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• Mark Hurd on the Customer Revolution: Oracle's Top 10 Insights

  - by Richard Lefebvre

  Reprint of an article from Forbes Businesses that fail to focus on customer experience will hear a giant sucking sound from their vanishing profitability. Because in today’s dynamic global marketplace, consumers now hold the power in the buyer-seller equation, and sellers need to revamp their strategy for this new world order. The ability to relentlessly deliver connected, personalized and rewarding customer experiences is rapidly becoming one of the primary sources of competitive advantage in today’s dynamic global marketplace. And the inability or unwillingness to realize that the customer is a company’s most important asset will lead, inevitably, to decline and failure. Welcome to the lifecycle of customer experience, in which consumers explore, engage, shop, buy, ask, compare, complain, socialize, exchange, and more across multiple channels with the unconditional expectation that each of those interactions will be completed in an efficient and personalized manner however, wherever, and whenever the customer wants. While many niche companies are offering point solutions within that sprawling and complex spectrum of needs and requirements, businesses looking to deliver superb customer experiences are still left having to do multiple product evaluations, multiple contract negotiations, multiple test projects, multiple deployments, and–perhaps most annoying of all–multiple and never-ending integration projects to string together all those niche products from all those niche vendors. With its new suite of customer-experience solutions, Oracle believes it can help companies unravel these challenges and move at the speed of their customers, anticipating their needs and desires and creating enduring and profitable relationships. Those solutions span the full range of marketing, selling, commerce, service, listening/insights, and social and collaboration tools for employees. When Oracle launched its suite of Customer Experience solutions at a recent event in New York City, president Mark Hurd analyzed the customer experience revolution taking place and presented Oracle’s strategy for empowering companies to capitalize on this important market shift. From Hurd’s presentation and related materials, I’ve extracted a list of Hurd’s Top 10 Insights into the Customer Revolution. 1. Please Don’t Feed the Competitor’s Pipeline!After enduring a poor experience, 89% of consumers say they would immediately take their business to your competitor. (Except where noted, the source for these findings is the 2011 Customer Experience Impact (CEI) Report including a survey commissioned by RightNow (acquired by Oracle in March 2012) and conducted by Harris Interactive.) 2. The Addressable Market Is Massive. Only 1% of consumers say their expectations were always met by their actual experiences. 3. They’re Willing to Pay More! In return for a great experience, 86% of consumers say they’ll pay up to 25% more. 4. The Social Media Microphone Is Always Live. After suffering through a poor experience, more than 25% of consumers said they posted a negative comment on Twitter or Facebook or other social media sites. Conversely, of those consumers who got a response after complaining, 22% posted positive comments about the company. 5.  The New Deal Is Never Done: Embrace the Entire Customer Lifecycle. An appropriately active and engaged relationship, says Hurd, extends across every step of the entire processs: need, research, select, purchase, receive, use, maintain, and recommend. 6. The 360-Degree Commitment. Customers want to do business with companies that actively and openly demonstrate the desire to establish strong and seamless connections across employees, the company, and the customer, says research firm Temkin Group in its report called “The CX Competencies.” 7. Understand the Emotional Drivers Behind Brand Love. What makes consumers fall in love with a brand? Among the top factors are friendly employees and customer reps (73%), easy access to information and support (55%), and personalized experiences, such as when companies know precisely what products or services customers have purchased in the past and what issues those customers have raised (36%). 8.  The Importance of Immediate Action. You’ve got one week to respond–and then the opportunity’s lost. If your company needs more than a week to answer a prospect’s question or request, most of those prospects will terminate the relationship. 9.  Want More Revenue, Less Churn, and More Referrals? Then improve the overall customer experience: Forrester’s research says that approach put an extra $900 million in the pockets of wireless service providers, $800 million for hotels, and $400 million for airlines. 10. The Formula for CX Success.  Hurd says it includes three elegantly interlaced factors: Connected Engagement, to personalize the experience; Actionable Insight, to maximize the engagement; and Optimized Execution, to deliver on the promise of value. RECOMMENDED READING: The Top 10 Strategic CIO Issues For 2013 Wal-Mart, Amazon, eBay: Who’s the Speed King of Retail? Career Suicide and the CIO: 4 Deadly New Threats Memo to Marc Benioff: Social Is a Tool, Not an App

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• Seven Random Thoughts on JavaOne

  - by HecklerMark

  As most people reading this blog may know, last week was JavaOne. There are a lot of summary/recap articles popping up now, and while I didn't want to just "add to pile", I did want to share a few observations. Disclaimer: I am an Oracle employee, but most of these observations are either externally verifiable or based upon a collection of opinions from Oracle and non-Oracle attendees alike. Anyway, here are a few take-aways: The Java ecosystem is alive and well, with a breadth and depth that is impossible to adequately describe in a short post...or a long post, for that matter. If there is any one area within the Java language or JVM that you would like to - or need to - know more about, it's well-represented at J1. While there are several IDEs that are used to great effect by the developer community, NetBeans is on a roll. I lost count how many sessions mentioned or used NetBeans, but it was by far the dominant IDE in use at J1. As a recent re-convert to NetBeans, I wasn't surprised others liked it so well, only how many. OpenJDK, OpenJFX, etc. Many developers were understandably concerned with the change of sponsorship/leadership when Java creator and longtime steward Sun Microsystems was acquired by Oracle. The read I got from attendees regarding Oracle's stewardship was almost universally positive, and the push for "openness" is deep and wide within the current Java environs. Few would probably have imagined it to be this good, this soon. Someone observed that "Larry (Ellison) is competitive, and he wants to be the best...so if he wants to have a community, it will be the best community on the planet." Like any company, Oracle is bound to make missteps, but leadership seems to be striking an excellent balance between embracing open efforts and innovating in competitive paid offerings. JavaFX (2.x) isn't perfect or comprehensive, but a great many people (myself included) see great potential, are developing for it, and are really excited about where it is and where it may be headed. This is another part of the Java ecosystem that has impressive depth for being so new (JavaFX 1.x aside). If you haven't kicked the tires yet, give it a try! You'll be surprised at how capable and versatile it is, and you'll probably catch yourself smiling while coding again.  :-) JavaEE is everywhere. Not exactly a newsflash, but there is a lot of buzz around EE still/again/anew. Sessions ranged from updated component specs/technologies to Websockets/HTML5, from frameworks to profiles and application servers. Programming "server-side" Java isn't confined to the server (as you no doubt realize), and if you still consider JavaEE a cumbersome beast, you clearly haven't been using the last couple of versions. Download GlassFish or the WebLogic Zip distro (or another JavaEE 6 implementation) and treat yourself. JavaOne is not inexpensive, but to paraphrase an old saying, "If you think that's expensive, you should try ignorance." :-) I suppose it's possible to attend J1 and learn nothing, but you'd have to really work at it! Attending even a single session is bound to expand your horizons and make you approach your code, your problem domain, differently...even if it's a session about something you already know quite well. The various presenters offer vastly different perspectives and challenge you to re-think your own approach(es). And finally, if you think the scheduled sessions are great - and make no mistake, most are clearly outstanding - wait until you see what you pick up from what I like to call the "hallway sessions". Between the presentations, people freely mingle in the hallways, go to lunch and dinner together, and talk. And talk. And talk. Ideas flow freely, sparking other ideas and the "crowdsourcing" of knowledge in a way that is hard to imagine outside of a conference of this magnitude. Consider this the "GO" part of a "BOGO" (Buy One, Get One) offer: you buy the ticket to the "structured" part of JavaOne and get the hallway sessions at no additional charge. They're really that good. If you weren't able to make it to JavaOne this year, you can still watch/listen to the sessions online by visiting the JavaOne course catalog and clicking the media link(s) in the right column - another demonstration of Oracle's commitment to the Java community. But make plans to be there next year to get the full benefit! You'll be glad you did. All the best,Mark P.S. - I didn't mention several other exciting developments in areas like the embedded space and the "internet of things" (M2M), robotics, optimization, and the cloud (among others), but I think you get the idea. JavaOne == brainExpansion;  Hope to see you there next year!

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• Drive Online Engagement with Intuitive Portals and Websites

  - by kellsey.ruppel

  As more and more business is being conducted via online channels, engaging users and making them more productive and efficient though these online channels is becoming critical. These users could be customers, partners or employees and while the respective channels through which they interact might be different, these users do increasingly interact with your business through the Web, or mobile devices or now through various social mediums.  Businesses need a user engagement strategy and solution that allows them to deliver targeted and personalized content and applications to users through the various online mediums and touch points.  The customer experience today is made up of an ongoing set of interactions with organizations across many channels, online and offline.  The Direct channel (including sales reps, email and mail) is an important point of contact, as is the Contact Center.  Contact Centers rely on the phone as a means of interacting with customers, and also more now than ever, the Web as well.  However, the online organization is often managed separately from the Contact Center organization within a business. In-store is an important channel for retailers, offering Point-of-Service for human interactions, and Kiosks which enable self-service. Kiosks are a Web-enabled touch point but in-store kiosks are often managed by the head of retail operations, rather than the online organization.  And of course, the online channel, including customer interactions with an organization via digital means -- on the website, mobile websites, and social networking sites, has risen to paramount importance in recent years in the customer experience. Historically all of these channels have been managed separately. The result of all of this fragmentation is that the customer touch points with an organization are siloed.  Their interactions online are not known and respected in their dealings in-store.  Their calls to the contact center are not taken as input into what the website offers them when they arrive. Think of how many times you’ve fallen victim to this. Your experience with the company call center is different than the experience in-store. Your experience with the company website on your desktop computer is different than your experience on your iPad. I think you get the point. But the customer isn’t the only one we need to look at here, as employees and the IT organization have challenges as well when it comes to online engagement. There are many common tools and technologies that organizations have been using to try and engage users, whether it’s customers, employees or partners. Some have adopted different blog and wiki technologies (some hosted, some open source, sometimes embedded in platforms), to things like tagging, file sharing and content management, or composite applications for self-service applications and activity streams. Basically, there are so many different tools & technologies that each address different aspects of user engagement. Now, one of the challenges with this, is that if we look at each individual tool, typically just implementing for example a file sharing and basic collaboration solution, may meet the needs of the business user for one aspect of user engagement, but it may not be the best solution to engage with customers and partners, or it may not fit with IT standards such as integrating with their single sign on tools or their corporate website. Often, the scenario is that businesses are having to acquire multiple pieces and parts as well as build custom applications to meet their needs. Leaving customers and partners with a more fragmented way of interacting with the company. Every organization has some sort of enterprise balancing act between the needs of the business user and the needs and restrictions enforced by enterprise IT groups. As we’ve been discussing, we all know that the expectations for online engagement have changed since the days of the static, one-size fits all website. With these changes have come some very difficult organizational challenges as well. Today, as a business user, you want to engage with your customers, and your customers expect you to know who they are. They expect you to recall the details they’ve provided to you on your website, to your CSRs and to your sales people. They expect you to remember their purchases, their preferences and their problems. And they expect you to know who they are, equally well, across channels, including your web presence. This creates a host of challenges for today’s business users. Delivering targeted, relevant content online is now essential for converting prospects into customers and for engendering long term loyalty. Business users need the ability to leverage customer data from different sources to fuel their segmentation and targeting strategies and to easily set-up, manage and optimize online campaigns. Also critical, they need the ability to accomplish these things on-the-fly, at the speed of the marketplace, while making iterative improvements.  These changing expectations put a host of demands on the IT organization as well. The web presence must be able to scale to support the delivery of personalized and targeted content to thousands of site visitors without sacrificing performance. And integration between systems becomes more important as well, as organizations strive to obtain one view of the customer culled from WCM data, CRM data and more. So then, how do you solve these challenges and meet the growing demands of your users?  You need a solution that: Unifies every customer interaction across all channels Personalizes the products and content that interest the customer and to the device Delivers targeted promotions to the right customer Engages and improve employee productivity Provides self-service access to applications Includes embedded in-context social   So how then do you achieve this level of online engagement, complete customer experience and engage your employees? The answer: Oracle WebCenter. If you want to learn how to get there, we encourage you to attend this webcast on Thursday Drive Online Engagement with Intuitive Portals and Websites, where we'll talk about how you are able to transform your portal experience and optimize online engagement -- making your portals more interactive and more engaging across multiple channels. Register today!

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• WSS 3.0 to SharePoint 2010: Tips for delaying the Visual Upgrade

  - by Kelly Jones

  My most recent project has been to migrate a bunch of sites from WSS 3.0 (SharePoint 2007) to SharePoint Server 2010.  The users are currently working with WSS 3.0 and Office 2003, so the new ribbon based UI in 2010 will be completely new.  My client wants to avoid the new SharePoint 2010 look and feel until they’ve had time to train their users, so we’ve been testing the upgrades by keeping them with the 2007 user interface. Permission to perform the Visual Upgrade One of the first things we noticed was the default permissions for who was allowed to switch the UI from 2007 to 2010.  By default, site collection administrators and site owners can do this.  Since we wanted to more tightly control the timing of the new UI, I added a few lines to the PowerShell script that we are using to perform the migration.  This script creates the web application, sets the User Policy, and then does a Mount-SPDatabase to attach the old 2007 content database to the 2010 farm.  I added the following steps after the Mount-SPDatabase step: #Remove the visual upgrade option for site owners # it remains for Site Collection administrators foreach ($sc in $WebApp.Sites){ foreach ($web in $sc.AllWebs){ #Visual Upgrade permissions for the site/subsite (web) $web.UIversionConfigurationEnabled = $false; $web.Update(); } } These script steps loop through each Site Collection in a particular web application ($WebApp) and then it loops through each subsite ($web) in the Site Collection ($sc) and disables the Site Owner’s permission to perform the Visual Upgrade. This is equivalent to going to the Site Collection administrator settings page –> Visual Upgrade and selecting “Hide Visual Upgrade”. Since only IT people have Site Collection administrator privileges, this will allow IT to control the timing of the new 2010 UI rollout. Newly created subsites Our next issue was brought to our attention by SharePoint Joel’s blog post last week (http://www.sharepointjoel.com/Lists/Posts/Post.aspx?ID=524 ).  In it, he lists some updates about the 2010 upgrade, and his fourth point was one that I hadn’t seen yet: 4. If a 2007 upgraded site has not been visually upgraded, the sites created underneath it will look like 2010 sites – While this is something I’ve been aware of, I think many don’t realize how this impacts common look and feel for master pages, and how it impacts good navigation and UI. As well depending on your patch level you may see hanging behavior in the list picker. The site and list creation Silverlight control in Internet Explorer is looking for resources that don’t exist in the galleries in the 2007 site, and hence it continues to spin and spin and eventually time out. The work around is to upgrade to SP1, or use Chrome or Firefox which won’t attempt to render the Silverlight control. When the root site collection is a 2007 site and has it’s set of galleries and the children are 2010 sites there is some strange behavior linked to the way that the galleries work and pull from the parent. Our production SharePoint 2010 Farm has SP1 installed, as well as the December 2011 Cumulative Update, so I think the “hanging behavior” he mentions won’t affect us. However, since we want to control the roll out of the UI, we are concerned that new subsites will have the 2010 look and feel, no matter what the parent site has. Ok, time to dust off my developer skills. I first looked into using feature stapling, but I couldn’t get that to work (although I’m pretty sure I had everything wired up correctly).  Then I stumbled upon SharePoint 2010’s web events – a great way to handle this. Using Visual Studio 2010, I created a new SharePoint project and added a Web Event Receiver: In the Event Receiver class, I used the WebProvisioned method to check if the parent site is a 2007 site (UIVersion = 3), and if so, then set the newly created site to 2007:   /// <summary> /// A site was provisioned. /// </summary> public override void WebProvisioned(SPWebEventProperties properties) { base.WebProvisioned(properties);   try { SPWeb curweb = properties.Web;   if (curweb.ParentWeb != null) {   //check if the parent website has the 2007 look and feel if (curweb.ParentWeb.UIVersion == 3) { //since parent site has 2007 look and feel // we'll apply that look and feel to the current web curweb.UIVersion = 3; curweb.Update(); } } } catch (Exception) { //TODO: Add logging for errors } }   This event is part of a Feature that is scoped to the Site Level (Site Collection).  I added a couple of lines to my migration PowerShell script to activate the Feature for any site collections that we migrate. Plan Going Forward The plan going forward is to perform the visual upgrade after the users for a particular site collection have gone through 2010 training. If we need to do several site collections at once, we’ll use a PowerShell script to loop through each site collection to update the sites to 2010.  If it’s just one or two, we’ll be using the “Update All Sites” button on the Visual Upgrade page for Site Collection Administrators. The custom code for newly created sites won’t need to be changed, since it relies on the UI version of the parent site.  If the parent is 2010, then the new site will look 2010.

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• Migrating Core Data to new UIManagedDocument in iOS 5

  - by samerpaul

  I have an app that has been on the store since iOS 3.1, so there is a large install base out there that still uses Core Data loaded up in my AppDelegate. In the most recent set of updates, I raised the minimum version to 4.3 but still kept the same way of loading the data. Recently, I decided it's time to make the minimum version 5.1 (especially with 6 around the corner), so I wanted to start using the new fancy UIManagedDocument way of using Core Data. The issue with this though is that the old database file is still sitting in the iOS app, so there is no migrating to the new document. You have to basically subclass UIManagedDocument with a new model class, and override a couple of methods to do it for you. Here's a tutorial on what I did for my app TimeTag.  Step One: Add a new class file in Xcode and subclass "UIManagedDocument" Go ahead and also add a method to get the managedObjectModel out of this class. It should look like:   @interface TimeTagModel : UIManagedDocument   - (NSManagedObjectModel *)managedObjectModel;   @end   Step two: Writing the methods in the implementation file (.m) I first added a shortcut method for the applicationsDocumentDirectory, which returns the URL of the app directory.  - (NSURL *)applicationDocumentsDirectory {     return [[[NSFileManagerdefaultManager] URLsForDirectory:NSDocumentDirectoryinDomains:NSUserDomainMask] lastObject]; }   The next step was to pull the managedObjectModel file itself (.momd file). In my project, it's called "minimalTime". - (NSManagedObjectModel *)managedObjectModel {     NSString *path = [[NSBundlemainBundle] pathForResource:@"minimalTime"ofType:@"momd"];     NSURL *momURL = [NSURL fileURLWithPath:path];     NSManagedObjectModel *managedObjectModel = [[NSManagedObjectModel alloc] initWithContentsOfURL:momURL];          return managedObjectModel; }   After that, I need to check for a legacy installation and migrate it to the new UIManagedDocument file instead. This is the overridden method: - (BOOL)configurePersistentStoreCoordinatorForURL:(NSURL *)storeURL ofType:(NSString *)fileType modelConfiguration:(NSString *)configuration storeOptions:(NSDictionary *)storeOptions error:(NSError **)error {     // If legacy store exists, copy it to the new location     NSURL *legacyPersistentStoreURL = [[self applicationDocumentsDirectory] URLByAppendingPathComponent:@"minimalTime.sqlite"];          NSFileManager* fileManager = [NSFileManagerdefaultManager];     if ([fileManager fileExistsAtPath:legacyPersistentStoreURL.path])     {         NSLog(@"Old db exists");         NSError* thisError = nil;         [fileManager replaceItemAtURL:storeURL withItemAtURL:legacyPersistentStoreURL backupItemName:niloptions:NSFileManagerItemReplacementUsingNewMetadataOnlyresultingItemURL:nilerror:&thisError];     }          return [superconfigurePersistentStoreCoordinatorForURL:storeURL ofType:fileType modelConfiguration:configuration storeOptions:storeOptions error:error]; }   Basically what's happening above is that it checks for the minimalTime.sqlite file inside the app's bundle on the iOS device.  If the file exists, it tells you inside the console, and then tells the fileManager to replace the storeURL (inside the method parameter) with the legacy URL. This basically gives your app access to all the existing data the user has generated (otherwise they would load into a blank app, which would be disastrous). It returns a YES if successful (by calling it's [super] method). Final step: Actually load this database Due to how my app works, I actually have to load the database at launch (instead of shortly after, which would be ideal). I call a method called loadDatabase, which looks like this: -(void)loadDatabase {     static dispatch_once_t onceToken;          // Only do this once!     dispatch_once(&onceToken, ^{         // Get the URL         // The minimalTimeDB name is just something I call it         NSURL *url = [[selfapplicationDocumentsDirectory] URLByAppendingPathComponent:@"minimalTimeDB"];         // Init the TimeTagModel (our custom class we wrote above) with the URL         self.timeTagDB = [[TimeTagModel alloc] initWithFileURL:url];           // Setup the undo manager if it's nil         if (self.timeTagDB.undoManager == nil){             NSUndoManager *undoManager = [[NSUndoManager  alloc] init];             [self.timeTagDB setUndoManager:undoManager];         }                  // You have to actually check to see if it exists already (for some reason you can't just call "open it, and if it's not there, create it")         if ([[NSFileManagerdefaultManager] fileExistsAtPath:[url path]]) {             // If it does exist, try to open it, and if it doesn't open, let the user (or at least you) know!             [self.timeTagDB openWithCompletionHandler:^(BOOL success){                 if (!success) {                     // Handle the error.                     NSLog(@"Error opening up the database");                 }                 else{                     NSLog(@"Opened the file--it already existed");                     [self refreshData];                 }             }];         }         else {             // If it doesn't exist, you need to attempt to create it             [self.timeTagDBsaveToURL:url forSaveOperation:UIDocumentSaveForCreatingcompletionHandler:^(BOOL success){                 if (!success) {                     // Handle the error.                     NSLog(@"Error opening up the database");                 }                 else{                     NSLog(@"Created the file--it did not exist");                     [self refreshData];                 }             }];         }     }); }   If you're curious what refreshData looks like, it sends out a NSNotification that the database has been loaded: -(void)refreshData {     NSNotification* refreshNotification = [NSNotificationnotificationWithName:kNotificationCenterRefreshAllDatabaseData object:self.timeTagDB.managedObjectContext  userInfo:nil];     [[NSNotificationCenter defaultCenter] postNotification:refreshNotification];     }   The kNotificationCenterRefreshAllDatabaseData is just a constant I have defined elsewhere that keeps track of all the NSNotification names I use. I pass the managedObjectContext of the newly created file so that my view controllers can have access to it, and start passing it around to one another. The reason we do this as a Notification is because this is being run in the background, so we can't know exactly when it finishes. Make sure you design your app for this! Have some kind of loading indicator, or make sure your user can't attempt to create a record before the database actually exists, because it will crash the app.

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• Seizing the Moment with Mobility

  - by Divya Malik

  Empowering people to work where they want to work is becoming more critical now with the consumerisation of technology. Employees are bringing their own devices to the workplace and expecting to be productive wherever they are. Sales people welcome the ability to run their critical business applications where they can be most effective which is typically on the road and when they are still with the customer. Oracle has invested many years of research in understanding customer's Mobile requirements. “The keys to building the best user experience were building in a lot of flexibility in ways to support sales, and being useful,” said Arin Bhowmick, Director, CRM, for the Applications UX team. “We did that by talking to and analyzing the needs of a lot of people in different roles.” The team studied real-life sales teams. “We wanted to study salespeople in context with their work,” Bhowmick said. “We studied all user types in the CRM world because we wanted to build a user interface and user experience that would cater to sales representatives, marketing managers, sales managers, and more. Not only did we do studies in our labs, but also we did studies in the field and in mobile environments because salespeople are always on the go.” Here is a recent post from Hernan Capdevila, Vice President, Oracle Fusion Apps which was featured on the Oracle Applications Blog.  Mobile devices are forcing a paradigm shift in the workplace – they’re changing the way businesses can do business and the type of cultures they can nurture. As our customers talk about their mobile needs, we hear them saying they want instant-on access to enterprise data so workers can be more effective at their jobs anywhere, anytime. They also are interested in being more cost effective from an IT point of view. The mobile revolution – with the idea of BYOD (bring your own device) – has added an interesting dynamic because previously IT was driving the employee device strategy and ecosystem. That's been turned on its head with the consumerization of IT. Now employees are figuring out how to use their personal devices for work purposes and IT has to figure out how to adapt. Blurring the Lines between Work and Personal Life My vision of where businesses will be five years from now is that our work lives and personal lives will be more interwoven together. In turn, enterprises will have to determine how to make employees’ work lives fit more into the fabric of their personal lives. And personal devices like smartphones are going to drive significant business value because they let us accomplish things very incrementally. I can be sitting on a train or in a taxi and be productive. At the end of any meeting, I can capture ideas and tasks or follow up with people in real time. Mobile devices enable this notion of seizing the moment – capitalizing on opportunities that might otherwise have slipped away because we're not connected. For the industry shapers out there, this is game changing. The lean and agile workforce is definitely the future. This notion of the board sitting down with the executive team to lay out strategic objectives for a three- to five-year plan, bringing in HR to determine how they're going to staff the strategic activities, kicking off the execution, and then revisiting the plan in three to five years to create another three- to five-year plan is yesterday's model. Businesses that continue to approach innovating in that way are in the dinosaur age. Today it's about incremental planning and incremental execution, which requires a lot of cohesion and synthesis within the workforce. There needs to be this interweaving notion within the workforce about how ideas cascade down, how people engage, how they stay connected, and how insights are shared. How to Survive and Thrive in Today’s Marketplace The notion of Facebook isn’t new. We lived it pre-Internet days with America Online and Prodigy – Facebook is just the renaissance of these services in a more viral and pervasive way. And given the trajectory of the consumerization of IT with people bringing their personal tooling to work, the enterprise has no option but to adapt. The sooner that businesses realize this from a top-down point of view the sooner that they will be able to really drive significant innovation and adapt to the marketplace. There are a small number of companies right now (I think it's closer to 20% rather than 80%, but the number is expanding) that are able to really innovate in this incremental marketplace. So from a competitive point of view, there's no choice but to be social and stay connected. By far the majority of users on Facebook and LinkedIn are mobile users – people on iPhones, smartphones, Android phones, and tablets. It's not the couch people, right? It's the on-the-go people – those people at the coffee shops. Usually when you're sitting at your desk on a big desktop computer, typically you have better things to do than to be on Facebook. This is a topic I'm extremely passionate about because I think mobile devices are game changing. Mobility delivers significant value to businesses – it also brings dramatic simplification from a functional point of view and transforms our work life experience. Hernan Capdevila Vice President, Oracle Applications Development

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• PanelGridLayout - A Layout Revolution

  - by Duncan Mills

  With the most recent 11.1.2 patchset (11.1.2.3) there has been a lot of excitement around ADF Essentials (and rightly so), however, in all the fuss I didn't want an even more significant change to get missed - yes you read that correctly, a more significant change! I'm talking about the new panelGridLayout component, I can confidently say that this one of the most revolutionary components that we've introduced in 11g, even though it sounds rather boring. To be totally accurate, panelGrid was introduced in 11.1.2.2 but without any presence in the component palette or other design time support, so it was largely missed unless you read the release notes. However in this latest patchset it's finally front and center. Its time to explore - we (really) need to talk about layout.  Let's face it,with ADF Faces rich client, layout is a rather arcane pursuit, once you are a layout master, all bow before you, but it's more of an art than a science, and it is often, in fact, way too difficult to achieve what should (apparently) be a pretty simple. Here's a great example, it's a homework assignment I set for folks I'm teaching this stuff to:  The requirements for this layout are: The header is 80px high, the footer is 30px. These are both fixed.  The first section of the header containing the logo is 180px wide The logo is centered within the top left hand corner of the header  The title text is start aligned in the center zone of the header and will wrap if the browser window is narrowed. It should be aligned in the center of the vertical space  The about link is anchored to the right hand side of the browser with a 20px gap and again is center aligned vertically. It will move as the browser window is reduced in width. The footer has a right aligned copyright statement, again middle aligned within a 30px high footer region and with a 20px buffer to the right hand edge. It will move as the browser window is reduced in width. All remaining space is given to a central zone, which, in this case contains a panelSplitter. Expect that at some point in time you'll need a separate messages line in the center of the footer.  In the homework assigment I set I also stipulate that no inlineStyles can be used to control alignment or margins and no use of other taglibs (e.g. JSF HTML or Trinidad HTML). So, if we take this purist approach, that basic page layout (in my stock solution) requires 3 panelStretchLayouts, 5 panelGroupLayouts and 4 spacers - not including the spacer I use for the logo and the contents of the central zone splitter - phew! The point is that even a seemingly simple layout needs a bit of thinking about, particulatly when you consider strechting and browser re-size behavior. In fact, this little sample actually teaches you much of what you need to know to become vaguely competant at layouts in the framework. The underlying result of "the way things are" is that most of us reach for panelStretchLayout before even finishing the first sip of coffee as we embark on a new page design. In fact most pages you will see in any moderately complex ADF page will basically be nested panelStretchLayouts and panelGroupLayouts, sometimes many, many levels deep. So this is a problem, we've known this for some time and now we have a good solution. (I should point out that the oft-used Trinidad trh tags are not a particularly good solution as you're tie-ing yourself to an HTML table based layout in that case with a host of attendent issues in resize and bi-di behavior, but I digress.) So, tadaaa, I give to you panelGridLayout. PanelGrid, as the name suggests takes a grid like (dare I say slightly gridbag-like) approach to layout, dividing your layout into rows and colums with margins, sizing, stretch behaviour, colspans and rowspans all rolled in, all without the use of inlineStyle. As such, it provides for a much more powerful and consise way of defining a layout such as the one above that is actually simpler and much more logical to design. The basic building blocks are the panelGridLayout itself, gridRow and gridCell. Your content sits inside the cells inside the rows, all helpfully allowing both streching, valign and halign definitions without the need to nest further panelGroupLayouts. So much simpler!  If I break down the homework example above my nested comglomorate of 12 containers and spacers can be condensed down into a single panelGrid with 3 rows and 5 cell definitions (39 lines of source reduced to 24 in the case of the sample). What's more, the actual runtime representation in the browser DOM is much, much simpler, and clean, with basically one DIV per cell (Note that just because the panelGridLayout semantics looks like an HTML table does not mean that it's rendered that way!) . Another hidden benefit is the runtime cost. Because we can use a single layout to achieve much more complex geometries the client side layout code inside the browser is having to work a lot less. This will be a real benefit if your application needs to run on lower powered clients such as netbooks or tablets. So, it's time, if you're on 11.1.2.2 or above, to smile warmly at your panelStretchLayouts, wrap the blanket around it's knees and wheel it off to the Sunset Retirement Home for a well deserved rest. There's a new kid on the block and it wants to be your friend. 

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• Webcor Builders Coordinates Construction Schedules and Mitigates Potential Delays More Efficiently with Integrated Project Management

  - by Sylvie MacKenzie, PMP

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman","serif";} With more than 40 years of commercial construction experience, Webcor Builders is a leading builder of distinguished, high-profile projects, including high-rise condominiums and hotels, laboratories, healthcare centers, and public works projects. Webcor is also known for its award-winning concrete, interior construction, historic restoration, and seismic renovation work. The company has completed more than 50 million square feet of projects to date. Considering the variety and complexity of the construction projects Webcor undertakes, an integrated project management solution is critical to ensuring optimal efficiency and completing client projects on time and on budget. The company previously used a number of scheduling systems for its various building projects. These packages provided different levels of schedule detail and required schedulers, engineers, and other employees to learn multiple systems. From an IT cost and complexity perspective, the company had to manage multiple scheduling systems and pay for multiple sets of licenses. The company looked to standardize on an enterprise project management system, and selected Oracle’s Primavera P6 Enterprise Project Portfolio Management. Webcor uses the solution’s advanced capabilities to schedule complex projects, analyze delays, model and propose multiple scenarios to demonstrate and mitigate delays and cost overruns, and process that information efficiently to deliver the scheduling precision that public and private projects require. In fact, the solution was instrumental in helping the company’s expansion into public sector projects during the recent economic downturn, and with Primavera P6 in place, it can deliver the precise schedule reporting required for large public projects. With Primavera P6 in place, the company could deliver the precise scheduling and milestone reporting capabilities required for large public projects. The solution is in managing the high-profile University of California – Berkeley Memorial Stadium project. Webcor was hired as construction manager and general contractor for the stadium renovation project, which is a fast-paced project located near the seismically active Hayward Fault Zone. Due to the University of California’s football schedule, meeting the Universities deadline for the coming season placed Webcor in a situation where risk awareness and early warnings of issues would be paramount. Webcor and the extended project team needed a solution that could instantly analyze alternate scenarios to mitigate potential delays; Primavera would deliver those answers.The team would also need to enable multiple stakeholders to use an internet-based platform to access the schedule from various locations, and model complicated sequencing requirements where swift decisions would be made to keep the project on track. The schedule is an integral part of Webcor’s construction management process for the stadium project. Rather than providing the client with the industry-standard monthly update, Webcor updates the critical path method (CPM) schedule on a weekly basis. The project team also reviews the schedule and updates weekly to confirm that progress and forecasted performance are accurate. Hired by the University for their ability to deliver in high risk environments The Webcor team was hit recently with a design supplement that could have added up to 70 days to the project. Using Oracle Primavera P6 the team sprung into action analyzing multiple “what if” scenarios to review mitigation means and methods.  Determined to make sure the Bears could take the field in the coming season the project team nearly eliminated the impact with their creative analysis in working the schedule. The total time from the issuance of the final design supplement to an agreed mitigation response was less than one week; leveraging the Oracle Primavera solution Webcor was able to deliver superior customer value With the ability to efficiently manage projects and schedules, Webcor can ensure it completes its projects on time and on budget, as well as inform clients about what changes to plans will mean in terms of delays and additional costs. Read the complete customer case study at :  http://www.oracle.com/us/corporate/customers/customersearch/webcor-builders-1-primavera-ss-1639886.html

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• CPU Usage in Very Large Coherence Clusters

  - by jpurdy

  When sizing Coherence installations, one of the complicating factors is that these installations (by their very nature) tend to be application-specific, with some being large, memory-intensive caches, with others acting as I/O-intensive transaction-processing platforms, and still others performing CPU-intensive calculations across the data grid. Regardless of the primary resource requirements, Coherence sizing calculations are inherently empirical, in that there are so many permutations that a simple spreadsheet approach to sizing is rarely optimal (though it can provide a good starting estimate). So we typically recommend measuring actual resource usage (primarily CPU cycles, network bandwidth and memory) at a given load, and then extrapolating from those measurements. Of course there may be multiple types of load, and these may have varying degrees of correlation -- for example, an increased request rate may drive up the number of objects "pinned" in memory at any point, but the increase may be less than linear if those objects are naturally shared by concurrent requests. But for most reasonably-designed applications, a linear resource model will be reasonably accurate for most levels of scale. However, at extreme scale, sizing becomes a bit more complicated as certain cluster management operations -- while very infrequent -- become increasingly critical. This is because certain operations do not naturally tend to scale out. In a small cluster, sizing is primarily driven by the request rate, required cache size, or other application-driven metrics. In larger clusters (e.g. those with hundreds of cluster members), certain infrastructure tasks become intensive, in particular those related to members joining and leaving the cluster, such as introducing new cluster members to the rest of the cluster, or publishing the location of partitions during rebalancing. These tasks have a strong tendency to require all updates to be routed via a single member for the sake of cluster stability and data integrity. Fortunately that member is dynamically assigned in Coherence, so it is not a single point of failure, but it may still become a single point of bottleneck (until the cluster finishes its reconfiguration, at which point this member will have a similar load to the rest of the members). The most common cause of scaling issues in large clusters is disabling multicast (by configuring well-known addresses, aka WKA). This obviously impacts network usage, but it also has a large impact on CPU usage, primarily since the senior member must directly communicate certain messages with every other cluster member, and this communication requires significant CPU time. In particular, the need to notify the rest of the cluster about membership changes and corresponding partition reassignments adds stress to the senior member. Given that portions of the network stack may tend to be single-threaded (both in Coherence and the underlying OS), this may be even more problematic on servers with poor single-threaded performance. As a result of this, some extremely large clusters may be configured with a smaller number of partitions than ideal. This results in the size of each partition being increased. When a cache server fails, the other servers will use their fractional backups to recover the state of that server (and take over responsibility for their backed-up portion of that state). The finest granularity of this recovery is a single partition, and the single service thread can not accept new requests during this recovery. Ordinarily, recovery is practically instantaneous (it is roughly equivalent to the time required to iterate over a set of backup backing map entries and move them to the primary backing map in the same JVM). But certain factors can increase this duration drastically (to several seconds): large partitions, sufficiently slow single-threaded CPU performance, many or expensive indexes to rebuild, etc. The solution of course is to mitigate each of those factors but in many cases this may be challenging. Larger clusters also lead to the temptation to place more load on the available hardware resources, spreading CPU resources thin. As an example, while we've long been aware of how garbage collection can cause significant pauses, it usually isn't viewed as a major consumer of CPU (in terms of overall system throughput). Typically, the use of a concurrent collector allows greater responsiveness by minimizing pause times, at the cost of reducing system throughput. However, at a recent engagement, we were forced to turn off the concurrent collector and use a traditional parallel "stop the world" collector to reduce CPU usage to an acceptable level. In summary, there are some less obvious factors that may result in excessive CPU consumption in a larger cluster, so it is even more critical to test at full scale, even though allocating sufficient hardware may often be much more difficult for these large clusters.

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• Impressions and Reactions from Alliance 2012

  - by user739873

  Alliance 2012 has come to a conclusion.  What strikes me about every Alliance conference is the amazing amount of collaboration and cooperation I see across higher education in the sharing of best practices around the entire Oracle PeopleSoft software suite, not just the student information system (Oracle’s PeopleSoft Campus Solutions).  In addition to the vibrant U.S. organization, it's gratifying to see the growth in the international attendance again this year, with an EMEA HEUG organizing to complement the existing groups in the Netherlands, South Africa, and the U.K.  Their first meeting is planned for London in October, and I suspect they'll be surprised at the amount of interest and attendance. In my discussions with higher education IT and functional leadership at Alliance there were a number of instances where concern was expressed about Oracle's commitment to higher education as an industry, primarily because of a lack of perceived innovation in the applications that Oracle develops for this market. Here I think perception and reality are far apart, and I'd like to explain why I believe this to be true. First let me start with what I think drives this perception. Predominately it's in two areas. The first area is the user interface, both for students and faculty that interact with the system as "customers", and for those employees of the institution (faculty, staff, and sometimes students as well) that use the system in some kind of administrative role. Because the UI hasn't changed all that much from the PeopleSoft days, individuals perceive this as a dead product with little innovation and therefore Oracle isn't investing. The second area is around the integration of the higher education suite of applications (PeopleSoft Campus Solutions) and the rest of the Oracle software assets. Whether grown organically or acquired, there is an impressive array of middleware and other software products that could be leveraged much more significantly by the higher education applications than is currently the case today. This is also perceived as lack of investment. Let me address these two points.  First the UI.  More is being done here than ever before, and the PAG and other groups where this was discussed at Alliance 2012 were more numerous than I've seen in any past meeting. Whether it's Oracle development leveraging web services or some extremely early but very promising work leveraging the recent Endeca acquisition (see some cool examples here) there are a lot of resources aimed at this issue.  There are also some amazing prototypes being developed by our UX (user experience team) that will eventually make their way into the higher education applications realm - they had an impressive setup at Alliance.  Hopefully many of you that attended found this group. If not, the senior leader for that team Jeremy Ashley will be a significant contributor of content to our summer Industry Strategy Council meeting in Washington in June. In the area of integration with other elements of the Oracle stack, this is also an area of focus for the company and my team.  We're making this a priority especially in the areas of identity management and security, leveraging WebCenter more effectively for content, imaging, and mobility, and driving towards the ultimate objective of WebLogic Suite as our platform for SOA, links to learning management systems (SAIP), and content. There is also much work around business intelligence centering on OBI applications. But at the end of the day we get enormous value from the HEUG (higher education user group) and the various subgroups formed as a part of this community that help us align and prioritize our investments, whether it's around better integration with other Oracle products or integration with partner offerings.  It's one of the healthiest, mutually beneficial relationships between customers and an Education IT concern that exists on the globe. And I can't avoid mentioning that this kind of relationship between higher education and the corporate IT community that can truly address the problems of efficiency and effectiveness, institutional excellence (which starts with IT) and student success.  It's not (in my opinion) going to be solved through community source - cost and complexity only increase in that model and in the end higher education doesn't ultimately focus on core competencies: educating, developing, and researching.  While I agree with some of what Michael A. McRobbie wrote in his EDUCAUSE Review article (Information Technology: A View from Both Sides of the President’s Desk), I take strong issue with his assertion that the "the IT marketplace is just the opposite of long-term stability...."  Sure there has been healthy, creative destruction in the past 2-3 decades, but this has had the effect of, in the aggregate, benefiting education with greater efficiency, more innovation and increased stability as larger, more financially secure firms acquire and develop integrated solutions. Cole

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• SQL SERVER – Backing Up and Recovering the Tail End of a Transaction Log – Notes from the Field #042

  - by Pinal Dave

  [Notes from Pinal]: The biggest challenge which people face is not taking backup, but the biggest challenge is to restore a backup successfully. I have seen so many different examples where users have failed to restore their database because they made some mistake while they take backup and were not aware of the same. Tail Log backup was such an issue in earlier version of SQL Server but in the latest version of SQL Server, Microsoft team has fixed the confusion with additional information on the backup and restore screen itself. Now they have additional information, there are a few more people confused as they have no clue about this. Previously they did not find this as a issue and now they are finding tail log as a new learning. Linchpin People are database coaches and wellness experts for a data driven world. In this 42nd episode of the Notes from the Fields series database expert Tim Radney (partner at Linchpin People) explains in a very simple words, Backing Up and Recovering the Tail End of a Transaction Log. Many times when restoring a database over an existing database SQL Server will warn you about needing to make a tail end of the log backup. This might be your reminder that you have to choose to overwrite the database or could be your reminder that you are about to write over and lose any transactions since the last transaction log backup. You might be asking yourself “What is the tail end of the transaction log”. The tail end of the transaction log is simply any committed transactions that have occurred since the last transaction log backup. This is a very crucial part of a recovery strategy if you are lucky enough to be able to capture this part of the log. Most organizations have chosen to accept some amount of data loss. You might be shaking your head at this statement however if your organization is taking transaction logs backup every 15 minutes, then your potential risk of data loss is up to 15 minutes. Depending on the extent of the issue causing you to have to perform a restore, you may or may not have access to the transaction log (LDF) to be able to back up those vital transactions. For example, if the storage array or disk that holds your transaction log file becomes corrupt or damaged then you wouldn’t be able to recover the tail end of the log. If you do have access to the physical log file then you can still back up the tail end of the log. In 2013 I presented a session at the PASS Summit called “The Ultimate Tail Log Backup and Restore” and have been invited back this year to present it again. During this session I demonstrate how you can back up the tail end of the log even after the data file becomes corrupt. In my demonstration I set my database offline and then delete the data file (MDF). The database can’t become more corrupt than that. I attempt to bring the database back online to change the state to RECOVERY PENDING and then backup the tail end of the log. I can do this by specifying WITH NO_TRUNCATE. Using NO_TRUNCATE is equivalent to specifying both COPY_ONLY and CONTINUE_AFTER_ERROR. It as its name says, does not try to truncate the log. This is a great demo however how could I achieve backing up the tail end of the log if the failure destroys my entire instance of SQL and all I had was the LDF file? During my demonstration I also demonstrate that I can attach the log file to a database on another instance and then back up the tail end of the log. If I am performing proper backups then my most recent full, differential and log files should be on a server other than the one that crashed. I am able to achieve this task by creating new database with the same name as the failed database. I then set the database offline, delete my data file and overwrite the log with my good log file. I attempt to bring the database back online and then backup the log with NO_TRUNCATE just like in the first example. I encourage each of you to view my blog post and watch the video demonstration on how to perform these tasks. I really hope that none of you ever have to perform this in production, however it is a really good idea to know how to do this just in case. It really isn’t a matter of “IF” you will have to perform a restore of a production system but more of a “WHEN”. Being able to recover the tail end of the log in these sever cases could be the difference of having to notify all your business customers of data loss or not. If you want me to take a look at your server and its settings, or if your server is facing any issue we can Fix Your SQL Server. Note: Tim has also written an excellent book on SQL Backup and Recovery, a must have for everyone. Reference: Pinal Dave (http://blog.sqlauthority.com)Filed under: Notes from the Field, PostADay, SQL, SQL Authority, SQL Performance, SQL Query, SQL Server, SQL Tips and Tricks, T SQL

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• Using Definition of Done to Drive Agile Maturity

  - by Dylan Smith

  I’ve been an Agile Coach at a lot of different clients over the years, and I want to share an approach I use to help them adopt and mature over time. It’s important to realize that “Agile” is not a black/white yes/no thing. Teams can be varying degrees of agile. I think of this as their agile maturity level. When I coach teams I want them to start out being a little agile, and get more agile as they mature. The approach I teach them is to use the definition of done as a technique to continuously improve their agile maturity over time. We’re probably all familiar with the concept of “Done Done” that represents what *actually* being done a feature means. Not just when a developer says he’s done right after he writes that last line of code that makes the feature kind-of work. Done Done means the coding is done, it’s been tested, installers and deployment packages have been created, user manuals have been updated, architecture docs have been updated, etc. To enable teams to internalize the concept of “Done Done”, they usually get together and come up with their Definition of Done (DoD) that defines all the activities that need to be completed before a feature is considered Done Done. The Done Done technique typically is applied only to features (aka User Stories). What I do is extend this to apply to several concepts such as User Stories, Sprints, Releases (and sometimes Check-Ins). During project kick-off I’ll usually sit down with the team and go through an exercise of creating DoD’s for each of these concepts (Stories/Sprints/Releases). We’ll usually start by just brainstorming a bunch of activities that could end up in these various DoD’s. Here’s some examples: Code Reviews StyleCop FxCop User Manuals Updated Architecture Docs Updated Tested by QA Tested by UAT Installers Created Support Knowledge Base Updated Deployment Instructions (for Ops) written Automated Unit Tests Run Automated Integration Tests Run Then we start by arranging these activities into the place they occur today (e.g. Do you do UAT testing only once per release? every sprint? every feature?). If the team was previously Waterfall most of these activities probably end up in the Release DoD. An extremely mature agile team would probably have most of these activities in the DoD for the User Stories (because an extremely mature agile team will probably do continuous deployment and release every story). So what we need to do as a team, is work to move these activities from their current home (Release DoD) down into the Sprint DoD and eventually into the User Story DoD (and maybe into the lower-level Check-In DoD if we decide to use that). We don’t have to move them all down to User Story immediately, but as a team we figure out what we think we’re capable of moving down to the Sprint cycle, and Story cycle immediately, and that becomes our starting DoD’s. Over time the team makes an effort to continue moving activities down from Release->Sprint->Story as they become more agile and more mature. I try to encourage them to envision a world in which they deploy to production as each User Story is completed. They would need to be updating User Manuals, creating installers, doing UAT testing (typical Release cycle activities) on every single User Story. They may never actually reach that point, but they should envision that, and strive to keep driving the activities down closer to the User Story cycle s they mature. This is a great technique to give a team an easy-to-follow roadmap to mature their agile practices over time. Sure there’s other aspects to maturity outside of this, but it’s a great technique, that’s easy to visualize, to drive agility into the team. Just keep moving those activities (aka “gates”) down the board from Release->Sprint->Story. I’ll try to give an example of what a recent client of mine had for their DoD’s (this is from memory, so probably not 100% accurate): Release Create/Update deployment Instructions For Ops Instructional Videos Updated Run manual regression test suite UAT Testing In this case that meant deploying to an environment shared across the enterprise that mirrored production and asking other business groups to test their own apps to ensure we didn’t break anything outside our system Sprint Deploy to UAT Environment But not necessarily actually request UAT testing occur User Guides updated Sprint Features Video Created In this case we decided to create a video each sprint showing off the progress (video version of Sprint Demo) User Story Manual Test scripts developed and run Tested by BA Deployed in shared QA environment Using automated deployment process Peer Code Review Code Check-In Compiled (warning-free) Passes StyleCop Passes FxCop Create installer packages Run Automated Tests Run Automated Integration Tests PS – One of my clients had a great question when we went through this activity. They said that if a Sprint is by definition done when the end-date rolls around (time-boxed), isn’t a DoD on a sprint meaningless – it’s done on the end-date regardless of whether those other activities are complete or not? My answer is that while that statement is true – the sprint is done regardless when the end date rolls around – if the DoD activities haven’t been completed I would consider the Sprint a failure (similar to not completing what was committed/planned – failure may be too strong a word but you get the idea). In the Retrospective that will become an agenda item to discuss and understand why we weren’t able to complete the activities we agreed would need to be completed each Sprint.

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• A Knights Tale

  - by Phil Factor

  There are so many lessons to be learned from the story of Knight Capital losing nearly half a billion dollars as a result of a deployment gone wrong. The Knight Capital Group (KCG N) was an American global financial services firm engaging in market making, electronic execution, and institutional sales and trading. According to the recent order (File No.3.15570) against Knight Capital by U.S. Securities and Exchange Commission?, Knight had, for many years used some software which broke up incoming “parent” orders into smaller “child” orders that were then transmitted to various exchanges or trading venues for execution. A tracking ‘cumulative quantity’ function counted the number of ‘child’ orders and stopped the process once the total of child orders matched the ‘parent’ and so the parent order had been completed. Back in the mists of time, some code had been added to it  which was excuted if a particular flag was set. It was called ‘power peg’ and seems to have had a similar design and purpose, but, one guesses, would have shared the same tracking function. This code had been abandoned in 2003, but never deleted. In 2005, The tracking function was moved to an earlier point in the main process. It would seem from the account that, from that point, had that flag ever been set, the old ‘Power Peg’ would have been executed like Godzilla bursting from the ice, making child orders without limit without any tracking function. It wasn’t, presumably because the software that set the flag was removed. In 2012, nearly a decade after ‘Power Peg’ was abandoned, Knight prepared a new module to their software to cope with the imminent Retail Liquidity Program (RLP) for the New York Stock Exchange. By this time, the flag had remained unused and someone made the fateful decision to reuse it, and replace the old ‘power peg’ code with this new RLP code. Had the two actions been done together in a single automated deployment, and the new deployment tested, all would have been well. It wasn’t. To quote… “Beginning on July 27, 2012, Knight deployed the new RLP code in SMARS in stages by placing it on a limited number of servers in SMARS on successive days. During the deployment of the new code, however, one of Knight’s technicians did not copy the new code to one of the eight SMARS computer servers. Knight did not have a second technician review this deployment and no one at Knight realized that the Power Peg code had not been removed from the eighth server, nor the new RLP code added. Knight had no written procedures that required such a review.” (para 15) “On August 1, Knight received orders from broker-dealers whose customers were eligible to participate in the RLP. The seven servers that received the new code processed these orders correctly. However, orders sent with the repurposed flag to the eighth server triggered the defective Power Peg code still present on that server. As a result, this server began sending child orders to certain trading centers for execution. Because the cumulative quantity function had been moved, this server continuously sent child orders, in rapid sequence, for each incoming parent order without regard to the number of share executions Knight had already received from trading centers. Although one part of Knight’s order handling system recognized that the parent orders had been filled, this information was not communicated to SMARS.” (para 16) SMARS routed millions of orders into the market over a 45-minute period, and obtained over 4 million executions in 154 stocks for more than 397 million shares. By the time that Knight stopped sending the orders, Knight had assumed a net long position in 80 stocks of approximately $3.5 billion and a net short position in 74 stocks of approximately $3.15 billion. Knight’s shares dropped more than 20% after traders saw extreme volume spikes in a number of stocks, including preferred shares of Wells Fargo (JWF) and semiconductor company Spansion (CODE). Both stocks, which see roughly 100,000 trade per day, had changed hands more than 4 million times by late morning. Ultimately, Knight lost over $460 million from this wild 45 minutes of trading. Obviously, I’m interested in all this because, at one time, I used to write trading systems for the City of London. Obviously, the US SEC is in a far better position than any of us to work out the failings of Knight’s IT department, and the report makes for painful reading. I can’t help observing, though, that even with the breathtaking mistakes all along the way, that a robust automated deployment process that was ‘all-or-nothing’, and tested from soup to nuts would have prevented the disaster. The report reads like a Greek Tragedy. All the way along one wants to shout ‘No! not that way!’ and ‘Aargh! Don’t do it!’. As the tragedy unfolds, the audience weeps for the players, trapped by a cruel fate. All application development and deployment requires defense in depth. All IT goes wrong occasionally, but if there is a culture of defensive programming throughout, the consequences are usually containable. For financial systems, these defenses are required by statute, and ignored only by the foolish. Knight’s mistakes weren’t made by just one hapless sysadmin, but were progressive errors by an  IT culture spanning at least ten years.  One can spell these out, but I think they’re obvious. One can only hope that the industry studies what happened in detail, learns from the mistakes, and draws the right conclusions.

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• Synergy - easy share of keyboard and mouse between multiple computers

  Did you ever have the urge to share one set of keyboard and mouse between multiple machines? If so, please read on... Using multiple machines Honestly, as a software craftsman it is my daily business to run multiple machines - either physical or virtual - to be able to solve my customers' requirements. Recent hardware equipment allows this very easily. For laptops it's a no-brainer to attach a second or even a third screen in order to extend your native display. This works quite handy and in my case I used to attached two additional screens - one via HD15 connector, the other via HDMI. But... as it's a laptop and therefore a mobile unit there are slight restrictions. Detaching and re-attaching all cables when changing locations is one of them but hardware limitations, too. After all, it's a laptop and not a workstation. I guess, that anyone working in IT (or ICT) has more than one machine at their workplace or their home office and at least I find it quite annoying to have multiple sets of keyboard and mouse conquering my remaining space on my desk. Despite the ugly looks of all those cables and whatsoever 'chaos of distraction' I prefer a more clean solution and working environment. This allows me to actually focus on my work and tasks to do rather than to worry about choosing the right combination of keyboard/mouse. My current workplace is a patch work of various pieces of hardware (approx. 2-3 years): DIY desktop on Ubuntu 12.04 64-bit, Core2 Duo (E7400, 2.8GHz), 4GB RAM, 2x 250GB HDD, nVidia GPU 512MB Dell Inspiron 1525 on Windows 8 64-bit, 4GB RAM, 200GB HDD HP Compaq 6720s on Windows Vista 32-bit, Core2 Duo (T5670, 1.8GHz), 2GB RAM, 160GB HDD Mac mini on Mac OS X 10.7, Core i5 (2.3 GHz), 2GB RAM, 500GB HDD I know... Not the latest and greatest but a decent combination to work with. New system(s) is/are already on the shopping list but I live in the 'wrong' country to buy computer hardware. So, the next trip abroad will provide me with some new stuff. Using multiple operating systems The list of hardware above already names different operating systems, and actually I have only one preference: Linux. But still my job as a software craftsman for Visual FoxPro and .NET development requires other OSes, too. Not a big deal, it's just like this. Additionally to those physical machines, there are a bunch of virtual machines around. Most of them running either Windows XP or Windows 7. Since years I have the practice that each development for one customer is isolated into its own virtual machine and environment. This keeps it clean and version-safe. But as you can easily imagine with that setup there are a couple of constraints referring to keyboard and mouse. Usually, those systems require their own pieces of hardware attached. As stated, I don't like clutter on my desk's surface, so a cross-platform solution has to come in here. In the past, I tried it with various applications, hardware or network protocols like X11, RDP, NX, TeamViewer, RAdmin, KVM switch, etc. but the problem in this case is that they either allow you to remotely connect to the other system or exclusively 'bind' your peripherals to the active system. Not optimal after all. Synergy to the rescue Quote from their website: "Synergy lets you easily share your mouse and keyboard between multiple computers on your desk, and it's Free and Open Source. Just move your mouse off the edge of one computer's screen on to another. You can even share all of your clipboards. All you need is a network connection. Synergy is cross-platform (works on Windows, Mac OS X and Linux)." Yep, that's it! All I need for my setup here... Actually, I couldn't believe it myself that I didn't stumble over synergy earlier but 'Get over it' and there we go. And despite the fact that it is Open Source, no, it's also for free. Donations for the developers are very welcome and recently they introduced Synergy Premium. A possibility to buy so-called premium votes that can be used to put more weight / importance on specific issues or bugs that you would like the developers to look into. Installation and configuration Simply download the installation packages for your systems of choice, run the installer and enter some minor information about your network setup. I chose my desktop machine for the role of the Synergy server and configured my screen setup as follows: The screen setup allows you currently to build or connect up to 15 machines. The number of screens can be higher as those machine might have multiple screens physically attached. Synergy takes this into the overall calculations and simply works as expected. I tried it for fun with a second monitor each connected to both laptops to have a total number of 6 active screens. No flaws after all - stunning! All the other machines are configured as clients like so: Side note: The screenshot was taken on Windows 8 and pasted via clipboard into Gimp running on Ubuntu. Resume Synergy is now definitely in my box of tools for my daily work, and amongst the first pieces of software I install after the operating system. It just simplifies my life and cleans my desk. Never again without Synergy!Now, only waiting for an Android version to integrate my Galaxy Tab 10.1, too. ;-) Please, check out that superb product and enjoy sharing one keyboard, one mouse and one clipboard between your various machines and operating systems.

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• Thinking differently about BI delivery

  - by jamiet

  My day job involves implementing Business Intelligence (BI) solutions which, as I have said before, is simply about giving people the information they need to do their jobs. I’m always interested in learning about new ways of achieving that aim and that is my motivation for writing blog entries that are not concerned with SQL or SQL Server per se. Implementing BI systems usually involves hacking together a bunch third party products with some in-house “glue” and delivering information using some shiny, expensive web-based front-end tool; the list of vendors that supply such tools is big and ever-growing. No doubt these tools have their place and of late I have started to wonder whether they can be supplemented with different ways of delivering information. The problem I have with these separate web-based tools is exactly that – they are separate web-based tools. What’s the problem with that you might ask? I’ll explain! They force the information worker to go somewhere unfamiliar in order to get the information they need to do their jobs. Would it not be better if we could deliver information into the tools that those information workers are already using and not force them to go somewhere else? I look at the rise of blogging over recent years and I realise that what made them popular is that people can subscribe to RSS feeds and have information pushed to them in their tool of choice rather than them having to go and find the information for themselves in a tool that has been foisted upon them. Would it not be a good idea to adopt the principle of subscription for the benefit of delivering BI information as well? I think it would and in the rest of this blog entry I’ll outline such a scenario where the power of subscription could be used to enhance the delivery of information to information workers. Typical questions that information workers ask might be: What are my year-on-year sales figures? What was my footfall yesterday? How many widgets have I sold so far today? Each of those questions includes a time element and that shouldn’t surprise us, any BI system that I have worked on includes the dimension of time. Now, what do people use to view and organise their time-oriented information? Its not a trick question, they use a calendar and in the enterprise space more often than not that calendar is managed using Outlook. Given then that information workers are already looking at their calendar in Outlook anyway would it not make sense then to deliver information into that same calendar? Of course it would. Calendars are a great way of visualising information such as sales figures. Observe: Just in this single screenshot I have managed to convey a multitude of information. The information worker can see, at a glance, information about hourly/daily/weekly/monthly sales and, moreover, he/she is viewing that information right inside the tool that they use every day. There is no effort on the part of him/her, the information just appears hour after hour, day after day. Taking the idea further, each one of those calendar items could be a mini-dashboard in its own right. Double-clicking on an item could show a plethora of other information about that time slot such as breaking the sales down per region or year-over-year comparisons. Perhaps the title could employ a sparkline? Loads of possibilities. The point is that calendars are a completely natural way to visualise information; we should make more use of them! The real beauty of delivering information using calendars for us BI developers is that it should be so easy. In the case of Outlook we don’t need to write complicated VBA code that can go and manipulate a person’s calendar, simply publishing data in a format that Outlook can understand is sufficient and happily such formats already exist; iCalendar is the accepted format and the even more flexible xCalendar is hopefully on its way as well.   I’d like to make one last point and this one is with my SQL Server hat on. Reporting Services 2008 R2 introduced the ability to publish data as subscribable Atom feeds so it seems logical that it could also be a vehicle for delivering calendar feeds too. If you think this would be a good idea go and vote for it at Publish data as iCalendar feeds and please please please add some comments (especially if you vote it down). Work smarter, not harder! @Jamiet Share this post: email it! | bookmark it! | digg it! | reddit! | kick it! | live it!

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• What to "CRM" in San Francisco? CRM Highlights for OpenWorld '12

  - by Richard Lefebvre

  There is plenty to SEE for CRM during OpenWorld in San Francisco, September 30 - October 4! Here are some of the sessions in the CRM Track that you might want to consider attending for products you currently own or might consider for the future. I think you'll agree, there is quite a bit of investment going on across Oracle CRM. Please use OpenWorld Schedule Builder or check the OpenWorld Content Catalog for all of the session details and any time or location changes. Tip: Pre-enrolled session registrants via Schedule Builder are allowed into the session rooms before anyone else, so Schedule Builder will guarantee you a seat. Many of the sessions below will likely be at capacity. General Session: Oracle Fusion CRM—Improving Sales Effectiveness, Efficiency, and Ease of Use (Session ID: GEN9674) - Oct 2, 11:45 AM - 12:45 PM. Anthony Lye, Senior VP, Oracle leads this general session focused on Oracle Fusion CRM. Oracle Fusion CRM optimizes territories, combines quota management and incentive compensation, integrates sales and marketing, and cleanses and enriches data—all within a single application platform. Oracle Fusion can be configured, changed, and extended at runtime by end users, business managers, IT, and developers. Oracle Fusion CRM can be used from the Web, from a smartphone, from Microsoft Outlook, or from an iPad. Deloitte, sponsor of the CRM Track, will also present key concepts on CRM implementations. Oracle Fusion Customer Relationship Management: Overview/Strategy/Customer Experiences/Roadmap (CON9407) - Oct 1, 3:15PM - 4:15PM. In this session, learn how Oracle Fusion CRM enables companies to create better sales plans, generate more quality leads, and achieve higher win rates and find out why customers are adopting Oracle Fusion CRM. Gain a deeper understanding of the unique capabilities only Oracle Fusion CRM provides, and learn how Oracle’s commitment to CRM innovation is driving a wide range of future enhancements. Oracle RightNow CX Cloud Service Vision and Roadmap (CON9764) - Oct 1, 10:45 AM - 11:45 AM. Oracle RightNow CX Cloud Service combines Web, social, and contact center experiences for a unified, cross-channel service solution in the cloud, enabling organizations to increase sales and adoption, build trust, strengthen relationships, and reduce costs and effort. Come to this session to hear from Oracle experts about where the product is going and how Oracle is committed to accelerating the pace of innovation and value to its customers. Siebel CRM Overview, Strategy, and Roadmap (CON9700) - Oct 1, 12:15PM - 1:15PM. The world’s most complete CRM solution, Oracle’s Siebel CRM helps organizations differentiate their businesses. Come to this session to learn about the Siebel product roadmap and how Oracle is committed to accelerating the pace of innovation and value for its customers on this platform. Additionally, the session covers how Siebel customers can leverage many Oracle assets such as Oracle WebCenter Sites; InQuira, RightNow, and ATG/Endeca applications, and Oracle Policy Automation in conjunction with their current Siebel investments. Oracle Fusion Social CRM Strategy and Roadmap: Future of Collaboration and Social Engagement (CON9750) - Oct 4, 11:15 AM - 12:15 PM. Social is changing the customer experience! Come find out how Oracle can help you know your customers better, encourage brand affinity, and improve collaboration within your ecosystem. This session reviews Oracle’s social media solution and shows how you can discover hidden insights buried in your enterprise and social data. Also learn how Oracle Social Network revolutionizes how enterprise users work, collaborate, and share to achieve successful outcomes. Oracle CRM On Demand Strategy and Roadmap (CON9727) - Oct 1, 10:45AM - 11:45AM. Oracle CRM On Demand is a powerful cloud-based customer relationship management solution. Come to this session to learn directly from Oracle experts about future product plans and hear how Oracle is committed to accelerating the pace of innovation and value to its customers. Knowledge Management Roadmap and Strategy (CON9776) - Oct 1, 12:15PM - 1:15PM. Learn how to harness the knowledge created as a natural byproduct of day-to-day interactions to lower costs and improve customer experience by delivering the right answer at the right time across channels. This session includes an overview of Oracle’s product roadmap and vision for knowledge management for both the Oracle RightNow and Oracle Knowledge (formerly InQuira) product families. Oracle Policy Automation Roadmap: Supercharging the Customer Experience (CON9655) - Oct 1, 12:15PM - 1:15PM. Oracle Policy Automation delivers rapid customer value by streamlining the capture, analysis, and deployment of policies across every facet of the customer experience. This session discusses recent Oracle Policy Automation enhancements for policy analytics; the latest Oracle Policy Automation Connector for Siebel; and planned new capabilities, including availability with the Oracle RightNow product line. There is much more, so stay tuned for more highlights or check out the Content Catalog and search for your areas of interest. 

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• Lessons learnt in implementing Scrum in a Large Organization that has traditional values

  - by MarkPearl

  I recently had the experience of being involved in a “test” scrum implementation in a large organization that was used to a traditional project management approach. Here are some lessons that I learnt from it. Don’t let the Project Manager be the Product Owner First lesson learnt is to identify the correct product owner – in this instance the product manager assumed the role of the product owner which was a mistake. The product owner is the one who has the most to loose if the project fails. With a methodology that advocates removing the role of the project manager from the process then it is not in the interests of the person who is employed as a project manager to be the product owner – in fact they have the most to gain should the project fail. Know the time commitments of team members to the Project Second lesson learnt is to get a firm time commitment of the members on a team for the sprint and to hold them to it. In this project instance many of the issues we faced were with team members having to double up on supporting existing projects/systems and the scrum project. In many situations they just didn’t get round to doing any work on the scrum project for several days while they tried to meet other commitments. Initially this was not made transparent to the team – in stand up team members would say that had done some work but would be very vague on how much time they had actually spent using the blackhole of their other legacy projects as an excuse – putting up a time burn down chart made time allocations transparent and easy to hold the team to. In addition, how can you plan for a sprint without knowing the actual time available of the members – when I mean actual time, the exercise of getting them to go through all their appointments and lunch times and breaks and removing them from their time commitment helps get you to a realistic time that they can dedicate. Make sure you meet your minimum team sizes In a recent post I wrote about the difference between a partnership and a team. If you are going to do scrum in a large organization make sure you have a minimum team size of at least 3 developers. My experience with larger organizations is that people have a tendency to be sick more, take more leave and generally not be around – if you have a team size of two it is so easy to loose momentum on the project – the more people you have in the team (up to about 9) the more the momentum the project will have when people are not around. Swapping from one methodology to another can seem as waste to the customer It sounds bad, but most customers don’t care what methodology you use. Often they have bought into the “big plan upfront”. If you can, avoid taking a project on midstream from a traditional approach unless the customer has not bought into the process – with this particular project they had a detailed upfront planning breakaway with the customer using the traditional approach and then before the project started we moved onto a scrum implementation – this seemed as waste to the customer. We should have managed the customers expectation properly. Don’t play the role of the scrum master if you can’t be the scrum master With this particular implementation I was the “scrum master”. But all I did was go through the process of the formal meetings of scrum – I attended stand up, retrospectives and planning – but I was not hands on the ground. I was not performing the most important role of removing blockages – and by the end of the project there were a number of blockages “cropping up”. What could have been a better approach was to take someone on the team and train them to be the scrum master and be present to coach them. Alternatively actually be on the team on a fulltime basis and be the scrum master. By just going through the meetings of scrum didn’t mean we were doing scrum. So we failed with this one, if you fail look at it from an agile perspective As this particular project drew to a close and it became more and more apparent that it was not going to succeed the failure of it became depressing. Emotions were expressed by various people on the team that we not encouraging and enforced the failure. Embracing the failure and looking at it for what it is instead of taking it as the end of the world can change how you grow from the experience. Acknowledging that it failed and then focussing on learning from why and how to avoid the failure in the future can change how you feel emotionally about the team, the project and the organization.

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• Eloqua Experience 2013: Mystique, Modern Marketing and Masterful Engagement

  - by Mike Stiles

  The following is a guest post from Erick Mott, a social business leader at Oracle Eloqua. There’s a growing gap between 20th century marketing and a modern marketing way of doing business. I can’t think of a better example of modern marketing in action than what more than 2,000 people experienced in San Francisco at #EE13; customer-obsession, multichannel content, and real-time engagement all coming together at one extraordinary event. This was my first Eloqua Experience as a new Oracle Eloqua employee. In weeks prior, I heard about the mystique but didn’t know what to expect. What I’ve come to understand with more clarity is everything we do revolves around customer success, and we operate and educate at all times with these five tenets in mind: 1. Targeting: Really Know Your Buyer 2. Engagement: Create a 1:1 Relationship 3. Conversion: Visualize Guided Thinking 4. Analysis: Learn What’s Working 5. Marketing Technology: Enable and Extend the Cloud Product News from Eloqua Experience 2013 We made some announcements that John Stetic, VP of Products, Oracle Eloqua covers in this brief ‘Modern Marketing Minute’ video recorded after Wednesday’s keynote; summarized below, too: Oracle Eloqua AdFocus: While understanding the impact of a specific marketing channel was formerly relegated to marketers’ wish lists, the channels we now focus on are digital, social, and mobile. AdFocus gives marketers a single platform to dynamically create, manage and measure display ads alongside owned and earned media. AdFocus enables marketers to target only key accounts or prospects you want to reach with display ads, as well as provide creative content or personalized ad copy based on their persona and activities. Oracle Eloqua Profiler: The details of what we now know about customers have expanded into a universal customer profile, which can be used to create highly targeted segments. Marketers now can take data that’s not even stored in Eloqua to help targeted and score prospects for a complete, multichannel view of the customer. Profiler gives sales reps one, detailed view of the prospect to extend views beyond Oracle Eloqua asset activity (emails, forms, page views) to any external assets stored in Oracle Eloqua. Marketing Resource Management: New capabilities create more secure and controlled access to marketing resources and data. New integrations provide greater insight into campaign resources and management through a central marketing calendar and simplify resource management. Integrated Sales and Marketing Funnel: An integrated sales and marketing funnel view gives marketing and sales users, cross-functional teams, and executive management a consistent and clear view of pipeline performance. It also quickly provides users with historical metrics across different time spans and conditions. Eloqua AppCloud: More than 20 new AppCloud partners have been added to the community, which now includes 100+ apps. Eloqua AppCloud now provides modern marketers with an even broader range of marketing applications that help expand and enrich sales and marketing efforts; easily accessible in the Topliners Community. Social Capabilities: Recent integration between Oracle Eloqua and Oracle Social Relationship Management (SRM) deliver a comprehensive, scalable and integrated modern marketing solution. New capabilities include better tracking of social activities for a more complete customer profile. Engage Facebook custom audiences with AdFocus to deliver ads and meaningful experiences through trusted social networks. Biggest and Best Eloqua Experience. There’s a lot of talk in the industry about the Marketing Cloud. At Oracle Eloqua, we have been on a mission of delivering the most advanced and integrated modern marketing technology on the planet. It’s not just a concept but reality with proven execution, as seen first-hand this week in San Francisco. In this video, Kevin Akeroyd, SVP of Oracle Eloqua, provides some highlights of what made this year’s Eloqua Experience, exceptional, including Steve Woods’ presentation about the journey of modern marketers and Andrea Ward’s conversation with Vince Gilligan, creator of the Breaking Bad television series. The 2013 Markie Awards The Oracle Eloqua Marketing Cloud was best exemplified for me as 19 Markies were awarded to customers for their exceptional creativity and results as modern marketers. Wow, what a night to remember with so many committed and talented people working to create an extraordinary experience! To learn more about how to become a modern marketer, check out these resources. We look forward to seeing you next year at Eloqua Experience. More on Erick: 20 years experience at Oracle, Ektron, Sitecore, Lyris, Habeas, Nokia, creatorbase, Mark Monitor, Cisco Systems, GlobalFluency, Sun Microsystems, Philips NV, Elm Products and CBS TV. Patent holder with agency, Fortune 500, media, and startup company expertise. @mikestiles

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• UK OUG Conference Highlights and Insights

  - by Richard Bingham

  As per my preemptive post, this was the first time the annual conference organized by the UK Oracle User Group (UKOUG) was split into two events, one for Oracle Applications and another in December for Oracle Technology. Apps13, as it was branded, was hailed as a success, with over 1000 registered attendees and three days of sessions, exhibition, round-tables and many other types of content. As this poster on their stand illustrates, the UKOUG is a strong community with popular participants from both big and small Oracle partners and customers. The venue was a more intimate setting than previous years also, allowing everyone to casually bump into those they hoped to. It gave a real feeling of an Apps Community. The main themes over the days where CRM and Customer Experience, HCM, and FIN/SCM. This allowed people to attend just one focused day if they wanted. In addition the Apps Transformation stream ran across all three days, offering insights, advice, and details on the newer product solutions like Fusion Applications.  Here are some of the key take-aways I got from the conference, specific to my role in Fusion Applications Developer Relations: User Experience continues to be a significant reason for adopting some of the newer application products available, with immediately obvious gains in user productivity and satisfaction reported by customers. Also this doesn't stop with the baked-in UX either, with their Design Patterns proving popular and indeed currently being extended to including things like extending on ADF mobile and customizing the Simplified UI. More on this to come from us soon. The executive sessions emphasized the "it's a journey" phrase, illustrating that modern business applications are powered by technologies such as Cloud, Mobile, Social and Big Data and these can be harnessed to help propel your organization forward. Indeed the emphasis is away from the traditional vendor prescribed linear applications road map, and towards plotting a course based on business priorities supported by a broad range of integrated solutions. To help with this several conference sessions demoed the new "Applications Navigator" tool, developed in partnership with OUG members, which offers a visual framework to help organizations plan their Oracle Applications investments around business and technology imperatives. Initial reaction was positive, especially as customers do not need to decipher Oracle's huge product catalog and embeds the best blend of proven and integrated applications solutions. We'll share more on this when it is generally available. Several sessions focused around explanations and interpretation of Oracle OpenWorld 2013, helping highlight the key Oracle Applications messages and directions. With a relative small percentage of conference attendees also at OpenWorld (from a show of hands) this was a popular way to distill the information available down into specific items of interest for the community. Please note the original OpenWorld 2013 content is still available for download but will not remain available forever (via the Oracle website OpenWorld Content Catalog > pick a session > see the PDF download). With the release of E-Business Suite 12.2 the move to develop and deploy on the Fusion Middleware stack becomes a reality for many Oracle Applications customers. This coupled with recent E-Business Suite features such as the Integrated SOA Gateway and the E-Business Suite SDK for Java, illustrates how the gap between the technologies and techniques involved in extending E-Business Suite and Fusion Applications is quickly narrowing. We'll see this merging continue to evolve going forwards. Getting started with Oracle Cloud Applications is actually easier than many customers expected, with a broad selection of both large and medium sized organizations explaining how they added new features to their existing Oracle Applications portfolios. New functionality available from Fusion HCM and CX are popular extensions that do not have to disrupt those core business services. Coexistence is the buzzword here, and the available integration is also simpler than many expected, commonly involving an initial setup data load, then regularly incremental synchronizations, often without a need for real-time constant communication between systems. With much of this pre-built already the implementation process is also quite rapid. With most people dressed in suits, we wanted to get the conversations going without the traditional english reserve, so we decided to make ourselves a bit more obvious, as the photo below shows. This seemed to be quite successful and helped those interested identify and approach us. Keep a look out for similar again. In fact if you're in the UK there is an "Apps Transformation Day" planned by the UKOUG for the 19th March 2014, with more details to follow. Again something we'll be sure to participate in. I am hoping to attend the next half of the UKOUG annual conference, Tech13, that focuses more on Oracle technology and where there is more likely to be larger attendance of those interested in the lower-level aspects of applications customization and development. If you're going, let me know and maybe we can meet up.

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• Implementing a Custom Coherence PartitionAssignmentStrategy

  - by jpurdy

  A recent A-Team engagement required the development of a custom PartitionAssignmentStrategy (PAS). By way of background, a PAS is an implementation of a Java interface that controls how a Coherence partitioned cache service assigns partitions (primary and backup copies) across the available set of storage-enabled members. While seemingly straightforward, this is actually a very difficult problem to solve. Traditionally, Coherence used a distributed algorithm spread across the cache servers (and as of Coherence 3.7, this is still the default implementation). With the introduction of the PAS interface, the model of operation was changed so that the logic would run solely in the cache service senior member. Obviously, this makes the development of a custom PAS vastly less complex, and in practice does not introduce a significant single point of failure/bottleneck. Note that Coherence ships with a default PAS implementation but it is not used by default. Further, custom PAS implementations are uncommon (this engagement was the first custom implementation that we know of). The particular implementation mentioned above also faced challenges related to managing multiple backup copies but that won't be discussed here. There were a few challenges that arose during design and implementation: Naive algorithms had an unreasonable upper bound of computational cost. There was significant complexity associated with configurations where the member count varied significantly between physical machines. Most of the complexity of a PAS is related to rebalancing, not initial assignment (which is usually fairly simple). A custom PAS may need to solve several problems simultaneously, such as: Ensuring that each member has a similar number of primary and backup partitions (e.g. each member has the same number of primary and backup partitions) Ensuring that each member carries similar responsibility (e.g. the most heavily loaded member has no more than one partition more than the least loaded). Ensuring that each partition is on the same member as a corresponding local resource (e.g. for applications that use partitioning across message queues, to ensure that each partition is collocated with its corresponding message queue). Ensuring that a given member holds no more than a given number of partitions (e.g. no member has more than 10 partitions) Ensuring that backups are placed far enough away from the primaries (e.g. on a different physical machine or a different blade enclosure) Achieving the above goals while ensuring that partition movement is minimized. These objectives can be even more complicated when the topology of the cluster is irregular. For example, if multiple cluster members may exist on each physical machine, then clearly the possibility exists that at certain points (e.g. following a member failure), the number of members on each machine may vary, in certain cases significantly so. Consider the case where there are three physical machines, with 3, 3 and 9 members each (respectively). This introduces complexity since the backups for the 9 members on the the largest machine must be spread across the other 6 members (to ensure placement on different physical machines), preventing an even distribution. For any given problem like this, there are usually reasonable compromises available, but the key point is that objectives may conflict under extreme (but not at all unlikely) circumstances. The most obvious general purpose partition assignment algorithm (possibly the only general purpose one) is to define a scoring function for a given mapping of partitions to members, and then apply that function to each possible permutation, selecting the most optimal permutation. This would result in N! (factorial) evaluations of the scoring function. This is clearly impractical for all but the smallest values of N (e.g. a partition count in the single digits). It's difficult to prove that more efficient general purpose algorithms don't exist, but the key take away from this is that algorithms will tend to either have exorbitant worst case performance or may fail to find optimal solutions (or both) -- it is very important to be able to show that worst case performance is acceptable. This quickly leads to the conclusion that the problem must be further constrained, perhaps by limiting functionality or by using domain-specific optimizations. Unfortunately, it can be very difficult to design these more focused algorithms. In the specific case mentioned, we constrained the solution space to very small clusters (in terms of machine count) with small partition counts and supported exactly two backup copies, and accepted the fact that partition movement could potentially be significant (preferring to solve that issue through brute force). We then used the out-of-the-box PAS implementation as a fallback, delegating to it for configurations that were not supported by our algorithm. Our experience was that the PAS interface is quite usable, but there are intrinsic challenges to designing PAS implementations that should be very carefully evaluated before committing to that approach.

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• Viewing the NetBeans Central Registry (Part 2)

  - by Geertjan

  Jens Hofschröer, who has one of the very best NetBeans Platform blogs (if you more or less understand German), and who wrote, sometime ago, the initial version of the Import Statement Organizer, as well as being the main developer of a great gear design & manufacturing tool on the NetBeans Platform in Aachen, commented on my recent blog entry "Viewing the NetBeans Central Registry", where the root Node of the Central Registry is shown in a BeanTreeView, with the words: "I wrapped that Node in a FilterNode to provide the 'position' attribute and the 'file extension'. All Children are wrapped too. Then I used an OutlineView to show these two properties. Great tool to find wrong layer entries." I asked him for the code he describes above and he sent it to me. He discussed it here in his blog, while all the code involved can be read below. The result is as follows, where you can see that the OutlineView shows information that my simple implementation (via a BeanTreeView) kept hidden: And so here is the definition of the Node. class LayerPropertiesNode extends FilterNode { public LayerPropertiesNode(Node node) { super(node, isFolder(node) ? Children.create(new LayerPropertiesFactory(node), true) : Children.LEAF); } private static boolean isFolder(Node node) { return null != node.getLookup().lookup(DataFolder.class); } @Override public String getDisplayName() { return getLookup().lookup(FileObject.class).getName(); } @Override public Image getIcon(int type) { FileObject fo = getLookup().lookup(FileObject.class); try { DataObject data = DataObject.find(fo); return data.getNodeDelegate().getIcon(type); } catch (DataObjectNotFoundException ex) { Exceptions.printStackTrace(ex); } return super.getIcon(type); } @Override public Image getOpenedIcon(int type) { return getIcon(type); } @Override public PropertySet[] getPropertySets() { Set set = Sheet.createPropertiesSet(); set.put(new PropertySupport.ReadOnly<Integer>( "position", Integer.class, "Position", null) { @Override public Integer getValue() throws IllegalAccessException, InvocationTargetException { FileObject fileEntry = getLookup().lookup(FileObject.class); Integer posValue = (Integer) fileEntry.getAttribute("position"); return posValue != null ? posValue : Integer.valueOf(0); } }); set.put(new PropertySupport.ReadOnly<String>( "ext", String.class, "Extension", null) { @Override public String getValue() throws IllegalAccessException, InvocationTargetException { FileObject fileEntry = getLookup().lookup(FileObject.class); return fileEntry.getExt(); } }); PropertySet[] original = super.getPropertySets(); PropertySet[] withLayer = new PropertySet[original.length + 1]; System.arraycopy(original, 0, withLayer, 0, original.length); withLayer[withLayer.length - 1] = set; return withLayer; } private static class LayerPropertiesFactory extends ChildFactory<FileObject> { private final Node context; public LayerPropertiesFactory(Node context) { this.context = context; } @Override protected boolean createKeys(List<FileObject> list) { FileObject folder = context.getLookup().lookup(FileObject.class); FileObject[] children = folder.getChildren(); List<FileObject> ordered = FileUtil.getOrder(Arrays.asList(children), false); list.addAll(ordered); return true; } @Override protected Node createNodeForKey(FileObject key) { AbstractNode node = new AbstractNode(org.openide.nodes.Children.LEAF, key.isFolder() ? Lookups.fixed(key, DataFolder.findFolder(key)) : Lookups.singleton(key)); return new LayerPropertiesNode(node); } } } Then here is the definition of the Action, which pops up a JPanel, displaying an OutlineView: @ActionID(category = "Tools", id = "de.nigjo.nb.layerview.LayerViewAction") @ActionRegistration(displayName = "#CTL_LayerViewAction") @ActionReferences({ @ActionReference(path = "Menu/Tools", position = 1450, separatorBefore = 1425) }) @Messages("CTL_LayerViewAction=Display XML Layer") public final class LayerViewAction implements ActionListener { @Override public void actionPerformed(ActionEvent e) { try { Node node = DataObject.find(FileUtil.getConfigRoot()).getNodeDelegate(); node = new LayerPropertiesNode(node); node = new FilterNode(node) { @Override public Component getCustomizer() { LayerView view = new LayerView(); view.getExplorerManager().setRootContext(this); return view; } @Override public boolean hasCustomizer() { return true; } }; NodeOperation.getDefault().customize(node); } catch (DataObjectNotFoundException ex) { Exceptions.printStackTrace(ex); } } private static class LayerView extends JPanel implements ExplorerManager.Provider { private final ExplorerManager em; public LayerView() { super(new BorderLayout()); em = new ExplorerManager(); OutlineView view = new OutlineView("entry"); view.addPropertyColumn("position", "Position"); view.addPropertyColumn("ext", "Extension"); add(view); } @Override public ExplorerManager getExplorerManager() { return em; } } }

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• Ext JS Tab Panel - Dynamic Tabs - Tab Exists Not Working

  - by Joey Ezekiel

  Hi Would appreciate if somebody could help me on this. I have a Tree Panel whose nodes when clicked load a tab into a tab panel. The tabs are loading alright, but my problem is duplication. I need to check if a tab exists before adding it to the tab panel. I cant seem to have this resolved and it is eating my brains. This is pretty simple and I have checked stackoverflow and the EXT JS Forums for solutions but they dont seem to work for me or I'm being blind. This is my code for the tree: var opstree = new Ext.tree.TreePanel({ renderTo: 'opstree', border:false, width: 250, height: 'auto', useArrows: false, animate: true, autoScroll: true, dataUrl: 'libs/tree-data.json', root: { nodeType: 'async', text: 'Tool Actions' }, listeners: { render: function() { this.getRootNode().expand(); } } }) opstree.on('click', function(n){ var sn = this.selModel.selNode || {}; // selNode is null on initial selection renderPage(n.id); }); function renderPage(tabId) { var TabPanel = Ext.getCmp('content-tab-panel'); var tab = TabPanel.getItem(tabId); //Ext.MessageBox.alert('TabGet',tab); if(tab){ TabPanel.setActiveTab(tabId); } else{ TabPanel.add({ title: tabId, html: 'Tab Body ' + (tabId) + '', closable:true }).show(); TabPanel.doLayout(); } } }); and this is the code for the Tab Panel new Ext.TabPanel({ id:'content-tab-panel', region: 'center', deferredRender: false, enableTabScroll:true, activeTab: 0, items: [{ contentEl: 'about', title: 'About the Billing Ops Application', closable: true, autoScroll: true, margins: '0 0 0 0' },{ contentEl: 'welcomescreen', title: 'PBRT Application Home', closable: false, autoScroll: true, margins: '0 0 0 0' }] }) Can somebody please help?

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• 'EditItem' is not allowed for this view - databinding issue

  - by Pawan

  Hi, I am trying to do data binding in WPF on data grid using a cutom list. My custom list class contains a private data list of type List. I can not expose this list however the indexers are exposed for seeting and getting individual items. My custom class looks like this: public abstract class TestElementList<T> : IEnumerable where T : class { protected List<T> Data { get; set; } public virtual T Get(int index) { T item = Data[index]; return item; } public virtual void Set(int index, T item) { Data[index] = item; } ... } The data is binded but when I try to edit it, i get "'EditItem' is not allowed for this view." Error. On doing extensive searching over web, I found that i might need to implement IEditableCollectionView interface also. Can anybody please help me to either give pointers on how to implement this interface or any suggest any other better way to do databinding on custom list. Thanks in advance.

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• C# Code Help With Amazon (AWS) - The request must contain the parameter Signature.

  - by leen3o

  I'm struggling with the final part of getting my first bit of code working with the AWS - I have got this far, I attached the web reference in VS and this have this amazon.AWSECommerceService service = new amazon.AWSECommerceService(); // prepare an ItemSearch request amazon.ItemSearchRequest request = new amazon.ItemSearchRequest(); request.SearchIndex = "DVD"; request.Title = "scream"; request.ResponseGroup = new string[] { "Small" }; amazon.ItemSearch itemSearch = new amazon.ItemSearch(); itemSearch.AssociateTag = ""; itemSearch.Request = new ItemSearchRequest[] { request }; itemSearch.AWSAccessKeyId = ConfigurationManager.AppSettings["AwsAccessKeyId"]; itemSearch.Request = new ItemSearchRequest[] { request }; ItemSearchResponse response = service.ItemSearch(itemSearch); // write out the results foreach (var item in response.Items[0].Item) { Response.Write(item.ItemAttributes.Title + "<br>"); } I get the error The request must contain the parameter Signature. I know you have to 'sign' requests now, but can't figure out 'where' I would do this or how? any help greatly appreciated?

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• Application pool crashing regularly (8007006d) (Service Unavailable)

  - by Phil

  I have a basic web form site running. Nothing out of the ordinary. It is frequently crashing the application pool. The error code I got from the logs is '8007006d'. Googling this does not come up with the usual bevy of results.... I do get a few people with a similar problem. Any the advise seems to be that the error is related to registry permissions. Can anyone confirm / disconfirm this theory. That if I get error 8007006d it is definately a reg permissions problem? Here is the code from my page. I'm not seeing anything that would cause a memory leak or make this happen. It is basically just one big insert command with many parameters? Imports System.Web.Configuration Imports System.Data.SqlClient Imports System.Net.Mail Imports System.IO Imports System.Globalization Partial Class _Default Inherits System.Web.UI.Page Public Sub WriteError(ByVal errorMessage As String) Try Dim path As String = "~/Error/" & DateTime.Today.ToString("dd-mm-yy") & ".txt" If (Not File.Exists(System.Web.HttpContext.Current.Server.MapPath(path))) Then File.Create(System.Web.HttpContext.Current.Server.MapPath(path)).Close() End If Using w As StreamWriter = File.AppendText(System.Web.HttpContext.Current.Server.MapPath(path)) w.WriteLine(Constants.vbCrLf & "Log Entry : ") w.WriteLine("{0}", DateTime.Now.ToString(CultureInfo.InvariantCulture)) Dim err As String = "Error in: " & System.Web.HttpContext.Current.Request.Url.ToString() & ". Error Message:" & errorMessage w.WriteLine(err) w.WriteLine("__________________________") w.Flush() w.Close() End Using Catch ex As Exception WriteError(ex.Message) End Try End Sub Protected Sub Page_PreLoad(ByVal sender As Object, ByVal e As System.EventArgs) Handles Me.PreLoad otherlanguagespecify.Text = "Language: Speaking: Reading: Writing:" 'Show / hide 'other' panels ProvincePanel.Visible = False If Province.SelectedValue = "Other" Then ProvincePanel.Visible = True End If languagespanel.Visible = False If OtherLanguage.Checked Then languagespanel.Visible = True End If End Sub Protected Sub Submit_Click(ByVal sender As Object, ByVal e As System.EventArgs) Handles Submit.Click Dim areasexpertise As String = String.Empty Dim areasli As ListItem Dim english As String = String.Empty Dim connstring As String = WebConfigurationManager.ConnectionStrings("Str").ToString() Dim c As SqlConnection = New SqlConnection(connstring) Dim s As String = ("INSERT INTO [MBA_EOI]") & _ ("([subdate],[surname], [name], [dob], [nationality], [postaladdress],") & _ ("[province],[city], [postcode], [worktelephone],") & _ ("[hometelephone], [mobile], [email],[fax], [institution1],") & _ ("[institution2], [institution3], [institution4], [institutiondate1], [institutiondate2],") & _ ("[institutiondate3], [institutiondate4],[institutionquals1], [institutionquals2], [institutionquals3],") & _ ("[institutionquals4],[profdates1], [profdates2],") & _ ("[profdates3], [profdates4], [profdates5], [profdates6], [profdates7], ") & _ ("[profloc1], [profloc2], [profloc3], [profloc4], [profloc5],") & _ ("[profloc6], [profloc7], [profcomp1], [profcomp2], [profcomp3],") & _ ("[profcomp4], [profcomp5], [profcomp6], [profcomp7], [profpos1],") & _ ("[profpos2], [profpos3], [profpos4], [profpos5], [profpos6],") & _ ("[profpos7], [profdesc1], [profdesc2], [profdesc3], [profdesc4],") & _ ("[profdesc5],[profdesc6],[profdesc7], [company1], [company2],") & _ ("[company3], [company4], [company5], [nature1], [nature2],") & _ ("[nature3], [nature4], [nature5], [workdate1], [workdate2],") & _ ("[workdate3], [workdate4], [workdate5], [contactname1], [contactname2],") & _ ("[contactname3], [contactname4], [contactname5], [wtelephone1], [wtelephone2],") & _ ("[wtelephone3],[wtelephone4], [wtelephone5], [philosophy], [publications],") & _ ("[english], [otherlanguage], [areasofexpertise], [otherareasofexpertise],") & _ ("[assessortrue], [coordinatortrue], [facilitatortrue], [moderatortrue], [productdevelopertrue],") & _ ("[projectmanagertrue], [assessorexp], [coordinatorexp], [facilitatorexp], [moderatorexp],") & _ ("[productdeveloperexp], [projectmanagerexp], [assessorlvl], [coordinatorlvl], [facilitatorlvl],") & _ ("[moderatorlvl], [productdeveloperlvl], [projectmanagerlvl], [assessorpref], [coordinatorpref],") & _ ("[FacilitatorPref], [ModeratorPref], [ProductDeveloperPref], [ProjectManagerPref], [designation], [professortrue],") & _ ("[professorlvl], [professorexp], [professorpref], [lecturertrue], [lecturerpref], [lecturerlvl], [lecturerexp], [affiliations], [educationmore], ") & _ ("[wemail1], [wemail2], [wemail3], [wemail4], [wemail5])") & _ ("VALUES") & _ ("(@subdate, @surname, @name, @dob, @nationality, @postaladdress,") & _ ("@province,@city, @postcode, @worktelephone,") & _ ("@hometelephone, @mobile, @email, @fax, @inst1,") & _ ("@inst2, @inst3, @inst4, @instdate1, @instdate2,") & _ ("@instdate3, @instdate4, @instquals1, @instquals2, @instquals3,") & _ ("@instquals4, @profdates1, @profdates2,") & _ ("@profdates3, @profdates4, @profdates5, @profdates6, @profdates7,") & _ ("@profloc1, @profloc2, @profloc3, @profloc4, @profloc5,") & _ ("@profloc6, @profloc7, @profcomp1, @profcomp2, @profcomp3,") & _ ("@profcomp4, @profcomp5, @profcomp6, @profcomp7, @profpos1,") & _ ("@profpos1, @profpos1, @profpos4, @profpos5, @profpos6,") & _ ("@profpos7, @profdesc1, @profdesc2, @profdesc3, @profdesc4,") & _ ("@profdesc5, @profdesc6, @profdesc7, @company1, @company2,") & _ ("@company3, @company4, @company5,@nature1, @nature2,") & _ ("@nature3, @nature4, @nature5, @workdate1, @workdate2,") & _ ("@workdate3, @workdate4, @workdate5, @contactname1, @contactname2,") & _ ("@contactname3, @contactname4, @contactname5, @wtelephone1, @wtelephone2,") & _ ("@wtelephone3,@wtelephone4, @wtelephone5, @philosophy, @publications,") & _ ("@english, @otherlanguage, @areasofexpertise, @otherareasofexpertise,") & _ ("@assessor, @coordinator, @facilitator, @moderator, @productdeveloper,") & _ ("@projectmanager, @assessorexp, @coordinatorexp, @facilitatorexp, @moderatorexp,") & _ ("@productdeveloperexp, @projectmanagerexp, @assessorlvl, @coordinatorlvl, @facilitatorlvl,") & _ ("@moderatorlvl, @productdeveloperlvl, @projectmanagerlvl, @assessorpref, @coordinatorpref,") & _ ("@facilitatorpref, @moderatorpref, @productdeveloperpref, @projectmanagerpref, @designation, @professor, @professorlvl, @professorexp, @professorpref,") & _ ("@lecturer, @lecturerpref, @lecturerlvl, @lecturerexp, @affiliations, @educationmore, ") & _ ("@wemail1, @wemail2, @wemail3, @wemail4, @wemail5)") 'Setup birthday Dim birthdaystring As String = MonthBirth.SelectedValue.ToString & "/" & DayBirth.SelectedValue.ToString & "/" & YearBirth.SelectedValue.ToString Dim birthday As DateTime = Convert.ToDateTime(birthdaystring) Try Dim x As New SqlCommand(s, c) x.Parameters.AddWithValue("@subdate", DateTime.Now()) x.Parameters.AddWithValue("@surname", Surname.Text) x.Parameters.AddWithValue("@name", Name.Text) x.Parameters.AddWithValue("@dob", birthday) x.Parameters.AddWithValue("@nationality", Nationality.Text) x.Parameters.AddWithValue("@postaladdress", Postaladdress.Text) x.Parameters.AddWithValue("@designation", Designation.SelectedItem.ToString) 'to control whether or not 'other' province is selected If Province.SelectedValue = "Other" Then x.Parameters.AddWithValue("@province", Otherprovince.Text) Else x.Parameters.AddWithValue("@province", Province.SelectedValue.ToString) End If x.Parameters.AddWithValue("@city", City.Text) x.Parameters.AddWithValue("@postcode", Postcode.Text) x.Parameters.AddWithValue("@worktelephone", Worktelephone.Text) x.Parameters.AddWithValue("@hometelephone", Hometelephone.Text) x.Parameters.AddWithValue("@mobile", Mobile.Text) x.Parameters.AddWithValue("@email", Email.Text) x.Parameters.AddWithValue("@fax", Fax.Text) 'Add education params to x command x.Parameters.AddWithValue("@inst1", Institution1.Text) x.Parameters.AddWithValue("@inst2", Institution2.Text) x.Parameters.AddWithValue("@inst3", Institution3.Text) x.Parameters.AddWithValue("@inst4", Institution4.Text) x.Parameters.AddWithValue("@instdate1", Institutiondates1.Text) x.Parameters.AddWithValue("@instdate2", Institutiondates2.Text) x.Parameters.AddWithValue("@instdate3", Institutiondates3.Text) x.Parameters.AddWithValue("@instdate4", Institutiondates4.Text) x.Parameters.AddWithValue("@instquals1", Institution1quals.Text) x.Parameters.AddWithValue("@instquals2", Institution2quals.Text) x.Parameters.AddWithValue("@instquals3", Institution3quals.Text) x.Parameters.AddWithValue("@instquals4", Institution4quals.Text) 'Add checkbox params to x command Dim eli As ListItem For Each eli In EnglishSkills.Items If eli.Selected Then english += eli.Text + " | " End If Next x.Parameters.AddWithValue("@english", english) For Each areasli In Expertiselist.Items If areasli.Selected Then areasexpertise += " ; " & areasli.Text End If Next x.Parameters.AddWithValue("@areasofexpertise", areasexpertise) If OtherLanguage.Checked.ToString Then x.Parameters.AddWithValue("@otherlanguage", otherlanguagespecify.Text) Else x.Parameters.AddWithValue("@otherlanguage", DBNull.Value) End If 'Add competencies params to x command x.Parameters.AddWithValue("@assessor", AssessorTrue.Checked) x.Parameters.AddWithValue("@coordinator", CoordinatorTrue.Checked) x.Parameters.AddWithValue("@facilitator", FacilitatorTrue.Checked) x.Parameters.AddWithValue("@moderator", ModeratorTrue.Checked) x.Parameters.AddWithValue("@productdeveloper", ProductDeveloperTrue.Checked) x.Parameters.AddWithValue("@projectmanager", ProjectManagerTrue.Checked) x.Parameters.AddWithValue("@assessorexp", Assessorexp.Text) x.Parameters.AddWithValue("@coordinatorexp", coordinatorexp.Text) x.Parameters.AddWithValue("@facilitatorexp", facilitatorexp.Text) x.Parameters.AddWithValue("@moderatorexp", moderatorexp.Text) x.Parameters.AddWithValue("@productdeveloperexp", productdeveloperexp.Text) x.Parameters.AddWithValue("@projectmanagerexp", projectmanagerexp.Text) x.Parameters.AddWithValue("@assessorlvl", Assessorlevel.Text) x.Parameters.AddWithValue("@coordinatorlvl", Coordinatorlevel.Text) x.Parameters.AddWithValue("@facilitatorlvl", Facilitatorlevel.Text) x.Parameters.AddWithValue("@moderatorlvl", Moderatorlevel.Text) x.Parameters.AddWithValue("@productdeveloperlvl", Productdeveloperlevel.Text) x.Parameters.AddWithValue("@projectmanagerlvl", Projectmanagerlevel.Text) x.Parameters.AddWithValue("@assessorpref", AssessorPref.Text) x.Parameters.AddWithValue("@coordinatorpref", CoordinatorPref.Checked) x.Parameters.AddWithValue("@facilitatorpref", FacilitatorPref.Checked) x.Parameters.AddWithValue("@moderatorpref", ModeratorPref.Checked) x.Parameters.AddWithValue("@productdeveloperpref", ProductDeveloperPref.Checked) x.Parameters.AddWithValue("@projectmanagerpref", ProjectManagerPref.Checked) x.Parameters.AddWithValue("@professorpref", ProfessorPref.Checked) x.Parameters.AddWithValue("@professorlvl", Professorlevel.Text) x.Parameters.AddWithValue("@professor", ProfessorTrue.Checked) x.Parameters.AddWithValue("@professorexp", professorexp.Text) x.Parameters.AddWithValue("@lecturerpref", LecturerPref.Checked) x.Parameters.AddWithValue("@lecturerlvl", Lecturerlevel.Text) x.Parameters.AddWithValue("@lecturer", LecturerTrue.Checked) x.Parameters.AddWithValue("@lecturerexp", lecturerexp.Text) 'Add professional experience params to x command x.Parameters.AddWithValue("@profdates1", ProfDates1.Text) x.Parameters.AddWithValue("@profdates2", ProfDates2.Text) x.Parameters.AddWithValue("@profdates3", ProfDates3.Text) x.Parameters.AddWithValue("@profdates4", ProfDates4.Text) x.Parameters.AddWithValue("@profdates5", ProfDates5.Text) x.Parameters.AddWithValue("@profdates6", ProfDates6.Text) x.Parameters.AddWithValue("@profdates7", ProfDates7.Text) x.Parameters.AddWithValue("@profloc1", ProfDates1.Text) x.Parameters.AddWithValue("@profloc2", ProfDates2.Text) x.Parameters.AddWithValue("@profloc3", ProfDates3.Text) x.Parameters.AddWithValue("@profloc4", ProfDates4.Text) x.Parameters.AddWithValue("@profloc5", ProfDates5.Text) x.Parameters.AddWithValue("@profloc6", ProfDates6.Text) x.Parameters.AddWithValue("@profloc7", ProfDates7.Text) x.Parameters.AddWithValue("@profcomp1", ProfCompany1.Text) x.Parameters.AddWithValue("@profcomp2", ProfCompany2.Text) x.Parameters.AddWithValue("@profcomp3", ProfCompany3.Text) x.Parameters.AddWithValue("@profcomp4", ProfCompany4.Text) x.Parameters.AddWithValue("@profcomp5", ProfCompany5.Text) x.Parameters.AddWithValue("@profcomp6", ProfCompany6.Text) x.Parameters.AddWithValue("@profcomp7", ProfCompany7.Text) x.Parameters.AddWithValue("@profpos1", Profpos1.Text) x.Parameters.AddWithValue("@profpos2", Profpos2.Text) x.Parameters.AddWithValue("@profpos3", Profpos3.Text) x.Parameters.AddWithValue("@profpos4", Profpos4.Text) x.Parameters.AddWithValue("@profpos5", Profpos5.Text) x.Parameters.AddWithValue("@profpos6", Profpos6.Text) x.Parameters.AddWithValue("@profpos7", Profpos7.Text) x.Parameters.AddWithValue("@profdesc1", ProfDesc1.Text) x.Parameters.AddWithValue("@profdesc2", ProfDesc2.Text) x.Parameters.AddWithValue("@profdesc3", ProfDesc2.Text) x.Parameters.AddWithValue("@profdesc4", ProfDesc4.Text) x.Parameters.AddWithValue("@profdesc5", ProfDesc5.Text) x.Parameters.AddWithValue("@profdesc6", ProfDesc6.Text) x.Parameters.AddWithValue("@profdesc7", ProfDesc7.Text) 'Add references parameters to x command x.Parameters.AddWithValue("@company1", company1.Text) x.Parameters.AddWithValue("@company2", company2.Text) x.Parameters.AddWithValue("@company3", company3.Text) x.Parameters.AddWithValue("@company4", company4.Text) x.Parameters.AddWithValue("@company5", company5.Text) x.Parameters.AddWithValue("@nature1", natureofwork1.Text) x.Parameters.AddWithValue("@nature2", natureofwork2.Text) x.Parameters.AddWithValue("@nature3", natureofwork3.Text) x.Parameters.AddWithValue("@nature4", natureofwork4.Text) x.Parameters.AddWithValue("@nature5", natureofwork5.Text) x.Parameters.AddWithValue("@workdate1", workdate1.Text) x.Parameters.AddWithValue("@workdate2", workdate2.Text) x.Parameters.AddWithValue("@workdate3", workdate3.Text) x.Parameters.AddWithValue("@workdate4", workdate4.Text) x.Parameters.AddWithValue("@workdate5", workdate5.Text) x.Parameters.AddWithValue("@contactname1", ContactName1.Text) x.Parameters.AddWithValue("@contactname2", ContactName2.Text) x.Parameters.AddWithValue("@contactname3", ContactName3.Text) x.Parameters.AddWithValue("@contactname4", ContactName4.Text) x.Parameters.AddWithValue("@contactname5", ContactName5.Text) x.Parameters.AddWithValue("@wtelephone1", Telephone1.Text) x.Parameters.AddWithValue("@wtelephone2", Telephone2.Text) x.Parameters.AddWithValue("@wtelephone3", Telephone3.Text) x.Parameters.AddWithValue("@wtelephone4", Telephone4.Text) x.Parameters.AddWithValue("@wtelephone5", Telephone5.Text) x.Parameters.AddWithValue("@wemail1", Email1.Text) x.Parameters.AddWithValue("@wemail2", Email2.Text) x.Parameters.AddWithValue("@wemail3", Email3.Text) x.Parameters.AddWithValue("@wemail4", Email4.Text) x.Parameters.AddWithValue("@wemail5", Email5.Text) 'Add other areas of expertise parameter x.Parameters.AddWithValue("@otherareasofexpertise", Otherareasofexpertise.Text) 'Add philosophy / pubs / affils comands to x command x.Parameters.AddWithValue("@philosophy", learningphilosophy.Text) x.Parameters.AddWithValue("@publications", publicationdetails.Text) x.Parameters.AddWithValue("@affiliations", affiliations.Text) x.Parameters.AddWithValue("@educationmore", educationmore.Text) c.Open() x.ExecuteNonQuery() c.Close() Catch ex As Exception WriteError(ex.ToString) End Try 'If everyone is happy, redirect to thank you page If (Page.IsValid) Then Response.Redirect("Thanks.aspx") End If End Sub End Class

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