Inconsistent data formats and interchange between bank and corporate systems  Compliance and many other benefits

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  • Oracle Retail Mobile Point-of-Service

    - by David Dorf
    When most people discuss mobile in retail, they immediately go to shopping applications.  While I agree the consumer side of mobile is huge, I believe its also important to arm store associates with mobile tools.  There are around a dozen major roll-outs of mobile POS to chain retailers, and all have been successful.  This does not, however, signal the demise of traditional registers.  Retailers will adopt mobile POS slowly and reduce the number of fixed registers over time, but there's likely to be a combination of both for the foreseeable future.  Even Apple retains at least one fixed register in every store, you just have to know where to look. The business benefits for mobile POS are pretty straightforward: 1. Faster checkout.  Walmart's CFO recently reported that for every second they shave off the average transaction time, they can potentially save $12M a year in labor.  I think its more likely that labor will be redeployed to enhance the customer experience. 2. Smarter associates.  The sales associates on the floor need the same access to information that consumers have, if not more.  They need ready access to product details, reviews, inventory, etc. to meet consumer expectations.  In a recent study, 40% of consumers said a savvy store associate can impact their final product selection more than a website. 3. Lower costs.  Mobile POS hardware (iPod touch + sled) costs about a fifth of fixed registers, not to mention the reclaimed space that can be used for product displays. But almost all Mobile POS solutions can claim those benefits equally.  Where there's differentiation is on the technical side.  Oracle recently announced availability of the Oracle Retail Mobile Point-of-Service, and it has three big technology advantages in the market: 1. Portable. We used a popular open-source component called PhoneGap that abstracts the app from the underlying OS and hardware so that iOS, Android, and other platforms could be supported.  Further, we used Web technologies such as HTML5 and JavaScript, which are commonly known by many programmers, as opposed to ObjectiveC which is more difficult to find.  The screen can adjust to different form-factors and sizes, just like you see with browsers.  In the future when a new, zippy device gets released, retailers will have the option to move to that device more easily than if they used a native app. 2. Flexible.  Our Mobile POS is free with the Oracle Retail Point-of-Service product.  Retailers can use any combination of fixed and mobile registers, and those ratios can change as required.  Perhaps start with 1 mobile and 4 fixed per store, then transition over time to 4 mobile and 1 fixed without any additional software licenses.  Our scalable solution supports lots of combinations. 3. Consistent.  Because our Mobile POS is fully integrated to our traditional POS, the same business logic is reused.  Third-party Mobile POS solutions often handle pricing, promotions, and tax calculations separately leading to possible inconsistencies within the store.  That won't happen with Oracle's solution. For many retailers, Mobile POS can lower costs, increase customer service, and generally enhance a consumer's in-store experience.  Apple led the way, but lots of other retailers are discovering the many benefits of adding mobile capabilities in their stores.  Just be sure to examine both the business and technology benefits so you get the most value from your solution for the longest period of time.

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  • How views are changing in future versions of SQL

    - by Rob Farley
    April is here, and this weekend, SQL v11.0 (previous known as Denali, now known as SQL Server 2012) reaches general availability. And so I thought I’d share some news about what’s coming next. I didn’t hear this at the MVP Summit earlier this year (where there was lots of NDA information given, but I didn’t go), so I think I’m free to share it. I’ve written before about CTEs being query-scoped views. Well, the actual story goes a bit further, and will continue to develop in future versions. A CTE is a like a “temporary temporary view”, scoped to a single query. Due to globally-scoped temporary objects using a two-hashes naming style, and session-scoped (or ‘local’) temporary objects a one-hash naming style, this query-scoped temporary object uses a cunning zero-hash naming style. We see this implied in Books Online in the CREATE TABLE page, but as we know, temporary views are not yet supported in the SQL Server. However, in a breakaway from ANSI-SQL, Microsoft is moving towards consistency with their naming. We know that a CTE is a “common table expression” – this is proving to be a more strategic than you may have appreciated. Within the Microsoft product group, the term “Table Expression” is far more widely used than just CTEs. Anything that can be used in a FROM clause is referred to as a Table Expression, so long as it doesn’t actually store data (which would make it a Table, rather than a Table Expression). You can see this is not just restricted to the product group by doing an internet search for how the term is used without ‘common’. In the past, Books Online has referred to a view as a “virtual table” (but notice that there is no SQL 2012 version of this page). However, it was generally decided that “virtual table” was a poor name because it wasn’t completely accurate, and it’s typically accepted that virtualisation and SQL is frowned upon. That page I linked to says “or stored query”, which is slightly better, but when the SQL 2012 version of that page is actually published, the line will be changed to read: “A view is a stored table expression (STE)”. This change will be the first of many. During the SQL 2012 R2 release, the keyword VIEW will become deprecated (this will be SQL v11 SP1.5). Three versions later, in SQL 14.5, you will need to be in compatibility mode 140 to allow “CREATE VIEW” to work. Also consistent with Microsoft’s deprecation policy, the execution of any query that refers to an object created as a view (rather than the new “CREATE STE”), will cause a Deprecation Event to fire. This will all be in preparation for the introduction of Single-Column Table Expressions (to be introduced in SQL 17.3 SP6) which will finally shut up those people waiting for a decent implementation of Inline Scalar Functions. And of course, CTEs are “Common” because the Table Expression definition needs to be repeated over and over throughout a stored procedure. ...or so I think I heard at some point. Oh, and congratulations to all the new MVPs on this April 1st. @rob_farley

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  • Must go through Windows Boot Loader to get to Grub

    - by Zach
    I just installed a fresh copy of Precise alongside Windows 7. I have to separate 750GB hard drives; /dev/sda holds the Windows partitions and /dev/sdb holds the Ubuntu partitions. Other than that, these are fresh installs of both Windows 7 and Ubuntu 12.04. Whenever I boot, Grub doesn't load, instead it goes to a black screen with a single blinking (horizontal bar) cursor in the top right corner. However, if I boot, hit escape right as the BIOS/POST screen finishes up, see the Windows Boot Loader and hit escape to make it go back to the BIOS screen. After the BIOS screen, grub shows up and everything functions normally; I can boot into Ubuntu or Win7. I don't want to have to do the Escape, Escape, Wait, Boot trick every time. I have no idea what would be wrong or what information I could give you guys to help diagnose. I have run a sudo update-grub and it found everything normally. I tried adding nomodeset flag in the /etc/default/grub line GRUB_CMDLINE_LINUX_DEFAULT which searching around made me think might work. Thoughts on what I could do to fix this? EDIT: I've tried changing the boot order so that both drives in the BIOS (both are labeled as "Internal HDD") have had a try booting first. I think the problem may be that every time I boot, the BIOS boot order is different... and I have to reset it. It seems to not be stable... but I'm not sure how to go about fixing that either. The machine has both traditional BIOS and UEFI. It came standard in "Legacy" mode; so it is currently set to boot through Legacy mode. I've reinstalled Ubuntu now, and now if I hit escape at the end of the BIOS/POST startup screen, it takes me to GRUB menu. Otherwise it automatically loads Windows. It seems like GRUB is now the acting bootloader, it just doesn't automatically start that unless I ask it to open a bootloader. In my other machines, it has always automatically started at the end of BIOS/POST. EDIT2: Using gparted, I just looked at my partitions, it would seem that my linux-swap partition is currently flagged as the boot partition for my Ubuntu install. I currently only have 2 partitions: one of "ext4" with a mount point of "/" and flag " "; and the "linux-swap" with mount point " " and flag "boot." If I change the boot flag to be on "/," it does not reliably solve the problem. After 10 boots: 2 Booted successfully to GRUB 5 Booted directly to Windows 7 3 booted to the black screen with the cursor and hung there Further research makes me think this is an issue of the BIOS not reliably booting hard drives in the same order or not finding both hard drives. If I ask it to create a "boot menu" sometimes it has 2 entries for "Internal HDD," sometimes 1. Also the list it creates changes order every time I bring it up; so it is not following a consistent boot sequence. Will report back if this is not an issue with GRUB.

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  • Social HCM: Is Your Team Listening?

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

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  • Apps UX Launches Blueprints for Mobile User Experiences

    - by mvaughan
    By Misha Vaughan, Oracle Applications User ExperienceAt Oracle OpenWorld 2012 this year, the Oracle Applications User Experience (Apps UX) team announced the release of Mobile User Experience Functional Design Patterns. These patterns are designed to work directly with Oracle’s Fusion Middleware, specifically, ADF Mobile.  The Oracle Application Development Framework for mobile users enables developers to build one application that can be deployed to multiple mobile device platforms. These same mobile design patterns provide the guidance for Oracle teams to develop Fusion Mobile expenses. Application developers can use Oracle’s mobile design patterns to design iPhone, Android, or browser-based smartphone applications. We are sharing our mobile design patterns and their baked-in, scientifically proven usability to enable Oracle customers and partners to build mobile applications quickly.A different way of thinking and designing. Lynn Rampoldi-Hnilo, Senior Manager of Mobile User Experiences for Apps UX, says mobile design has to be compelling. “It needs to be optimized for the device, and be visually rich and simple,” she said. “What is really key is that you are designing for a user’s most personal device, the device that they will have with them at all times of the day.”Katy Massucco, director of the overall design patterns site, said: “You need to start with a simplified task flow. Everything should be a natural interaction. The action should be relevant and leveraging the device. It should be seamless.”She suggests that developers identify the essential tasks that a user would want to do while mobile. “They need to understand the user and the context,” she added. ?A sample inline action design patternWhat people are sayingReactions to the release of the design patterns have been positive. Debra Lilley, Oracle ACE Director and Fusion User Experience Advocate (FXA), has already demo’ed Fusion Mobile Expenses widely.  Fellow Oracle Ace Director Ronald van Luttikhuizen, called it a “cool demo by @debralilley of the new mobile expenses app.” FXA member Floyd Teter says he is already cooking up some plans for using mobile design patterns.  We hope to see those ideas at Collaborate or ODTUG in 2013. For another perspective on why user experience is such an important focus for mobile applications, check out this video by John King, Director, and Monty Latiolais, President, both from ODTUG, or the Oracle Development Tools User Group.In a separate interview by e-mail, Latiolais wrote: “I enjoy the fact we can take something that, in the past, has been largely subjective, and now apply to it a scientifically proven look and feel. Trusting Oracle’s UX Design Patterns, the presentation really can become one less thing to worry about. As someone with limited ADF experience, that is extremely beneficial.”?King, who was also interviewed by e-mail, wrote: “User Experience is about making the task at hand as easy and error-free as possible. Oracle's UX labs worked hard to make the User Experience in the new Fusion Applications as good as possible; ADF makes adding tested, consistent, user experiences a declarative exercise by leveraging that work. As we move applications onto mobile platforms, user experience is the driving factor. Customers are "spoiled" by a bevy of fantastic applications, and ours cannot disappoint them. Creating applications that enable users to quickly and effectively accomplish whatever task is at hand takes thought and practice. Developers must become ’power users’ and then create applications that they and their users will love.”

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  • Replicating between Cloud and On-Premises using Oracle GoldenGate

    - by Ananth R. Tiru
    Do you have applications running on the cloud that you need to connect with the on premises systems. The most likely answer to this question is an astounding YES!  If so, then you understand the importance of keep the data fresh at all times across the cloud and on-premises environments. This is also one of the key focus areas for the new GoldenGate 12c release which we announced couple of week ago via a press release. Most enterprises have spent years avoiding the data “silos” that inhibit productivity. For example, an enterprise which has adopted a CRM strategy could be relying on an on-premises based marketing application used for developing and nurturing leads. At the same time it could be using a SaaS based Sales application to create opportunities and quotes. The sales and the marketing teams which use these systems need to be able to access and share the data in a reliable and cohesive way. This example can be extended to other applications areas such as HR, Supply Chain, and Finance and the demands the users place on getting a consistent view of the data. When it comes to moving data in hybrid environments some of the key requirements include minimal latency, reliability and security: Data must remain fresh. As data ages it becomes less relevant and less valuable—day-old data is often insufficient in today’s competitive landscape. Reliability must be guaranteed despite system or connectivity issues that can occur between the cloud and on-premises instances. Security is a key concern when replicating between cloud and on-premises instances. There are several options to consider when replicating between the cloud and on-premises instances. Option 1 – Secured network established between the cloud and on-premises A secured network is established between the cloud and on-premises which enables the applications (including replication software) running on the cloud and on-premises to have seamless connectivity to other applications irrespective of where they are physically located. Option 2 – Restricted network established between the cloud and on-premises A restricted network is established between the cloud and on-premises instances which enable certain ports (required by replication) be opened on both the cloud and on the on-premises instances and white lists the IP addresses of the cloud and on-premises instances. Option 3 – Restricted network access from on-premises and cloud through HTTP proxy This option can be considered when the ports required by the applications (including replication software) are not open and the cloud instance is not white listed on the on-premises instance. This option of tunneling through HTTP proxy may be only considered when proper security exceptions are obtained. Oracle GoldenGate Oracle GoldenGate is used for major Fortune 500 companies and other industry leaders worldwide to support mission-critical systems for data availability and integration. Oracle GoldenGate addresses the requirements for ensuring data consistency between cloud and on-premises instances, thus facilitating the business process to run effectively and reliably. The architecture diagram below illustrates the scenario where the cloud and the on-premises instance are connected using GoldenGate through a secured network In the above scenario, Oracle GoldenGate is installed and configured on both the cloud and the on-premises instances. On the cloud instance Oracle GoldenGate is installed and configured on the machine where the database instance can be accessed. Oracle GoldenGate can be configured for unidirectional or bi-directional replication between the cloud and on premises instances. The specific configuration details of Oracle GoldenGate processes will depend upon the option selected for establishing connectivity between the cloud and on-premises instances. The knowledge article (ID - 1588484.1) titled ' Replicating between Cloud and On-Premises using Oracle GoldenGate' discusses in detail the options for replicating between the cloud and on-premises instances. The article can be found on My Oracle Support. To learn more about Oracle GoldenGate 12c register for our launch webcast where we will go into these new features in more detail.   You may also want to download our white paper "Oracle GoldenGate 12c Release 1 New Features Overview" I would love to hear your requirements for replicating between on-premises and cloud instances, as well as your comments about the strategy discussed in the knowledge article to address your needs. Please post your comments in this blog or in the Oracle GoldenGate public forum - https://forums.oracle.com/community/developer/english/business_intelligence/system_management_and_integration/goldengate

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  • Strings in .NET are Enumerable

    - by Scott Dorman
    It seems like there is always some confusion concerning strings in .NET. This is both from developers who are new to the Framework and those that have been working with it for quite some time. Strings in the .NET Framework are represented by the System.String class, which encapsulates the data manipulation, sorting, and searching methods you most commonly perform on string data. In the .NET Framework, you can use System.String (which is the actual type name or the language alias (for C#, string). They are equivalent so use whichever naming convention you prefer but be consistent. Common usage (and my preference) is to use the language alias (string) when referring to the data type and String (the actual type name) when accessing the static members of the class. Many mainstream programming languages (like C and C++) treat strings as a null terminated array of characters. The .NET Framework, however, treats strings as an immutable sequence of Unicode characters which cannot be modified after it has been created. Because strings are immutable, all operations which modify the string contents are actually creating new string instances and returning those. They never modify the original string data. There is one important word in the preceding paragraph which many people tend to miss: sequence. In .NET, strings are treated as a sequence…in fact, they are treated as an enumerable sequence. This can be verified if you look at the class declaration for System.String, as seen below: // Summary:// Represents text as a series of Unicode characters.public sealed class String : IEnumerable, IComparable, IComparable<string>, IEquatable<string> The first interface that String implements is IEnumerable, which has the following definition: // Summary:// Exposes the enumerator, which supports a simple iteration over a non-generic// collection.public interface IEnumerable{ // Summary: // Returns an enumerator that iterates through a collection. // // Returns: // An System.Collections.IEnumerator object that can be used to iterate through // the collection. IEnumerator GetEnumerator();} As a side note, System.Array also implements IEnumerable. Why is that important to know? Simply put, it means that any operation you can perform on an array can also be performed on a string. This allows you to write code such as the following: string s = "The quick brown fox";foreach (var c in s){ System.Diagnostics.Debug.WriteLine(c);}for (int i = 0; i < s.Length; i++){ System.Diagnostics.Debug.WriteLine(s[i]);} If you executed those lines of code in a running application, you would see the following output in the Visual Studio Output window: In the case of a string, these enumerable or array operations return a char (System.Char) rather than a string. That might lead you to believe that you can get around the string immutability restriction by simply treating strings as an array and assigning a new character to a specific index location inside the string, like this: string s = "The quick brown fox";s[2] = 'a';   However, if you were to write such code, the compiler will promptly tell you that you can’t do it: This preserves the notion that strings are immutable and cannot be changed once they are created. (Incidentally, there is no built in way to replace a single character like this. It can be done but it would require converting the string to a character array, changing the appropriate indexed location, and then creating a new string.)

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  • Know your Data Lineage

    - by Simon Elliston Ball
    An academic paper without the footnotes isn’t an academic paper. Journalists wouldn’t base a news article on facts that they can’t verify. So why would anyone publish reports without being able to say where the data has come from and be confident of its quality, in other words, without knowing its lineage. (sometimes referred to as ‘provenance’ or ‘pedigree’) The number and variety of data sources, both traditional and new, increases inexorably. Data comes clean or dirty, processed or raw, unimpeachable or entirely fabricated. On its journey to our report, from its source, the data can travel through a network of interconnected pipes, passing through numerous distinct systems, each managed by different people. At each point along the pipeline, it can be changed, filtered, aggregated and combined. When the data finally emerges, how can we be sure that it is right? How can we be certain that no part of the data collection was based on incorrect assumptions, that key data points haven’t been left out, or that the sources are good? Even when we’re using data science to give us an approximate or probable answer, we cannot have any confidence in the results without confidence in the data from which it came. You need to know what has been done to your data, where it came from, and who is responsible for each stage of the analysis. This information represents your data lineage; it is your stack-trace. If you’re an analyst, suspicious of a number, it tells you why the number is there and how it got there. If you’re a developer, working on a pipeline, it provides the context you need to track down the bug. If you’re a manager, or an auditor, it lets you know the right things are being done. Lineage tracking is part of good data governance. Most audit and lineage systems require you to buy into their whole structure. If you are using Hadoop for your data storage and processing, then tools like Falcon allow you to track lineage, as long as you are using Falcon to write and run the pipeline. It can mean learning a new way of running your jobs (or using some sort of proxy), and even a distinct way of writing your queries. Other Hadoop tools provide a lot of operational and audit information, spread throughout the many logs produced by Hive, Sqoop, MapReduce and all the various moving parts that make up the eco-system. To get a full picture of what’s going on in your Hadoop system you need to capture both Falcon lineage and the data-exhaust of other tools that Falcon can’t orchestrate. However, the problem is bigger even that that. Often, Hadoop is just one piece in a larger processing workflow. The next step of the challenge is how you bind together the lineage metadata describing what happened before and after Hadoop, where ‘after’ could be  a data analysis environment like R, an application, or even directly into an end-user tool such as Tableau or Excel. One possibility is to push as much as you can of your key analytics into Hadoop, but would you give up the power, and familiarity of your existing tools in return for a reliable way of tracking lineage? Lineage and auditing should work consistently, automatically and quietly, allowing users to access their data with any tool they require to use. The real solution, therefore, is to create a consistent method by which to bring lineage data from these data various disparate sources into the data analysis platform that you use, rather than being forced to use the tool that manages the pipeline for the lineage and a different tool for the data analysis. The key is to keep your logs, keep your audit data, from every source, bring them together and use the data analysis tools to trace the paths from raw data to the answer that data analysis provides.

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  • Capgemini Global Business Process Management Report

    - by JuergenKress
    Welcome to the Capgemini Global Business Process Management (BPM) Report. This report is an exploration of key trends in BPM as seen by CXOs across a broad selection of sectors and geographies. BPM is perhaps at a tipping point - it’s certainly at an exciting stage in its evolution. As both an engineer and an Operational Research practitioner in my early career, and subsequently as a consultant, I have seen BPM through its development over the last 26 years. BPM has its roots in management practices such as Total Quality Management, Business Process Reengineering & Model Based Development; but the advent of the new generation of sophisticated modelling and process execution technologies has greatly enhanced BPM’s power to truly transform businesses. This has created one of the most rapidly growing and attractive market sectors for both services and technology. We see BPM as a critical management discipline that when executed against clear, cross organizational business objectives, can deliver exceptional value to that organization. However, we also see that the potential for BPM is not well understood. Our decision to conduct this global survey stemmed from discussions with our clients. We sought to gain a better impression of their understanding of BPM, how they measure its value, and how far it is prioritized within their Business and Technology Transformation efforts. This research confirms our belief that BPM needs to be a jointly owned Business and IT discipline. It also demonstrates that it is starting to gain significant traction in the market and investments are starting to pay dividends to the early adopters. At Capgemini we are being asked by our clients to help them simplify and improve their business models and the technology that supports them and we are already seeing BPM become an integral and key part of this proposition. Business Process Management is becoming ever more relevant to both large and small organizations in the current economic climate. At a time when many different market sectors are facing slow revenue growth, customer churn and increased pressures on costs, BPM becomes a critical weapon in the battle for efficiency and effectiveness in processes. Furthermore, in a challenging and changing business environment that is characterized by uncertainty, it allows organizations to adapt, be more agile and fleet of foot. Capgemini is seeing strong demand for BPM services in markets such as the USA, the UK, the Netherlands and France; and there are clear signs of increased interest in other geographies such as, Germany, Sweden, Spain, Italy and Australia. In sector terms, the financial services industry has led the way in BPM adoption over the recent past, driven by increased focus on customer- centricity and regulatory compliance. Other sectors, public sector, utilities, telco, retail and manufacturing are now not only catching up, but are starting o use BPM in new ways to create new business models to serve customers and outsmart the competition. The research findings also show however that this is a complex landscape, and we are not seeing adoption of BPM in a clear and consistent way. This report also looks at some of the barriers to adoption, with organizational silos being a major obstacle. Waters are further muddied by fragmented budgets, lack of clear governance and ownership and internal politics. The objective of our investment in this research project was to shed some light on these elements with a view to assisting organizations to create strategies that avoid or at least mitigate some of these barriers to success. Management of change in such endea vours is a key part in enabling the appropriate alignment of business and technology to support their transformation efforts. I hope that you find this report of benefit in the further adoption of Business Process Management. Get the full report here. SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Facebook Wiki Technorati Tags: Capgemini,bpm report,bpm market,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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  • How much is a subscriber worth?

    - by Tom Lewin
    This year at Red Gate, we’ve started providing a way to back up SQL Azure databases and Azure storage. We decided to sell this as a service, instead of a product, which means customers only pay for what they use. Unfortunately for us, it makes figuring out revenue much trickier. With a product like SQL Compare, a customer pays for it, and it’s theirs for good. Sure, we offer support and upgrades, but, fundamentally, the sale is a simple, upfront transaction: we’ve made this product, you need this product, we swap product for money and everyone is happy. With software as a service, it isn’t that easy. The money and product don’t change hands up front. Instead, we provide a service in exchange for a recurring fee. We know someone buying SQL Compare will pay us $X, but we don’t know how long service customers will stay with us, or how much they will spend. How do we find this out? We use lifetime value analysis. What is lifetime value? Lifetime value, or LTV, is how much a customer is worth to the business. For Entrepreneurs has a brilliant write up that we followed to conduct our analysis. Basically, it all boils down to this equation: LTV = ARPU x ALC To make it a bit less of an alphabet-soup and a bit more understandable, we can write it out in full: The lifetime value of a customer equals the average revenue per customer per month, times the average time a customer spends with the service Simple, right? A customer is worth the average spend times the average stay. If customers pay on average $50/month, and stay on average for ten months, then a new customer will, on average, bring in $500 over the time they are a customer! Average spend is easy to work out; it’s revenue divided by customers. The problem comes when we realise that we don’t know exactly how long a customer will stay with us. How can we figure out the average lifetime of a customer, if we only have six months’ worth of data? The answer lies in the fact that: Average Lifetime of a Customer = 1 / Churn Rate The churn rate is the percentage of customers that cancel in a month. If half of your customers cancel each month, then your average customer lifetime is two months. The problem we faced was that we didn’t have enough data to make an estimate of one month’s cancellations reliable (because barely anybody cancels)! To deal with this data problem, we can take data from the last three months instead. This means we have more data to play with. We can still use the equation above, we just need to multiply the final result by three (as we worked out how many three month periods customers stay for, and we want our answer to be in months). Now these estimates are likely to be fairly unreliable; when there’s not a lot of data it pays to be cautious with inference. That said, the numbers we have look fairly consistent, and it’s super easy to revise our estimates when new data comes in. At the very least, these numbers give us a vague idea of whether a subscription business is viable. As far as Cloud Services goes, the business looks very viable indeed, and the low cancellation rates are much more than just data points in LTV equations; they show that the product is working out great for our customers, which is exactly what we’re looking for!

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  • The Social Enterprise: Gangnam Style

    - by Mike Stiles
    Are only small and medium businesses able to put social strategies in place, generate consistent, compelling content for customers, and be nimble enough to listen and respond to the social communities they build? Or are enterprise organizations eagerly and effectively adopting social as well? It depends on whom inside the organization you ask. A study from Attensity looked at who “gets” social inside enterprise organizations. The results were unsurprising. Mostly, Generation X and Y employees who came of age with social as part of their lives and as a key communications vehicle understand it. Imagine being a 25-year-old at a company that bans employees from accessing Facebook at work. You may as well tell them they can’t use phones and must do all calculations on an abacus. To them, such policy is absent of real-world logic and signals to them the organization is destined to be the victim of an up-and-comer. After that, it’s senior management that gets social. You don’t get to be in senior management without reading a few things and paying attention. Most senior managers are well aware of the impact social has had and will have, though they may be unsure of what to do about it. The better ones will utilize those on the inside who do inherently know how to communicate and build virtual relationships using social. The very best will get the past out of the way for these social innovators, so the new communications can be enacted minus counterproductive dictums, double-clutching, meeting-creep, and all the other fading internal practices that water down content and impede change. Organizationally, the Attensity study found 81% of enterprise companies believe failing to embrace social will result in their being left behind. Yet our old friend fear still has many captive in its clutches. 79% feel overwhelmed by the volume of social data available, something a social technology partner with goal-oriented analytics expertise could go a long way toward alleviating. Then there’s the fear of social having a negative impact. This comes from a lack of belief in the product, the customer service, or both. The public uses social not to go out and slay brands. They’re using it to be honest. If the fear is that honesty will reflect badly on the brand, the brand has much bigger, broader problems than what happens on Facebook. Sadly, most enterprise organizations still see social as a megaphone, a one-way channel with which to hit people with ads. They either don’t understand social relationships, or don’t want any. The truly unenlightened manager will always say, “We help them by selling them our stuff.” “Brand affinity” is a term, it’s just not one assigned much value in enterprise organizations. Which brings us to Psy, the Korean performer whose Internet video phenom “Gangnam Style,” as of this writing, has been viewed 438,550,238 times on YouTube. It’s bigger than anything a brand will probably ever publish. Most brands would never have seen the point of making or publishing it. But a funny thing happened on the way to Internet success. The video literally doubled the stock price of Psy’s father’s software firm. NH Investment and Securities said, "The positive sentiment has attracted investors just because of the fact the company is owned by Psy's father and uncle.” The company wasn’t mentioned or seen in the video in any way, yet reaped tangible rewards just for being tangentially associated with it. Imagine your brand being visibly and directly responsible for such a smash and tell me it’s worthless. When enterprise organizations embrace the value of igniting passions, making people happier, solving their problems, informing them, helping them have fun, etc., then they will have fully embraced social, and will reap the brand affinity rewards of heightened awareness, brand loyalty and yes, sales.

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  • Thinking Local, Regional and Global

    - by Apeksha Singh-Oracle
    The FIFA World Cup tournament is the biggest single-sport competition: it’s watched by about 1 billion people around the world. Every four years each national team’s manager is challenged to pull together a group players who ply their trade across the globe. For example, of the 23 members of Brazil’s national team, only four actually play for Brazilian teams, and the rest play in England, France, Germany, Spain, Italy and Ukraine. Each country’s national league, each team and each coach has a unique style. Getting all these “localized” players to work together successfully as one unit is no easy feat. In addition to $35 million in prize money, much is at stake – not least national pride and global bragging rights until the next World Cup in four years time. Achieving economic integration in the ASEAN region by 2015 is a bit like trying to create the next World Cup champion by 2018. The team comprises Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines, Singapore, Thailand and Vietnam. All have different languages, currencies, cultures and customs, rules and regulations. But if they can pull together as one unit, the opportunity is not only great for business and the economy, but it’s also a source of regional pride. BCG expects by 2020 the number of firms headquartered in Asia with revenue exceeding $1 billion will double to more than 5,000. Their trade in the region and with the world is forecast to increase to 37% of an estimated $37 trillion of global commerce by 2020 from 30% in 2010. Banks offering transactional banking services to the emerging market place need to prepare to repond to customer needs across the spectrum – MSMEs, SMEs, corporates and multi national corporations. Customers want innovative, differentiated, value added products and services that provide: • Pan regional operational independence while enabling single source of truth at a regional level • Regional connectivity and Cash & Liquidity  optimization • Enabling Consistent experience for their customers  by offering standardized products & services across all ASEAN countries • Multi-channel & self service capabilities / access to real-time information on liquidity and cash flows • Convergence of cash management with supply chain and trade finance While enabling the above to meet customer demands, the need for a comprehensive and robust credit management solution for effective regional banking operations is a must to manage risk. According to BCG, Asia-Pacific wholesale transaction-banking revenues are expected to triple to $139 billion by 2022 from $46 billion in 2012. To take advantage of the trend, banks will have to manage and maximize their own growth opportunities, compete on a broader scale, manage the complexity within the region and increase efficiency. They’ll also have to choose the right operating model and regional IT platform to offer: • Account Services • Cash & Liquidity Management • Trade Services & Supply Chain Financing • Payments • Securities services • Credit and Lending • Treasury services The core platform should be able to balance global needs and local nuances. Certain functions need to be performed at a regional level, while others need to be performed on a country level. Financial reporting and regulatory compliance are a case in point. The ASEAN Economic Community is in the final lap of its preparations for the ultimate challenge: becoming a formidable team in the global league. Meanwhile, transaction banks are designing their own hat trick: implementing a world-class IT platform, positioning themselves to repond to customer needs and establishing a foundation for revenue generation for years to come. Anand Ramachandran Senior Director, Global Banking Solutions Practice Oracle Financial Services Global Business Unit

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  • Why is x=x++ undefined?

    - by ugoren
    It's undefined because the it modifies x twice between sequence points. The standard says it's undefined, therefore it's undefined. That much I know. But why? My understanding is that forbidding this allows compilers to optimize better. This could have made sense when C was invented, but now seems like a weak argument. If we were to reinvent C today, would we do it this way, or can it be done better? Or maybe there's a deeper problem, that makes it hard to define consistent rules for such expressions, so it's best to forbid them? So suppose we were to reinvent C today. I'd like to suggest simple rules for expressions such as x=x++, which seem to me to work better than the existing rules. I'd like to get your opinion on the suggested rules compared to the existing ones, or other suggestions. Suggested Rules: Between sequence points, order of evaluation is unspecified. Side effects take place immediately. There's no undefined behavior involved. Expressions evaluate to this value or that, but surely won't format your hard disk (strangely, I've never seen an implementation where x=x++ formats the hard disk). Example Expressions x=x++ - Well defined, doesn't change x. First, x is incremented (immediately when x++ is evaluated), then it's old value is stored in x. x++ + ++x - Increments x twice, evaluates to 2*x+2. Though either side may be evaluated first, the result is either x + (x+2) (left side first) or (x+1) + (x+1) (right side first). x = x + (x=3) - Unspecified, x set to either x+3 or 6. If the right side is evaluated first, it's x+3. It's also possible that x=3 is evaluated first, so it's 3+3. In either case, the x=3 assignment happens immediately when x=3 is evaluated, so the value stored is overwritten by the other assignment. x+=(x=3) - Well defined, sets x to 6. You could argue that this is just shorthand for the expression above. But I'd say that += must be executed after x=3, and not in two parts (read x, evaluate x=3, add and store new value). What's the Advantage? Some comments raised this good point. It's not that I'm after the pleasure of using x=x++ in my code. It's a strange and misleading expression. What I want is to be able to understand complicated expressions. Normally, a complicated expression is no more than the sum of its parts. If you understand the parts and the operators combining them, you can understand the whole. C's current behavior seems to deviate from this principle. One assignment plus another assignment suddenly doesn't make two assignments. Today, when I look at x=x++, I can't say what it does. With my suggested rules, I can, by simply examining its components and their relations.

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  • Oracle Applications Cloud Release 8 Customization: Your User Interface, Your Text

    - by ultan o'broin
    Introducing the User Interface Text Editor In Oracle Applications Cloud Release 8, there’s an addition to the customization tool set, called the User Interface Text Editor  (UITE). When signed in with an application administrator role, users launch this new editing feature from the Navigator's Tools > Customization > User Interface Text menu option. See how the editor is in there with other customization tools? User Interface Text Editor is launched from the Navigator Customization menu Applications customers need a way to make changes to the text that appears in the UI, without having to initiate an IT project. Business users can now easily change labels on fields, for example. Using a composer and activated sandbox, these users can take advantage of the Oracle Metadata Services (MDS), add a key to a text resource bundle, and then type in their preferred label and its description (as a best practice for further work, I’d recommend always completing that description). Changing a simplified UI field label using Oracle Composer In Release 8, the UITE enables business users to easily change UI text on a much wider basis. As with composers, the UITE requires an activated sandbox where users can make their changes safely, before committing them for others to see. The UITE is used for editing UI text that comes from Oracle ADF resource bundles or from the Message Dictionary (or FND_MESSAGE_% tables, if you’re old enough to remember such things). Functionally, the Message Dictionary is used for the text that appears in business rule-type error, warning or information messages, or as a text source when ADF resource bundles cannot be used. In the UITE, these Message Dictionary texts are referred to as Multi-part Validation Messages.   If the text comes from ADF resource bundles, then it’s categorized as User Interface Text in the UITE. This category refers to the text that appears in embedded help in the UI or in simple error, warning, confirmation, or information messages. The embedded help types used in the application are explained in an Oracle Fusion Applications User Experience (UX) design pattern set. The message types have a UX design pattern set too. Using UITE  The UITE enables users to search and replace text in UI strings using case sensitive options, as well as by type. Users select singular and plural options for text changes, should they apply. Searching and replacing text in the UITE The UITE also provides users with a way to preview and manage changes on an exclusion basis, before committing to the final result. There might, for example, be situations where a phrase or word needs to remain different from how it’s generally used in the application, depending on the context. Previewing replacement text changes. Changes can be excluded where required. Multi-Part Messages The Message Dictionary table architecture has been inherited from Oracle E-Business Suite days. However, there are important differences in the Oracle Applications Cloud version, notably the additional message text components, as explained in the UX Design Patterns. Message Dictionary text has a broad range of uses as indicated, and it can also be reserved for internal application use, for use by PL/SQL and C programs, and so on. Message Dictionary text may even concatenate together at run time, where required. The UITE handles the flexibility of such text architecture by enabling users to drill down on each message and see how it’s constructed in total. That way, users can ensure that any text changes being made are consistent throughout the different message parts. Multi-part (Message Dictionary) message components in the UITE Message Dictionary messages may also use supportability-related numbers, the ones that appear appended to the message text in the application’s UI. However, should you have the requirement to remove these numbers from users' view, the UITE is not the tool for the job. Instead, see my blog about using the Manage Messages UI.

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  • Is hidden content (display: none;) -indexed- by search engines? [closed]

    - by user568458
    Possible Duplicate: How bad is it to use display: none in CSS? We've established on this site before (in this question) that, since there are so many legitimate uses for hiding content with display: none; when creating interactive features, that sites aren't automatically penalised for content that is hidden this way (so long as it doesn't look algorithmically spammy). Google's Webmaster guidelines also make clear that a good practice when using content that is initially legitimately hidden for interactivity purposes is to also include the same content in a <noscript> tag, and Google recommend that if you design and code for users including users with screen readers or javascript disabled, then 9 times out of 10 good relevant search rankings will follow (though their specific advice seems more written for cases where javascript writes new content to the page). JavaScript: Place the same content from the JavaScript in a tag. If you use this method, ensure the contents are exactly the same as what’s contained in the JavaScript, and that this content is shown to visitors who do not have JavaScript enabled in their browser. So, best practice seems pretty clear. What I can't find out is, however, the simple factual matter of whether hidden content is indexed by search engines (but with potential penalties if it looks 'spammy'), or, whether it is ignored, or, whether it is indexed but with a lower weighting (like <noscript> content is, apparently). (for bonus points it would be great to know if this varies or is consistent between display: none;, visibility: hidden;, etc, but that isn't crucial). This is different to the other questions on display:none; and SEO - those are about good and bad practice and the answers are discussions of good and bad practice, I'm interested simply in the factual 'Yes or no' question of whether search engines index, or ignore, content that is in display: none; - something those other questions' answers aren't totally clear on. One other question has an answer, "Yes", supported by a link to an article that doesn't really clear things up: it establishes that search engines can spot that text is hidden, it discusses (again) whether hidden text causes sites to be marked as spam, and ultimately concludes that in mid 2011, Google's policy on hidden text was evolving, and that they hadn't at that time started automatically penalising display:none; or marking it as spam. It's clear that display: none; isn't always spam and isn't always treated as spam (many Google sites use it...): but this doesn't clear up how, or if, it is indexed. What I will do will be to follow the guidelines and make sure that all the content that is initially hidden which regular users can explore using javascript-driven interactivity is also structured in way that noscript/screenreader users can use. So I'm not interested in best practice, opinions etc because best practice seems to be really clear: accessibility best practices boosts SEO. But I'd like to know what exactly will happen: whether any display: none; content I have alongside <noscript> or otherwise accessibility-optimised content will be be ignored, or indexed again, or picked up to compare against the <noscript> content but not indexed... etc.

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  • How to be Agile when new work keeps affecting completed work?

    - by jdln
    The project I'm working on is to re-skin an existing website. The functionally will stay the same, its just the styles that are changing. The HTML is not changing, I'm only modifying the CSS files. The site is pretty complex. There are dozens of pages. Users can be logged in and have a number of different roles. Depending on their role the content of the page and what pages they are allowed to see varys. We're using GIT and Github. I'm trying to write CSS that works as components. So when the same form elements, headings, etc appear on multiple pages they are already styled and are consistent. Most of time this is working well. Sadly the format and class names in the HTML are at times messy and unpredictable. When I fix something on one page it can break another. The job is also harder as no one knows exactly all the variations that are possible due to the user roles. As such I'm continuously finding new variations as I go along. I'm making headway by putting a lot of comments in my CSS. If I need to remove a CSS rule Ill comment it out so I can still see it with the chrome dev tools, and ill put a comment in the CSS saying why I removed it and for what page this was done. This means that if on another page I'm about to add add the rule to fix a different problem, there is more of a chance I will see how this would break the first page. This allows me to either find a different solution that will work for both pages, or I can make the override page specific. This has been working quite well for me. If I had complete free reign and the only deadline was to finish the project by the end then this method would be fine. However my manager is trying to mitigate risk by breaking the work into areas to be completed per sprint. This is counter to how I have been approaching things as something like my typography styles will affect all other pages on the site. The other issue is that the different stakeholders want to sign off each section as I go along. However once I've finished a section it may change if I change CSS that affects it and also affects a new section I'm working on. I've asked that the stakeholders have a quick unofficial sign off in stages (eg per sprint), and have the final official sign off at the end of the project, but this is being met with resistance. I do understand why it would be higher risk to do this, but the only way to guarantee that a signed off section will not change is to make ALL future changes page specific. In addition to this I'm being told that all work that I push to the Git repo should be ready to go live, and as such should not contain any code comments. This is risky for me as I wont know until I've finished the site if I will ever benefit from these comments or not. Has anyone else been in a similar situation and managed to find a compromise that worked for my development approach and also the desires of management and stakeholders to have a more Agile approach? A more Agile workflow works great when you can break the work into components and know that once something is done it wont be affected by future work. However the nature of this project makes this hard to achieve.

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  • Adding a UINavigationController as a subview of UIView

    - by eagle
    I'm trying to display a UILabel on top of a UINavigationController. The problem is that when I add the UILabel as a subview of UIWindow it will not automatically rotate since it is not a subview of UIViewController (UIViewController automatically handles updating subviews during rotations). This is the hierarchy I was using: UIWindow UILabel UINavigationController So I was thinking I could use the following hierarchy: UIWindow UIViewController UIView UILabel UINavigationController This way the label could be displayed on top of the UINavigationController's bar while also automatically being rotated since it is a subview of UIViewController. The problem is that when I try adding a UINavigationController as a subview of a view: [myViewController.view addSubview:myNavigationController.view]; it will appear 20 pixels downwards. Which I'm guessing is because it thinks it needs to make room for the status bar. But, since the UINavigationController is being placed inside a UIView which does not overlay on top of the status bar, it is incorrectly adding an additional 20 pixels. In other words, the top of the UINavigationBar is at the screen's 40 pixel mark instead of at 20 pixels. Is there any easy way to just shift the UINavigationController and all of its elements (e.g. navigation bar, tool bar, root view controller) up 20 pixels? Or to let it know that it shouldn't compensate for a status bar? If not, I guess I would need to use my first hierarchy mentioned above and figure out how to rotate the label so it is consistent with the navigation bar's rotation. Where can I find more information on how to do this? Note: by "displaying a label on top of the navigation bar", I mean it should overlay on top of the navigation bar... it can't simply be wrapped in a bar button item and placed as one of the items of the navigation bar.

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  • Write-only collections in MongoDB

    - by rcoder
    I'm currently using MongoDB to record application logs, and while I'm quite happy with both the performance and with being able to dump arbitrary structured data into log records, I'm troubled by the mutability of log records once stored. In a traditional database, I would structure the grants for my log tables such that the application user had INSERT and SELECT privileges, but not UPDATE or DELETE. Similarly, in CouchDB, I could write a update validator function that rejected all attempts to modify an existing document. However, I've been unable to find a way to restrict operations on a MongoDB database or collection beyond the three access levels (no access, read-only, "god mode") documented in the security topic on the MongoDB wiki. Has anyone else deployed MongoDB as a document store in a setting where immutability (or at least change tracking) for documents was a requirement? What tricks or techniques did you use to ensure that poorly-written or malicious application code could not modify or destroy existing log records? Do I need to wrap my MongoDB logging in a service layer that enforces the write-only policy, or can I use some combination of configuration, query hacking, and replication to ensure a consistent, audit-able record is maintained?

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  • Specifying the bounce-back address for email

    - by Kirk Broadhurst
    I'm having a problem getting emails to bounce to a specific email address, different to the From address. A particular client requires that we send emails from a specific email address (call it [email protected]). Our Exchange admins have created an account on the Exchange box so that we can log in and send from that address. Our Exchange server is spoofing that address / domain. This works fine. Unfortunately the emails sent from [email protected] are not bouncing back to us. They are presumably bouncing back to the contact account at clientcompany.com (which may or may not exist). I've inserted a header [email protected] with the assumption that this field determines where bouncebacks are sent. Other documents indicate that this field should never be populated by the originating SMTP system. Other websites again talk about a field called Errors-To which is apparently non-standard. So - which field is the correct one, and what does it depend on? Any ideas why my Return-Path is not working? I'd really like to get Exchange to correctly bounce a message addressed to an invalid server! update: Continuing to dig, and my Return-Path work was only adding an extended property at the end of the header block, but Exchange appears to be still adding its own Return-Path value at the top. Delivered-To: [email protected] Received: by 1.1.1.1 with SMTP ... Return-Path: <[email protected]> Received: from ... ... ... Subject: Test Message-ID: ... Return-Path: [email protected] According to the Microsoft.com, I cannot set the Return-Path as it is determined by the MAIL FROM - which seems consistent with what I've previously read. But now I'm stuck - how do I change this MAIL FROM value programmatically within Exchange 2007?

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  • File path for J2ME FileConnection?

    - by Kilnr
    Hi, I'm writing a MIDlet which needs to write file. I'm using FileConnection from JSR-75 to accomplish this. The intention is to have this MIDlet runnning on as much devices as possible (all MIDP 2.0 devices with JSR-75 support, ideally). On several emulators and an HTC Touch Pro2, I can perfectly use the following code to get the root of the filesystem: Enumeration drives = FileSystemRegistry.listRoots(); String root = (String) drives.nextElement(); String path = "file:///" + root; However, on a Nokia S60 5th edition emulator, trying to open a FileConnection to this path throws a java.lang.SecurityException. Apparently S60 devices do not allow connections to the root of the filesystem. I realise I can use something like System.getProperty("fileconn.dir.photos"), but that isn't supported on all devices either. So, my actual question: what is the best approach to get a path to create a FileConnection with, that allows for maximum portability? Thanks. Edit: I suppose I could iterate over all the roots in the Enumeration, and check for a writable one, but that's hardly optimal for two reasons. First, there aren't necessarily any writable roots. Second, this could be the phone memory or a memory card, so the storage method wouldn't be consistent across devices, which is rather ugly.

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  • Javascript object dependencies

    - by Anurag
    In complex client side projects, the number of Javascript files can get very large. However, for performance reasons it's good to concatenate these files, and compress the resulting file for sending over the wire. I am having problems in concatenating these as the dependencies are included after they are needed in some cases. For instance, there are 2 files: /modules/Module.js <requires Core.js> /modules/core/Core.js The directories are recursively traversed, and Module.js gets included before Core.js, which causes errors. This is just a simple example where dependencies could span across directories, and there could be other complex cases. There are no circular dependencies though. The Javascript structure I follow is similar to Java packages, where each file defines a single Object (I'm using MooTools, but that's irrelevant). The structure of each javascript file and the dependencies is always consistent: Module.js var Module = new Class({ Implements: Core, ... }); Core.js var Core = new Class({ ... }); What practices do you usually follow to handle dependencies in projects where the number of Javascript files is huge, and there are inter-file dependencies?

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  • Is HttpContextWrapper all that....useful?

    - by bakasan
    I've been going through the process of cleaning up our controller code to make each action as testable. Generally speaking, this hasn't been too difficult--where we have opportunity to use a fixed object, like say FormsAuthentication, we generally introduce some form of wrapper as appropriate and be on our merry way. For reasons not particularly germaine to this conversation, when it came to dealing with usage of HttpContext, we decided to use the newly created HttpContextWrapper class rather than inventing something homegrown. One thing we did introduce was the ability to swap in a HttpContextWrapper (like say, for unit testing). This was wholly inspired by the way Oren Eini handles unit testing with DateTimes (see article, a pattern we also use) public static class FooHttpContext { public static Func<HttpContextWrapper> Current = () => new HttpContextWrapper(HttpContext.Current); public static void Reset() { Current = () => new HttpContextWrapper(HttpContext.Current); } } Nothing particularly fancy. And it works just fine in our controller code. The kicker came when we go to write unit tests. We're using Moq as our mocking framework, but alas var context = new Mock<HttpContextWrapper>() breaks since HttpContextWrapper doesn't have a parameterless ctor. And what does it take as a ctor parameter? A HttpContext object. So I find myself in a catch 22. I'm using the prescribed way to decouple HttpContext--but I can't mock a value in because the original HttpContext object was sealed and therefore difficult to test. I can map HttpContextBase, which both derive from--but that doesn't really get me what I'm after. Am I just missing the point somewhere with regard to HttpContextWrapper? I can find ways to work around the issue, but we are kind of fond of remaining consistent in decoupling using the Function delegate pattern--but it seems like we're not fully grokking intent of the wrapper.

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  • input type file alternative and file upload best practice

    - by Ioxp
    Background: I am working on a file upload page that will extend an existing web portal. This page will allow for an end user to upload files from there local computer to our network (the files will not be stored on the web server, rather a remote workstation). The end user will have the ability to view the data that they have submitted by hyper-linking the files that have been uploaded on this page. Question 1: Is there an ASP.net alternative to the <input type="file" runat="server" /> HTML tag? The reason for asking is i would rather use an image button and display the file as an asp label on the portal to keep with a consistent style. Question 2: So i understand that giving the end user the ability to upload files to the server and then turn around to show them the data that they posted poses a security threat. So far i am using the id.PostedFile.ContentType and the file extension to reject the data if its not an accepted format (i.e. "text/plain", "application/pdf", "application/vnd.ms-excel", or "application/vnd.openxmlformats-officedocument.spreadsheetml.sheet"). Also the location where the files are uploaded to has a sufficient amount of virus and malware protection and this is not a concern. What, from the C# point of view, additional steps should i take to ensure that the end user cant take advantage and compromise the system in regards to allowing them to upload files?

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  • iPhone SDK : UIImageView - Collapsing animation

    - by chris.o.
    Hi All, I'm trying to animating across the screen a horizontal bar with a color gradient. For simplicity, I chose to make a png of the fully extended bar, assign it to a UIImageView, and (attempt to) animate resizing of it using a UIView animation. The problem is that in the "closed" state of the Image, the portion of the image showing is not the part that I want. The image is arranged so that from L to R, a white to red color gradient occurs. The right side (about 20 pixels) is solid red and is the part I want to show when the bar is "collapsed". I'm trying to extend the image out by about 100 pixels to its full width. I referenced the "Buy Now" button example for my code as it seemed relevant" http://stackoverflow.com/questions/1669804/uibutton-appstore-buy-button-animation My code: [UIView beginAnimations:@"barAnimation" context:nil]; [UIView setAnimationDuration:0.6]; CGRect barFrame = bookBar.bounds; if (fExtendBar) { barFrame.origin.x -= 100; barFrame.size.width += 100; } else { barFrame.origin.x += 100; barFrame.size.width -= 100; } bookBar.frame = barFrame; [UIView commitAnimations]; I feel like this should be possible, maybe by setting an "offsetOfImage" to display in the UIImageView, but I can't seem to make it work. Also, I've noticed that the behavior is kind of consistent with what happens in Interface Builder when you resize an image. Then again, I would think there would be a way to override this behavior programmatically. Any suggestions (including other approaches) are welcome. Thanks, chris.o.

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