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  • Contexts and Dependency Injection(CDI)??

    - by Masa Sasaki
    WebLogic Server?????????????WebLogic Server????????6?20?????????37?WebLogic Server???@????????Contexts and Dependency Injection(CDI)?(?????????? Fusion Middleware?????? ?? ?)?????????????????Java EE 6????????CDI???????DI(Dependency Injection)?Java EE 5????????????????????CDI??DI????????????????????????????????????????????????????????CDI????????????????????(?????? Fusion Middleware?????? ??? ??) CDI?? ???????CDI???Java EE 6???????JSR299: Contexts Dependency Injection????? ?????Dependency Injection (??????)?Aspect-Oriented Programming (AOP)?Interception ??????????????????????????? CDI?????????????????????????????????????????????? ?????????????????????????????????????????? ?????????????????????????????????????????????? ???????????????????????????CDI?????????????? CDI?????????????2? ??1???CDI??????????Oracle WebLogic Server 12c????Java EE 6????????? ?????????????????2???beans.xml???????Web??????????WEB-INF/beans.xml? EJB??META-INF/beans.xml????????????CDI????????????????beans.xml???? ?????????????????????? Java EE 5?DI(Dependency Injection) Java EE 5??DI????????????????????????????????????? ?????????????????????????????????????????(@EJB? @Resource?@WebServiceRef)??? Java EE 6?CDI Java EE 6?CDI?????????????????@Inject???????????????? ???????????????????????????????????????????????????? @Qualifier????????????????? ?????????????????????????????????????????@Qualifier? ????????????·??????????????????????@JPN??????????? @Produce???????? ???????????????????? ????????·?????????????? CDI?????????????????????????????????·??????? ????????????????????????????????????????????? ???????????????? EL(Expression Language) ???????? EL????????????JSF?ManagedBean?????????????·?????????????? ??? Java EE 6?????????CDI???????????Java EE 5?DI????AOP??? ???????????????????DI, AOP???????????????? ?????????????CDI?????????????????????????????? ?????CDI?????????????????????????????????? ?????? WebLogic Server??? WebLogic Server?????????WebLogic Server?????! WebLogic Server??????(???????????) WebLogic Server???????? WebLogic Server??????

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  • Building My First JavaFX Application Using Netbeans 7.1

    - by javafx4you
    Angela Caicedo, Oracle Technology Evangelist for JavaFX, has released a series of videos demonstrating how to build a simple JavaFX application using Netbeans 7.1. This video series is a great introduction to using JavaFX and takes the viewer through easy to follow, step-by-step instructions, including example code and showing the results along the way. These videos are highly recommend to anyone who is new to JavaFX and is looking for a quick getting started guide.  The first video provides an introduction to the the application and shows viewers the end result of the exercises that will be demonstrated throughout the series. The second video (Part 1) demonstrates how to get started creating the application from an empty project to build your first JavaFX application in Netbeans 7.1. Instructions include defining the components, creating and inserting image packages, adding the resources you want to make available in your application, setting the clipping area for you image, and setting the style for your image to create a transparent window. The third video (Part 2) demonstrates how to handle events and binding in the sample application using JavaFX. Watch the first 3 episodes now and stay tuned for future installments in this series on the Java YouTube channel.

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  • IFRS????&??????????

    - by toshiyuki.sakuramoto
    ???2010?4?28??????????IFRS?ERP???????????????? ??9?????????????????????????????? ????????????? IFRS??????????????????????? ??????????·????????IT????IFRS???Key???????????????????3?????????????4????????????????????????????????? ??????????? ??????????????1600km? ???????????????????????1300km??????????????? ??????6?? ??????????????600km???????????? (??) ?????????N700????? ????????????????LAN??????????????? ???????????? ???? ????????????????????? ??????????????????? ????????????????????? ?10km?????????????????????????????? ???????????????????????????? ????????????????? ?5???? (??) ???????????????????????????????? ???????????????? ??????????????????? ????????????? ??????JR???????????? ??????????N700????? ????3??????????????????????? ?????????????????? ???????0?????? ????????0?2???????????????? ?????????????????????? ????????????????????????????????????????????? ???Oracle??????????????????????????????????? ????????? IFRS?IT????????????????????

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  • Twitter ?? Nashorn ????

    - by Homma
    ????? ??? jlaskey ??? Nashorn Blog ????????????? https://blogs.oracle.com/nashorn/entry/nashorninthe_twitterverse ???????? ?? Nashorn ?????????????????????????????????Project Nashorn ???????????Nashorn ?????????????????????Nashorn ???????????????????????????????????????????????????????????????????????????????????????????????????????? ??????? Nashorn + Java ???????????????????Java ?? Twitter4J https://github.com/yusuke/twitter4j ?????????????????Twitter ?????????????????bin/getAccessToken.sh ?????twitter4j.properties ????????????????????????????????? nashorn -cp $TWITTER4J/twitter4j-core-3.0.1.jar GetHomeTimeline.js GetHomeTimeline.js ????????? var twitter4j = Packages.twitter4j; var TwitterFactory = twitter4j.TwitterFactory; var Query = twitter4j.Query; var twitter = new TwitterFactory().instance; var query = new Query("nashorn OR nashornjs"); query.count = 100; do { var result = twitter.search(query); var tweets = result.tweets; for each (tweet in tweets) { print("@" + tweet.user.screenName + "\t" + tweet.text); } } while (query = result.nextQuery()); ?????????????? JavaFX ???????????????????????...

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  • [Get Proactive!] Advisor Webcast ???! ~ WebLogic Server????·????????? OutOfMemoryError ??????????????

    - by aiyoku
    WebLogic Server????OutOfMemoryError ?????????????????????????????? OutOfMemoryError ?????????????????????????????????????????????????????????????????????????????????????????? ????Java ????????????????????????????????(1) ~ (3) ?????????????????????????????? ????????????? ??????????????????????????? ?????????????? ?????????????????????????????????????? ????????OutOfMemoryError ??????????????? ??????OutOfMemoryError ?????????????????????????????????????????????????????????????????????????????????? ??? OutOfMemoryError ????????????????????Advisor Webcast ?WebLogic Server ??????????????????????? ????????????? ??????10??????????????????????????????WebLogic Server???Advisor Webcast????????????????? ??? ?WebLogic Server ??????????????????????? ???JavaVM???????????????????????OutOfMemoryError ??????????????OutOfMemoryError ??????????????????????????????????????????????? OutOfMemoryError ?????????????????????????????????????? ????????Web Conferencing???????????????????????????????????????????????????????????(Q&A)???????????????? ???????????? Advisor Webcast: WebLogic Server ?????????????????????? ??: 11/26(?) 16?~17? ??: OutOfMemoryError ???????????? ??????????????????????? ??????? OutOfMemoryError ??? (???Q&A???????????) ????: ???? ??? ????????????? (? Advisor Webcast ????5???????????????Oracle WebLogic Server - Troubleshooting Memory Leaks(???Web???????/?????????)???????????????????????????????????? ) ????????????WebLogic Server????OutOfMemoryError????????????????????????????????????????

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  • ?????????OutOfMemory?????????????????|WebLogic Channel|??????

    - by ???02
    WebLogic Server Enterprise Edition????????????JRockit Mission Control????????????????????????????????????????????????????????????????????????????????Application Grid???????? ????????????????? ???(?????? Fusion Middleware?????? ???????????)??????????????????JRockit Mission Control?????2?????(???)????????????OutOfMemory???????? Java????????????????????1????????????????????????OutOfMemory?????????????·??????JVM????????????????????????????????????????????????B?????OutOfMemory???????????? B????????????????·?????????????????????????WebLogic Server???????????????OutOfMemory??????????????????????????????????????????????????????????????????????????????????????????????????????? ????B???????????????JRockit Mission Control?1??????Memory Leak Detector?????OutOfMemory???????????????Memory Leak Detector?Java????????????·??????????????????????????????????????????????????????????????????????????????????????????????????????? Memory Leak Detector?????????????????????????????????????(byte[])???????????????????????????????????·??????(GC)???????????????????????????????? ????????????????????????????????????????????????Memory Leak Detector????·??????????·??????????????????????????????????????????????????????????????ThreadLocal??????????????????????????40%??????????????????java.lang.ThreadLocal????????? WebLogic Server???Java EE????????·????????????????/??????????????????????????????????????·???????????????????????·????ThreadLocal?????????????·???????????????????????·?????????????????ThreadLocal???????????????????????????ThreadLocal?????????????????????????????? ???????ThreadLocal?????????????????Memory Leak Detector?????????????????????·?????????????????????????????(ThreadLocal???????????????)???????·????????????????????????????????????????????????????????????1????????????1?????·????????????????????????????????????????????·???????????????? ??B???????WebLogic Server???????????????????????????????WebLogic Server????2???????????????????????????????????????????????????????????????????1?????????????2?????·?????????????2?????????·??????????? ???ThreadLocal???????????????ThreadLocal????????????????Thread??????????????????????????????????????Thread???????????????????GC?????????????????GC????????????????????????·?????????????????????????????????????????????·?????????????????????????????(????????·???·???·????)? WebLogic Server???????????????????????????????????????????????(?????????????????)???"????"?????????????????????????????GC??????????ThreadLocal???????????????????????????????????????GC?????????????????????????????????????????????????????????????????????????????????OutOfMemory????????????????? ??????????????????JRockit Flight Recorder?JRockit Mission Control????????????????????????????????????ThreadLocal????????????????????????????·???·????????????????????????????JRockit Flight Recorder/JRockit Mission Control????????WebLogic Server?????????????????????????????????·???????????????? ????????????????????????????·???????????C??????????WebLogic Server??????????????????????????????????????????????4??(1????×4??)??????12??(2????×6??)??????????? ??????????3?????????????????????????????????????????????????4??·???????3,500??????????????12??????????2,000??????????????????? ???C??????????JVM????·????GC?????????????????????????OS???????????·?????????????????????????????????????????????? ???????????????????????JRockit Flight Recorder?????????????????????????????????????·?????????????????30?????????????????????? ???????????????????1?????????????????????(??????·?????)?????????????????????WebLogic Server??????????????????????????????????????????·????????????????????? ???????????????????????????????????????????????????????Spin(???)??????????????????·???????????????????????????????????????????????????????????·???????????????JRockit Flight Recorder??????????????????12??????????????·??????????????????(4??/1 JVM)????Java???·????????????(12??/1 JVM)????Java???·???????? ??????·?????????CPU????????????????????????????·???????????????????????????????CPU??????????????????????????????????????????????????????·?????????????????????????????·???? ?????????·??????????????????·????????????????????????????????????????????????????????????·??????????????????????????????????·?????????????????????·?????????????????(?????????????·???????????????????)? WebLogic Server?JVM???Oracle JRockit???CPU???????JVM?????????????JVM?????????????????????????????????????????????????(JVM????-XX:BindToCPUs???????????CPU?????????JVM???-XX:NumaMemoryPolicy=strictlocal???????????????·?????????)??????????·???????????????????????????????(12??/1 JVM)????Java???·????????(?????)*   *   * ??????????3?????????????????????????????????????????????????WebLogic Server????OS?????????????????????????????????JRockit Flight Recorder??????????????JRockit Mission Control???????????????????????????????????????????WebLogic Server?????????????????????????????????????JRockit Flight Recorder /JRockit Mission Control??????????????????????????????????????????????????????????????????????????????????????

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  • ??????????????????????ERP

    - by toshiyuki.sakuramoto
    ???????????????????????????????????????Oracle?ERP? E-Business Suite(EBS)?????????????????? ???????????? ??9???????????????????????????????????????????????????? ????????????EBS????????????????????10??????? ??8??????????????? ERP???????????????????????????????? ERP?????????????????????????????IFRS??????????????????????????????????????????????????????????????1????????????????????????? ??????????????????????????????????????????????????????????????? ?ERP?????????????????? ?ERP?????????????????????????? ?? ERP???????????????????????????????????????????? ???????????????????????????????????????????? ????????????????? ·??????????????????? ·??????? ·?????????????????????????? ????EBS???????????????????? ????????????????????????????????????? ?????????????????????????????????? ???? ?????? 1/7 ???????????????????????????????????????????????????????????????????????????????????????????????EBS R12.1?????????????????????????????? ?????? 1/11 ?????????????????????????????????????9??????????ERP???????????????????·? ??????????????????????????10?????????ERP?????????E-???? ??????? ?Web? ???????????ERP?????????????? (ITmedia????????) ?????????????????????ERP???????? (ZDNet Japan) ?????????????????????ERP???????? (????Watch) ?????/???????????? (??????) ??????????????-??????ERP?? (asahi.com) ?????????????????????ERP???????? (IT Leaders)

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  • Primavera ???????·??????

    - by hhata
    Primavera???????????????????? 1. Primavera P6 EPPM (Enterprise Project Portfolio Management) P6 EPPM??????????????????????????????????????????? ??????????????????????????????????? P6 EPPM ???????????? 2. Primavera Cost Controls Primavera Cost Controls???????????????????????? ????????????????????????? Primavera Cost Controls ???????????? 3. Primavera Project Delivery Management Primavera Project Delivery Management????????????????????????? ????????????????????????????????????????? Primavera Project Delivery Management ???????????? 4. Primavera Capital Planning Primavera Capital Planning???????????????????? ???????????·?????????????????????????????????? ???????????????????????????????? Primavera Capital Planning ???????????? 5. Oracle Instantis EnterpriseTrack Instantis EnterpriseTrack??IT???????????????????? (PMO)?????????????????????????????????·??????? ?·??????????(PPM)?????????????????????????????? ???????????????????????????????? Instantis EnterpriseTrack ????????????? ????????????????????Primavera ????·?????????·???????:??????????????? ?? : 03-6834?5241 (??:??) ??????????????????????

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  • ????????

    - by Tatsuya Sugi
    ??????????????????? ?????????????????????????????????????????????????????IT?????????????????????????????????????????????????????????????????????? Java ? .NET ????????????????????????????????...????????????????????????????????????????????????????????????????????????????????COBOL??????????????? Java ???????????????????? ??????????Java????????????????????????????? ??/?????????????????????????? ??????????????????????????????????????? ?????????????·?????????????????HW????????/??????? ????????????????????????? ?????????????????????????????????? ??????????????????????? Java ?????????????????? ???????????????????????????????????????????????????????????????????????????????????? ??????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ??????????????????????????? ??????????????????????????????????????????????????????????(HPC:?????????·?????????)??????????????????????????????????????????????Java??????????????????? ???????????????? ??????????? ?Java + ??????·????????????????????? ??????·?????????????????????????? ?????????·?????????????????????????CPU????????????????????????????????????????????????????????TOP500???????????????8???x86?CPU????????????????????????? ??????·????????·???????????????????????????????/?????????????????????????????????????????????????? ????????????????????? ???: ??????????????/???????????? ?????????????????????????????????????????????????????/???????????????????????????????????????????? ???????: ?????????·????????????????? ????CPU????????????????????????????????·??????????/??????????????????????????????????????????????????????????????????????????????????????????? ??????????????????Java????????????????? ???JVM???????????????? ???????????????????????JVM?????????·????????????? ??????????????????????????????????????????? ??????????????? Oracle Coherence ???????????????????????????????????(??/????????) ??/???????? ???????????? ?????????????????????????????? ????????

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  • ???·20??!?? ??????????!??????????????????

    - by OTN-J Master
    2011??1??????????????????????????????????????????????????20?????????????????????1????????????????????????20?????????????????????????????????????????????????????????????????!??????????????????????????????????????????????? 20????????????????????????????--------------------------------------------------------------------------???1?????????????????20?????????????? ????????????????????????????? ????????????????????????????????????? ??????(?????????????????????????? ???????????????????????)? ???????????????Oracle???????????????????? ?????????????????????????????????????? ??????????????????????????????????????? ??????????????????????????????????? ?????????????????? ????--------------------------------------------------------------------------??????????????????????????????????????????????????(1??????????)???????????????????????? ?1? ????????????????? ?2? RAC(Real Application Clusters)???????????? ?3? Statspack????????????????????? ?4? ???????FAQ:???????????????? ?5? ???????????????????????? ?6? ??????????????????? ?7? ????????? ?8? ??????? ?9? ??SQL???? ?10? ??????????? ?11? ??SQL????(2????? ?12? I/O?????? ?13? ??????????? ?14? ???·?????????? ?15? ????????? ?16? ?????????? ?17? ?????????? ?18? ??????? ?19??UNDO????REDO??????? ?20????????????? ??????????OTN Newsletter?OTN Twitter???????????????????????????????????????????????????????????????????????????????????????????????OTN??????????????????????????????????????????????????”???????????”?????????????????URL?????????? (????????????????????????????????????)???????????????????

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  • Java EE 6?????????????????! ?Java EE?????“????”??????????Java EE 6????????·????????????????????

    - by ???02
    ???????????????Java EE 6????????·???????????????????Java EE????????????????????·????????????Java EE???????????????????????????????????????????/????????????(?????????????? ????????????????????????? ????&IT????????????????? ?????????????)???????????????????(????) ???????????·??????????? ?????????????????????Java EE????????????????????????·???????????????????Java EE?????????????4????????????????Java EE 6????????·??????????????????Inception(??)???Elaboration(??)?????????????????? ???????????Java??????????·????????Java EE 6????????·????????????????? ?????? ?????????????? ????????????????????????? ????&IT????????????????? ??????????????????? ????????????Java EE?????????????????????????Java EE?????????????????????????????????????/???????????????????Elaboration?????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????Java EE6????????????????????Java COE ????????????????? ???????????????????????????Java EE 6?????????????????????????????????????????????·?????????????????????????·??????????(WebLogic Server?Oracle Application Server?GlassFish)??WebLogic Server 12c?GlassFish 3.x(???????????????????)??????????????????????????·???????????????????????????????????????????????????????????????????????????????????????????API????????????(???)?Java EE 6????????·??????????????????????????????? 2??????????????????? Java EE 6????????·?????????????????????????????????(2??)???????(3??)??????(??????????2??)???????(1??)????????????????????????????????????????????????????????????????????????????????????2????1???????? Java EE 6????????·????????????????? ????????????????????????????????????????????????????????????????????????????????????? ????????????????????/??????????????????????????????????????????????????????????????????????????????????????????????????????????????????????(???) ??????????????????????????????????????????????????????????????????????????????????????????????????????? ????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ?????????????????????????????·??????Java EE 6?????Weblogic Server 12c??GlassFish 3.x?????????WebLogic Server?GlassFish?????????????????????????????????? ?????Java EE 6??????????GlassFish??????????WebLogic Server????????????????????????????????????????????????????????GlassFish???????????·?????????????WebLogic Server????????????????????WebLogic Server????????????????????????JRockit Flight Recorder????????????????????????????????(???) ?????????????????????? Java EE 6??????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????????Java EE 6????????????????????????????????? ?????????????“???”????????????????????????????????????????????????????????????????????????????????????????????????????????????????????(???) ??????????????????????????????Java EE 6????????·???????????????????????????????????????????????????????????????????????????????????????????????????????????????????????? ?Java EE 6????????·?????????????????????????????????????????????Java EE??????????????????????????????????????????Java EE???????????????????????????(???) ????????Java EE?????????????????????????????Java EE 6????????·???????????????????????Java EE?????????????????

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  • Interviews Gone Bad.....Now What Do I Do?

    - by david.talamelli
    We have all done it at some stage of our working careers - you know those times when you leave an interview and then you think to yourself "why didn't I ask that question" or "I can't believe I said that" or "how could I have forgotten to say that". It happens to everyone but how you handle things moving forwards could be critical in helping you land that dream job. There is nothing better than seeing that dream job with the dream company that you are looking to work for advertised (or in some cases getting called by the Recruiter to let you know about that job). The role may seem perfect and it could be just what you are looking for and it is with the right company as well. You have sent in your resume and have subsequently had one, two or maybe three interviews for the role. After each step of the process you get a little bit more excited about the role as you start to think about your work day in your new role/company. Then it happens, you get it: you get The Phone Call to inform you that you have not been successful in securing the position that you have invested so much time and effort into. It can be disappointing to hear this news but what you do next is important in potentially keeping that door open for future opportunities with that company. How you handle yourself in this situation is important: if any of you remember the Choose Your Own Adventure Books do you: Tell the Recruiter (maybe get aggressive) they are wrong in their assessment and that you are the right candidate for the role Switch off and say ok thanks and hang up without engaging in any further dialogue Thank the company for their time and enquire if there may be any other opportunities in the future to explore If you chose the first option - the company in question may consider whether or not to look at you for other opportunities. How you handle yourself in the recruitment process could be an indication of how you would deal with clients/colleagues in your role and the impression that you leave a potential employer may be what sticks in their mind when they think of you (eg: isn't that the person who couldn't handle it when we told him he wasn't right for our role). The second option potentially produces a similar outcome. If you rush to get off the phone, the company may come back to you to talk about other roles when they come up, but you also leave open the potential thought with the company you were only interested in that role and therefore not interested in any other opportunities. Why take the risk of the company thinking that and potentially not getting back to you in the future. By picking the third option, you actively engage with the company and keep the dialogue open for future discussions. Ok, so you didn't get the role you interviewed for - you don't know who else the company may have been interviewing - maybe they found someone who was a better fit, or maybe there were too many boxes you didn't tick to step straight into that specific role. Take a deep breath and keep the company engaged. You are fresh in their mind - take advantage of that fact and let them know that while you respect their decision, that you are still interested in the company and would like to be kept in mind for future roles. Ask if it is ok to keep in touch and when they would like to keep in touch, as long as you are interested let them know you are still interested. You do need to balance that though if you come across as too keen or start stalking people - it could equally damage your brand. Companies normally have more than one open role. New roles are created all the time, circumstances change and hiring people is not a static business, it changes course from everyone's best laid initial plans. If you didn't get that initial role you wanted, keep the door open with that company so that when those new roles do come up or when circumstances do change you have already laid the ground to step into those new positions.

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  • Your Job Search Should be More Than Just a New Year's Resolution

    - by david.talamelli
    I love the beginning of a new year, it is a great chance to refocus and either re-evaluate goals you are working to or even set new ones. I don't have any statistics to measure this but I am sure that one of the more popular new year's resolutions in the general workforce is to either get a new job or work to further develop one's career. I think this is a good idea, in today's competitive work force people should have a plan of what they want to do, what role they are after and how to get there. One common mistake I think many people make though is that a career plan shouldn't be a once a year thought. When people finish with the holiday season with their new year's resolution to find a new job fresh in their mind, you can see the enthusiasm and motivation a person has to make something happen. Emails are sent, calls are made, applications are made, networking is happening, etc..... Finding the right role that you are after however can be difficult, while it would be great if that dream role was available just at the time you happened to be looking for it - in reality this is not always the case. Job Seekers need to keep reminding themselves that while sometimes that dream job they are after is available at the same time they are looking, that also a Job search can be a difficult and long process. Many people who set out with the best of intentions in January to find a new job can soon lose interest in a job search if they do not immediately find a role. Just like the Christmas decorations are put away and the photos from New Year's are stored away - a Job Seeker's motivation may slowly decrease until that person finds themselves 12 months later in the same situation in same role and looking for that new opportunity again. Rather than just "going for it" and looking for a role in the month of January, a person's job search or career plan should be an ongoing activity and thought process that is constantly updated and evaluated over the course of the year. It can be hard to stay motivated over an extended period of time, especially when you are newly motivated and ready for that new role and the results are not immediate. Rather than letting your job search fall down the priority list and into the "too hard basket" a few ideas that may keep your enthusiasm fresh Update your resume every 6 months, even if you are not looking for a job - it is easy to forget what you have accomplished if you don't keep your details updated. Also it is good to be prepared and have a resume ready to go in case you do get an unexpected phone call for that 'dream job' you have been hoping for. Work out what you want out of your next role before you begin your job search - rather than aimlessly searching job ads or talking to people - think of the organisations or type of role you would like before you search. If you know what you are looking for it will be much easier to work out how to get there than if you do not know what you want. Don't expect immediate results once you decide to look for another job, things don't always fall into place. Timing and delivery can be important pieces of being selected for a role, companies don't hire every role in January. Have an open mind - people you meet or talk to may not result in immediate results for your job search but every connection may help you get a bit closer to what you are after . These actions will not guarantee a positive result, but in today's competitive work force every little of extra preparation and planning helps. All the best for 2011 and I hope your career plan whatever it may be is a success.

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  • Failure Sucks, But Does It Have To?

    - by steve.diamond
    Hey Folks--It's "elephant in the room" time. Imagine a representative from a CRM VENDOR discussing CRM FAILURES. Well. I recently saw this blog post from Michael Krigsman on "six ways CRM projects go wrong." Now, I know this may come off defensive, but my comments apply to ALL CRM vendors, not just Oracle. As I perused the list, I couldn't find any failures related to technology. They all seemed related to people or process. Now, this isn't about finger pointing, or impugning customers. I love customers! And when they fail, WE fail. Although I sit in the cheap seats, i.e., I haven't funded any multi-million dollar CRM initiatives lately, I kept wondering how to convert the perception of failure as something that ends and is never to be mentioned again (see Michael's reason #4), to something that one learns from and builds upon. So to continue my tradition of speaking in platitudes, let me propose the following three tenets: 1) Try and get ahead of your failures while they're very very small. 2) Immediately assess what you can learn from those failures. 3) With more than 15 years of CRM deployments, seek out those vendors that have a track record both in learning from "misses" and in supporting MANY THOUSANDS of CRM successes at companies of all types and sizes. Now let me digress briefly with an unpleasant (for me, anyway) analogy. I really don't like flying. Call it 'fear of dying' or 'fear of no control.' Whatever! I've spoken with quite a few commercial pilots over the years, and they reassure me that there are multiple failures on most every flight. We as passengers just don't know about them. Most of them are too miniscule to make a difference, and most of them are "caught" before they become LARGER failures. It's typically the mid-sized to colossal failures we hear about, and a significant percentage of those are due to human error. What's the point? I'd propose that organizations consider the topic of FAILURE in five grades. On one end, FAILURE Grade 1 is a minor/miniscule failure. On the other end, FAILURE Grade 5 is a colossal failure A Grade 1 CRM FAILURE could be that a particular interim milestone was missed. Why? What can we learn from that? How can we prevent that from happening as we proceed through the project? Individual organizations will need to define their own Grade 2 and Grade 3 failures. The opportunity is to keep those Grade 3 failures from escalating any further. Because honestly, a GRADE 5 failure may not be recoverable. It could result in a project being pulled, countless amounts of hours and dollars lost, and jobs lost. We don't want to go there. In closing, I want to thank Michael for opening my eyes up to the world of "color," versus thinking of failure as both "black and white" and a dead end road that organizations can't learn from and avoid discussing like the plague.

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  • Gamify your Web

    - by Isabel F. Peñuelas
    Yesterday Valencia welcomed the Gamification World Congress that I follow virtually through #GWC2012. BBVA, Iberia, Ligeresa, Axe, Wayra, ESADE, GlaxoSmithKline, Macmillan, Gamisfaction, Nomaders, Blaffin were among the companies presenting success stories on gaming. It has been proved that people remember things easily when an emotion is created. The marketing expectations around Gamification techniques have a lot to do with Neuromarketing theories. There are a lot of expectations on internal enterprise Gamification. In the public Web some sectors are taking the lead on following the trend. The Gartner Analyst Brian Burke opened another Gamification recent event in Madrid remembering that “Gamification is mostly about Engagement”, and this can be applied both to customers or employees. Gamification and Banking The experience of the Spanish Financial Group BBVA that just launched BBVA Game was also presented a week ago at the BBVA Innovation Centre during the event “Gamification & Banking: a fad or a serious business?” . One of the objectives of the BBVA Game was to double the name of registered users. “People like the efficiency of the online channel want to keep a one-to-one contact with the brand”-explained Bernardo Crespo. Another interested data coming out the BBVA presentation was that “only 20% of Spanish users –out of the total holders of Bank Accounts in the country- is familiar with the use of a Web Site to consult their bank accounts”, the project aims also to reverse this situation helping people to learn making a heavy use of the Video in the gaming context. In general Banking presenters seem to agree that Gamification techniques are helping to increase the time spent on the Web. Gamification and Health Using Gamification techniques for chronic illness rehabilitation was another topic of the World Congress. Here you can find some ideas and experiences What can games do for the health (In Spanish) I have personally started my own mental-health gaming project at http://www.lumosity.com/ Gamification in the Enterprise I really recommend Reading this excellent post of Ultan ÓBroin my Introduction to Gamification and Applications. Employee´s motivation and learning are experiencing a 360º turn and it looks than some of us will become soon the Dragon of the year instead of the Employee of the Year. Using Web 2.0 Tools for Gamification Projects  What type of tools do we need for a quick-win Gamification project? To certain extend Gamification can be considered an evolution of the participative Web. Badging, avatars, points and awards, leader boards, progress charts, virtual currencies, gifting and giving challenges and quests are common components and elements. The Web is offering new development frameworks to that purpose as this Avatar Framework from Paypal or Badgeville to include in web applications. Besides, tools to create communities around a game are required to comment, share and vote players as well as for an efficient multimedia management. Due to its entirely open architecture, its community features, and its multimedia and imaging solutions is were I see WebCenter as a tool helping brands to success. Link to Sources & Recommended Readings YouTube Video of BBVAGame presentation Where To Apply Gamification In Your Incentive Jim Calhoun Cancer Challenge Ride and Walkh For my Spanish Readers El aburrimiento es el enemigo número uno del éxito

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  • Dissing Architects, or "What's wrong with the coffee?"

    - by Bob Rhubart
    In my conversations with people in architect roles, tales of animosity, disrespect, and outright hostility aren't uncommon. And it's clear that in more than a few organizations architects regularly face a tough uphill climb. For architects with the requisite combination of technical, organizational, and people skills, that rough treatment is grossly undeserved. But tales of unqualified people in positions up and down the IT food chain are also easy to come by. So what's the other side of the architect story? Are some architects tarnishing the role and making life miserable for their more qualified colleagues? The various quotes included below were culled from a variety of sources. The criticism is harsh, and the people behind these quotes clearly have issues with architects. Still, whether based on mere opinion or actual experience, the comments shed some light on behaviors that should raise red flags for anyone pursuing a career as an architect. If you're an architect, and you've ever noticed that your coffee tastes like window cleaner, or your car is repeatedly keyed, or no one ever holds the elevator for you, maybe you need to do a little soul searching... Those Who Can, Code; Those Who Can't, Architect | Joe Winchester [May 18, 2007] "At the moment there seems to be an extremely unhealthy obsession in software with the concept of architecture. A colleague of mine, a recent graduate, told me he wished to become a software architect. He was drawn to the glamour of being able to come up with grandiose ideas - sweeping generalized designs, creating presentations to audiences of acronym addicts, writing esoteric academic papers, speaking at conferences attended by headless engineers on company expense accounts hungrily seeking out this year's grail, and creating e-mails with huge cc lists from people whose signature footer is more interesting than the content. I tried to re-orient him into actually doing some coding, to join a team that has a good product and keen users both of whom are pushing requirements forward, to no avail. Somehow the lure of being an architecture astronaut was too strong and I lost him to the dark side." Don't Let Architecture Astronauts Scare You | Joel Spolsky [April 21, 2001] "It's very hard to get them to write code or design programs, because they won't stop thinking about Architecture. They're astronauts because they are above the oxygen level, I don't know how they're breathing. They tend to work for really big companies that can afford to have lots of unproductive people with really advanced degrees that don't contribute to the bottom line. Remember that the architecture people are solving problems that they think they can solve, not problems which are useful to solve." Non Coding Architects Suck | Richard Henderson [May 24, 2010] "If a guy with a badge saying 'system architect' looks blank on low-level issues then he is not an architect, he is a business-analyst who went on a course. He will probably wax lyrical on all things high-level and 'important.' He will produce lovely object hierarchies without a clue to implementation. He will have a moustache and play golf." Architects Play Golf | Sunir Shah [August 15, 2012] "Often arrogant architects are difficult to get a hold of during the implementation phase because they no longer feel the need to stick around. Especially around midnight when most of the poor sob [sic] developers are still banging away. After all, they've already solved the problem--the rest is just an implementation exercise." Engineer vs Architect(Part of a discussion on the IT Architect Network Group on LinkedIn) "[An] architect spends his time producing white papers full of acronyms he does not understand but that impress his boss [while the] engineer keeps his head down and does the actual job." Architects Don't Code | [Author Unknown] "Faulty belief: System Architects don't need to code anymore. They know what they are talking about by virtue of the fact that they are System Architects."

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  • Social Technology and the Potential for Organic Business Networks

    - by Michael Snow
    Guest Blog Post by:  Michael Fauscette, IDCThere has been a lot of discussion around the topic of social business, or social enterprise, over the last few years. The concept of applying emerging technologies from the social Web, combined with changes in processes and culture, has the potential to provide benefits across the enterprise over a wide range of operations impacting employees, customers, partners and suppliers. Companies are using social tools to build out enterprise social networks that provide, among other things, a people-centric collaborative and knowledge sharing work environment which over time can breakdown organizational silos. On the outside of the business, social technology is adding new ways to support customers, market to prospects and customers, and even support the sales process. We’re also seeing new ways of connecting partners to the business that increases collaboration and innovation. All of the new "connectivity" is, I think, leading businesses to a business model built around the concept of the network or ecosystem instead of the old "stand-by-yourself" approach. So, if you think about businesses as networks in the context of all of the other technical and cultural change factors that we're seeing in the new information economy, you can start to see that there’s a lot of potential for co-innovation and collaboration that was very difficult to arrange before. This networked business model, or what I've started to call “organic business networks,” is the business model of the information economy.The word “organic” could be confusing, but when I use it in this context, I’m thinking it has similar traits to organic computing. Organic computing is a computing system that is self-optimizing, self-healing, self-configuring, and self-protecting. More broadly, organic models are generally patterns and methods found in living systems used as a metaphor for non-living systems.Applying an organic model, organic business networks are networks that represent the interconnectedness of the emerging information business environment. Organic business networks connect people, data/information, content, and IT systems in a flexible, self-optimizing, self-healing, self-configuring, and self-protecting system. People are the primary nodes of the network, but the other nodes — data, content, and applications/systems — are no less important.A business built around the organic business network business model would incorporate the characteristics of a social business, but go beyond the basics—i.e., use social business as the operational paradigm, but also use organic business networks as the mode of operating the business. The two concepts complement each other: social business is the “what,” and the organic business network is the “how.”An organic business network lets the business work go outside of traditional organizational boundaries and become the continuously adapting implementation of an optimized business strategy. Value creation can move to the optimal point in the network, depending on strategic influencers such as the economy, market dynamics, customer behavior, prospect behavior, partner behavior and needs, supply-chain dynamics, predictive business outcomes, etc.An organic business network driven company is the antithesis of a hierarchical, rigid, reactive, process-constrained, and siloed organization. Instead, the business can adapt to changing conditions, leverage assets effectively, and thrive in a hyper-connected, global competitive, information-driven environment.To hear more on this topic – I’ll be presenting in the next webcast of the Oracle Social Business Thought Leader Webcast Series - “Organic Business Networks: Doing Business in a Hyper-Connected World” this coming Thursday, June 21, 2012, 10:00 AM PDT – Register here

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  • Is Cloud Security Holding Back Social SaaS?

    - by Mike Stiles
    The true promise of social data co-mingling with enterprise data to influence and inform social marketing (all marketing really) lives in cloud computing. The cloud brings processing power, services, speed and cost savings the likes of which few organizations could ever put into action on their own. So why wouldn’t anyone jump into SaaS (Software as a Service) with both feet? Cloud security. Being concerned about security is proper and healthy. That just means you’re a responsible operator. Whether it’s protecting your customers’ data or trying to stay off the radar of regulatory agencies, you have plenty of reasons to make sure you’re as protected from hacking, theft and loss as you can possibly be. But you also have plenty of reasons to not let security concerns freeze you in your tracks, preventing you from innovating, moving the socially-enabled enterprise forward, and keeping up with competitors who may not be as skittish regarding SaaS technology adoption. Over half of organizations are transferring sensitive or confidential data to the cloud, an increase of 10% over last year. With the roles and responsibilities of CMO’s, CIO’s and other C’s changing, the first thing you should probably determine is who should take point on analyzing cloud software options, providers, and policies. An oft-quoted Ponemon Institute study found 36% of businesses don’t have a cloud security policy at all. So that’s as good a place to start as any. What applications and data are you comfortable housing in the cloud? Do you have a classification system for data that clearly spells out where data types can go and how they can be used? Who, both internally and at the cloud provider, will function as admins? What are the different levels of admin clearance? Will your security policies and procedures sync up with those of your cloud provider? The key is verifiable trust. Trust in cloud security is actually going up. 1/3 of organizations polled say it’s the cloud provider who should be responsible for data protection. And when you look specifically at SaaS providers, that expectation goes up to 60%. 57% “strongly agree” or “agree” there’s more confidence in cloud providers’ ability to protect data. In fact, some businesses bypass the “verifiable” part of verifiable trust. Just over half have no idea what their cloud provider does to protect data. And yet, according to the “Private Cloud Vision vs. Reality” InformationWeek Report, 82% of organizations say security/data privacy are one of the main reasons they’re still holding the public cloud at arm’s length. That’s going to be a tough position to maintain, because just as social is rapidly changing the face of marketing, big data is rapidly changing the face of enterprise IT. Netflix, who’s particularly big on the benefits of the cloud, says, "We're systematically disassembling the corporate IT components." An enterprise can never realize the full power of big data, nor get the full potential value out of it, if it’s unwilling to enable the integrations and dataset connections necessary in the cloud. Because integration is called for to reduce fragmentation, a standardized platform makes a lot of sense. With multiple components crafted to work together, you’re maximizing scalability, optimization, cost effectiveness, and yes security and identity management benefits. You can see how the incentive is there for cloud companies to develop and add ever-improving security features, making cloud computing an eventual far safer bet than traditional IT. @mikestilesPhoto: stock.xchng

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  • How do you report out user research results?

    - by user12277104
    A couple weeks ago, one of my mentees asked to meet, because she wanted my advice on how to report out user research results. She had just conducted her first usability test for her new employer, and was getting to the point where she wanted to put together some slides, but she didn't want them to be boring. She wanted to talk with me about what to present and how best to present results to stakeholders. While I couldn't meet for another week, thanks to slideshare, I could quickly point her in the direction that my in-person advice would have led her. First, I'd put together a panel for the February 2012 New Hampshire UPA monthly meeting that we then repeated for the 2012 Boston UPA annual conference. In this panel, I described my reporting techniques, as did six of my colleagues -- two of whom work for companies smaller than mine, and four of whom are independent consultants. Before taking questions, we each presented for 3 to 5 minutes on how we presented research results. The differences were really interesting. For example, when do you really NEED a long, written report (as opposed to an email, spreadsheet, or slide deck with callouts)? When you are reporting your test results to the FDA -- that makes sense. in this presentation, I describe two modes of reporting results that I use.  Second, I'd been a participant in the CUE-9 study. CUE stands for Comparative Usability Evaluation, and this was the 9th of these studies that Rolf Molich had designed. Originally, the studies were designed to show the variability in evaluation methods practitioners use to evaluate websites and applications. Of course, using methods and tasks of their own choosing, the results were wildly different. However, in this 9th study, the tasks were the same, the participants were the same, and the problem severity scale was the same, so how would the results of the 19 practitioners compare? Still wildly variable. But for the purposes of this discussion, it gave me a work product that was not proprietary to the company I work for -- a usability test report that I could share publicly. This was the way I'd been reporting results since 2005, and pretty much what I still do, when time allows.  That said, I have been continuing to evolve my methods and reporting techniques, and sometimes, there is no time to create that kind of report -- the team can't wait the days that it takes to take screen shots, go through my notes, refer back to recordings, and write it all up. So in those cases, I use bullet points in email, talk through the findings with stakeholders in a 1-hour meeting, and then post the take-aways on a wiki page. There are other requirements for that kind of reporting to work -- for example, the stakeholders need to attend each of the sessions, and the sessions can't take more than a day to complete, but you get the idea: there is no one "right" way to report out results. If the method of reporting you are using is giving your stakeholders the information they need, in a time frame in which it is useful, and in a format that meets their needs (FDA report or bullet points on a wiki), then that's the "right" way to report your results. 

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  • History of Mobile Technology

    - by David Dorf
    Over the last ten years, mobile phones have gone through several incremental technology leaps that have added capabilities that impact the retail industry.  I've listed the six major ones below, along with their long-lasting impact. 1. Location In the US, the FCC required mobile phones to implement E911 (emergency calls) by 2006, requiring the caller to be located to within 300 meters.  Back in 2000, GPS was opened up for civilian use, and by 2004 Qualcomm had figured out how to use GPS in mobile phones.  So mobile operators moved from cell tower triangulation to GPS, principally for E911.  But then lots of other uses became apparent, especially navigation.  The earliest mobile apps from retailers made it easy to find nearby stores, and companies are looking at ways to use WiFi triangulation inside stores. 2. Computer Vision In 1997 Philippe Kahn shared a photo of his newborn using a mobile phone thus launching the popularity of instant visual communications.  Over the years the quality of the cameras got better, reaching the point where barcodes could be read around 2008.  That's when Occipital came on the scene with their Red Laser application, which was eventually acquired by eBay.  This opened up the ability for consumers to easily price compare inside stores.  Other interesting apps included Tesco's Wine Finder and Amazon's Price Checker, both allowing products to be identified by picture. 3. Augmented Reality Once the mobile phone had GPS, a video camera, and compass functionality it was suddenly possible to overlay digital information on the screen in real-time.  Yelp, which was using GPS to find nearby merchants, created a backdoor called Monocle on the iPhone that showed nearby merchants overlayed on the video camera view.  Today AR apps are mostly used by retailers for marketing, like Moosejaw's app that undresses models in their catalog. 4. Geo-Fencing So if we're able to track the location of a mobile phone, why not use that context to offer timely information?  My first experience with geo-fencing came courtesy of North Face, the outdoor enthusiast store. When a mobile phone enters a predetermined area, like near a store, a text message is sent to phone with an offer or useful information.  Of course retailers can geo-fence their competitors as well and find out which customers are aren't so loyal. 5. Digital Wallet Mobile payments leverage different technologies such as NFC, QRCodes, bluetooth, and SMS to facilitate communication between the consumers's phone and the retailer's point-of-sale. The key here is the potential to consolidate loyalty cards, coupons, and bank cards into the mobile phone and enable faster checkout.  Nobody does this better than Starbucks today, but McDonald's and Duncan Donuts aren't far behind.  Google, Isis, Paypal, Square, and MCX are all vying for leadership in this area.  If NFC does finally take off, it will be leveraged by retailers in more places than just the POS. 6. Voice Response Mobile Phones have had the ability to interpret simple voice commands for a while, but Google and Amazon were the first to use voice to allow searches for products.  Allowing searches by text, barcode, and voice makes it easy to comparison shop in the aisles.  Walmart even uses voice to build shopping lists, and if the Siri API is even opened we could see lots more innovation in this area.

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  • Why are my httpd mpm_prefork processes being reaped so quickly?

    - by Dan Pritts
    We've got a system running RHEL6, x64. We are using a local installation of apache 2.2.22 from source. we serve primarily: mod_perl applications (with a local installation of perl 5.16.0) tomcat applications proxied with mod_jk Here is some context; the main question is below. All of this talks to an Oracle backend. We are having issues with Oracle becoming unresponsive. We think this is because we're hitting the maximum process limit in oracle. We've upped the process limit, but now we are hitting memory pressure on the oracle server. We have tons of oracle sessions sitting idle. I can trace a bunch of them back to the httpd processes. We have mod_perl's Apache::DBI start up a new connection to the database with each httpd child that's spawned. We are concerned that these are not always getting closed out properly when the httpd's exit...and the httpd's are exiting very frequently. I know that it would be good to modify the mod_perl applications to use some better form of db connection pooling; we plan to pursue that but would like to solve our immediate problem sooner. So here's the main question. We are using the prefork MPM. The apache child processes are lasting at most a few minutes. Log analysis shows that each one is serving fewer than 50 clients before exiting; the last request each child serves is OPTIONS * HTTP/1.0 on some sort of internal connection; I'm under the impression that this is a "ping" from the master process. I've adjusted the MPM config as follows. I didn't want to raise MinSpareServers too high, because, after all, i'm trying to minimize the number of sessions to oracle. MinSpareServers 5 MaxSpareServers 30 MaxClients 150 MaxRequestsPerChild 10000 Right now we're serving 250-300 requests per minute. We've got 21 httpd's running, the eldest (other than the master, owned by root) being 3 minutes old. This rate of reaping of the apache children really seems excessive. What could be causing it? Apache was built with: $ ./configure --prefix=/opt/apache --with-ssl=/usr/lib --enable-expires --enable-ext-filter --enable-info --enable-mime-magic --enable-rewrite --enable-so --enable-speling --enable-ssl --enable-usertrack --enable-proxy --enable-headers --enable-log-forensic Apache config info: % /opt/apache/bin/httpd -V Server version: Apache/2.2.22 (Unix) Server built: Jul 23 2012 22:30:13 Server's Module Magic Number: 20051115:30 Server loaded: APR 1.4.5, APR-Util 1.4.1 Compiled using: APR 1.4.5, APR-Util 1.4.1 Architecture: 64-bit Server MPM: Prefork threaded: no forked: yes (variable process count) Server compiled with.... -D APACHE_MPM_DIR="server/mpm/prefork" -D APR_HAS_SENDFILE -D APR_HAS_MMAP -D APR_HAVE_IPV6 (IPv4-mapped addresses enabled) -D APR_USE_SYSVSEM_SERIALIZE -D APR_USE_PTHREAD_SERIALIZE -D SINGLE_LISTEN_UNSERIALIZED_ACCEPT -D APR_HAS_OTHER_CHILD -D AP_HAVE_RELIABLE_PIPED_LOGS -D DYNAMIC_MODULE_LIMIT=128 -D HTTPD_ROOT="/opt/apache" -D SUEXEC_BIN="/opt/apache/bin/suexec" -D DEFAULT_PIDLOG="logs/httpd.pid" -D DEFAULT_SCOREBOARD="logs/apache_runtime_status" -D DEFAULT_LOCKFILE="logs/accept.lock" -D DEFAULT_ERRORLOG="logs/error_log" -D AP_TYPES_CONFIG_FILE="conf/mime.types" -D SERVER_CONFIG_FILE="conf/httpd.conf" modules are compiled into apache rather than shared libs: % /opt/apache/bin/httpd -l Compiled in modules: core.c mod_authn_file.c mod_authn_default.c mod_authz_host.c mod_authz_groupfile.c mod_authz_user.c mod_authz_default.c mod_auth_basic.c mod_ext_filter.c mod_include.c mod_filter.c mod_log_config.c mod_log_forensic.c mod_env.c mod_mime_magic.c mod_expires.c mod_headers.c mod_usertrack.c mod_setenvif.c mod_version.c mod_proxy.c mod_proxy_connect.c mod_proxy_ftp.c mod_proxy_http.c mod_proxy_scgi.c mod_proxy_ajp.c mod_proxy_balancer.c mod_ssl.c prefork.c http_core.c mod_mime.c mod_status.c mod_autoindex.c mod_asis.c mod_info.c mod_cgi.c mod_negotiation.c mod_dir.c mod_actions.c mod_speling.c mod_userdir.c mod_alias.c mod_rewrite.c mod_so.c One final note - the red hat httpd, apr, and perl packages are all installed, but ldd shows that none of those libraries are linked with the running httpd.

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  • SQL Developer Q&A from ODTUG Tips & Tricks Webcast

    - by thatjeffsmith
    Another great webcast yesterday – if you’re a paying member of ODTUG you can watch the show for yourself in their archives. If not, you can get my slide deck off of SlideShare. About 150 of you brave souls sat through an entire hour of me talking and then 10 more minutes of Q&A. We went through everything rapid-fire style, so I thought I would post the questions and my refined answers here for your perusal. In the order in which I received them: You showed the preference to choose between resultsets in same tab or ain a new tab. I understand that we can not have it both using different hotkeys? For example: F5 run and resultset to same tab, ctrl-f5 same but to new tab? Sometimes you want the one other times the other. The questioner is asking about this preference, Tools Preferences Database Worksheet ‘Show query results in new tabs.’ This is an all or nothing proposition. But, there’s another, perhaps better way: the document PINs. If you have a result set you don’t want to lose, ‘pin it.’ Pin multiple result sets or plans for review and comparisons. You mentioned that sometimes it’s hard to remember where a certain preference is. I agree. So enhancement request: add a search-box to the preferences window. Maybe like in, for example, UltraEdit. It shows you all preferences containing your search criteria. Actually, we do have a search mechanism type the search string, we auto-filter the preferences Is there a version of SQL Developer that will connect to an 8i database (Yes, I realize how old that database version is!) Sorry, no. We also don’t have a version that will run on Windows 3.11 for Workgroups…probably. How do we access your blog? Carefully, and with much trepidation. When you’re ready, go to http://www.thatjeffsmith.com Is there a way to get good formatting with predefined settings? I believe the questioner is referring to the script output a la SQL*Plus formatting commands. Yes, there is. You can build your formatting commands into your login.sql script, and those will be applied for your script execution sessions. Example here. Why this version 4.0 doesn’t support external plugins? It does, it just requires the plugin developer to re-factor it for OSGi. This came about when we updated the JDeveloper framework to the later 11g/12c stuff. Any change in hookup with SVN? The only change with Subversion is that internally we’re using 1.7 stuff now. You can use SQLDev to work with a 1.8 SVN server, but if you get a working copy with a 1.8 client SQLDev won’t be able to do anything with it… Command line utilities ? improvements Yes! The long answer is here. Is that a Hint or a Comment?? /*CSV*/ It’s a comment – the database won’t recognize it, but SQLDev does when it goes through our statement pre-processor. We’ll redirect the output through our CSV formatter before displaying the results in the Script Output panel. That’s why this will ONLY work in SQL Developer. Are you selecting “”Run Script”" to get that CSV or HTML output, rather than “”Run Statement”"? Yes, the formatter hints like the CSV one mentioned above only make sense in a script output panel vs a grid. How do you save relational models once they’re defined? I’ve had trouble with setting one up, “”saving”" it, then the design work I did is longer there when loading it later. File – Data Modeler – Save. If you’re running the Modeler inside of SQL Developer, the menu’ing interface can get a bit tricky. That’s why I recommend using the stand along if you’re doing anything with a model that takes more than 5 minutes. See how the Data Modeler menus are folded up under the SQL Dev menus? Can u unplug and plug into another container in a database with only sqldeveloper? Yes, you can ‘Detach’ a multitentant 12c Database ‘pluggable’ and plug it into another instance. You have the option to copy or move the files. This isn’t a trivial operation, pay attention Can you run APEX code directly on the adopter? No, at least not as I understand your question. Give me an example and I can give you a better example. Is there a way that when u click on a particular table it wouldn’t show the table with the info but just to see the columns underneath clicking on the node? Yes, another one of my tips! Disable Tools Preferences Datbase ObjectViewer ‘Open Object on Single Click.’ Is there a patch to allow a double click on a procedure on an open package body to take you to that procedure in the editor? This has been fixed for EA3 – to be released soon. Can you open the spec with the body? You can open the spec or the body, and then also open the other. But you can’t open both with a single click. So if you want you can set it to CSV but can you also see it as a regular result set in rows and then click in the results to export to excel? If you run your query as a statement with Ctrl-Enter, you can send the data to Excel via the Export dialog. Will it do intellisense like using the alias and pop up the column, object names? Yes! You can select more than one column… Can a DBA turn off items from a high level for users so the only thing they can perform would be selects? A DBA should turn things ON, not OFF. Create a user with only CONNECT and required SELECT privs and you’re good to go, regardless of which application they are using. I use PL/SQL Developer from allround automations and was SQL Developer illiterate and now I like this for myself as a DBA. Now I get to train developers on this tool since they have been asking how to use this tool. Thank you. No, THANK YOU! Can you run multi queries in the worksheet after you added it to the worksheet? Yes, highlight what you want to run, and hit Ctrl-Enter. Can you export the result sets to excel, etc. Yes. In version 4.0 and going forward, I recommend you use the XLSX option for exports. It will run faster and consume much, much less memory. Will this be available after the webinar? If you are a ODTUG member, check out the webinar recordings in the archives. That’s worth the $99 right there. Ask your boss if they have $99 in their training budget for you. If not, maybe time to look for another job? Can you run command lines from this tool? Like executes without issuing a command line prompt? Ok, I’m stumped on this one. Not sure what you’re asking. You can setup external tools under the Tools menu, and from there you could probably rig what you’re looking for, but I’m not sure what you’re looking for… This maybe?Where and when to put the program Is there any way to save a copy database command set (certain tables/views etc) in a script? Yes! Create a cart with the objects you want to be used in the Copy. Then use the new command-line interface to kick off SQL Developer to do the copy of those said objects. How can we export the preference and then import them into different or same version of SQL Developer ? Today, there’s no interface for this. But you could copy the files around manually…Kris Rice has a cool idea where you can set your preferences to be saved to your local drop box folder and then you can use SQL Developer from anywhere with the same preferences What happens to SQL*Plus commands like COL & BREAK Nothing. Those are not currently supported. Is there a place where all “”hotkey”" functionality is listed? thanks Yes. Tools – Preferences – Shortcut Keys. And you can change them! Any tips for the DBA side of things? will the SQL generated for objects have more information (e.g. user privileges) in v4? You can get this now. In Tools – Preferences – Database – Utilities – Export, check ‘Grants.’ Voila! You now have the code necessary to recreate your object privileges Is there a limit on the number of rows that could be imported / exported from/to excel ? The only hard-coded limit lies in Excel. For best performance, use v4 and XLSX formats for Exports. Is there a way to see/watch active sessions to see current SQL and the explain plan being used, etc. Kind of like that frog product. Cough, yes. Tools – Monitor Sessions. Click on session, see SQL and plan. The plan was added in v4. If you’re not in version 4, use the Reports – Active Sessions to get the plans. In the DBA section is there a way to manage say tablespaces to add data files, shrink, edit profiles, etc. Yes, we support all of that. View – DBA. Connect, go to the Storage node. Are you (Jeff) available for a live presentation at our Oracle User Group here in Indiana? Maybe. Email me and we’ll see, [email protected] Where do I go to download sql developer 4.0? The Internet of course! Can you directly edit query results? Nope. But what I think you’re asking is, can I edit the data in the tables that are reflected in my query results? You can change the query results by changing your query of course. Or this. Can you show html example? Sure. I’d embed the HTML here, but it’s a lot of code, try it for yourself! How can I quickly close many SQL worksheet windows, but not all? Window – Documents. Multi-select, hit the ‘Close Document(s)’ button. What does the vertical red line denote? That’s the margin. Tells you when you’ve typed too far and it’s time for a carriage return. Did DBA/Database Status/Instance Viewer make it officially into 4.0? It was sort-of included in the first EA. I have NO idea what you’re talking about, WINK-WINK. No, it’s not in v4.0. Is there a “”handy”" way to debug trigger code? Yes, open your trigger. Hit the debug button. Works great as long as it’s a DML trigger. Will you make your presentation file available for us ( in PPT and/or PDF format ) ? It’s on SlideShare. How do you get SqlDeveloper to escape ‘ correctly when you use the wizard to export data as insert statements? If it’s not doing that, it’s a bug. I’ll take a look at that scenario ASAP.

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  • Enterprise Process Maps: A Process Picture worth a Million Words

    - by raul.goycoolea
    p { margin-bottom: 0.08in; }h1 { margin-top: 0.33in; margin-bottom: 0in; color: rgb(54, 95, 145); page-break-inside: avoid; }h1.western { font-family: "Cambria",serif; font-size: 14pt; }h1.cjk { font-family: "DejaVu Sans"; font-size: 14pt; }h1.ctl { font-size: 14pt; } Getting Started with Business Transformations A well-known proverb states that "A picture is worth a thousand words." In relation to Business Process Management (BPM), a credible analyst might have a few questions. What if the picture was taken from some particular angle, like directly overhead? What if it was taken from only an inch away or a mile away? What if the photographer did not focus the camera correctly? Does the value of the picture depend on who is looking at it? Enterprise Process Maps are analogous in this sense of relative value. Every BPM project (holistic BPM kick-off, enterprise system implementation, Service-oriented Architecture, business process transformation, corporate performance management, etc.) should be begin with a clear understanding of the business environment, from the biggest picture representations down to the lowest level required or desired for the particular project type, scope and objectives. The Enterprise Process Map serves as an entry point for the process architecture and is defined: the single highest level of process mapping for an organization. It is constructed and evaluated during the Strategy Phase of the Business Process Management Lifecycle. (see Figure 1) Fig. 1: Business Process Management Lifecycle Many organizations view such maps as visual abstractions, constructed for the single purpose of process categorization. This, in turn, results in a lesser focus on the inherent intricacies of the Enterprise Process view, which are explored in the course of this paper. With the main focus of a large scale process documentation effort usually underlying an ERP or other system implementation, it is common for the work to be driven by the desire to "get to the details," and to the type of modeling that will derive near-term tangible results. For instance, a project in American Pharmaceutical Company X is driven by the Director of IT. With 120+ systems in place, and a lack of standardized processes across the United States, he and the VP of IT have decided to embark on a long-term ERP implementation. At the forethought of both are questions, such as: How does my application architecture map to the business? What are each application's functionalities, and where do the business processes utilize them? Where can we retire legacy systems? Well-developed BPM methodologies prescribe numerous model types to capture such information and allow for thorough analysis in these areas. Process to application maps, Event Driven Process Chains, etc. provide this level of detail and facilitate the completion of such project-specific questions. These models and such analysis are appropriately carried out at a relatively low level of process detail. (see figure 2) Fig. 2: The Level Concept, Generic Process HierarchySome of the questions remaining are ones of documentation longevity, the continuation of BPM practice in the organization, process governance and ownership, process transparency and clarity in business process objectives and strategy. The Level Concept in Brief Figure 2 shows a generic, four-level process hierarchy depicting the breakdown of a "Process Area" into progressively more detailed process classifications. The number of levels and the names of these levels are flexible, and can be fit to the standards of the organization's chosen terminology or any other chosen reference model that makes logical sense for both short and long term process description. It is at Level 1 (in this case the Process Area level), that the Enterprise Process Map is created. This map and its contained objects become the foundation for a top-down approach to subsequent mapping, object relationship development, and analysis of the organization's processes and its supporting infrastructure. Additionally, this picture serves as a communication device, at an executive level, describing the design of the business in its service to a customer. It seems, then, imperative that the process development effort, and this map, start off on the right foot. Figuring out just what that right foot is, however, is critical and trend-setting in an evolving organization. Key Considerations Enterprise Process Maps are usually not as living and breathing as other process maps. Just as it would be an extremely difficult task to change the foundation of the Sears Tower or a city plan for the entire city of Chicago, the Enterprise Process view of an organization usually remains unchanged once developed (unless, of course, an organization is at a stage where it is capable of true, high-level process innovation). Regardless, the Enterprise Process map is a key first step, and one that must be taken in a precise way. What makes this groundwork solid depends on not only the materials used to construct it (process areas), but also the layout plan and knowledge base of what will be built (the entire process architecture). It seems reasonable that care and consideration are required to create this critical high level map... but what are the important factors? Does the process modeler need to worry about how many process areas there are? About who is looking at it? Should he only use the color pink because it's his boss' favorite color? Interestingly, and perhaps surprisingly, these are all valid considerations that may just require a bit of structure. Below are Three Key Factors to consider when building an Enterprise Process Map: Company Strategic Focus Process Categorization: Customer is Core End-to-end versus Functional Processes Company Strategic Focus As mentioned above, the Enterprise Process Map is created during the Strategy Phase of the Business Process Management Lifecycle. From Oracle Business Process Management methodology for business transformation, it is apparent that business processes exist for the purpose of achieving the strategic objectives of an organization. In a prescribed, top-down approach to process development, it must be ensured that each process fulfills its objectives, and in an aggregated manner, drives fulfillment of the strategic objectives of the company, whether for particular business segments or in a broader sense. This is a crucial point, as the strategic messages of the company must therefore resound in its process maps, in particular one that spans the processes of the complete business: the Enterprise Process Map. One simple example from Company X is shown below (see figure 3). Fig. 3: Company X Enterprise Process Map In reviewing Company X's Enterprise Process Map, one can immediately begin to understand the general strategic mindset of the organization. It shows that Company X is focused on its customers, defining 10 of its process areas belonging to customer-focused categories. Additionally, the organization views these end-customer-oriented process areas as part of customer-fulfilling value chains, while support process areas do not provide as much contiguous value. However, by including both support and strategic process categorizations, it becomes apparent that all processes are considered vital to the success of the customer-oriented focus processes. Below is an example from Company Y (see figure 4). Fig. 4: Company Y Enterprise Process Map Company Y, although also a customer-oriented company, sends a differently focused message with its depiction of the Enterprise Process Map. Along the top of the map is the company's product tree, overarching the process areas, which when executed deliver the products themselves. This indicates one strategic objective of excellence in product quality. Additionally, the view represents a less linear value chain, with strong overlaps of the various process areas. Marketing and quality management are seen as a key support processes, as they span the process lifecycle. Often, companies may incorporate graphics, logos and symbols representing customers and suppliers, and other objects to truly send the strategic message to the business. Other times, Enterprise Process Maps may show high level of responsibility to organizational units, or the application types that support the process areas. It is possible that hundreds of formats and focuses can be applied to an Enterprise Process Map. What is of vital importance, however, is which formats and focuses are chosen to truly represent the direction of the company, and serve as a driver for focusing the business on the strategic objectives set forth in that right. Process Categorization: Customer is Core In the previous two examples, processes were grouped using differing categories and techniques. Company X showed one support and three customer process categorizations using encompassing chevron objects; Customer Y achieved a less distinct categorization using a gradual color scheme. Either way, and in general, modeling of the process areas becomes even more valuable and easily understood within the context of business categorization, be it strategic or otherwise. But how one categorizes their processes is typically more complex than simply choosing object shapes and colors. Previously, it was stated that the ideal is a prescribed top-down approach to developing processes, to make certain linkages all the way back up to corporate strategy. But what about external influences? What forces push and pull corporate strategy? Industry maturity, product lifecycle, market profitability, competition, etc. can all drive the critical success factors of a particular business segment, or the company as a whole, in addition to previous corporate strategy. This may seem to be turning into a discussion of theory, but that is far from the case. In fact, in years of recent study and evolution of the way businesses operate, cross-industry and across the globe, one invariable has surfaced with such strength to make it undeniable in the game plan of any strategy fit for survival. That constant is the customer. Many of a company's critical success factors, in any business segment, relate to the customer: customer retention, satisfaction, loyalty, etc. Businesses serve customers, and so do a business's processes, mapped or unmapped. The most effective way to categorize processes is in a manner that visualizes convergence to what is core for a company. It is the value chain, beginning with the customer in mind, and ending with the fulfillment of that customer, that becomes the core or the centerpiece of the Enterprise Process Map. (See figure 5) Fig. 5: Company Z Enterprise Process Map Company Z has what may be viewed as several different perspectives or "cuts" baked into their Enterprise Process Map. It has divided its processes into three main categories (top, middle, and bottom) of Management Processes, the Core Value Chain and Supporting Processes. The Core category begins with Corporate Marketing (which contains the activities of beginning to engage customers) and ends with Customer Service Management. Within the value chain, this company has divided into the focus areas of their two primary business lines, Foods and Beverages. Does this mean that areas, such as Strategy, Information Management or Project Management are not as important as those in the Core category? No! In some cases, though, depending on the organization's understanding of high-level BPM concepts, use of category names, such as "Core," "Management" or "Support," can be a touchy subject. What is important to understand, is that no matter the nomenclature chosen, the Core processes are those that drive directly to customer value, Support processes are those which make the Core processes possible to execute, and Management Processes are those which steer and influence the Core. Some common terms for these three basic categorizations are Core, Customer Fulfillment, Customer Relationship Management, Governing, Controlling, Enabling, Support, etc. End-to-end versus Functional Processes Every high and low level of process: function, task, activity, process/work step (whatever an organization calls it), should add value to the flow of business in an organization. Suppose that within the process "Deliver package," there is a documented task titled "Stop for ice cream." It doesn't take a process expert to deduce the room for improvement. Though stopping for ice cream may create gain for the one person performing it, it likely benefits neither the organization nor, more importantly, the customer. In most cases, "Stop for ice cream" wouldn't make it past the first pass of To-Be process development. What would make the cut, however, would be a flow of tasks that, each having their own value add, build up to greater and greater levels of process objective. In this case, those tasks would combine to achieve a status of "package delivered." Figure 3 shows a simple example: Just as the package can only be delivered (outcome of the process) without first being retrieved, loaded, and the travel destination reached (outcomes of the process steps), some higher level of process "Play Practical Joke" (e.g., main process or process area) cannot be completed until a package is delivered. It seems that isolated or functionally separated processes, such as "Deliver Package" (shown in Figure 6), are necessary, but are always part of a bigger value chain. Each of these individual processes must be analyzed within the context of that value chain in order to ensure successful end-to-end process performance. For example, this company's "Create Joke Package" process could be operating flawlessly and efficiently, but if a joke is never developed, it cannot be created, so the end-to-end process breaks. Fig. 6: End to End Process Construction That being recognized, it is clear that processes must be viewed as end-to-end, customer-to-customer, and in the context of company strategy. But as can also be seen from the previous example, these vital end-to-end processes cannot be built without the functionally oriented building blocks. Without one, the other cannot be had, or at least not in a complete and organized fashion. As it turns out, but not discussed in depth here, the process modeling effort, BPM organizational development, and comprehensive coverage cannot be fully realized without a semi-functional, process-oriented approach. Then, an Enterprise Process Map should be concerned with both views, the building blocks, and access points to the business-critical end-to-end processes, which they construct. Without the functional building blocks, all streams of work needed for any business transformation would be lost mess of process disorganization. End-to-end views are essential for utilization in optimization in context, understanding customer impacts, base-lining all project phases and aligning objectives. Including both views on an Enterprise Process Map allows management to understand the functional orientation of the company's processes, while still providing access to end-to-end processes, which are most valuable to them. (See figures 7 and 8). Fig. 7: Simplified Enterprise Process Map with end-to-end Access Point The above examples show two unique ways to achieve a successful Enterprise Process Map. The first example is a simple map that shows a high level set of process areas and a separate section with the end-to-end processes of concern for the organization. This particular map is filtered to show just one vital end-to-end process for a project-specific focus. Fig. 8: Detailed Enterprise Process Map showing connected Functional Processes The second example shows a more complex arrangement and categorization of functional processes (the names of each process area has been removed). The end-to-end perspective is achieved at this level through the connections (interfaces at lower levels) between these functional process areas. An important point to note is that the organization of these two views of the Enterprise Process Map is dependent, in large part, on the orientation of its audience, and the complexity of the landscape at the highest level. If both are not apparent, the Enterprise Process Map is missing an opportunity to serve as a holistic, high-level view. Conclusion In the world of BPM, and specifically regarding Enterprise Process Maps, a picture can be worth as many words as the thought and effort that is put into it. Enterprise Process Maps alone cannot change an organization, but they serve more purposes than initially meet the eye, and therefore must be designed in a way that enables a BPM mindset, business process understanding and business transformation efforts. Every Enterprise Process Map will and should be different when looking across organizations. Its design will be driven by company strategy, a level of customer focus, and functional versus end-to-end orientations. This high-level description of the considerations of the Enterprise Process Maps is not a prescriptive "how to" guide. However, a company attempting to create one may not have the practical BPM experience to truly explore its options or impacts to the coming work of business process transformation. The biggest takeaway is that process modeling, at all levels, is a science and an art, and art is open to interpretation. It is critical that the modeler of the highest level of process mapping be a cognoscente of the message he is delivering and the factors at hand. Without sufficient focus on the design of the Enterprise Process Map, an entire BPM effort may suffer. For additional information please check: Oracle Business Process Management.

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  • More Animation - Self Dismissing Dialogs

    - by Duncan Mills
    In my earlier articles on animation, I discussed various slide, grow and  flip transitions for items and containers.  In this article I want to discuss a fade animation and specifically the use of fades and auto-dismissal for informational dialogs.  If you use a Mac, you may be familiar with Growl as a notification system, and the nice way that messages that are informational just fade out after a few seconds. So in this blog entry I wanted to discuss how we could make an ADF popup behave in the same way. This can be an effective way of communicating information to the user without "getting in the way" with modal alerts. This of course, has been done before, but everything I've seen previously requires something like JQuery to be in the mix when we don't really need it to be.  The solution I've put together is nice and generic and will work with either <af:panelWindow> or <af:dialog> as a the child of the popup. In terms of usage it's pretty simple to use we  just need to ensure that the popup itself has clientComponent is set to true and includes the animation JavaScript (animateFadingPopup) on a popupOpened event: <af:popup id="pop1" clientComponent="true">   <af:panelWindow title="A Fading Message...">    ...  </af:panelWindow>   <af:clientListener method="animateFadingPopup" type="popupOpened"/> </af:popup>   The popup can be invoked in the normal way using showPopupBehavior or JavaScript, no special code is required there. As a further twist you can include an additional clientAttribute called preFadeDelay to define a delay before the fade itself starts (the default is 5 seconds) . To set the delay to just 2 seconds for example: <af:popup ...>   ...   <af:clientAttribute name="preFadeDelay" value="2"/>   <af:clientListener method="animateFadingPopup" type="popupOpened"/>  </af:popup> The Animation Styles  As before, we have a couple of CSS Styles which define the animation, I've put these into the skin in my case, and, as in the other articles, I've only defined the transitions for WebKit browsers (Chrome, Safari) at the moment. In this case, the fade is timed at 5 seconds in duration. .popupFadeReset {   opacity: 1; } .popupFadeAnimate {   opacity: 0;   -webkit-transition: opacity 5s ease-in-out; } As you can see here, we are achieving the fade by simply setting the CSS opacity property. The JavaScript The final part of the puzzle is, of course, the JavaScript, there are four functions, these are generic (apart from the Style names which, if you've changed above, you'll need to reflect here): The initial function invoked from the popupOpened event,  animateFadingPopup which starts a timer and provides the initial delay before we start to fade the popup. The function that applies the fade animation to the popup - initiatePopupFade. The callback function - closeFadedPopup used to reset the style class and correctly hide the popup so that it can be invoked again and again.   A utility function - findFadeContainer, which is responsible for locating the correct child component of the popup to actually apply the style to. Function - animateFadingPopup This function, as stated is the one hooked up to the popupOpened event via a clientListener. Because of when the code is called it does not actually matter how you launch the popup, or if the popup is re-used from multiple places. All usages will get the fade behavior. /**  * Client listener which will kick off the animation to fade the dialog and register  * a callback to correctly reset the popup once the animation is complete  * @param event  */ function animateFadingPopup(event) { var fadePopup = event.getSource();   var fadeCandidate = false;   //Ensure that the popup is initially Opaque   //This handles the situation where the user has dismissed   //the popup whilst it was in the process of fading   var fadeContainer = findFadeContainer(fadePopup);   if (fadeContainer != null) {     fadeCandidate = true;     fadeContainer.setStyleClass("popupFadeReset");   }   //Only continue if we can actually fade this popup   if (fadeCandidate) {   //See if a delay has been specified     var waitTimeSeconds = event.getSource().getProperty('preFadeDelay');     //Default to 5 seconds if not supplied     if (waitTimeSeconds == undefined) {     waitTimeSeconds = 5;     }     // Now call the fade after the specified time     var fadeFunction = function () {     initiatePopupFade(fadePopup);     };     var fadeDelayTimer = setTimeout(fadeFunction, (waitTimeSeconds * 1000));   } } The things to note about this function is the initial check that we have to do to ensure that the container is currently visible and reset it's style to ensure that it is.  This is to handle the situation where the popup has begun the fade, and yet the user has still explicitly dismissed the popup before it's complete and in doing so has prevented the callback function (described later) from executing. In this particular situation the initial display of the dialog will be (apparently) missing it's normal animation but at least it becomes visible to the user (and most users will probably not notice this difference in any case). You'll notice that the style that we apply to reset the  opacity - popupFadeReset, is not applied to the popup component itself but rather the dialog or panelWindow within it. More about that in the description of the next function findFadeContainer(). Finally, assuming that we have a suitable candidate for fading, a JavaScript  timer is started using the specified preFadeDelay wait time (or 5 seconds if that was not supplied). When this timer expires then the main animation styleclass will be applied using the initiatePopupFade() function Function - findFadeContainer As a component, the <af:popup> does not support styleClass attribute, so we can't apply the animation style directly.  Instead we have to look for the container within the popup which defines the window object that can have a style attached.  This is achieved by the following code: /**  * The thing we actually fade will be the only child  * of the popup assuming that this is a dialog or window  * @param popup  * @return the component, or null if this is not valid for fading  */ function findFadeContainer(popup) { var children = popup.getDescendantComponents();   var fadeContainer = children[0];   if (fadeContainer != undefined) {   var compType = fadeContainer.getComponentType();     if (compType == "oracle.adf.RichPanelWindow" || compType == "oracle.adf.RichDialog") {     return fadeContainer;     }   }   return null; }  So what we do here is to grab the first child component of the popup and check its type. Here I decided to limit the fade behaviour to only <af:dialog> and <af:panelWindow>. This was deliberate.  If  we apply the fade to say an <af:noteWindow> you would see the text inside the balloon fade, but the balloon itself would hang around until the fade animation was over and then hide.  It would of course be possible to make the code smarter to walk up the DOM tree to find the correct <div> to apply the style to in order to hide the whole balloon, however, that means that this JavaScript would then need to have knowledge of the generated DOM structure, something which may change from release to release, and certainly something to avoid. So, all in all, I think that this is an OK restriction and frankly it's windows and dialogs that I wanted to fade anyway, not balloons and menus. You could of course extend this technique and handle the other types should you really want to. One thing to note here is the selection of the first (children[0]) child of the popup. It does not matter if there are non-visible children such as clientListener before the <af:dialog> or <af:panelWindow> within the popup, they are not included in this array, so picking the first element in this way seems to be fine, no matter what the underlying ordering is within the JSF source.  If you wanted a super-robust version of the code you might want to iterate through the children array of the popup to check for the right type, again it's up to you.  Function -  initiatePopupFade  On to the actual fading. This is actually very simple and at it's heart, just the application of the popupFadeAnimate style to the correct component and then registering a callback to execute once the fade is done. /**  * Function which will kick off the animation to fade the dialog and register  * a callback to correctly reset the popup once the animation is complete  * @param popup the popup we are animating  */ function initiatePopupFade(popup) { //Only continue if the popup has not already been dismissed    if (popup.isPopupVisible()) {   //The skin styles that define the animation      var fadeoutAnimationStyle = "popupFadeAnimate";     var fadeAnimationResetStyle = "popupFadeReset";     var fadeContainer = findFadeContainer(popup);     if (fadeContainer != null) {     var fadeContainerReal = AdfAgent.AGENT.getElementById(fadeContainer.getClientId());       //Define the callback this will correctly reset the popup once it's disappeared       var fadeCallbackFunction = function (event) {       closeFadedPopup(popup, fadeContainer, fadeAnimationResetStyle);         event.target.removeEventListener("webkitTransitionEnd", fadeCallbackFunction);       };       //Initiate the fade       fadeContainer.setStyleClass(fadeoutAnimationStyle);       //Register the callback to execute once fade is done       fadeContainerReal.addEventListener("webkitTransitionEnd", fadeCallbackFunction, false);     }   } } I've added some extra checks here though. First of all we only start the whole process if the popup is still visible. It may be that the user has closed the popup before the delay timer has finished so there is no need to start animating in that case. Again we use the findFadeContainer() function to locate the correct component to apply the style to, and additionally we grab the DOM id that represents that container.  This physical ID is required for the registration of the callback function. The closeFadedPopup() call is then registered on the callback so as to correctly close the now transparent (but still there) popup. Function -  closeFadedPopup The final function just cleans things up: /**  * Callback function to correctly cancel and reset the style in the popup  * @param popup id of the popup so we can close it properly  * @param contatiner the window / dialog within the popup to actually style  * @param resetStyle the syle that sets the opacity back to solid  */ function closeFadedPopup(popup, container, resetStyle) { container.setStyleClass(resetStyle);   popup.cancel(); }  First of all we reset the style to make the popup contents opaque again and then we cancel the popup.  This will ensure that any of your user code that is waiting for a popup cancelled event will actually get the event, additionally if you have done this as a modal window / dialog it will ensure that the glasspane is dismissed and you can interact with the UI again.  What's Next? There are several ways in which this technique could be used, I've been working on a popup here, but you could apply the same approach to in-line messages. As this code (in the popup case) is generic it will make s pretty nice declarative component and maybe, if I get time, I'll look at constructing a formal Growl component using a combination of this technique, and active data push. Also, I'm sure the above code can be improved a little too.  Specifically things like registering a popup cancelled listener to handle the style reset so that we don't loose the subtle animation that takes place when the popup is opened in that situation where the user has closed the in-fade dialog.

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  • Basics of Join Factorization

    - by Hong Su
    We continue our series on optimizer transformations with a post that describes the Join Factorization transformation. The Join Factorization transformation was introduced in Oracle 11g Release 2 and applies to UNION ALL queries. Union all queries are commonly used in database applications, especially in data integration applications. In many scenarios the branches in a UNION All query share a common processing, i.e, refer to the same tables. In the current Oracle execution strategy, each branch of a UNION ALL query is evaluated independently, which leads to repetitive processing, including data access and join. The join factorization transformation offers an opportunity to share the common computations across the UNION ALL branches. Currently, join factorization only factorizes common references to base tables only, i.e, not views. Consider a simple example of query Q1. Q1:    select t1.c1, t2.c2    from t1, t2, t3    where t1.c1 = t2.c1 and t1.c1 > 1 and t2.c2 = 2 and t2.c2 = t3.c2   union all    select t1.c1, t2.c2    from t1, t2, t4    where t1.c1 = t2.c1 and t1.c1 > 1 and t2.c3 = t4.c3; Table t1 appears in both the branches. As does the filter predicates on t1 (t1.c1 > 1) and the join predicates involving t1 (t1.c1 = t2.c1). Nevertheless, without any transformation, the scan (and the filtering) on t1 has to be done twice, once per branch. Such a query may benefit from join factorization which can transform Q1 into Q2 as follows: Q2:    select t1.c1, VW_JF_1.item_2    from t1, (select t2.c1 item_1, t2.c2 item_2                   from t2, t3                    where t2.c2 = t3.c2 and t2.c2 = 2                                  union all                   select t2.c1 item_1, t2.c2 item_2                   from t2, t4                    where t2.c3 = t4.c3) VW_JF_1    where t1.c1 = VW_JF_1.item_1 and t1.c1 > 1; In Q2, t1 is "factorized" and thus the table scan and the filtering on t1 is done only once (it's shared). If t1 is large, then avoiding one extra scan of t1 can lead to a huge performance improvement. Another benefit of join factorization is that it can open up more join orders. Let's look at query Q3. Q3:    select *    from t5, (select t1.c1, t2.c2                  from t1, t2, t3                  where t1.c1 = t2.c1 and t1.c1 > 1 and t2.c2 = 2 and t2.c2 = t3.c2                 union all                  select t1.c1, t2.c2                  from t1, t2, t4                  where t1.c1 = t2.c1 and t1.c1 > 1 and t2.c3 = t4.c3) V;   where t5.c1 = V.c1 In Q3, view V is same as Q1. Before join factorization, t1, t2 and t3 must be joined first before they can be joined with t5. But if join factorization factorizes t1 from view V, t1 can then be joined with t5. This opens up new join orders. That being said, join factorization imposes certain join orders. For example, in Q2, t2 and t3 appear in the first branch of the UNION ALL query in view VW_JF_1. T2 must be joined with t3 before it can be joined with t1 which is outside of the VW_JF_1 view. The imposed join order may not necessarily be the best join order. For this reason, join factorization is performed under cost-based transformation framework; this means that we cost the plans with and without join factorization and choose the cheapest plan. Note that if the branches in UNION ALL have DISTINCT clauses, join factorization is not valid. For example, Q4 is NOT semantically equivalent to Q5.   Q4:     select distinct t1.*      from t1, t2      where t1.c1 = t2.c1  union all      select distinct t1.*      from t1, t2      where t1.c1 = t2.c1 Q5:    select distinct t1.*     from t1, (select t2.c1 item_1                   from t2                union all                   select t2.c1 item_1                  from t2) VW_JF_1     where t1.c1 = VW_JF_1.item_1 Q4 might return more rows than Q5. Q5's results are guaranteed to be duplicate free because of the DISTINCT key word at the top level while Q4's results might contain duplicates.   The examples given so far involve inner joins only. Join factorization is also supported in outer join, anti join and semi join. But only the right tables of outer join, anti join and semi joins can be factorized. It is not semantically correct to factorize the left table of outer join, anti join or semi join. For example, Q6 is NOT semantically equivalent to Q7. Q6:     select t1.c1, t2.c2    from t1, t2    where t1.c1 = t2.c1(+) and t2.c2 (+) = 2  union all    select t1.c1, t2.c2    from t1, t2      where t1.c1 = t2.c1(+) and t2.c2 (+) = 3 Q7:     select t1.c1, VW_JF_1.item_2    from t1, (select t2.c1 item_1, t2.c2 item_2                  from t2                  where t2.c2 = 2                union all                  select t2.c1 item_1, t2.c2 item_2                  from t2                                                                                                    where t2.c2 = 3) VW_JF_1       where t1.c1 = VW_JF_1.item_1(+)                                                                  However, the right side of an outer join can be factorized. For example, join factorization can transform Q8 to Q9 by factorizing t2, which is the right table of an outer join. Q8:    select t1.c2, t2.c2    from t1, t2      where t1.c1 = t2.c1 (+) and t1.c1 = 1 union all    select t1.c2, t2.c2    from t1, t2    where t1.c1 = t2.c1(+) and t1.c1 = 2 Q9:   select VW_JF_1.item_2, t2.c2   from t2,             (select t1.c1 item_1, t1.c2 item_2            from t1            where t1.c1 = 1           union all            select t1.c1 item_1, t1.c2 item_2            from t1            where t1.c1 = 2) VW_JF_1   where VW_JF_1.item_1 = t2.c1(+) All of the examples in this blog show factorizing a single table from two branches. This is just for ease of illustration. Join factorization can factorize multiple tables and from more than two UNION ALL branches.  SummaryJoin factorization is a cost-based transformation. It can factorize common computations from branches in a UNION ALL query which can lead to huge performance improvement. 

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