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• Aberdeen 10/25 Webcast: Service Excellence and the Path to Business Transformation

  - by Charles Knapp

  The uncertain economy has had a sustained impact on service organizations and processes. The impact has contributed to new complexities - new customer engagement channels, enhanced user and customer expectations, rapidly evolving technologies, increased competition, and increased compliance and regulatory mandates. Yet many organizations have embraced these challenges by investing in and transforming customer service to evolve, differentiate, and thrive under current constraints. What is their secret? Transforming Support Centers into Profit Centers According to the recent Aberdeen research report, “Service Excellence and the Path to Business Transformation”, service is now viewed as a strategic profit center at nearly 70% of organizations. As customers demand improved service, in terms of speed, efficiency and reliability, an organization's success has become increasingly dependent on optimizing the customer ownership experience. Those service organizations focused on providing easy, consistent, and relevant interactions across the customer lifecycle, including service and support delivery, are experiencing higher levels of customer acquisition and retention and are achieving better revenue and margin growth rates.  Don't miss this opportunity to learn how to transform to provide the next generation of service offerings. Click here to register now for the webcast and download a complimentary copy of this informative new research paper.

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• Keeping Your Employees Engaged Requires More Than Bright Shiny Objects

  - by Oracle Accelerate for Midsize Companies

  by Jim Lein | Sr. Principal Product Marketing Director | Oracle Midsize Programs | @JimLein If you are experiencing the challenges of hiring and retaining the best talent then you understand how important it is to keep employees engaged. An engaged employee is "one who understands his/her place in the organization and fully comprehends how they contribute to and participate in the firm's execution of its Mission and Vision". It goes deeper than just what I call "bright shiny objects". During my ski bum days, all my boss at the ski shop had to do was say, "If you put all these boots away before noon you can make a few powder runs and come back for the afternoon rush". That's as bright and shiny as it gets. Pamela Stroko heads up Oracle's HCM Sales Enablement and Development and is Talent Management and Expert and Evangelist. Our Oracle Accelerate quarterly newsletter features a Q&A with Stroko on the Current State of Employee Engagement. Stroko provides perspective on how to keep employees engaged when hiring managers are challenged to find and retain top talent. Read the entire Q&A here. Click here to see the entire newsletter. Remember to subscribe.

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• Does Jquery and Mootools usually have conflict if both are used on a webpage? [migrated]

  - by Charming Prince

  I have this website am designing, i tried using mootools 1.31 to animate some of the div boxes when clicked or when the mouse hover rounds it, to shows the content. the thing is that it doesn't seem to work on the webpage, but if i try the same script on a blank webpage it works, am thinking probably it's because i have Jquery 1.52 on the same page and maybe both scripts are conflicting with each other because, if i remove the Jquery, the Mootools works. What should be my option, because i need the Jquery to do some validations for me, so i can't remove it completely. Here are the codes <script> //-vertical var mySlide = new Fx.Slide('test'); $('slidein').addEvent('click', function(e){ e = new Event(e); mySlide.slideIn(); e.stop(); }); $('slideout').addEvent('click', function(e){ e = new Event(e); mySlide.slideOut(); e.stop(); }); $('toggle').addEvent('click', function(e){ e = new Event(e); mySlide.toggle(); e.stop(); }); $('hide').addEvent('click', function(e){ e = new Event(e); mySlide.hide(); e.stop(); }); </script> here's the HTML <html> <h3 class="section">Fx.Slide Vertical</h3> <a id="slideout" href="#">slideout</a> | <a id="slidein" href="#">slidein</a> | <a id="toggle" href="#"> toggle</a> | <a id="hide" href="#">hide</a> <div id="test"> Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad mi nim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum. </div> Here's the CSS #test { background: #222; color: #fff; padding: 10px; margin: 20px; border: 10px solid pink; } #test2 { background: #222; color: #fff; padding: 10px; margin: 20px; border: 10px solid pink; } Am using the exact same code supplied by Mootools in their own example, if i do this on a blank webpage it works but incorporated into my own webpage, it doesn't, and my own page just have the script tag of the Jquery in the head section of the HTML.

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• How do you keep SOA DRY?

  - by TaylorOtwell

  In our organization, we've shifted to a more "service oriented architecture". To give an example, let's assume we need to retrieve a "Quote" object. This quote has a shipper, a consignee, phone numbers, contacts, email addresses, and other location information. In other words, a Quote object is made up of many other objects. So, it seems like it would make sense to make a "Quote Retrieval Service". In our situation, we've accomplished this by creating a .NET solution and writing the service. The service API looks something like this (in pseudo-code): Function GetQuote(String ID) Returns Quote So, so far so good. Now, when this service is consumed, to keep things "de-coupled", we are creating essentially a duplicate of the Quote object and mapping from the QuoteService version of the Quote into the consumer's version of the Quote. In many cases, these classes will have the exact same properties. So, if the Quote service is consumed by 5 other applications, we would have 6 definitions of what a "Quote" is. One for each consumer, and one for the service. This feels wrong. I thought code was supposed to be DRY, but it seems like our method of SOA is forcing us to create tons of duplicated class definitions. What are we doing wrong, or is the code duplication just a "necessary evil" of SOA?

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• Impacting the Future through Collaboration at Alliance 14

  - by Jeb Dasteel-Oracle

  We’re hearing good things about the Alliance 14 conference held in Las Vegas by the Higher Education Users Group (HEUG) back in March. For those of you who aren’t familiar with Alliance 14 conferences, they are global events dedicated to enhancing and educating its members and the world on how higher educational institutions can utilize Oracle applications to change how they do business. The HEUG is an all-volunteer organization made up of individuals who collaborate with Oracle as part of the evolving higher education industry. Conference participants network with peers from other institutions (regionally and globally) to share the challenges; discuss solutions and ideas, and collaborate on HEUG strategic initiatives. The HEUG enables each institution to be a part of the ever-changing Oracle landscape. Watch the video below and hear directly from the attendees about their experience with Oracle and how being part of the HEUG has allowed them to  collaborate with one of their most importance resources... and with each other. Oracle is committed to fostering a strong and independent network of user groups worldwide. Currently over 900+ groups provide dynamic forums for customers to share information, experiences and expertise. If you’re interested in more information or joining an Oracle User Group, click and become part of a vibrant network of engaged users finding the best ways to get the most value from their Oracle investment and collaborating to provide a unified feedback voice to Oracle. Catch you next time, Jeb

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• Sys Admins are kind of like gods, aren't they? [closed]

  - by user75798

  A systems administrator has root access to the entire system. There is nothing they cannot do. They are omnipotent. Their power is absolute. Nothing dan stand before them. Like Sauron, the Dark Lord, they do not share power. There can be but one root. Else contradiction at the most fundamental level is possible, and that can not be tolerated. The sys admin's power is unconditional and non-negotiable. To be a sys admin is like being a god. (And if they are a god, what is the religion?) There is an old saying that absolute power corrupts absolutely. I wonder whether being a sys admin has ended up warping an individual. Perhaps a sys admin has become crazed or even gone berserk? Surely sys admins must need to be very level headed people. For example, imagine being 'the' sys admin for the NSA. (What an awesome job that would be!) Think about the access to data, the encryption keys, the secrets... Perhaps one day a sys admin might go bonkers, turn up for work and 'uninstall the entire NSA'! :) But you would have the same sorts of responsibilities working at a bank or other organization. I wonder whether much emphasis is put on ensuring that sys admins are level headed in the first place and kept sweet in the second. Do they get paid well? I am sure they do not receive half of what they are worth, considering all the hard earned knowledge they have had to gain and the massive responsibility they have.

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• How to Reap Anticipated ROI in Large-Scale Capital Projects

  - by Sylvie MacKenzie, PMP

  Only a small fraction of companies in asset-intensive industries reliably achieve expected ROI for major capital projects 90 percent of the time, according to a new industry study. In addition, 12 percent of companies see expected ROIs in less than half of their capital projects. The problem: no matter how sophisticated and far-reaching the planning processes are, many organizations struggle to manage risks or reap the expected value from major capital investments. The data is part of the larger survey of companies in oil and gas, mining and metals, chemicals, and utilities industries. The results appear in Prepare for the Unexpected: Investment Planning in Asset-Intensive Industries, a comprehensive new report sponsored by Oracle and developed by the Economist Intelligence Unit. Analysts say the shortcomings in large-scale, long-duration capital-investments projects often stem from immature capital-planning processes. The poor decisions that result can lead to significant financial losses and disappointing project benefits, which are particularly harmful to organizations during economic downturns. The report highlights three other important findings. Teaming the right data and people doesn’t guarantee that ROI goals will be achieved. Despite involving cross-functional teams and looking at all the pertinent data, executives are still failing to identify risks and deliver bottom-line results on capital projects. Effective processes are the missing link. Project-planning processes are weakest when it comes to risk management and predicting costs and ROI. Organizations participating in the study said they fail to achieve expected ROI because they regularly experience unexpected events that derail schedules and inflate budgets. But executives believe that using more-robust risk management and project planning strategies will help avoid delays, improve ROI, and more accurately predict the long-term cost of initiatives. Planning for unexpected events is a key to success. External factors, such as changing market conditions and evolving government policies are difficult to forecast precisely, so organizations need to build flexibility into project plans to make it easier to adapt to the changes. The report outlines a series of steps executives can take to address these shortcomings and improve their capital-planning processes. Read the full report or take the benchmarking survey and find out how your organization compares.

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• Why is the use of abstractions (such as LINQ) so taboo?

  - by Matthew Patrick Cashatt

  I am an independent contractor and, as such, I interview 3-4 times a year for new gigs. I am in the midst of that cycle now and got turned down for an opportunity even though I felt like the interview went well. The same thing has happened to me a couple of times this year. Now, I am not a perfect guy and I don't expect to be a good fit for every organization. That said, my batting average is lower than usual so I politely asked my last interviewer for some constructive feedback, and he delivered! The main thing, according to the interviewer, was that I seemed to lean too much towards the use of abstractions (such as LINQ) rather than towards lower-level, organically grown algorithms. On the surface, this makes sense--in fact, it made the other rejections make sense too because I blabbed about LINQ in those interviews as well and it didn't seem that the interviewers knew much about LINQ (even though they were .NET guys). So now I am left with this question: If we are supposed to be "standing on the shoulders of giants" and using abstractions that are available to us (like LINQ), then why do some folks consider it so taboo? Doesn't it make sense to pull code "off the shelf" if it accomplishes the same goals without extra cost? It would seem to me that LINQ, even if it is an abstraction, is simply an abstraction of all the same algorithms one would write to accomplish exactly the same end. Only a performance test could tell you if your custom approach was better, but if something like LINQ met the requirements, why bother writing your own classes in the first place? I don't mean to focus on LINQ here. I am sure that the JAVA world has something comparable, I just would like to know why some folks get so uncomfortable with the idea of using an abstraction that they themselves did not write. UPDATE As Euphoric pointed out, there isn't anything comparable to LINQ in the Java world. So, if you are developing on the .NET stack, why not always try and make use of it? Is it possible that people just don't fully understand what it does?

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• How to approach scrum task burn down when tasks have multiple peoples involvement?

  - by AgileMan

  In my company, a single task can never be completed by one individual. There is going to be a separate person to QA and Code Review each task. What this means is that each individual will give their estimates, per task, as to how much time it will take to complete. The problem is, how should I approach burn down? If I aggregate the hours together, assume the following estimate: 10 hrs - Dev time 4 hrs - QA 4 hrs - Code Review. Task Estimate = 18hrs At the end of each day I ask that the task be updated with "how much time is left until it is done". However, each person generally just thinks about their part of it. Should they mark the effort remaining, and then ADD the effort estimates to that? How are you guys doing this? UPDATE To help clarify a few things, at my organization each Task within a story requires 3 people. Someone to develop the task. (do unit tests, ect...) A QA specialist to review task (they primarily do integration and regression tests) A Tech lead to do code review. I don't think there is a wrong way or a right way, but this is our way ... and that won't be changing. We work as a team to complete even the smallest level of a story whenever possible. You cannot actually test if something works until it is dev complete, and you cannot review the quality of the code either ... so the best you can do is split things up into small logical slices so that the bare minimum functionality can be tested and reviewed as early into the process as possible. My question to those that work this way would be how to burn down a "task" when they are setup this way. Unless a Task has it's own sub-tasks (which JIRA doesn't allow) ... I'm not sure the best way to accomplish tracking "what's left" on a daily basis.

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• Breaking up classes and methods into smaller units

  - by micahhoover

  During code reviews a couple devs have recommended I break up my methods into smaller methods. Their justification was (1) increased readability and (2) the back trace that comes back from production showing the method name is more specific to the line of code that failed. There may have also been some colorful words about functional programming. Additionally I think I may have failed an interview a while back because I didn't give an acceptable answer about when to break things up. My inclination is that when I see a bunch of methods in a class or across a bunch of files, it isn't clear to me how they flow together, and how many times each one gets called. I don't really have a good feel for the linearity of it as quickly just by eye-balling it. The other thing is a lot of people seem to place a premium of organization over content (e.g. 'Look at how organized my sock drawer is!' Me: 'Overall, I think I can get to my socks faster if you count the time it took to organize them'). Our business requirements are not very stable. I'm afraid that if the classes/methods are very granular it will take longer to refactor to requirement changes. I'm not sure how much of a factor this should be. Anyway, computer science is part art / part science, but I'm not sure how much this applies to this issue.

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• What should I "forget" when going to Javascript?

  - by ElGringoGrande

  I went from C=64 Basic and assembler to FORTRAN and C to C++ and Java. Professionally I started in Visual Basic for applications then to Visual Basic 4, 5, 6. After that VB.NET AND C# with some Java here and there. I have played with Ruby and Python and found both fun. During each step I never felt like I had to forget what I had learned before. I always felt like I was just learning better and/or slightly different ways of doing things but the difference was not major. The difference was like the difference between American, Australian and British English. (Maybe assembler was Latin and FORTRAN was Spanish.) But now I am using JavaScript to do real, actual work. (Before used it as a "Scripting" language pure a simple.) And I just feel like I have to forget some things to become proficient in it. It feels like some old Egyptian language. What should I forget? Is it just that code organization is different (no real classes so no one class one file)? Or is it something more basic?

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• How important is the uniqueness of your domain name?

  - by Corey

  I've finally come up with a domain name that I like and is available. The name is nonsensical and doesn't translate into anything meaningful in any language, as far as I know. It's something like "FOOBARite". (Don't steal that!) I'm wondering about a few search issues. Results-wise, searching for it in Google currently returns about 15k results, none of which are relevant (dead Twitter pages, various unpopular online handles, and botched french translations). However, Google starts off with a spelling suggestion, which removes a letter. ("Did you mean: FOOBARit?") That returns about 250k results for several different and unrelated websites/organizations by that name. One is some technology provider, another is a sign-language organization, another is the name of a font... None of them seem particularly popular, there's not that much activity on any of those pages. Anyway, the two are pronounced differently, they're just a letter off. Should I go with my idea or is this one-letter variation going to cause me problems? If my site becomes ranked well enough, will Google's spelling suggestion go away? I don't want users to search for my site name and be told they've spelled it wrong.

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• Cheap server stress testing

  - by acrosman

  The IT department of the nonprofit organization I work for recently got a new virtual server running CentOS (with Apache and PHP 5), which is supposed to host our website. During the process of setting up the server I discovered that the slightest use of the new machine caused major performance problems (I couldn't extract tarballs without bringing it to a halt). After several weeks of casting about in the dark by tech support, it now appears to be working fine, but I'm still nervous about moving the main site there. I have no budget to work with (so no software or services that require money), although due to recent cut backs I have several older desktops that I could use if it helps. The site doesn't need to withstand massive amounts of traffic (it's a Drupal site just a few thousand visitors a day), but I would like to put it through a bit of it paces before moving the main site over. What are cheap tools that I can use to get a sense if the server can withstand even low levels of traffic? I'm not looking to test the site itself yet, just fundamental operation of the server.

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• Advice on designing web application with a 40+ year lifetime

  - by user2708395

  Scenario Currently, I am apart of a health care project whose main requirement is to capture data with unknown attributes using user generated forms by health care providers. The second requirement is that data integrity is key and that the application will be used for 40+ years. We are currently migrating the client's data from the past 40 years from various sources (Paper, Excel, Access, etc...) to the database. Future requirements are: Workflow management of forms Schedule management of forms Security/Role based management Reporting engine Mobile/Tablet support Situation Only 6 months in, the current (contracted) architect/senior programmer has taken the "fast" approach and has designed a poor system. The database is not normalized, the code is coupled, the tiers have no dedicated purpose and data is starting to go missing since he has designed some beans to perform "deletes" on the database. The code base is extremely bloated and there are jobs just to synchronize data since the database is not normalized. His approach has been to rely on backup jobs to restore missing data and doesn't seem to believe in re-factoring. Having presented my findings to the PM, the architect will be removed when his contract ends. I have been given the task to re-architect this application. My team consists of me and one junior programmer. We have no other resources. We have been granted a 6-month requirement freeze in which we can focus on re-building this system. I suggested using a CMS system like Drupal, but for policy reasons at the client's organization, the system must be built from scratch. This is the first time that I will be designing a system with a 40+ lifespan. I have only worked on projects with 3-5 year lifespans, so this situation is very new, yet exciting. Questions What design considerations will make the system more "future proof"? What experiences have you had in designing such systems - both failures and successes? What questions should be asked to the client/PM to make the system more "future proof"?

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• Paypal hide address [closed]

  - by Rob F

  I hope this question is okay for this website, to me it seemed most fitting among the stackexchange sites at least. 8) I want to release my software for free, but allow donations for it. So far, I couldn't find any option in Google Checkout to set up a donation button (and website link). I am registered as merchant, but am still waiting for my bank account verification code, that may be the reason. But then, I guess I will not be able to use it anyway because it seems the 'Donation' functionality requires to be a nonprofit organization. My understanding of 'Donation' seems to be unknown to Google (yet). So unfortunately, the one remaining option is Paypal. However, even having upgraded my account to a business account, I can find no option how to remove my living address from the Checkout pages. Basically I have nothing to hide ;) but feel uncomfortable having my address displayed publicly because of the kind of software I'm offering. We live in a world with crazy people it seems, and I don't want to have nightmares of people knocking on my doors at night. So is there a way to deactivate my address from being displayed on Paypal's checkout pages?

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• Registration Now Open: Virtual Developer Day, North America, APAC & Europe

  - by Tanu Sood

  Is your organization looking at developing Web or Mobile application based upon the Oracle platform?  Oracle is offering a virtual event for Developer Leads, Managers and Architects to learn more about developing Web, Mobile and beyond based on Oracle applications. This event will provide sessions that range from introductory overviews to technical deep dives covering Oracle's strategic framework for developing multi-channel enterprise applications for the Oracle platforms. Multiple tracks cover every interest and every level and include live online Q&A chats with Oracle's technical staff. For registration and information on Vortual Developer Day: Oracle ADF Development, please follow the link HERE Sign up for one of the following events below: Americas - Tuesday - November 19th / 9am to 1pm PDT / 12pm to 4pm EDT / 1pm to 5pm BRT APAC - Thursday - November 21st / 10am - 1:30pm IST (India) / 12:30pm - 4pm SGT (Singapore) / 3:30pm -7pm AESDT EMEA - Tuesday - November 26th / 9am - 1pm GMT / 1pm - 5pm GST / 2:30pm -6:30pm IST And for those interested in Cloud Application Foundation, including Weblogic and Coherence, don't forget to sign up for the following events: Americas - Tuesday, November 5, 2013 - 9 am - 1 pm PDT/ 12 pm - 4 pm EDT/ 1 pm - 5 pm BRT EMEA - December 3, 2013 - 9 a, - 1 pm GMT/ 1pm - 5pm GST/ 2:30 pm - 6:30 pm ISTThe event will guide you through tooling updates and best practices around developing applications with WebLogic and Coherence as target platforms.

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• Now Released: "Oracle WebLogic Server 12c: Administration I" Certification Exam (1Z0-133)

  - by Brandye Barrington

  Oracle Certification is pleased to announce the production release of the Oracle WebLogic Server 12c: Administration I Certification Exam (1Z0-133). Passing this exam results in the "Oracle Certified Associate (OCA) - Oracle WebLogic Server 12c Administrator" certification. Oracle WebLogic Server sets the industry standard for Java application servers, and the "Oracle Certified Associate (OCA) - Oracle WebLogic Server 12c Administrator" certification sets the standard for WLS administrators. Obtaining this certification proves that you have the skills to set up server environments, tune performance and troubleshoot with confidence and raises the bar for your peers.  While training is not required for certification, the Oracle WebLogic Server 12c: Administration I course from Oracle University, can expedite you towards your certification - helping you gain the skills and knowledge to increase the performance and scalability of your organization’s applications and services with the #1 application server. Becoming certified gives you a competitive edge through proven expertise. The Oracle WebLogic Server 12c: Administration I exam (1Z0-133) is now available in production. Get all preparation details, including exam objectives, number of questions, time allotments, and pricing on the Oracle Certification website. Register now for exam 1Z0-133 at www.pearsonvue.com/oracle. QUICK LINKS: Certification Track: Oracle Certified Associate (OCA) - Oracle WebLogic Server 12c Administrator Certification Exam: Oracle WebLogic Server 12c: Administration I Certification Exam (1Z0-133) Recommended Training: Oracle WebLogic Server 12c: Administration I Register Now: Pearson VUE

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• visit counts in advanced segments not consistant

  - by user671201

  My organization has recently noticed an issue when applying advanced segments to visit counts during different time ranges. With no advanced segments turned on, here are the visit counts for Oct 1st - Oct 4th during the time range Sept 8th - Oct 8th: Oct 1 - 7 Oct 2 - 7 Oct 3 - 8 Oct 4 - 5 Again, with no advanced segments turned on, here are the visit counts for Oct 1st - Oct 4th but I've changed the time range to Oct 1st - Oct 4th. As expected, the numbers are the exact same as above: Oct 1 - 7 Oct 2 - 7 Oct 3 - 8 Oct 4 - 5 Now, I turn on the "Non paid search traffic" advanced segment. Here are the visit counts for Oct 1st - Oct 4th during the time range Sept 8th - Oct 8th: Oct 1 - 0 Oct 2 - 0 Oct 3 - 0 Oct 4 - 2 Here is where it gets weird. I keep the advanced segment on, and change the time range to Oct 1st - Oct 4th. This is what I get for the exact same dates as above: Oct 1 - 4 Oct 2 - 2 Oct 3 - 6 Oct 4 - 5 We've found the same inconsistency in our other GA profiles that get much more traffic (the above numbers come from one of our specialized topic blogs), but the inconsistency is less pronounced where there are more visits. My question is: why are the visit counts different for different time ranges when advanced segments are turned on, but exactly the same when no advanced segments are applied? Is this a GA bug or am I missing something about how the advanced segments work?

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• ING Selects Oracle Fusion Human Capital Management

  - by Scott Ewart

  Leading Financial Services Firm Seeks To Strengthen HR's Role In Driving The Business Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;} ING Bank Netherlands, a leading financial services organization, has selected Oracle Fusion Human Capital Management (HCM). ING’s decision to deploy Oracle Fusion HCM was driven by its ongoing desire to strengthen HR's role in driving the business. Read more here.

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• Choosing an open source license such that maximum value is added to a startup

  - by echo-flow

  There are many companies that produce open source software products, and many business models that these companies can use. I'm particularly interested in companies like 280 North, the company behind Objective-J and Cappucino frameworks. My understanding of this organization's business model is that they: worked to develop a tool which added significant value to developers, released the tool under an open source license, built a community around the tool (which was helped by the project's open source licensing), created interesting demos illustrating the project's value All of these things added value to the project, and the company that owned it. Finally, 280 North was sold to Motorola. My question has to do with the role of software licensing in this particular business model. 280 North licensed their software projects under the LGPL, which gave them some proprietary control over how the project could be used. I believe that the LGPL is what's known as a "weak copyleft" license, meaning that the project can be linked to, without the linking code also being licensed under the LGPL; but software derived directly from the project would need to be licensed under the LGPL. For web-oriented libraries in particular, weak copyleft, or non-copyleft licensing seems to be quite common; I can't think of a single example of a popular or well-known web-oriented library that is licensed under the GPL (or AGPL). The question then, is, how much value would a weak copyleft license like the LGPL add to a software venture like 280 North, versus a non-copyleft license, such as the BSD license or the Apache Software License? I'd really appreciate any insight anyone can offer into this, but I'd be most interested in answers that can cite other companies as case studies or examples.

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• Areas of support needed when attempting to roll out a new software system

  In general, I think most people tend to be resistant to new systems or even change because they fear the unknown. Change means that their normal routine will be interrupted until they can learn to conform to the new routine due to the fact that it has transformed to the old routine. In addition, the feeling of failure is also generates a resistance to change. Why would a worker want to move from a process that has worked successfully for them in the past? Their fears over shadow any benefits a change in a new system or business process will bring to their work life. Areas of support needed when attempting to roll out a new software system: Executive/Upper Management Support If there is no support from the top of an organization how will employees be supportive of the new system? Proper Training Employees need to train on a new system prior to its rollout. The more training employee’s receive on any new system will directly impact how comfortable they will be with the system and are more accepting of the change because they can see how the changes will benefit them. Employee Incentives One way to re-enforce the need for employees to use a new system is to offer incentives to ensure that the system will be used. Employee Discipline/Termination If employees are adamantly refusing to use the new system after several warnings then they need to be formally reprimanded.  If this does not work the employer is forced to replace the employees.

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• Why Do Spreadsheets Not Work in an Enterprise Planning Environment ?

  - by Mike.Hallett(at)Oracle-BI&EPM

  “Around 93% of managers gather or analyze information in spreadsheets and 54% spend more time gathering information than analyzing it....”  Find answers in this Whitepaper: some extracts below: “Traditional budgeting and planning is a straight jacketed and hierarchical exercise.... how many businesses have planning and reporting processes that are smart, agile and aligned? The networked economy challenges the fundamentals of business organization, for example, where does the front-office stop and does the back-office start?  Is it still meaningful to plan for customer, channel, or product profitability, or is transaction profitability the only measure that counts? “Although conceptually, the idea of enterprise business planning is relatively straightforward it has proven to be illusive, because of over reliance on spreadsheet-bound processes, a lack of control over data quality/management, limited use of advanced planning tools and the cultural impediments that afflict many planning processes. “In the absence of specialist tools, businesses tend to opt for ‘broad brush’ assumptions in financial plans which merely approximate the more granular assumptions used in operational plans. “Most businesses are familiar with the relationship between risk and reward but in assessing potential opportunities and developing business plans rarely acknowledge risks and probability in a formal way. Get your customer to see how they do against the “Enterprise Business Planning Checklist”: get them to read the Whitepaper.

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• TCO Models: Oracle invites you to the next webcast dedicated to Partners on Oracle Hardware and Solutions

  - by mseika

  The Oracle Hardware and Solutions Webcast Series is a sequence of one-hour Sales-Oriented Web Seminars, dedicated to Oracle Partners. This is your opportunity to learn about Oracle's Servers, Storage and Solutions strategy and portfolio, and their business value for you and your customers. The next appointment is for Wednesday, June 22, at 9am UKT / 10am CET:Total Cost of Ownership Models Examples: How we can sell Oracle HW and SW together, with better TCO, and benefits for both Oracle and the Partner!with Ilkka Vanhanen, Business Development Manager, Oracle EMEA Hardware Strategy Organization, who will talk about:   Concrete examples of the HW/SW TCO Model   Understand the competitive advantage provided by Oracle-on-Oracle Solutions   How Partners get new business from Oracle-on-Oracle Solutions   How Oracle is changing the game in Enterprise IT   Key benefits for both SW Resellers and HW Resellers   To register click here , then click on the “Servers and Solutions Webcasts” tab.          

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• Using R on your Oracle Data Warehouse

  - by jean-pierre.dijcks

  Since it is Predictive Analytics World in our backyard (or are we San Francisco’s backyard…?) I figured it is well worth the time to dust of some old but important news. With big data (should we start calling it “any data analytics” instead?) being the buzz word and analytics the key operative goal, not moving data around is becoming more and more critical to the business users. Why? Because instead of spending time on moving data around into your next analytics server you should be running analytics on those CPUs. You could always do this with Oracle Data Mining within the Oracle Database. But a lot of folks want to leverage R as their main tool. Well, this article describes how you can do this, since 2010… As Casimir Saternos concludes in the article; “There is a growing awareness of the need to effectively analyze astronomical amounts of data, much of which is stored in Oracle databases. Statistics and modeling techniques are used to improve a wide variety of business functions. ODM accessed using the R language increases the value of your data by uncovering additional information. RODM is a powerful tool to enable your organization to make predictions, classify data, and create visualizations that maximize effectiveness and efficiencies.” Happy Analysis!

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• Successful Fusion CRM Bootcamp in Paris - July 24-24th

  - by Richard Lefebvre

  The first Fusion CRM Bootcamp for EMEA partners successfully took place in the Paris Pullmann Bercy hotel on July 24-26th. The agenda covered 14 Fusion CRM topics in depth, including detailed presentations and hands-on exercises, delivered by a team of Fusion CRM experts from Oracle Product Development. 89 participants represented 55 companies from 14 different countries, attended this event which was also a great opportunity to network with Oracle Product Development and Alliances & Channels executives during the breaks and the "Fusion Lounge" session each day after the training. As expressed by the participants in the event survey, the overall satisfaction reached to an impressive percentage of 85+ with the response of “met or exceeded the expectations” and with individual comments such as: On top of the presentation of Fusion CRM as a product, this event allowed to better understand Oracle's product and rollout strategy. The ability to meet the development team was really a bonus. Extremely valuable information given that enables integrators to go on the road of Fusion CRM Excellent organization, good product information coverage and demonstration Additional Fusion CRM bootcamps are planed across EMEA in the next quarters, although they will probably be under a different format which is still to be defined.

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