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  • Any way to speed up this hierarchical query?

    - by RenderIn
    I've got a serious performance problem with a hierarchical query that I can't seem to fix. I am modeling several organization charts in my database, each representing a virtual organization within our company. For example, we have several temporary committees that are created from time to time and there may be a Committee Organizer role at the top of this virtual hierarchy, with several people assigned to the Committee Member role beneath the organizer. Some of our virtual organizations have many levels and several branches at each level. I have a single table in which I represent all the role assignments. i.e. a ROLE_ID column and a PARENT_ROLE_ID column which is a foreign key to the ROLE_ID column. For each assignment we also store as a column the location in the company where this person has the assignment. For example, the Committee Organizer would have a company-level/ CEO assignment, while the committee members would have department-level assignments such as ACCOUNTING, MARKETING, etc. So to model the organizer/member relationship for two individuals we would have: ROLE_ID = 4 PARENT_ROLE_ID = NULL EMPLOYEE_NUMBER = 213423 COMPANY_LOCATION = CEO ROLE_ID = 5 PARENT_ROLE_ID = 4 EMPLOYEE_NUMBER = 838221 COMPANY_LOCATION = ACCOUNTING Here's where things get tricky. I have an application that every person in the organization can log in to. When they log in they should be able to view all the virtual organizations in our company. e.g. the committee members should be able to see the committee organizer and vice-versa. However, only the committee organizer should be able to edit the committee members. The difficulty is in determining whether an individual (who can have multiple role assignments) has edit access for each other assignment. While this seems simple in the example, consider a virtual organization in which we have President at the top, 5 departments directly beneath him, 2 subdepartments below each department. We only want people in the Accounting department to be able to edit individuals in the subdepartments belonging to the Accounting department. They should not have edit access to anybody in the Marketing department or its subdepartments. To determine edit access when a user views a virtual organization in our company I run a query that executes two inline views: A) Hierarchically query for all assignments in this virtual organization and using SYS_CONNECT_BY_PATH to store the entire path to each user/role/company_location and B) Hierarchically retrieve all the assignments the individual logged in has and using the SYS_CONNECT_BY_PATH to store the entire path to each of these assignments. The result of the query is all the records from A) plus a boolean determined by joining with B) which flags whether the logged in user has edit access for each record. Indexes don't seem to be helping... it simply appears that there is too much processing going on to separate all the records and then determine edit access. One issue is that I can't store the SYS_CONNECT_BY_PATH and index it... determining whether an individual record has edit access consists of comparing if: test_record_sys_path LIKE individual_record_sys_path || '%' Is a materialized view the answer?

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  • join 03 table in the database codeIgniter

    - by python
    with my table. person_id serial NOT NULL, firstname character varying(30) NOT NULL, lastname character varying(30), email character varying(50), username character varying(20) NOT NULL, "password" character varying(100) NOT NULL, gender character varying(10), dob date, accesslevel smallint NOT NULL, company_id integer NOT NULL,//Reference to table company position_id integer NOT NULL,//Reference to table position company_id serial NOT NULL, company_name character varying(80) NOT NULL, description character varying(255), address character varying(100) NOT NULL, In my controller ........................ // load data $persons = $this->person_model->get_paged_list(10,0); // generate table data $this->load->library('table'); $this->table->set_empty("&nbsp;"); $this->table->set_heading('No', 'FirstName', 'LastName','E-mail','Company''Gender', 'Date of Birth', 'Actions'); foreach ($persons as $person){ $this->table->add_row(++$i, $person->firstname, $person->lastname, $person->email, $person->company_name, //HOW CAN I GOT THE POSITION TITLE ?, strtoupper($person->gender)=='M'? 'Male':'Female', date('d-m-Y',strtotime($person->dob)), } My model <?php class Person_Model extends Model { private $person= 'person'; function Person(){ parent::Model(); } function list_all(){ $this->db->order_by('person_id','asc'); return $this->db->get($person); } function count_all(){ return $this->db->count_all($this->person); } function get_paged_list($limit = 0, $offset = 0) { $this->db->limit($limit, $offset); $this->db->select("person.*, company.company_name as company"); $this->db->from('person'); $this->db->join('company','person.company_id = company.company_id','left'); //MY QUESTION:? CAN I JOIN MORE WITH TABLE POSITION? $query = $this->db->get(); return $query->result(); } function get_by_id($id){ $this->db->where('person_id', $id); return $this->db->get($this->person); } function save($person){ $this->db->insert($this->person, $person); return $this->db->insert_id(); } function update($id, $person){ $this->db->where('person_id', $id); $this->db->update($this->person, $person); } function delete($id){ $this->db->where('person_id', $id); $this->db->delete($this->person); } } ?>

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  • Google Apps e-mail being rejected from some domains

    - by Paul J. Lucas
    I'm migrating e-mail for my domains to Google Apps' e-mail. Most everything seems to work except e-mail sent to any user at (at least) sonic.net is rejected with a message of the form (where any-address has been substituted for my friend's address): From: Mail Delivery Subsystem <[email protected]> Date: March 11, 2010 10:04:48 AM PST To: [email protected] Subject: Delivery Status Notification (Failure) Delivered-To: [email protected] Received: by 10.229.194.26 with SMTP id dw26cs8717qcb; Thu, 11 Mar 2010 10:04:48 -0800 (PST) Received: by 10.223.68.143 with SMTP id v15mr3841599fai.62.1268330688325; Thu, 11 Mar 2010 10:04:48 -0800 (PST) Received: by 10.223.68.143 with SMTP id v15mr5119424fai.62; Thu, 11 Mar 2010 10:04:48 -0800 (PST) Mime-Version: 1.0 Return-Path: <> X-Failed-Recipients: [email protected] Message-Id: <[email protected]> Content-Type: text/plain; charset=ISO-8859-1 Content-Transfer-Encoding: quoted-printable Delivery to the following recipient failed permanently: [email protected] Technical details of permanent failure: Google tried to deliver your message, but it was rejected by the recipient domain. We recommend contacting the other email provider for further information about the cause of this error. The error that the other server returned was: 550 550 5.1.1 <[email protected]>... No such user here (state 13). And here are the headers from the message it bounces back: Received: by 10.101.90.7 with SMTP id s7mr2515885anl.176.1267979929490; Sun, 07 Mar 2010 08:38:49 -0800 (PST) Return-Path: <[email protected]> Received: from [10.0.1.203] (adsl-76-201-171-194.dsl.pltn13.sbcglobal.net [76.201.171.194]) by mx.google.com with ESMTPS id 4sm1046550yxd.70.2010.03.07.08.38.48 (version=TLSv1/SSLv3 cipher=RC4-MD5); Sun, 07 Mar 2010 08:38:49 -0800 (PST) From: "Paul J. Lucas" <[email protected]> Content-Type: text/plain; charset=us-ascii Content-Transfer-Encoding: quoted-printable Subject: Some fascinating subject Date: Sun, 7 Mar 2010 08:38:46 -0800 References: <[email protected]> To: [email protected] Message-Id: <[email protected]> Mime-Version: 1.0 (Apple Message framework v1077) X-Mailer: Apple Mail (2.1077) However, I am able to send mail to a user at sonic.net using my old e-mail account. Also, my company uses Google Apps for e-mail and I can send e-mail to a user at sonic.net from my company. The differences between my personal e-mail and my company's are: My company's domain has no SPF record whereas mine does. My company's domain has an A record whereas mine does not. My SPF record initially was as prescribed by Google here. However, this guy claims Google is wrong and gives a fix. I've tried it both ways with no difference. My SPF record is currently: v=spf1 mx include:aspmx.googlemail.com include:_spf.google.com ~all As for the lack of an A record, you wouldn't think that a mail host would care about that so long as mx records are defined. However, the funny thing is that if you look at the error message, why does Google state that the recipient's domain stated that there is "No such user here" for my address? That makes no sense. Of course there is no user having my address at sonic.net. Also, I assume that I just discovered that I can't send mail to users at sonic.net by accident and that there are probably other domains I can't send e-mail to. So... anybody have any idea what's going on? And how I can get mail to users at sonic.net?

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  • Oracle Announces Oracle Exadata X3 Database In-Memory Machine

    - by jgelhaus
    Fourth Generation Exadata X3 Systems are Ideal for High-End OLTP, Large Data Warehouses, and Database Clouds; Eighth-Rack Configuration Offers New Low-Cost Entry Point ORACLE OPENWORLD, SAN FRANCISCO – October 1, 2012 News Facts During his opening keynote address at Oracle OpenWorld, Oracle CEO, Larry Ellison announced the Oracle Exadata X3 Database In-Memory Machine - the latest generation of its Oracle Exadata Database Machines. The Oracle Exadata X3 Database In-Memory Machine is a key component of the Oracle Cloud. Oracle Exadata X3-2 Database In-Memory Machine and Oracle Exadata X3-8 Database In-Memory Machine can store up to hundreds of Terabytes of compressed user data in Flash and RAM memory, virtually eliminating the performance overhead of reads and writes to slow disk drives, making Exadata X3 systems the ideal database platforms for the varied and unpredictable workloads of cloud computing. In order to realize the highest performance at the lowest cost, the Oracle Exadata X3 Database In-Memory Machine implements a mass memory hierarchy that automatically moves all active data into Flash and RAM memory, while keeping less active data on low-cost disks. With a new Eighth-Rack configuration, the Oracle Exadata X3-2 Database In-Memory Machine delivers a cost-effective entry point for smaller workloads, testing, development and disaster recovery systems, and is a fully redundant system that can be used with mission critical applications. Next-Generation Technologies Deliver Dramatic Performance Improvements Oracle Exadata X3 Database In-Memory Machines use a combination of scale-out servers and storage, InfiniBand networking, smart storage, PCI Flash, smart memory caching, and Hybrid Columnar Compression to deliver extreme performance and availability for all Oracle Database Workloads. Oracle Exadata X3 Database In-Memory Machine systems leverage next-generation technologies to deliver significant performance enhancements, including: Four times the Flash memory capacity of the previous generation; with up to 40 percent faster response times and 100 GB/second data scan rates. Combined with Exadata’s unique Hybrid Columnar Compression capabilities, hundreds of Terabytes of user data can now be managed entirely within Flash; 20 times more capacity for database writes through updated Exadata Smart Flash Cache software. The new Exadata Smart Flash Cache software also runs on previous generation Exadata systems, increasing their capacity for writes tenfold; 33 percent more database CPU cores in the Oracle Exadata X3-2 Database In-Memory Machine, using the latest 8-core Intel® Xeon E5-2600 series of processors; Expanded 10Gb Ethernet connectivity to the data center in the Oracle Exadata X3-2 provides 40 10Gb network ports per rack for connecting users and moving data; Up to 30 percent reduction in power and cooling. Configured for Your Business, Available Today Oracle Exadata X3-2 Database In-Memory Machine systems are available in a Full-Rack, Half-Rack, Quarter-Rack, and the new low-cost Eighth-Rack configuration to satisfy the widest range of applications. Oracle Exadata X3-8 Database In-Memory Machine systems are available in a Full-Rack configuration, and both X3 systems enable multi-rack configurations for virtually unlimited scalability. Oracle Exadata X3-2 and X3-8 Database In-Memory Machines are fully compatible with prior Exadata generations and existing systems can also be upgraded with Oracle Exadata X3-2 servers. Oracle Exadata X3 Database In-Memory Machine systems can be used immediately with any application certified with Oracle Database 11g R2 and Oracle Real Application Clusters, including SAP, Oracle Fusion Applications, Oracle’s PeopleSoft, Oracle’s Siebel CRM, the Oracle E-Business Suite, and thousands of other applications. Supporting Quotes “Forward-looking enterprises are moving towards Cloud Computing architectures,” said Andrew Mendelsohn, senior vice president, Oracle Database Server Technologies. “Oracle Exadata’s unique ability to run any database application on a fully scale-out architecture using a combination of massive memory for extreme performance and low-cost disk for high capacity delivers the ideal solution for Cloud-based database deployments today.” Supporting Resources Oracle Press Release Oracle Exadata Database Machine Oracle Exadata X3-2 Database In-Memory Machine Oracle Exadata X3-8 Database In-Memory Machine Oracle Database 11g Follow Oracle Database via Blog, Facebook and Twitter Oracle OpenWorld 2012 Oracle OpenWorld 2012 Keynotes Like Oracle OpenWorld on Facebook Follow Oracle OpenWorld on Twitter Oracle OpenWorld Blog Oracle OpenWorld on LinkedIn Mark Hurd's keynote with Andy Mendelsohn and Juan Loaiza - - watch for the replay to be available soon at http://www.youtube.com/user/Oracle or http://www.oracle.com/openworld/live/on-demand/index.html

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  • How to prepare for a telephone interview: ‘Develop an Interview Cheat Sheet’

    - by Maria Sandu
    At Oracle we often do telephone interviews in different stages of the process with candidates, due to the fact that we hire native speakers into other countries. On this blog we already have an article with tips and tricks for phone interviews that can help you during the telephone interviews. To help you prepare even better for a telephone interview we would like to introduce you the basics of developing a cheat sheet. The benefit of a telephone interview is that you will be sitting at home, at your table or desk, during the interview, and not in front of someone. So use this to your advantage. The Monster website has some useful and interesting tips and tricks for developing a cheat sheet. Carole Martin, who wrote this article, says that a cheat sheet will help you feel more prepared and confident when speaking to managers over the phone. Important to keep in mind is that you shouldn't memorise what's on the sheet or check it off during the interview. Only use your cheat sheet to remind you of key facts. Here are some suggestions to include on it: • Divide a piece of paper in 2 by drawing a line. Write on one side of the paper a list of requirements as mentioned in the job description. On the other side list your qualities to fulfill the requirements of the employer. This will help you in answering questions about why you are the best candidate for the job and how you fit the role. • Do research on the company, the industry sector and the competitors, so you will get a feeling for the company’s business and can ask more in-depth questions. • Be prepared for the most used introduction question: “Tell me a bit about yourself”. Prepare a 60-second personal statement or pitch in which you summarise who you are and what you can offer, so you will be able to sell yourself from on the very beginning. • Write down a minimum of 5 good examples to answer behavioral interview questions ("Tell me about a time when..." or "Give me an example of a time..." ). These questions are used by interviewers to see how you deal with similar situations as you might encounter in the job. Interviewers use this question as past behaviour is scientifically proven to be the best predictor for future behaviour. • List five questions to ask the interviewer about the job, the company and the industry to help you get a good understanding if the role and company really fit your needs and wants. To get some inspiration check this article on inc.com • Find out how much you are worth on the job market and determine your needs based on your living expenses, especially when moving abroad. • Ask for permission from the people you plan to use as a reference. Also make sure you have your CV at hand and an overview of your grades. Feel free to comment on this article and let us know what your experience is with developing a cheat sheet for a telephone interview. Good luck with the preparation of your sheet.

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  • Is Agile the new micromanagement?

    - by Smith James
    Hi, This question has been cooking in my head for a while so I wanted to ask those who are following agile/scrum practices in their development environments. My company has finally ventured into incorporating agile practices and has started out with a team of 4 developers in an agile group on a trial basis. It has been 4 months with 3 iterations and they continue to do it without going fully agile for the rest of us. This is due to the fact that management's trust to meet business requirements with a quite a bit of ad hoc type request from high above. Recently, I talked to the developers who are part of this initiative; they tell me that it's not fun. They are not allowed to talk to other developers by their Scrum master and are not allowed to take any phone calls in the work area (which maybe fine to an extent). For example, if I want to talk to my friend for kicks who is in the agile team, I am not allowed without the approval of the Scrum master; who is sitting right next to the agile team. The idea of all this or the agile is to provide a complete vacuum for agile developers from any interruptions and to have them put in good 6+ productive hours. Well, guys, I am no agile guru but what I have read Yahoo agile rollout document and similar for other organizations, it gives me a feeling that agile is not cheap. It require resources and budget to instill agile into the teams and correct issue as they arrive to put them back on track. For starters, it requires training for developers and coaching for managers and etc, etc... The current Scrum master was a manager who took a couple days agile training class paid by the management is now leading this agile team. I have also heard in the meeting that agile manifesto doesn't dictate that agile is not set in stones and is customized differently for each company. Well, it all sounds good and reason. In conclusion, I always thought the agile was supposed to bring harmony in the development teams which results in happy developers. However, I am getting a very opposite feeling when talking to the developers in the agile team. They are unhappy that they cannot talk anything but work, sitting quietly all day just working, and they feel it's just another way for management to make them work more. Tell me please, if this is one of the examples of good practices used for the purpose of selfish advantage for more dollars? Or maybe, it's just us the developers like me and this agile team feels that they don't like to work in an environment where they only breathe work because they are at work. Thanks. Edit: It's a company in healthcare domain that has offices across US, but we're in Texas. It definitely feels like a cowboy style agile which makes me really not wanting to go for agile at all, esp at my current company. All of it has to do with the management being completely cheap. Cutting out expensive coffee for cheaper version, emphasis on savings and being productive while staying as lean as possible. My feeling is that someone in the management behind the door threw out this idea, that agile makes you produce more so we can show our bosses we're producing more with the same headcount. Or, maybe, it will allow us to reduce headcount if that's the case. EDITED: They are having their 5 min daily meeting. But not allowed to chat or talk with someone outside of their team. All focus is on work.

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  • SQL SERVER – What is SSRS and Why SSRS is asked for in many Job Opening?

    - by Pinal Dave
    This example is from the Beginning SSRS by Kathi Kellenberger. Supporting files are available with a free download from the www.Joes2Pros.com web site. This will be a 5 day blog post in getting started with SSRS. Today will show the importance of SSRS in the business. Why is SSRS asked for in so many job openings? If you talk to an SSRS expert it’s very clear to them exactly why companies really need this invention and how it saves time and adds business value. You don’t have to be an SSRS expert to know its value or to start using it. For example you don’t have to be an airline pilot to know the usefulness of modern transportation. Even the people who don’t know how to run SSRS but need the reports can tell you why that is needed. This blog post will go into why SSRS is an important invention by showing how it improves the usage of information in your company. Before SSRS there has always been a need for a company to benefit from the use of its own information. Excel spreadsheets have been a popular way to do this for a long time. With SSRS you can still use this solution and gain many other options too. A friend of mine told me a story about doing database work in the 90s for a major company and how he wished SSRS was available back then. The Vice President of the marketing channel would often come to him just before an important meeting with the board of directors. He often needed to show how certain product sales were performing over time. All this information was in the database so it was my friend’s job to get the information out and organized into a medium the VP could use. This medium was usually Excel. The VP often had meetings all over the world where he showcased this Excel report. The solution to get the VP to him anywhere he was in the world was an Excel file attached to an e-mail. This worked pretty well but with some drawbacks. One time my friend sent the wrong file in the e-mail. A few minutes later my friend realized his mistake and sent another frantic e-mail to VP. This one was saying to ignore the last e-mail and use this newer one. Would the VP see the correct e-mail in time? If SSRS had been available, my friend could have created a solution that let the VP run the report any time he wished. The report could have been published to the company intranet where the VP could run it from any of the offices he happened to be traveling to that month. There is a fair amount of work up front to develop and publish the report, but once that work is completed, the report can be reused as many times as needed. My friend could even be on vacation for the first day of the monthly and the VP can get his real-time report. Not only could the report show the most recent data, the VP could choose to view reports of previous months with just a few clicks. The deployed SSRS is user friendly, and can also be configured to protect reports from being run by the wrong people. Tomorrow’s Post Tomorrow’s blog post will show how to know if you already have SSRS installed. If you want to learn SSRS in easy to simple words – I strongly recommend you to get Beginning SSRS book from Joes 2 Pros. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL Tagged: Reporting Services, SSRS

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  • Oracle BI and XS Energy Drinks – Don’t Miss the Amway Presentation!

    - by Michelle Kimihira
    By Maria Forney Amway is a global leader in the direct sales industry with $10.9B in annual sales in more than 100 countries and territories. The company has implemented a global BI framework that provides accurate, consistent, and timely insights to support global, regional and local analytical research, business planning, performance measurement and assessment. Oracle BI EE is used by 1500 employees across Amway sales, marketing, finance, and supply chain business units as well as Amway affiliates in Europe, Russia, South Africa, Japan, Australia, Latin America, Malaysia, Vietnam, and Indonesia. Last week, I spoke with Lead Data Analyst with Amway Global Sales, Dan Arganbright, and IT Manager with Amway BI Competency Center, Mike Olson, about their upcoming presentation at Oracle OpenWorld in San Francisco. Scheduled during a prime speaking slot on Monday, October 1 at 12:15pm in Moscone West, 2007, Dan and Mike will discuss their experience building Amway’s Distributor Consulting solution, powered by Oracle BI EE. You can find more information here. As background, Amway offers people an opportunity to own their own businesses and consumers exclusive products in health and wellness, beauty and home care.  The Amway internal Sales organization is charged with consulting leadership-level Distributors to help them with data insights and ultimately grow their business. Until recently, this was a resource-intense process of gathering and formatting data. In some markets, it took over 40 hours to collect the data and produce the analysis needed for one consultation session. Amway began its global BI journey in 2006 and since then the company has migrated from having multiple technology providers and integration points to an integrated strategic vendor approach. Today, the company has standardized on Oracle technology for BI.  Amway has achieved cost savings through the retirement of redundant technology platforms. In addition, Mike’s organization has led the charge to align disparate BI organizations into a BI Competency Center.  The following diagram highlights the simplicity of the standardized architecture of Amway today. Dubbed Distributor Consulting, Amway has developed a BI solution using the Oracle technology stack to help Distributor leaders grow their businesses. The Distributor Consulting solution provides over 40 metrics for Sales staff to provide data-driven insights on the Distributors and organizations they support.  Using Oracle BI EE, Exadata, and Oracle Data Integrator, Amway provides customized and personalized business intelligence, and the Oracle BI EE dashboards were developed by the Amway Sales organization, which demonstrates business empowerment of the technology. Amway is also leveraging the power of BI to drive business growth in all of its markets.  A new set of Distributor Segmentation metrics are enabling a better understanding of distributor behaviors. A Global Scorecard that Amway developed provides key metrics at a market and global level for executive-level discussions. Product Analysis teams can now highlight repeat purchase rates, product penetration and the success of CRM campaigns. In the words of Dan and Mike, the addition of Exadata 11 months ago has been “a game changer.”  Amway has been able to dramatically reduce complexity, improve performance and increase business productivity and cost savings. For example, the number of indexes on the global data warehouse was reduced from more than 1,000 to less than 20.  Pulling data for the highest level distributors or the largest markets in the company now can be done in minutes instead of hours.  As a result, IT has shifted from performance tuning and keeping the system operational to higher-value business-focused activities. •       “The distributors that have been introduced to the BI reports have found them extremely helpful. Because they have never had this kind of information before, when they were presented with the reports, they wanted to take action immediately!”  -     Sales Development Manager in Latin America Without giving away more, the Amway case study presentation will be one of the unique customer sessions at OpenWorld this year. Speakers Dan Arganbright and Mike Olson have planned an interactive and entertaining session on Monday October 1 at 12:15pm in Moscone West, 2007. I’ll see you there!

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  • Oracle BI and XS Energy Drinks – Don’t Miss the Amway Presentation!

    - by Maria Forney
    Amway is a global leader in the direct sales industry with $10.9B in annual sales in more than 100 countries and territories. The company has implemented a global BI framework that provides accurate, consistent, and timely insights to support global, regional and local analytical research, business planning, performance measurement and assessment. Oracle BI EE is used by 1500 employees across Amway sales, marketing, finance, and supply chain business units as well as Amway affiliates in Europe, Russia, South Africa, Japan, Australia, Latin America, Malaysia, Vietnam, and Indonesia. Last week, I spoke with Lead Data Analyst with Amway Global Sales, Dan Arganbright, and IT Manager with Amway BI Competency Center, Mike Olson, about their upcoming presentation at Oracle OpenWorld in San Francisco. Scheduled during a prime speaking slot on Monday, October 1 at 12:15pm in Moscone West, 2007, Dan and Mike will discuss their experience building Amway’s Distributor Consulting solution, powered by Oracle BI EE. You can find more information here. As background, Amway offers people an opportunity to own their own businesses and consumers exclusive products in health and wellness, beauty and home care.  The Amway internal Sales organization is charged with consulting leadership-level Distributors to help them with data insights and ultimately grow their business. Until recently, this was a resource-intense process of gathering and formatting data. In some markets, it took over 40 hours to collect the data and produce the analysis needed for one consultation session. Amway began its global BI journey in 2006 and since then the company has migrated from having multiple technology providers and integration points to an integrated strategic vendor approach. Today, the company has standardized on Oracle technology for BI.  Amway has achieved cost savings through the retirement of redundant technology platforms. In addition, Mike’s organization has led the charge to align disparate BI organizations into a BI Competency Center.  The following diagram highlights the simplicity of the standardized architecture of Amway today. Dubbed Distributor Consulting, Amway has developed a BI solution using the Oracle technology stack to help Distributor leaders grow their businesses. The Distributor Consulting solution provides over 40 metrics for Sales staff to provide data-driven insights on the Distributors and organizations they support.  Using Oracle BI EE, Exadata, and Oracle Data Integrator, Amway provides customized and personalized business intelligence, and the Oracle BI EE dashboards were developed by the Amway Sales organization, which demonstrates business empowerment of the technology. Amway is also leveraging the power of BI to drive business growth in all of its markets.  A new set of Distributor Segmentation metrics are enabling a better understanding of distributor behaviors. A Global Scorecard that Amway developed provides key metrics at a market and global level for executive-level discussions. Product Analysis teams can now highlight repeat purchase rates, product penetration and the success of CRM campaigns. In the words of Dan and Mike, the addition of Exadata 11 months ago has been “a game changer.”  Amway has been able to dramatically reduce complexity, improve performance and increase business productivity and cost savings. For example, the number of indexes on the global data warehouse was reduced from more than 1,000 to less than 20.  Pulling data for the highest level distributors or the largest markets in the company now can be done in minutes instead of hours.  As a result, IT has shifted from performance tuning and keeping the system operational to higher-value business-focused activities. •       “The distributors that have been introduced to the BI reports have found them extremely helpful. Because they have never had this kind of information before, when they were presented with the reports, they wanted to take action immediately!”  -     Sales Development Manager in Latin America Without giving away more, the Amway case study presentation will be one of the unique customer sessions at OpenWorld this year. Speakers Dan Arganbright and Mike Olson have planned an interactive and entertaining session on Monday October 1 at 12:15pm in Moscone West, 2007. I’ll see you there!

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  • Is Agile the new micromanagement?

    - by Smith James
    This question has been cooking in my head for a while so I wanted to ask those who are following agile/scrum practices in their development environments. My company has finally ventured into incorporating agile practices and has started out with a team of 4 developers in an agile group on a trial basis. It has been 4 months with 3 iterations and they continue to do it without going fully agile for the rest of us. This is due to the fact that management's trust to meet business requirements with a quite a bit of ad hoc type request from high above. Recently, I talked to the developers who are part of this initiative; they tell me that it's not fun. They are not allowed to talk to other developers by their Scrum master and are not allowed to take any phone calls in the work area (which maybe fine to an extent). For example, if I want to talk to my friend for kicks who is in the agile team, I am not allowed without the approval of the Scrum master; who is sitting right next to the agile team. The idea of all this or the agile is to provide a complete vacuum for agile developers from any interruptions and to have them put in good 6+ productive hours. Well, guys, I am no agile guru but what I have read Yahoo agile rollout document and similar for other organizations, it gives me a feeling that agile is not cheap. It require resources and budget to instill agile into the teams and correct issue as they arrive to put them back on track. For starters, it requires training for developers and coaching for managers and etc, etc... The current Scrum master was a manager who took a couple days agile training class paid by the management is now leading this agile team. I have also heard in the meeting that agile manifesto doesn't dictate that agile is not set in stones and is customized differently for each company. Well, it all sounds good and reason. In conclusion, I always thought the agile was supposed to bring harmony in the development teams which results in happy developers. However, I am getting a very opposite feeling when talking to the developers in the agile team. They are unhappy that they cannot talk anything but work, sitting quietly all day just working, and they feel it's just another way for management to make them work more. Tell me please, if this is one of the examples of good practices used for the purpose of selfish advantage for more dollars? Or maybe, it's just us the developers like me and this agile team feels that they don't like to work in an environment where they only breathe work because they are at work. Thanks. Edit: It's a company in healthcare domain that has offices across US. It definitely feels like a cowboy style agile which makes me really not wanting to go for agile at all, esp at my current company. All of it has to do with the management being completely cheap. Cutting out expensive coffee for cheaper version, emphasis on savings and being productive while staying as lean as possible. My feeling is that someone in the management behind the door threw out this idea, that agile makes you produce more so we can show our bosses we're producing more with the same headcount. Or, maybe, it will allow us to reduce headcount if that's the case. EDITED: They are having their 5 min daily meeting. But not allowed to chat or talk with someone outside of their team. All focus is on work.

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  • Common business drivers that lead to creating and sustaining a project

    Common business drivers that lead to creating and sustaining a project include and are not limited to: cost reduction, increased return on investment (ROI), reduced time to market, increased speed and efficiency, increased security, and increased interoperability. These drivers primarily focus on streamlining and reducing cost to make a company more profitable with less overhead. According to Answers.com cost reduction is defined as reducing costs to improve profitability, and may be implemented when a company is having financial problems or prevent problems. ROI is defined as the amount of value received relative to the amount of money invested according to PayperclickList.com.  With the ever increasing demands on businesses to compete in today’s market, companies are constantly striving to reduce the time it takes for a concept to become a product and be sold within the global marketplace. In business, some people say time is money, so if a project can reduce the time a business process takes it in fact saves the company which is always good for the bottom line. The Social Security Administration states that data security is the protection of data from accidental or intentional but unauthorized modification, destruction. Interoperability is the capability of a system or subsystem to interact with other systems or subsystems. In my personal opinion, these drivers would not really differ for a profit-based organization, compared to a non-profit organization. Both corporate entities strive to reduce cost, and strive to keep operation budgets low. However, the reasoning behind why they want to achieve this does contrast. Typically profit based organizations strive to increase revenue and market share so that the business can grow. Alternatively, not-for-profit businesses are more interested in increasing their reach within communities whether it is to increase annual donations or invest in the lives of others. Success or failure of a project can be determined by one or more of these drivers based on the scope of a project and the company’s priorities associated with each of the drivers. In addition, if a project attempts to incorporate multiple drivers and is only partially successful, then the project might still be considered to be a success due to how close the project was to meeting each of the priorities. Continuous evaluation of the project could lead to a decision to abort a project, because it is expected to fail before completion. Evaluations should be executed after the completion of every software development process stage. Pfleeger notes that software development process stages include: Requirements Analysis and Definition System Design Program Design Program Implementation Unit Testing Integration Testing System Delivery Maintenance Each evaluation at every state should consider all the business drivers included in the scope of a project for how close they are expected to meet expectations. In addition, minimum requirements of acceptance should also be included with the scope of the project and should be reevaluated as the project progresses to ensure that the project makes good economic sense to continue. If the project falls below these benchmarks then the project should be put on hold until it does make more sense or the project should be aborted because it does not meet the business driver requirements.   References Cost Reduction Program. (n.d.). Dictionary of Accounting Terms. Retrieved July 19, 2009, from Answers.com Web site: http://www.answers.com/topic/cost-reduction-program Government Information Exchange. (n.d.). Government Information Exchange Glossary. Retrieved July 19, 2009, from SSA.gov Web site: http://www.ssa.gov/gix/definitions.html PayPerClickList.com. (n.d.). Glossary Term R - Pay Per Click List. Retrieved July 19, 2009, from PayPerClickList.com Web site: http://www.payperclicklist.com/glossary/termr.html Pfleeger, S & Atlee, J.(2009). Software Engineering: Theory and Practice. Boston:Prentice Hall Veluchamy, Thiyagarajan. (n.d.). Glossary « Thiyagarajan Veluchamy’s Blog. Retrieved July 19, 2009, from Thiyagarajan.WordPress.com Web site: http://thiyagarajan.wordpress.com/glossary/

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  • Welcome to the Oracle EMEA Partner Community for Exadata!

    - by javier.puerta(at)oracle.com
      The EMEA Partner Community for Exadata is the place where partners in Europe, Middle East and Africa can share experiences and best practices about selling and implementing Exadata projects. You will also receive first-hand information from Oracle on products, training and tools that can help you better market, sell and implement your Exadata-based projects and services    Who should join the Community? Community membership is for individuals. If you are working for a company that is an Oracle partner and your job is selling, implementing or supporting Exadata projects in EMEA then this community is for you.    How is this different from the Oracle Exadata Knowledge Zone? The Oracle Exadata Knowledge Zone is the fundamental source of information from Oracle for partners interested in specializing on Exadata. It is higly recommended that you get access to the Knowledge Zones related to the product areas of your interest. To get access to any of the Knowledge Zones an application must be completed by the Partner Program Administrator for your company. The Exadata Partner Community complements the Knowledge Zone by providing partners with information which is specific for the EMEA market (market, references, training, events,..) and it is also a mechanism to share experiences and best practices among partners in marketing, selling, implementing and supporting Exadata projects.   How to join?  For you to be able to register as an individual, your company must be member of the Oracle PartnerNetwork (OPN) and should be working towards becoming OPN Specialized in Exadata. If this is the case then Join the EMEA Exadata Partner Community Now! If your company is not an OPN member yet, then Join Oracle PartnerNetwork first.   How do you get access to the information for the community members? We use two mechanisms to provide and share information: The EMEA Exadata Partner Community blog. This is a public blog and we use it to provide  quick and easy communication to the community members. For detailed or restricted material we will point you to a restricted area. The EMEA Exadata Partner Community Collaborative Workspace. This is an area with restricted access that only community members can access. It contains materials from community events, sales kits, implementation experiences,... reserved to community members. It also allows for partners to share content and collaborate with other community members. You will get access to this restricted area when you register as a member of the EMEA Exadata Partner Community     Need help? I hope that you will find useful the resources and the experience exchange provided by the community. If you need help or any further clarification, don't hesitate to contact me!  Javier Puerta ([email protected])Director Core Technology Partner ProgramsAlliances & Channels EMEAPhone: +34916312141 Mobile: +34609062373   

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  • Agile Manifesto, Revisited

    - by GeekAgilistMercenary
    Again, conversations give me a zillion things to write about.  The recent conversation that has cropped up again is my various viewpoints of the Agile Manifesto.  Not all the processes that came after the manifesto was written, but just the core manifesto itself.  Just for context, here is the manifesto in all the glory. We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Several of the key signatories at the time went on to write some of the core books that really gave Agile Software Development traction.  If you check out the Agile Manifesto Site and do a search for any of those people, you will find a treasure trove of software development information. My 2 Cents First off, I agree with a few people out there.  Agile is not Scrum for instance.  Do NOT get these things confused when checking out Agile, or pushing forward with Scrum.  As David Starr points out in his blog entry, "About 35 minutes into this discussion, I realized I hadn?t heard a question or comment that wasn?t related to Scrum. I asked the room, ?How many people are on an agile team that is NOT using Scrum?? 5 hands. Seriously, out of about 150 people of so. 5 hands." So know, as this is one of my biggest pet peves these days, that Scrum is not Agile.  Another quote David writes, "I assure you, dear reader, 2 week time boxes does not an agile team make." This is the exact problem.  Take a look at the actual manifesto above.  First ideal, "Individuals and interactions over processes and tools".  There are a couple of meanings in this ideal, just as there are in the other written ideals.  But this one has a lot of contention with a set practice such as Scrum.  There are other formulas, namely XP (eXtreme) and Kanban are two that come to mind often.  But none of these are Agile, but instead a process based on the ideals of Agile. Some of you may be thinking, "that?s the same thing".  Well, no, it is not.  This type of differentiation is vitally important.  Agile is a set of ideals.  Processes are nice, but they can change, they may work for some and not others.  The Agile Manifesto covers the ideals behind what is intended, that intention being to learn and find new ways to build better software. Ideals, not processes.  Definition versus implementation.  Class versus object.  The ideals are of utmost importance, the processes are secondary, the first ideal is what really lays this out for me "Individuals and interactions over processes and tools".  Yes, we need tools but we need the individuals and their interactions more. For those coming into a development team, I hope you take this to mind.  It is of utmost importance that this differentiation is known and fought for.  The second the process becomes more important than the individuals and interactions, the team will effectively lose the advantages of Agile Ideals. This is just one of my first thoughts on the topic of Agile.  I will be writing more in the near future about each of the ideals.  I will make a point to outline more of my thoughts, my opinions, and experience with the ideals of Agile and the various processes that are out there.  Maybe, I may stumble upon something new with the help of my readers?  It would be a grand overture to the ideals I hold. For the original entry, check out my personal blog with other juicy tech tidbits, rants, raves, and the like. Agilist Mercenary

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  • Focus on Social Relationship Management at Oracle OpenWorld

    - by Pat Ma
    v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} 0 0 1 422 2408 involver 20 5 2825 14.0 Normal 0 false false false false EN-US JA X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:Cambria; mso-ascii-font-family:Cambria; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Cambria; mso-hansi-theme-font:minor-latin;} Greetings from Oracle OpenWorld 2012. Today, we’re going to focus on Social Relationship Management at Oracle OpenWorld.?Social networking is touching all businesses today.  Customers are speaking about your brand right now on social media sites. Your employees are speaking to one another on social media sites. In an Oracle survey, 40% of consumers factor in Facebook recommendations when making purchasing decisions. Despite the rise of social networking, 70% of marketers report having little understanding of social media conversations happening around their brand. Oracle has invested in technologies that will help companies leverage social media technologies for their enterprise. Our suite of social products is collectively known as Social Relationship Management. Customers are using Social Relationship Management to get analytics to social media conversations around their brand, manage multiple social media channels while keeping their brand consistent, optimize internal workflows and processes, and create better customer relationships and experiences. In this example, using Social Relationship Management, a high-end national grocery chain is able to see that “Coconut Water” is trending in San Francisco. They are now able to send a $2-off coconut water coupon to shoppers who have checked into their San Francisco locations. This promotion further drives sales of coconut water in San Francisco. In another example, using Social Relationship Management, a technology company creates multiple Facebook pages and runs campaigns on them. These social campaigns are now integrated and tracked as another marketing channel in Oracle Fusion CRM. The technology company can now track and respond to a particular customer as he moves across multiple channels – without having to restart the conversation each time the customer contacts the company. Furthermore, the technology company can see in one interface what marketing channels – including social – is performing best for each promotion. Besides being a Software-as-a-Service solution, social is also a Platform-as-a-Service solution. The benefit here is that customers can extend the functionality of our social applications to suit their particular needs or create their own social application from scratch. During the Social Developer track, developers are learning how to use Java and other industry-standard programming languages to plug in social functionality to enterprise applications. To see how Social Relationship Management can help your business build better relationships and experience with customers, visit us on the web at oracle.com/social. There are a lot more social-oriented sessions left at OpenWorld. To view a schedule of the upcoming social-oriented sessions, go here.

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  • Retail CEO Interviews

    - by David Dorf
    Businessweek's 2012 Interview Issue has interviews with three retail CEOs that are worth a quick read.  I copied some excerpts below, but please follow the links to the entire interviews. Ron Johnson, CEO JCPenney Take me through your merchandising. One of the things I learned from Steve [Jobs]—Steve said three times in his life he had the chance to be part of the change of an interface. If you change the interface, you can dramatically change the entire experience of the product. For Steve, that was the mouse, the scroll wheel on the iPod, and then the [touch]screen. What we’re trying to do here is change the interface of retail. What we call that is the street, and you’re standing in the middle of it. When you walk into a store today, you’re overwhelmed by merchandise. There is a narrow aisle. Typically, it’s filled with product on tables and you’re overwhelmed with the noise of signs and promotions. Especially in the age of the Internet, the idea of going to a very large store and having so much abundance is actually not very appealing. The first thing you find here is you’re inspired. I have used the mannequins. The street is actually this new navigation path for a retail store. So if you come in here—you’ll notice that these aisles are 14 feet wide. These are wider than Nordstrom’s (JWN). Slide show of JCPenney store. Walter Robb, co-CEO Whole Foods What did you learn from the recent recession about selling groceries?It was a lot of humble pie, because our sales experienced a drop that I have never seen in 32 years of retail. Customers left us in droves. We also learned that there were some very loyal customers who loved Whole Foods (WFM), people who said, “I like what you stand for. I like coming here. I like this experience.” That was very affirming. I think the realization was that we’ve got some customers, and we need to make sure we know who they are. So instead of chasing every customer out there, we started doing customer discussion groups. We were growing for growth’s sake, which is not a good strategy. We were chasing the rainbow. We cut the growth in half overnight and said, “All right, slow down. Let’s make sure we’re doing this better and more thoroughly and more thoughtfully.” This company is a mission-based company. This company started to change the world by bringing healthier food to the world. It’s not about the money, it’s about the impact, and this company is back on track as a result of those experiences. Video of Whole Foods store tour. Kay Krill, CEO Ann Taylor You’ve worked in retail all your life. What drew you to it?I graduated from college, and I did not know what I wanted to do. Macy’s (M) came to campus to interview for their training program, and I thought, “Let me give it a try.” I got the job and fell in love with the industry. The president of Macy’s at the time said, “If you don’t wake up every morning dying to go to work, then retailing is not for you; it has to be in your blood.” It was in my blood. I love the fact that every day is different. You can get to be creative one day, financial the next day, marketing the next. I love going to stores. I love talking to associates. I love talking to clients. There’s not a predictable day.

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  • Have Your Cake and Eat it Too: Industry Best Practices + Flexibility

    - by Oracle Accelerate for Midsize Companies
    By Richard Garraputa, VP of Sales & Marketing, brij Richard joined brij in 1996 after graduating from the University of North Carolina at Greensboro with degrees in Information Systems and Accounting. He directs brij’s overall strategies of both the business development and marketing departments. Companies looking for new ERP systems spend so much time comparing features and functions of software products but too often short change the value of their own processes.  Company managers I meet often claim that they are implementing a new ERP system so they can perform better and faster.  When asked how, the answer is often “by implementing best practices”.  But the term ‘best practices’ is frequently used to mean ‘doing things the way everyone else does them’ rather than a starting point or benchmark to build upon by adding your own value. Of course, implementing standardized processes across an enterprise is an important step in improving operational efficiencies.  But not all companies are alike.  Do you ever tell your customers “We are just like our competition and have no competitive differentiation”?  Probably not.  So why should the implementation of your business processes be just like your competitor’s?  Even within the same industry, companies differentiate themselves by leveraging their unique expertise and approach to business.  These unique aspects—the competitive differentiators that companies use to thrive in a crowded marketplace—can and should be supported by the implementation of business systems like ERP. Modern ERP systems like Oracle’s JD Edwards EnterpriseOne have a broad and deep functional footprint designed to integrate a company’s core operations.  But how can a company take advantage of this footprint without blowing up their implementation budget?  Some ERP vendors claim to solve this challenge by stating that their systems come pre-configured with ‘best practices’.  Too often what they are really saying is that you will have to abandon your key operational differentiators to fit a vendor’s template for your business—or extend your implementation and postpone the realization of any benefits. Thankfully for midsize companies, there is an alternative to the undesirable options of extended implementation projects or abandoning their competitive differentiators.  Oracle Accelerate Solutions speed the time it takes to implement JD Edwards EnterpriseOne solution based on your unique business characteristics, getting your new ERP system up and running faster without forcing your business to fit a cookie-cutter solution. We’ve been a JD Edwards implementation partner since 1986 and we now leverage Oracle Business Accelerators—cloud based rapid implementation tools built and maintained by Oracle. Oracle Business Accelerators deliver the benefits of embedded industry best practices without forcing every customer in to one set of processes like many template or “clone and go” approaches do. You retain the ability to reconfigure your applications—without customization—as your business changes. Wielded by Oracle partners with industry-specific domain expertise, Oracle Accelerate Solution implementations powered by Oracle Business Accelerators help automate the application configuration to fit your business better, faster. For example, on a recent project at a manufacturing company, the project manager told me that Oracle Business Accelerators helped get them to Conference Room Pilot 20% faster than with a traditional approach. Time savings equal cost savings. And if ‘better and faster’ is your goal for your business performance, shouldn’t it be the goal for your ERP implementation as well? Established in 1986, brij has been dedicated solely to helping its customers implement Oracle’s JD Edwards solutions and to maximize the value of those customers’ IT investments. They are a Gold level member in Oracle PartnerNetwork and an Oracle Accelerate Solution provider.

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  • WebCenter Customer Spotlight: Textron Inc.

    - by me
    Author: Peter Reiser - Social Business Evangelist, Oracle WebCenter  Solution SummaryTextron Inc. is one of the world's best known multi-industry companies and is a pioneer of the diversified business model. Founded in 1923, it has grown into a network of businesses—including Bell Helicopter, E-Z-GO, Cessna, and Jacobsen—with facilities and a presence in 25 countries, serving a diverse and global customer base. Textron is ranked 236th on the Fortune 500 list of the largest US companies. Textron needed a Web experience management solution to centralize control, minimize costs, and enable more efficient operations. Specifically, the company wanted to take IT out of the picture as much as possible, enabling sales and marketing leads for subsidiaries to make Website updates as they deem appropriate for their business.   Textron worked with Oracle partner Element Solutions to consolidate its Website management systems onto Oracle WebCenter Sites. The implementation enables Textron’s subsidiaries to adjust more quickly to customer demands,  reduced Website management cost & time to update content on a Website while allowing to integrate its Website updates more closely with social media and mobile platforms. Company OverviewTextron Inc. is one of the world's best known multi-industry companies and is a pioneer of the diversified business model. Founded in 1923, it has grown into a network of businesses—including Bell Helicopter, E-Z-GO, Cessna, and Jacobsen—with facilities and a presence in 25 countries, serving a diverse and global customer base. Textron is ranked 236th on the Fortune 500 list of the largest US companies. Business ChallengesWith numerous subsidiaries and more than 50 public Websites, Textron needed a Web experience management solution to centralize control, minimize costs, and enable more efficient operations. Specifically, the company wanted to take IT out of the picture as much as possible, enabling sales and marketing leads for subsidiaries to make Website updates as they deem appropriate for their business.   Solution DeployedTextron worked with Oracle partner Element Solutions to consolidate its Website management systems onto Oracle WebCenter Sites. Specifically, Textron: Used Oracle WebCenter Sites to integrate Web experience management capabilities for all Textron brands, including Bell Helicopter, E-Z-GO, Cessna, and Jacobsen Developed Website templates to enable marketing and communications professionals to easily make updates to their Websites, without having to work with IT Reduced Website management costs, as it costs more for IT to coordinate Website updates as opposed to marketing and communications Enabled IT to concentrate on other activities to enhance overall operations for Textron, such as project workflows Acquired a platform that enables marketing teams to integrate their Websites with social media and mobile platforms, allowing subsidiaries to make updates and contact customers anytime and everywhere—including through tablets and smartphones Reduced the time it takes to update content on a Website, including press releases, by enabling communications professionals to make updates directly Developed more appealing visual designs for Websites to help enhance customer purchase Business ResultsThe implementation enabled Textron’s subsidiaries to adjust more quickly to customer demands and Textron’s IT staff to concentrate on other processes, such as writing code and developing new workflows, enabling them to enhance company processes. In addition, Textron can use Oracle WebCenter Sites to integrate its Website updates more closely with social media and mobile platforms, enabling marketing and communications teams to make updates anytime and everywhere. The initiative has enabled Textron to save money by freeing IT up to work on more important tasks, instituting new e-commerce and mobile initiatives to better engage customers, and by ensuring efficient Website management processes to quickly adjust to customer demands.  “We considered a number of products, but chose Oracle WebCenter Sites because it provides the best user interface. We reviewed customer references and analyst reports, and Oracle WebCenter Sites was consistently at the top of the list,” Brad Hof, Manager, Advanced Business Solutions and Web Communications, Textron Inc. Additional Information Tectron Inc. Customer Snapshot Oracle WebCenter Sites

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  • Protecting Consolidated Data on Engineered Systems

    - by Steve Enevold
    In this time of reduced budgets and cost cutting measures in Federal, State and Local governments, the requirement to provide services continues to grow. Many agencies are looking at consolidating their infrastructure to reduce cost and meet budget goals. Oracle's engineered systems are ideal platforms for accomplishing these goals. These systems provide unparalleled performance that is ideal for running applications and databases that traditionally run on separate dedicated environments. However, putting multiple critical applications and databases in a single architecture makes security more critical. You are putting a concentrated set of sensitive data on a single system, making it a more tempting target.  The environments were previously separated by iron so now you need to provide assurance that one group, department, or application's information is not visible to other personnel or applications resident in the Exadata system. Administration of the environments requires formal separation of duties so an administrator of one application environment cannot view or negatively impact others. Also, these systems need to be in protected environments just like other critical production servers. They should be in a data center protected by physical controls, network firewalls, intrusion detection and prevention, etc Exadata also provides unique security benefits, including a reducing attack surface by minimizing packages and services to only those required. In addition to reducing the possible system areas someone may attempt to infiltrate, Exadata has the following features: 1.    Infiniband, which functions as a secure private backplane 2.    IPTables  to perform stateful packet inspection for all nodes               Cellwall implements firewall services on each cell using IPTables 3.    Hardware accelerated encryption for data at rest on storage cells Oracle is uniquely positioned to provide the security necessary for implementing Exadata because security has been a core focus since the company's beginning. In addition to the security capabilities inherent in Exadata, Oracle security products are all certified to run in an Exadata environment. Database Vault Oracle Database Vault helps organizations increase the security of existing applications and address regulatory mandates that call for separation-of-duties, least privilege and other preventive controls to ensure data integrity and data privacy. Oracle Database Vault proactively protects application data stored in the Oracle database from being accessed by privileged database users. A unique feature of Database Vault is the ability to segregate administrative tasks including when a command can be executed, or that the DBA can manage the health of the database and objects, but may not see the data Advanced Security  helps organizations comply with privacy and regulatory mandates by transparently encrypting all application data or specific sensitive columns, such as credit cards, social security numbers, or personally identifiable information (PII). By encrypting data at rest and whenever it leaves the database over the network or via backups, Oracle Advanced Security provides the most cost-effective solution for comprehensive data protection. Label Security  is a powerful and easy-to-use tool for classifying data and mediating access to data based on its classification. Designed to meet public-sector requirements for multi-level security and mandatory access control, Oracle Label Security provides a flexible framework that both government and commercial entities worldwide can use to manage access to data on a "need to know" basis in order to protect data privacy and achieve regulatory compliance  Data Masking reduces the threat of someone in the development org taking data that has been copied from production to the development environment for testing, upgrades, etc by irreversibly replacing the original sensitive data with fictitious data so that production data can be shared safely with IT developers or offshore business partners  Audit Vault and Database Firewall Oracle Audit Vault and Database Firewall serves as a critical detective and preventive control across multiple operating systems and database platforms to protect against the abuse of legitimate access to databases responsible for almost all data breaches and cyber attacks.  Consolidation, cost-savings, and performance can now be achieved without sacrificing security. The combination of built in protection and Oracle’s industry-leading data protection solutions make Exadata an ideal platform for Federal, State, and local governments and agencies.

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  • It’s official – Red Gate is a great place to work!

    - by red@work
    At a glittering award ceremony last week, we found out that we’re officially the 14th best small company to work for in the whole of the UK! This is no mean feat, considering that about 1,000 companies enter the Sunday Times Top 100 best companies awards each year. Most of these are in the small companies category too. It's the fourth year in a row for us to be in the Top 100 list and we're tickled pink because the results are based on employee opinion. We’re particularly proud to be the best small company in Cambridge (in the whole of East Anglia, in fact) and the best small software development company in the entire UK. So how does it all work? Well, 90% of us took the time to answer over 70 questions on categories such as management, benefits, wellbeing, leadership, giving something back and what we think of Red Gate as a whole. It makes you think about every part of day to day working life and how you feel about it. Do you slightly or strongly agree or disagree that your manager motivates your to do your best every day, or that you have confidence in Red Gate's leaders, or that you’re not spending too much time working? It's great to see that we had one of the best scores in the country for the question "Do you think your company takes advantage of you?" We got particularly high scores for management, wellbeing and for giving something back too. A few of us got dressed up and headed to London for the awards; very excited about where we’d place but slightly nervous about having to get up on stage. There was a last minute hic up with a bow tie but the Managing Editor of the Sunday Times kindly stepped in to offer his assistance just before we had our official photo taken. We were nominated for two Special Recognition Awards. Despite not bringing them home this year, we're very proud to be nominated as there are only three nominations in each category. First we were up for the Training and Development award. Best Companies loved that we get together at lunchtimes to teach each other photography, cookery and French, as well as our book clubs and techie talks. And of course they liked our opportunities to go on training courses and to jet off to international conferences. Our other nomination was for the Wellbeing award. Best Companies loved our free food (and let’s face it, so do we). Porridge or bacon sandwiches for breakfast, a three course hot dinner, and free fruit and cereals all day long. If all that has an affect on the waistline then there are plenty of sporty activities for us all to get involved in, such as yoga, running or squash. Or if that’s not your thing then a relaxing massage helps us all to unwind every few months or so. The awards were hosted by news presenter Kate Silverton. She gave us a special mention during the ceremony for having great customer engagement as well as employee engagement, after we told her about Rodney Landrum (a Friend of Red Gate) tattooing our logo on his arm. We showed off our customised dinner jacket (thanks to Dom from Usability) with a flashing Red Gate logo on the back and she seemed suitability impressed. Back in the office the next day, we popped open the champagne and raised a glass to our success. Neil, our joint CEO, talked about how pleased he was with the award because it's based on the opinions of the people that count – us. You can read more about the Sunday Times awards here. By the way, we're still growing and are still hiring. If you’d like to keep up with our latest vacancies then why not follow us on Twitter at twitter.com/redgatecareers. Right now we're busy hiring in development, test, sales, product management, web development, and project management. Here's a link to our current job opportunities page – we'd love to hear from great people who are looking for a great place to work! After all, we're only great because of the people who work here. Post by: Alice Chapman

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  • Is changing my job now a wise decision? [closed]

    - by FlaminPhoenix
    First a little background about myself. I am a javascript programmer with 3.8 years of experience. I joined my current company a year and 3 months ago, and I was recruited as a javascript programmer. I was under the impression I was a programmer in a programming team but this was not the case. No one else except me and my manager knows anything about programming in my team. The other two teammates, copy paste stuff from websites into excel sheets. I was told I was being recruited for a new project, and it was true. The only problem was that the server side language they were using was PHP. They were using a popular library with PHP, and I had never worked with PHP before. Nevertheless, I learnt it well enough to get things working, and received high praise from my boss's boss on whichever project I worked on. Words like "wow" , "This looks great, the clients gonna be impressed with this." were sprinkled every now and then on reviewing my work. They even managed to sell my work to a couple of clients and as I understand, both of my projects are going to fetch them a pretty buck. The problem: I was asked to move into a project which my manager was handling. I asked them for training on the project which never came, and sure enough I couldnt complete my first task on the new project without shortcomings. I told my manager there were things I didnt know how to get done in the new project due to lack of training. His project had 0 documentation. I was told he would "take care" of everything relating to those shortcomings. In the meantime, I was asked to switch to another project. My manager made the necessary changes and later told me that the build had "broken" on the production server and that I needed to "test" my changes before saying things were done. I never deployed it on the production server. He did. I never saw / had the opportunity to see the final build before it went to production. He called me for a separate meeting and started pointing fingers at me, but I took full responsibility even if I didnt have to. He later on got on a call with his boss, in my presence, and gave him the impression that it was all my fault. I did not confront him about this so far. I have worked late / done overtime without them asking a lot, but last week, I just got home from work, and I got calls asking me to solve an issue which till then they had kept quiet about even though they were informed about it. I asked my manager why I hadnt been tasked with this when I was in office. He started telling me which statements to put where, as if to mock me, and that this "is hardly an overtime issue" and this pissed me off. Also, during the previous meeting, he was constantly talking highly about his work, at the same time trying to demean mine. In the meantime, I have attended an interview with another MNC, and the interviewers there were fully respectful of my decision to leave my current company. Its a software company, so I can expect my colleagues to know a lot more than me. Im told I can expect their offer anytime this week. My questions: Is my anger towards my manager justified? While leaving, do I tell him that its because of his actions that Im leaving? Do I erupt in anger and tell him that he shouldnt have put the blame on me since he was the one doing the deployment? This is going to be my second resignation to this company. The first time I wanted to resign, I was asked to stay back and my manager promised a lot of changes, a couple of which were made. How do I keep myself from getting into such situations with my employers in the future?

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  • jQuery Autocomplete using extraParams to pass additional GET variables

    - by paperclip
    I am referring specifically to the jQuery Autocomplete v1.1 plugin by Jörn Zaefferer [source: http://bassistance.de/jquery-plugins/jquery-plugin-autocomplete/] as there seems to be quite a few variations of this plugin. I'm trying to pass additional parameters to the server when the user starts typing because I have multiple fields that I want autocomplete to provide suggestions for. In addition to the query, I want to send the input name attribute to the server but I can't seem to use $(this).attr('name') within the extraParams. My jQuery: $('.ajax-auto input').autocomplete('search.php', { extraParams: { search_type: function(){ return $(this).attr('name'); } } }) This is my HTML. <form method="post" action="#" id="update-form" autocomplete="off"> <ol> <li class="ajax-auto"> <label for="form-initials">Initials</label> <input type="text" id="form-initials" name="initials" /> </li> <li class="ajax-auto"> <label for="form-company">Company</label> <input type="text" id="form-company" name="company" /> </li> </ol> </form> Any suggestions?

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  • Handling multiple column data with Java

    - by Ender
    I am writing an application that reads in a large number of basic user details in the following format; once read in it then allows the user to search for a user's details using their email: NAME ROLE EMAIL --------------------------------------------------- Joe Bloggs Manager [email protected] John Smith Consultant [email protected] Alan Wright Tester [email protected] ... The problem I am suffering is that I need to store a large number of details of all people that have worked at the company. The file containing these details will be written on a yearly basis simply for reporting purposes, but the program will need to be able to access these details quickly. The way I aim to access these files is to have a program that asks the user for the name of the unique email of the member of staff and for the program to then return the name and the role from that line of the file. I've played around with text files, but am struggling with how I would handle multiple columns of data when it comes to searching this large file. What is the best format to store such data in? A text file? XML? The size doesn't bother me, but I'd like to be able to search it as quickly as possible. The file will need to contain a lot of entries, probably over the 10K mark over time.

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  • Inheriting from ViewPage forces explicit casting of model in view

    - by Martin Hansen
    I try to inhering from ViewPage as shown in this question http://stackoverflow.com/questions/370500/inheriting-from-viewpage But I get a Compiler Error Message: CS1061: 'object' does not contain a definition for 'Spot' and no extension method 'Spot' accepting a first argument of type 'object' could be found (are you missing a using directive or an assembly reference?) My viewpage, normally I can do Model.ChildProperty(Spot) when I inherit from ViewPage directly, so I do that here too. But it fails. <%@ Page Language="C#" Inherits="Company.Site.ViewPageBase<WebSite.Models.SpotEntity>" %> <h1><%= Html.Encode(Model.Spot.Title) %></h1> To get it working correctly I have to do like this: <%@ Page Language="C#" Inherits="Company.Site.ViewPageBase<WebSite.Models.SpotEntity>" %> <h1><%= Html.Encode(((WebSite.Models.SpotEntity)Model).Spot.Title) %></h1> Here is my classes: namespace Company.Site { public class ViewPageBase<TModel> : Company.Site.ViewPageBase where TModel:class { private ViewDataDictionary<TModel> _viewData; [System.Diagnostics.CodeAnalysis.SuppressMessage("Microsoft.Usage", "CA2227:CollectionPropertiesShouldBeReadOnly")] public new ViewDataDictionary<TModel> ViewData { get { if (_viewData == null) { SetViewData(new ViewDataDictionary<TModel>()); } return _viewData; } set { SetViewData(value); } } protected override void SetViewData(ViewDataDictionary viewData) { _viewData = new ViewDataDictionary<TModel>(viewData); base.SetViewData(_viewData); } } public class ViewPageBase : System.Web.Mvc.ViewPage { } } So how do I get it to work without the explicit cast?

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  • why does Integrated Windows Authentication fail when clients access off the network

    - by Bryan
    My background is not with web applications so this problem is hard for me to explain easily. First I'll try to describe the setup. Client setup:-Only browser that is effected is IE 6-8 (Firefox, chrome, opera, and safari all work fine) -A user will try to access our web application from a company laptop that is not connected to our network. -This machine will be a member of our workgroup and have the company DNS listed as a trusted intranet site. (to which the application in question would be a member) -The security logon mode is set to Automatic Logon only in intranet zone only, and IWA authentication is enabled on the clients browser.Server setup:-Windows server 2003 fp2-The application will first redirect to an Authorization asp page which has anonymous access disabled and IWA enabled in IIS.what should happen is that, since the client is not currently on the network, when this page is called it should prompt the user for network credentials. But with IE, instead of prompting, the user gets a page cannot be displayed error because the IIS manager is denying access to the asp page. If the company DNS is removed from the trusted intranet site list then it prompts correctly but disables single sign on the next time that computer is connected to the network or vpn. My assumption is that since IE uses IWA and the site is listed as an internal site, when no network is found IE just sends nulls to the server attempting to authenticate which is swiftly punted back. Other browsers do not have security zones so when network credentials are not present the server prompts for them. Is there a way to get around this so that our clients can keep the company DNS in the intranet zone but still have the server prompt for credentials when not on the network? Any attempt to allow for anonymous access on the asp page, as far as I know, will cause AUTH_USER to return null and again break SSO. I realize this is slightly rambling so I will do my best to clarify and questions you guys might have. Thanks in advance.

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  • Joining on a common table, how do you get a FULL OUTER JOIN to expand on another table?

    - by stimpy77
    I've scoured StackOverflow and Google for an answer to this problem. I'm trying to create a Microsot SQL Server 2008 view. Not a stored procedure. Not a function. Just a query (i.e. a view). I have three tables. The first table defines a common key, let's say "CompanyID". The other two tables have a sometimes-common field, let's say "EmployeeName". I want a single table result that, when my WHERE clause says "WHERE CompanyID = 12" looks like this: CompanyID | TableA | TableB 12 | John Doe | John Doe 12 | Betty Sue | NULL 12 | NULL | Billy Bob I've tried a FULL OUTER JOIN that looks like this: SELECT Company.CompanyID, TableA.EmployeeName, TableB.EmployeeName FROM Company FULL OUTER JOIN TableA ON Company.CompanyID = TableA.CompanyID FULL OUTER JOIN TableB ON Company.CompanyID = TableB.CompanyID AND (TableA.EmployeeName IS NULL OR TableB.EmployeeName IS NULL OR TableB.EmployeeName = TableA.EmployeeName) I'm only getting the NULL from one matched table, I'm not getting the expansion for the other table. In the above sample, I'm basically only getting the first and third rows and not the second. Can someone help me create this query and show me how this is done correctly? BTW I already have a stored procedure that looks very clean and populates an in-memory table, but that isn't what I want. Thanks.

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