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  • How to represent a tree structure in NoSQL

    - by Vlad Nicula
    I'm new to NoSQL and have been playing around with a personal project on the MEAN stack (Mongo ExpressJs AngularJs NodeJs). I'm building a document editor of sorts that manages nodes of data. Each document is actually a tree. I have a CRUD api for documents, to create new trees and a CRUD api for nodes in a given document. Right now the documents are represented as a collection that holds everything, including nodes. The children parent relationship is done by ids. So the nodes are an map by id, and each node has references to what nodes are their children. I chose this "flat" approach because it is easier to get a node by id from a document. Being used to having a relation table between nodes and documents, a relation table between nodes and children nodes I find it a bit weird that I have to save the entire "nodes" map each time I update a node. Is there a better way to represent such a data type in NoSQL?

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  • Neuberger Berman Defines CRM Strategy In Asset Management

    - by michael.seback
    Neuberger Berman Defines Front Office Strategy for the New Firm Neuberger Berman is a majority employee-owned independent asset management firm with a heritage dating back to 1939. It provides a range of investment options, wealth planning services, and advice to meet individual needs. It also offers a broad range of financial capabilities and specializes in developing innovative and customized investment solutions for institutions. ... "The Insight team's analysis was critical to helping us assess the strengths and weaknesses of our Siebel implementation. It helped us to come up with our strategic plan for using customer relationship management and business intelligence capabilities." - Roxana Feldmann, Senior Vice President Technology ...Read more.

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  • Theoretically bug-free programs

    - by user2443423
    I have read lot of articles which state that code can't be bug-free, and they are talking about these theorems: Halting problem Gödel's incompleteness theorem Rice's theorem Actually Rice's theorem looks like an implication of the halting problem and the halting problem is in close relationship with Gödel's incompleteness theorem. Does this imply that every program will have at least one unintended behavior? Or does it mean that it's not possible to write code to verify it? What about recursive checking? Let's assume that I have two programs. Both of them have bugs, but they don't share the same bug. What will happen if I run them concurrently? And of course most of discussions talked about Turing machines. What about linear-bounded automation (real computers)?

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  • Branching and Merging Improvements in TFS2010

    - by jehan
    Introducing the concept of “first class branches” is a significant improvement as part of the 2010 release with respect to version control.  Not only does it help to distinguish between folders and branches, but it enables branch visualizations. Let us see improvements in detail. ·         In TFS2008, you don’t know which of the folders are Branches: All folders looks the same, all have the folder icon. Now, In TFS 2010 there is a new icon that shows which of the folder is a Branch.       ·      There is no visual means to manage branches in TFS2008:   You dont have any means to identify which branches are related and the relation type. Now, In TFS 2010 you have visual tools to see the Branches Hierarchy. In order to see a Branch Hierarchy just Right Click the Branch and choose: Branching and Merging –> View Hierarchy     ·         In TFS2008, there is no option to track changes path between the Branches:  If you have made a merge in a Branch you can’t track from which Branch this Merge came from. Now, you have the tools that shows the path of change between the Branches, you can also see where change was added on a timeline.  In order to track a change do the following: Step1: Right click the Branch and click View History   Step 2: Choose a changeset to track and click the “Track Changeset” button.     Step 3: Choose the branches that will be in the view and click “Visualize”. In above visual, you can see that Changesets 108,109,110 and 119 where merged from Main to Release1.0 Branch and then “Release_1.0” Branched to “Dev1.0. Step4: You can also see the Merges on a Timeline by clicking on the “Timeline Tracking” button.   Creating New Branches: In TFS 2010, the creation of branches has been streamlined a bit from the process in 2008.  In 2008, creating a new branch was like every other action in the system – changes were pended on the client, and then checked in to the server. Because of this creating new branch in TFS2008 was time-consuming process.  In TFS2010, the step where changes are pended has been bypassed and now performing the branch creation is entirely on the server.  With this approach, the round trip time for downloading a copy of each file on the branch and then uploading each file again has been eliminated.  Note: In TFS2010, the new branch will be created and committed as a single operation on the server. Pending changes will not be created, it doesn’t require a check-in as it will be carried out as a single operation and it’s not possible to cancel.     Manage Branch Permissions: The properties view for branches is also different than that of ordinary folders or file, containing some metadata for the branch, relationship information, and permissions for the branch. In TFS2008, the users who have checkout and Check-in permissions can create a branch. But, In TFS2010 you can control the permissions for Branches using Manage Branch permissions.   Reparent option in TFS2010: In TFS2008, if we have two branches which don’t have parent-child relation and we want perform merge between these two branches then we have to perform baseless merge using tf.exe command line. I have two branches Release_1.0 and Dev1.0_F2 which don’t have any relation between them, that’s why when I click on merge option in Release_1.0, in Target Branch it’s not showing Dev1.0_F2 branch to perform the merges.     Let us see what can we do for this in TFS2010, first perform a TFS baseless merge to establish a relationship between the parent branch and the child branches.  It will only merge the folder, not its contents. TFS baseless merges are performed via the command line using VS2010 command prompt and do the following:   tf merge /baseless <ParentBranch> <childBranch> Check in your pending changes. It will create the link between the branches but the relationships are still not completed.  Now, select the child branch in Source Control Explorer and from the File menu choose Source Control –> Branching and Merging –> Reparent.      In the dialog box,  choose the appropriate branch as the new parent.   Click Reparent and then go to parent branch and click merge. Now, will see that in Target Branch option Dev1.0_F2 branch is added.         Converting Folders to Branches and Branches to Folders: You can convert any Folder as Branch from Context Menu by performing right click on the folderàBranching and MergingàConvert to Branch. In similar way, you can convert the Branches to Folder using Convert to Folder option available in File Menu (FileàSource ControlàBranching and MergingàConvert to Branch). This option is not available in context menu.

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  • General Availability of Oracle E-Business Suite Plug-in 12.1.0.1.0

    - by user810030
    We are pleased to announce the General Availability of Oracle E-Business Suite Plug-in 12.1.0.1.0, an integral part of Application Management Suite for Oracle E-Business Suite. The combination of Enterprise Manager 12c Cloud Control and the Application Management Suite combines functionality that was available in the standalone Application Management Pack for Oracle E-Business Suite and Application Change Management Pack for Oracle E-Business Suite with Oracle’s Real User Experience Insight product and the Configuration & Compliance capabilities to provide the most complete solution for managing Oracle E-Business Suite applications. The features that were available in the standalone management packs are now packaged into the Oracle E-Business Suite Plug-in, which is now fully certified with Oracle Enterprise Manager 12c Cloud Control. This latest plug-in extends Cloud Control with E-Business Suite specific system management capabilities and features enhanced change management support. This new release offers the following key enhancements: General: Oracle Enterprise Manager 12c Base Platform uptake: All components of the management suite are certified with Oracle Enterprise Manager 12c Cloud Control. Security: Privilege Delegation: The Oracle E-Business Suite Plug-in now extends Enterprise Manager’s privilege delegation through Sudo and PowerBroker to Oracle E-Business Suite Plug-in host targets.  Privileges and Roles for Managing Oracle E-Business Suite: This release includes new ready-to-use target and resource privileges to monitor, manage, and perform Change Management functionality.  Cloning: Named Credentials Uptake in Cloning: The Clone module transactions now let users leverage the Named Credential feature introduced in Enterprise Manager 12c, thereby passing all the benefits of Named Credentials features in Enterprise Manager to the Oracle E-Business Suite Plug-in users.  Smart Clone improvements: The new and improved Smart Clone UI supports the adding of "pre and post" custom steps to a copy of the ready-to-use cloning deployment procedure. Now a user can pass parameters to the custom steps through the interview screen of the UI as well as pass ready-to-use parameters to the custom steps.  Change Management Enhancements Application Management Suite for Oracle E-Business Suite provides a centralized view to monitor and orchestrate changes (both functional and technical) across multiple Oracle E-Business Suite systems. In this latest release, it provides even more control and flexibility in managing Oracle E-Business Suite changes. Customization Manager: Support for longer file names: Customization Manager now handles file names up to thirty characters in length.  Patch Manager: Queuing of Patch Manager Runs: This feature allows patch runs to queue up if Patch Manager detects a specific target is in a blackout state.  Multi-node system patching: The patch run interview has been enhanced to allow Enterprise Manager Administrator to choose which nodes adpatch will run on.  New AD Administration Options: The patch run interview has been extended to include AD Administration Options "Relink Application Programs", "Generate Product Jars Files", "Generate Report Files", and "Generate Form Files".  Release Technical Details Product documentation for the plug-in is available on My Oracle Support as note 1434392.1.  The Oracle E-Business Suite Plug-in can be accessed in one of the following ways:  Fresh install  Enterprise Manager Store  Oracle Software Delivery Cloud Upgrades  Oracle Technology Network Please refer to the Application Management Pack for Oracle E-Business Suite Guide for further details.  Related Software Component Oracle Real User Experience Insight 12.1.0.0.1  Product documentation is available on Oracle Technology Network in the "Oracle Enterprise Manager 12c Release 1 (12.1) Documentation" set under the "Associated Document" tab. (http://docs.oracle.com/cd/E26370_01/index.htm)  Product may be downloaded individually from Oracle Technology Network software download page for Oracle Enterprise Manager under "Additional Enterprise Manager Downloads." (http://www.oracle.com/technetwork/oem/grid-control/downloads/index.html)  Product may also be downloaded individually from the Oracle Software Delivery Cloud. Select "Oracle Enterprise Manager" product pack, "Oracle Real User Experience Insight 12c Release 1 Media Pack for x8  Collateral Can be accessed on the Application Management Page on Oracle Technology Network

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  • PASS: 2013 Summit Location

    - by Bill Graziano
    HQ recently posted a brief update on our search for a location for 2013.  It includes links to posts by four Board members and two community members. I’d like to add my thoughts to the mix and ask you a question.  But I can’t give you a real understanding without telling you some history first. So far we’ve had the Summit in Chicago, San Francisco, Orlando, Dallas, Denver and Seattle.  Each has a little different feel and distinct memories.  I enjoyed getting drinks by the pool in Orlando after the sessions ended.  I didn’t like that our location in Dallas was so far away from all the nightlife.  Denver was in downtown but we had real challenges with hotels.  I enjoyed the different locations.  I always enjoyed the announcement during the third keynote with the location of the next Summit. There are two big events that impacted my thinking on the Summit location.  The first was our transition to the new management company in early 2007.  The event that September in Denver was put on with a six month planning cycle by a brand new headquarters staff.  It wasn’t perfect but came off much better than I had dared to hope.  It also moved us out of the cookie cutter conferences that we used to do into a model where we have a lot more control.  I think you’ll all agree that the production values of our last few Summits have been fantastic.  That Summit also led to our changing relationship with Microsoft.  Microsoft holds two seats on the PASS Board.  All the PASS Board members face the same challenge: we all have full-time jobs and PASS comes in second place professionally (or sometimes further back).  Starting in 2008 we were assigned a liaison from Microsoft that had a much larger block of time to coordinate with us.  That changed everything between PASS and Microsoft.  Suddenly we were talking to product marketing, Microsoft PR, their event team, the Tech*Ed team, the education division, their user group team and their field sales team – locally and internationally.  We strengthened our relationship with CSS, SQLCAT and the engineering teams.  We had exposure at the executive level that we’d never had before.  And their level of participation at the Summit changed from under 100 people to 400-500 people.  I think those 400+ Microsoft employees have value at a conference on Microsoft SQL Server.  For the first time, Seattle had a real competitive advantage over other cities. I’m one that looked very hard at staying in Seattle for a long, long time.  I think those Microsoft engineers have value to our attendees.  I think the increased support that Microsoft can provide when we’re in Seattle has value to our attendees.  But that doesn’t tell the whole story.  There’s a significant (and vocal!) percentage of our membership that wants the Summit outside Seattle.  Post-2007 PASS doesn’t know what it’s like to have a Summit outside of Seattle.  I think until we have a Summit in another city we won’t really know the trade-offs. I think a model where we move every third or every other year is interesting.  But until we have another Summit outside Seattle and we can evaluate the logistics and how important it is to have depth and variety in our Microsoft participation we won’t really know. Another benefit that comes with a move is variety or diversity.  I learn more when I’m exposed to new things and new people.  I believe that moving the Summit will give a different set of people an opportunity to attend. Grant Fritchey writes “It seems that the board is leaning, extremely heavily, towards making it a permanent fixture in Seattle.”  I don’t believe that’s true.  I know there was discussion of that earlier but I don’t believe it’s true now. And that brings me to my question.  Do we announce the city now or do we wait until the 2012 Summit?  I’m happy to announce Seattle vs. not-Seattle as soon as we sign the contract.  But I’d like to leave the actual city announcement until the 2011 Summit.  I like the drama and mystery of it.  I also like that it doesn’t give you a reason to skip a Summit and wait for the next one if it’s closer or back in Seattle.  The other side of the coin is that your planning is easier if you know where it is.  What do you think?

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  • Correct definition of the term "Yak Shaving"

    - by StevenWilkins
    The wiktionary has two different definitions: Any apparently useless activity which, by allowing you to overcome intermediate difficulties, allows you to solve a larger problem. The actually useless activity you do that appears important when you are consciously or unconsciously procrastinating about a larger problem. This post defines it as: yak shaving is what you are doing when you're doing some stupid, fiddly little task that bears no obvious relationship to what you're supposed to be working on, but yet a chain of twelve causal relations links what you're doing to the original meta-task. I personally prefer the final definition because it contains the word "fiddly" which I think perfectly describes a typical yak shaving task. What is the best definition you've come across or can provide?

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  • NEW: Oracle Practice Exams

    - by Harold Green
    The Oracle University team continues to strive to make high-quality certification preparation tools available to our candidates. In support of this effort, we have expanded our relationship with Kaplan SelfTest.   Kaplan SelfTest is now an Oracle Authorized Practice Test Provider delivering a new feature-rich and fully authorized series of certification practice exams. Practice tests are one of the most effective ways candidates can prepare for an Oracle certification exam. Authorized practice exams help candidates to self assess their knowledge using realistic exam simulations. These practice exams utilize best-in-class practice exam tools including: Learning Mode (fully customize your own practice exam preferences), Certification Mode (simulates a real, timed testing situation) and Flash Cards (self check on key topical concepts). Customers may purchase practice exams from Oracle, with 30-day or 12-month access, or from Kaplan SelfTest directly. As an added benefit, Oracle University Learning Credits may be applied to purchases made from Oracle. View a current list of available practice tests.

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  • Keystore and Credential Store interplay in OWSM - 11g

    - by Prakash Yamuna
    One of the most common problems faced by customer's is the use of the keystore and it's interplay with the credential store.Here is a picture that describes these relationships.(Click on the picture for a larger image). The picture makes some assumptions in describing the relationship. Some of assumptions are: a) the key used for signing and encryption are the same. b) A keystore can have multiple keys and each key can have it's own alias. In the picture I show only a single key with alias "orakey". c) The keystore being described here is a JKS keystore. Things can vary slightly for other type of keystores. I hope to have a detailed How To that provides the larger picture and then shows these relationships in that context and this picture was created in the context of that How-To. However I think people will find this picture useful on a standalone basis as well. The <serviceInstance> is the entry you will find in jps-config.xml

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  • Phones, Nokia, Microsoft and More

    - by Bill Evjen
    The phone revolution that is under way at the moment is insanely interesting and continuously full of buzz about directions, failures, and promises. The movement started with Apple completely reinventing what a smart phone was all about and now we have the followers. Though – don’t dismiss the followers, they are usually the ones that come out with the leap frog products when most of the world is thinking about jumping on. Remember the often used analogy – the USA invented the TV – but it was Japan that took it to the next level and now all TVs are from somewhere else other than the USA. Really there are two camps for the phones – the Cool Kids and other kids that no one wants to hang out with anymore. When it comes to cool – for some reason, the phone is an important part of that factor. Everyone wants to show their phone and its configuration (apps installed, etc) to their friends as a sign of (1) “I have money” and (2) I have smarts/tastes/style/etc when it comes to my applications that are on my phone. For those that don’t know – the Cool Kids include: Apple – this is quite obvious as everything Apple produces is in the cool camp. Just having an Apple product on your person means you can dance. Google – this is one of the more interesting releases as they have created something called Android (which in it’s own right is a major brand in itself). Microsoft – you might be saying “Really, Microsoft is cool?”. I would argue that they are indeed cool as it is now associated with XBOX 360, Kinect, and Windows 7. Gone are the days of Bob and that silly paperclip. Well – that’s it. There is nobody else I would stick in that camp. The other kids that weren’t picked for that dodgeball team include: Nokia Motorola Palm Blackberry and many many more The sad part of all this is that no matter what this second camp does now, it won’t be able to get out of this bucket easily. They will always be associated as yesterday’s technology and that association will drive the sales of the phone purchasers of the world. For those in that group, the only possible way out is to get invited to the cool club by one of the cool club members in the hope that their coolness somehow rubs off. To me, this is the move that Nokia is making. They are at this point where they have realized that they don’t have the full scope of the required end to end solution to make this all work. They have the plants to build the phones and the reach of the retailers that sell what they have. What they are missing is the proper operating system for the new world of multi-touch form factor phones. Even the companies that come up with some sort of new operating system for this type of new device, they are still associated with the yesterday and lack the developer community behind them to be the real wave of adoption that this market needs. Think about that – this is a major different between Nokia/Blackberry when you compare it to the likes of Apple, Google, and Microsoft. These three powerhouses having a very large and strong development community that will eagerly take on new initiatives using the skillsets that they have already cultivated over the years of already working with the company. This then results in a plethora of applications that are then placed on an app store of some kind. The developer gets a cut and then Apple/Google/Microsoft then get their cut. It is definitely a win-win. None of the other phone companies and wannabies can provide the same results. What Microsoft was missing was the major phone manufactures coming on board to create and push forward with the phones that are required to start the wave. This is where Nokia can come in and help Microsoft. They have the ability to promote the Windows Phone operating system on a new wave of phones. This does mean that Nokia will sell phones, but they lose out on the application store that they might have been thinking about making some money on as well as controlling the end to end solution. What is interesting is in questioning to oneself if Microsoft will purchase Nokia. It really depends upon how they want to compete and with whom Microsoft views as the major competitor. For instance, they can purchase Nokia and have their own hardware company and distribution network for phones – thereby taking on a model that is quite similar to Apple. On the other hand, they could just leave it up to the phone hardware companies such as Nokia and others to build and promote phones in a model that is similar to Google. Both ways have pluses and minuses. If they own the phone manufacturer, they really can put some thought into the design and technical specifications of the phone that is really designed to exactly how they want it. Microsoft has shown that they have this ability – especially with the XBOX initiative they have done over the years. Think about how good and powerful they have moved forward with XBOX – and I am not talking about just copying what others are doing, but coming up with leapfrog products that are steps ahead of everyone else. Though, if they didn’t do it themselves, they could then leave it up to the phone manufacturers to drive each other to build better and better phones that run the Microsoft OS – competition drives better products. We have seen this with the Android line of phones that are out there on the market. I have read a lot about Nokia investors really upset about the new Microsoft relationship – but really, this is a great thing. I for one am a fan of this relationship (I am also a Nokia stock holder btw). This will mean better days for Nokia.

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  • Compelling Reasons For Migrating to Oracle Database 11g

    - by margaret hamburger
    IDC's white paper Maximizing Your Investment in Oracle Application Software: The Case for Migrating to Oracle Database 11g  describes compelling business, operational, and technical reasons for Oracle application customers to upgrade or Oracle Database 11g. In researching this paper, IDC found that the upgrade process is smooth, the latest version offers key benefits over older versions, and the new features and procedures are easy to learn and well worth implementing. The paper highlights users of Oracle applications, such as Oracle's PeopleSoft Enterprise applications, Siebel Customer Relationship Management (CRM) applications, and Oracle E-Business Suite. It includes a review of Oracle Database 11g improvements and new features along with best practices from Oracle users who upgraded to Oracle Database 11g.

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

    - by Tony Berk
    There is plenty to SEE for CRM during OpenWorld in San Francisco, September 30 - October 4! As I mentioned in my earlier post about some of the keynote sessions, Is There a Cloud Over OpenWorld?, I'm going try to highlight some key sessions to help you find the best sessions for you. Interested to find out where Oracle CRM products are headed, then find your "roadmap" session. Here are some of the sessions in the CRM Track that you might want to consider attending for products you currently own or might consider for the future. I think you'll agree, there is quite a bit of investment going on across Oracle CRM. Please use OpenWorld Schedule Builder or check the OpenWorld Content Catalog for all of the session details and any time or location changes. Tip: Pre-enrolled session registrants via Schedule Builder are allowed into the session rooms before anyone else, so Schedule Builder will guarantee you a seat. Many of the sessions below will likely be at capacity. General Session: Oracle Fusion CRM—Improving Sales Effectiveness, Efficiency, and Ease of Use (Session ID: GEN9674) - Oct 2, 11:45 AM - 12:45 PM. Anthony Lye, Senior VP, Oracle leads this general session focused on Oracle Fusion CRM. Oracle Fusion CRM optimizes territories, combines quota management and incentive compensation, integrates sales and marketing, and cleanses and enriches data—all within a single application platform. Oracle Fusion can be configured, changed, and extended at runtime by end users, business managers, IT, and developers. Oracle Fusion CRM can be used from the Web, from a smartphone, from Microsoft Outlook, or from an iPad. Deloitte, sponsor of the CRM Track, will also present key concepts on CRM implementations. Oracle Fusion Customer Relationship Management: Overview/Strategy/Customer Experiences/Roadmap (CON9407) - Oct 1, 3:15PM - 4:15PM. In this session, learn how Oracle Fusion CRM enables companies to create better sales plans, generate more quality leads, and achieve higher win rates and find out why customers are adopting Oracle Fusion CRM. Gain a deeper understanding of the unique capabilities only Oracle Fusion CRM provides, and learn how Oracle’s commitment to CRM innovation is driving a wide range of future enhancements. Oracle RightNow CX Cloud Service Vision and Roadmap (CON9764) - Oct 1, 10:45 AM - 11:45 AM. Oracle RightNow CX Cloud Service combines Web, social, and contact center experiences for a unified, cross-channel service solution in the cloud, enabling organizations to increase sales and adoption, build trust, strengthen relationships, and reduce costs and effort. Come to this session to hear from Oracle experts about where the product is going and how Oracle is committed to accelerating the pace of innovation and value to its customers. Siebel CRM Overview, Strategy, and Roadmap (CON9700) - Oct 1, 12:15PM - 1:15PM. The world’s most complete CRM solution, Oracle’s Siebel CRM helps organizations differentiate their businesses. Come to this session to learn about the Siebel product roadmap and how Oracle is committed to accelerating the pace of innovation and value for its customers on this platform. Additionally, the session covers how Siebel customers can leverage many Oracle assets such as Oracle WebCenter Sites; InQuira, RightNow, and ATG/Endeca applications, and Oracle Policy Automation in conjunction with their current Siebel investments. Oracle Fusion Social CRM Strategy and Roadmap: Future of Collaboration and Social Engagement (CON9750) - Oct 4, 11:15 AM - 12:15 PM. Social is changing the customer experience! Come find out how Oracle can help you know your customers better, encourage brand affinity, and improve collaboration within your ecosystem. This session reviews Oracle’s social media solution and shows how you can discover hidden insights buried in your enterprise and social data. Also learn how Oracle Social Network revolutionizes how enterprise users work, collaborate, and share to achieve successful outcomes. Oracle CRM On Demand Strategy and Roadmap (CON9727) - Oct 1, 10:45AM - 11:45AM. Oracle CRM On Demand is a powerful cloud-based customer relationship management solution. Come to this session to learn directly from Oracle experts about future product plans and hear how Oracle is committed to accelerating the pace of innovation and value to its customers. Knowledge Management Roadmap and Strategy (CON9776) - Oct 1, 12:15PM - 1:15PM. Learn how to harness the knowledge created as a natural byproduct of day-to-day interactions to lower costs and improve customer experience by delivering the right answer at the right time across channels. This session includes an overview of Oracle’s product roadmap and vision for knowledge management for both the Oracle RightNow and Oracle Knowledge (formerly InQuira) product families. Oracle Policy Automation Roadmap: Supercharging the Customer Experience (CON9655) - Oct 1, 12:15PM - 1:15PM. Oracle Policy Automation delivers rapid customer value by streamlining the capture, analysis, and deployment of policies across every facet of the customer experience. This session discusses recent Oracle Policy Automation enhancements for policy analytics; the latest Oracle Policy Automation Connector for Siebel; and planned new capabilities, including availability with the Oracle RightNow product line. There is much more, so stay tuned for more highlights or check out the Content Catalog and search for your areas of interest. Which session are you most interested in? Make your suggestions! But no voting for Pearl Jam or Kings of Leon. Those are after hours! 

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  • Enterprise Architecture - Wikipedia

    - by pat.shepherd
    I was looking at the Wikipedia entry for EA and found this chart which does a great job showing the differences of ENTERPRISE Architecture vs. SOLUTION Architecture across several categories.  This really gets at the heart of a misconception many people have about what EA is and where it sits in the grand business –> technical detail continuum. The following image from the 2006 FEA Practice Guidance of US OMB sheds light on the relationship between enterprise architecture and segment(BPR) or Solution architectures. (From this figure and a bit of thinking[which?] one can see that software architecture is truly a solution architecture discipline, for example.) Enterprise architecture - Wikipedia, the free encyclopedia

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

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

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  • Oracle Usability Advisory Board, Europe

    - by ultan o'broin
    Earlier this month, I attended the first Oracle Usability Advisory Board meeting in Europe (held in Oracle's big campus in Thames Valley Park, Reading, in the UK). My main interest here of of course was to listen to customer's experiences and requirements in the area of user experience, focusing in on user assistance natch, but also, given my background in the translation and internationalization world, to watch out for issues in those areas that impact on the UX. I met some great people there and took away some powerful UX thoughts about where might go with the area of language in the UI, localizations, and other cultural issues. One area of special interest to me is language as part of the user experience. By language I mean terminology and style of wordings you see in interfaces and help. Are they reflective of how people really work and are used to. What is its relationship to competitiveness and productivity. An area rich in research potential for UX. Debra Lilley Fujitsu (Oracle partner), who also attended, has some good coverage of the event here. On to the next one!

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  • Knowing your user is key--Part 1: Motivation

    - by erikanollwebb
    I was thinking where the best place to start in this blog would be and finally came back to a theme that I think is pretty critical--successful gamification in the enterprise comes down to knowing your user.  Lots of folks will say that gamification is about understanding that everyone is a gamer.  But at least in my org, that argument won't play for a lot of people.  Pun intentional.  It's not that I don't see the attraction to the idea--really, very few people play no games at all.  If they don't play video games, they might play solitaire on their computer.  They may play card games, or some type of sport.  Mario Herger has some great facts on how much game playing there is going on at his Enterprise-Gamification.com website. But at the end of the day, I can't sell that into my organization well.  We are Oracle.  We make big, serious software designed run your whole business.  We don't make Angry Birds out of your financial reporting tools.  So I stick with the argument that works better.  Gamification techniques are really just good principals of user experience packaged a little differently.  Feedback?  We already know feedback is important when using software.  Progress indicators?  Got that too.  Game mechanics may package things in a more explicit way but it's not really "new".  To know how to use game mechanics, and what a user experience team is important for, is totally understanding who our users are and what they are motivated by. For several years, I taught college psychology courses, including Motivation.  Motivation is generally broken down into intrinsic and extrinsic motivation.  There's intrinsic, which comes from within the individual.  And there's extrinsic, which comes from outside the individual.  Intrinsic motivation is that motivation that comes from just a general sense of pleasure in the doing of something.  For example, I like to cook.  I like to cook a lot.  The kind of cooking I think is just fun makes other people--people who don't like to cook--cringe.  Like the cake I made this week--the star-spangled rhapsody from The Cake Bible: two layers of meringue, two layers of genoise flavored with a raspberry eau de vie syrup, whipped cream with berries and a mousseline buttercream, also flavored with raspberry liqueur and topped with fresh raspberries and blueberries. I love cooking--I ask for cooking tools for my birthday and Christmas, I take classes like sushi making and knife skills for fun.  I like reading about you can make an emulsion of egg yolks, melted butter and lemon, cook slowly and transform them into a sauce hollandaise (my use of all the egg yolks that didn't go into the aforementioned cake).  And while it's nice when people like what I cook, I don't do it for that.  I do it because I think it's fun.  My former boss, Ultan Ó Broin, loves to fish in the sea off the coast of Ireland.  Not because he gets prizes for it, or awards, but because it's fun.  To quote a note he sent me today when I asked if having been recently ill kept him from the beginning of mackerel season, he told me he had already been out and said "I can fish when on a deathbed" (read more of Ultan's work, see his blogs on User Assistance and Translation.). That's not the kind of intensity you get about something you don't like to do.  I'm sure you can think of something you do just because you like it. So how does that relate to gamification?  Gamification in the enterprise space is about uncovering the game within work.  Gamification is about tapping into things people already find motivating.  But to do that, you need to know what that user is motivated by. Customer Relationship Management (CRM) is one of those areas where over-the-top gamification seems to work (not to plug a competitor in this space, but you can search on what Bunchball* has done with a company just a little north of us on 101 for the CRM crowd).  Sales people are naturally competitive and thrive on that plus recognition of their sales work.  You can use lots of game mechanics like leaderboards and challenges and scorecards with this type of user and they love it.  Show my whole org I'm leading in sales for the quarter?  Bring it on!  However, take the average accountant and show how much general ledger activity they have done in the last week and expose it to their whole org on a leaderboard and I think you'd see a lot of people looking for a new job.  Why?  Because in general, accountants aren't extraverts who thrive on competition in their work.  That doesn't mean there aren't game mechanics that would work for them, but they won't be the same game mechanics that work for sales people.  It's a different type of user and they are motivated by different things. To break this up, I'll stop here and post now.  I'll pick this thread up in the next post. Thoughts? Questions? *Disclosure: To my knowledge, Oracle has no relationship with Bunchball at this point in time.

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  • 7 Steps To Cut Recruiting Costs & Drive Exceptional Business Results

    - by Oracle Accelerate for Midsize Companies
    By Steve Viarengo, Vice President Product Management, Oracle Taleo Cloud Services  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 In good times, trimming operational costs is an ongoing goal. In tough times, it’s a necessity. In both good times and bad, however, recruiting occurs. Growth increases headcount in good times, and opportunistic or replacement hiring occurs in slow business cycles. By employing creative recruiting strategies in tandem with the latest technology developments, you can reduce recruiting costs while driving exceptional business results. Here are some critical areas to focus on. 1.  Target Direct Cost Savings Total recruiting process expenses are the sum of external costs plus internal labor costs. Most organizations can reduce recruiting expenses with direct cost savings. While additional savings on indirect costs can be realized from process improvement and efficiency gains, there are direct cost savings and benefits readily available in three broad areas: sourcing, assessments, and green recruiting. 2. Sourcing: Reduce Agency Costs Agency search firm fees can amount to 35 percent of a new employee’s annual base salary. Typically taken from the hiring department budget, these fees may not be visible to HR. By relying on internal mobility programs, referrals, candidate pipelines, and corporate career Websites, organizations can reduce or eliminate this agency spend. And when you do have to pay third-party agency fees, you can optimize the value you receive by collaborating with agencies to identify referred candidates, ensure access to candidate data and history, and receive automatic notifications and correspondence. 3. Sourcing: Reduce Advertising Costs You can realize significant cost reductions by placing all job positions on your corporate career Website. This will allow you to reap a substantial number of candidates at minimal cost compared to job boards and other sourcing options. 4.  Sourcing: Internal Talent Pool Internal talent pools provide a way to reduce sourcing and advertising costs while delivering improved productivity and retention. Internal redeployment reduces costs and ramp-up time while increasing retention and employee satisfaction. 5.  Sourcing: External Talent Pool Strategic recruiting requires identifying and matching people with a given set of skills to a particular job while efficiently allocating sourcing expenditures. By using an e-recruiting system (which drives external talent pool management) with a candidate relationship database, you can automate prescreening and candidate matching while communicating with targeted candidates. Candidate relationship management can lower sourcing costs by marketing new job opportunities to candidates sourced in the past. By mining the talent pool in this fashion, you eliminate the need to source a new pool of candidates for each new requisition. Managing and mining the corporate candidate database can reduce the sourcing cost per candidate by as much as 50 percent. 6.  Assessments: Reduce Turnover Costs By taking advantage of assessments during the recruitment process, you can achieve a range of benefits, including better productivity, superior candidate performance, and lower turnover (providing considerable savings). Assessments also save recruiter and hiring manager time by focusing on a short list of qualified candidates. Hired for fit, such candidates tend to stay with the organization and produce quality work—ultimately driving revenue.  7. Green Recruiting: Reduce Paper and Processing Costs You can reduce recruiting costs by automating the process—and making it green. A paperless process informs candidates that you’re dedicated to green recruiting. It also leads to direct cost savings. E-recruiting reduces energy use and pollution associated with manufacturing, transporting, and recycling paper products. And process automation saves energy in mailing, storage, handling, filing, and reporting tasks. Direct cost savings come from reduced paperwork related to résumés, advertising, and onboarding. Improving the recruiting process through sourcing, assessments, and green recruiting not only saves costs. It also positions the company to improve the talent base during the recession while retaining the ability to grow appropriately in recovery. /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";}

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  • PHP and performance

    - by Naif
    I always hear that PHP is for medium and small websites whereas .NET and Java for enterprise applications. My question is about PHP. Why is PHP not a good option for enterprise web applications? Is it because if the web application becomes bigger then PHP will be slower as it is an interpreted language? I know that corporate world will choose .NET or J2EE because of the integration with their products and because of back end services, etc. However, if we just have PHP for building sites and web applications then how can we use it to perform well with big sites? In short, Is there a relationship between the performance of PHP and the size of the website? What are the factors that make PHP not appropriate option for big sites?

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  • Finding it Hard to Deliver Right Customer Experience: Think BPM!

    - by Ajay Khanna
    Our relationship with our customers is not a just a single interaction and we should not treat it like one. A customer’s relationship with a vendor is like a journey which starts way before customer makes a purchase and lasts long after that. The journey may start with customer researching a product that may lead to the eventual purchase and may continue with support or service needs for the product. A typical customer journey can be represented as shown below: As you may notice, customers tend to use multiple channels to interact with a company throughout their journey.  They also expect that they should get consistent experience, no matter what interaction channel they may choose. Customers do not like to repeat the information they have already provided and expect companies to remember their preferences, and offer them relevant products and services. If the company fails to meet this expectation, customers not only will abandon the purchase and go to the competitor but may also influence others’ purchase decision. Gone are the days when word of mouth was the only medium, and the customer could influence “Six” others. This is the age of social media and customer’s good or bad experience, especially bad get highly amplified and may influence hundreds of others. Challenges that face B2C companies today include: Delivering consistent experience: The reason that delivering consistent experience is challenging is due to fragmented data, disjointed systems and siloed multichannel interactions. Customers tend to get different service quality if they use web vs. phone vs. store. They get different responses from different service agents or get inconsistent answers if they call sales vs. service group in the company. Such inconsistent experiences result in lower customer satisfaction or NPS (net promoter score) numbers. Increasing Revenue: To stay competitive companies frequently introduce new products and services. Delay in launching such offerings has a significant impact on revenue realization. In addition to new product revenue, there are multiple opportunities to up-sell and cross-sell that impact bottom line. If companies are not able to identify such opportunities, bring a product to market quickly, or not offer the right product to the right customer at the right time, significant loss of revenue may occur. Ensuring Compliance: Companies must be compliant to ever changing regulations, these could be about Know Your Customer (KYC), Export/Import regulations, or taxation policies. In addition to government agencies, companies also need to comply with the SLA that they have committed to their customers. Lapse in meeting any of these requirements may lead to serious fines, penalties and loss in business. Companies have to make sure that they are in compliance will all such regulations and SLA commitments, at any given time. With the advent of social networks and mobile technology, companies not only need to focus on process efficiency but also on customer engagement. Improving engagement means delivering the customer experience as the customer is expecting and interacting with the customer at right time using right channel. Customers expect to be able to contact you via any channel of their choice (web, email, chat, mobile, social media), purchase via any viable channel (web, phone, store, mobile). Customers expect companies to understand their particular needs and remember their preferences on repeated visits. To deliver such an integrated, consistent, and contextual experience, power of BPM in must. Your company may be organized in departments like Marketing, Sales, Service. You may hold prospect data in SFA, order information in ERP, customer issues in CRM. However, the experience delivered to the customer must not be constrained by your system legacy. BPM helps in designing the right experience for the right customer and integrates all the underlining channels, systems, applications to make sure right information will be delivered to the right knowledge worker or to the customer every single time.     Orchestrating information across all systems (MDM, CRM, ERP), departments (commerce, merchandising, marketing service) and channels (Email, phone, web, social)  is the key, and that’s what BPM delivers. In addition to orchestrating systems and channels for consistency, BPM also provides an ability for analysis and decision management. By using data from historical transactions, social media and from other systems, users can determine the customer preferences, customer value, and churn propensity. This information, in the context, is then used while making a decision at a process step. Working with real-time decision management system can also suggest right up-sell or cross-sell offers, discounts or next-best-action steps for a particular customer. Timely action on customer issues or request is also a key tenet of a good customer experience. BPM’s complex event processing capabilities help companies to take proactive actions before issues get escalated. BPM system can be designed to listen to a certain event patters then deduce from those customer situations (credit card stolen, baggage lost, change of address) and do a triage before situation goes out of control. If such a situation arises you can send alerts to right people or immediately invoke corrective actions. Last but not least one of BPM’s key values is to drive continuous improvement. Learning about customers past experiences, interactions and social conversations, provide valuable insight. Such insight can be used to improve products, customer facing processes, and customer experience. You may take these insights as an input to design better more efficient and customer friendly sales, contact center or self-service processes. If customer experience is important for your business, make sure you have incorporated BPM as a part of your strategy to design, orchestrate and improve your customer facing processes.

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  • Level and Player objects - which should contain which?

    - by Thane Brimhall
    I've been working on a several simple games, and I've always come to a decision point where I have to choose whether to have the Level object as an attribute of the Player class or the Player as an attribute of the Level class. I can see arguments for both: The Level should contain the player because it also contains every other entity. In fact it just makes sense this way: "John is in the room." It makes it a bit more difficult to move the player to a new level, however, because then each level has to pass its player object to an upcoming level. On the other hand, it makes programming sense to me to leave the player as the top-level object that is persistent between levels, and the environment changes because the player decides to change his level and location. It becomes very easy to change levels, because all I have to do is replace the level variable on the player. What's the most common practice here? Or better yet, is there a "right" way to architecture this relationship?

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  • Best way to find freelance c# developer

    - by sturdytree
    I am a developer based in London developing a desktop WPF business application using c# (+ MVVM/DDD/Nhibernate/Unity/Postsharp...). I need to find someone to review my code to suggest improvements and then to write integration tests. This could potentially be an ongoing relationship, expanding into writing new features etc. It would suit an experienced developer with a strong interest in design principles and writing clean code, who can work part time. However, the developer would need to work at my home based office (although timing is flexible). Websites such as elance and odesk seem to tie you in, and I would prefer to pay a one off introduction fee and then deal with the developer direct. Stack exchange seems quite expensive but is a possibility if I don't find an alternative. So, are there any other websites I can try?

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  • Bouygues Telecom Gains a 360-Degree Overview of Customers and Improves Offer Acceptance Rates

    - by user511693
    With more than 10 million mobile customers and 500,000 landline customers, the mission of Bouygues Telecom is to become the premier mobile, landline, television, and internet brand in France, by focusing on customer acquisition, advice, service, and support. Project challenges included: Leverage every customer relationship and increase customer loyalty through personalized offers or promotions on landline or mobile phone contracts Build on marketing campaigns and take advantage of incoming contacts from the company’s call center, Web, and retail stores Improve acceptance rates of communication service offers “Thanks to Oracle’s Siebel CRM solutions and Oracle Real-Time Decisions, we can now meet customer requests faster, personalize offers to improve the services we provide, and gain feedback on responses to offers. This enhances our knowledge of our customers before our next contact with them, whether through the Web site, call center, or our Club retail stores.” – Eric Dobremer, IT Manager - Grand Public CRM Development, Bouygues Telecom Read about results here.

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  • Will Tracking Subdomains as Single Entity with Google Analytics Help SEO? [closed]

    - by Sam Gridley
    Possible Duplicate: Does Google Analytics data affect SEO? We have two subdomains, one for our blog and one for our ecommerce store. The blog serves to bring traffic and the store is how we monetize the site. We have them designed to appear as one large site, but I know google sees them as two sites. Here is how the subdomains look: www.example.com (store) blog.example.com (blog) I believe I can configure analytics to use subdomain tracking as explained here: http://support.google.com/googleanalytics/bin/answer.py?hl=en&answer=55524 But my question is whether this will cause google to see our 2 subdomains as one larger domain for SEO purposes. In other words, is there any relationship to how you configure google analytics and how google indexes and ranks your website(s) and pages? Is there anything I need to do in anaytics or webmaster tools to make google aware that these two subdomains work together as one website? Thanks! Sam

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  • Does Submit to Index on a page with new content update Content Keywords for the site?

    - by Dan Kanze
    Using Google Webmaster Tools I'm trying to update the Content Keywords of my site. I'm confused about the relationship between Submit to Index and Content Keywords Does Fetch as Google -- Submit to Index on a previously existing indexed page containing new content expidite updating the Content Keywords crawled by the real Google bot? Does Submit to Index only submit new URL's so that previously indexed URL's still point to the older cached version until Google crawls specifically for new content on its own? Does Submit to Index have anything to do with Content Keywords or crawling new content being a previously indexed page or never been indexed page?

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  • Create association between informations

    - by Andrea Girardi
    I deployed a project some days ago that allow to extract some medical articles using the results of a questionnaire completed by a user. For instance, if I reply on questionnaire I'm affected by Diabetes type 2 and I'm a smoker, my algorithm extracts all articles related to diabetes bubbling up all articles contains information about Diabetes type 2 and smoking. Basically we created a list of topic and, for every topic we define a kind of "guideline" that allows to extract and order informations for a user. I'm quite sure there are some better way to put on relationship two content but I was not able to find them on network. Could you suggest my a model, algorithm or paper to better understand this kind of problem and that helps me to find a faster, and more accurate way to extract information for an user?

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