Search Results

Search found 7239 results on 290 pages for 'job satisfaction'.

Page 69/290 | < Previous Page | 65 66 67 68 69 70 71 72 73 74 75 76  | Next Page >

  • Asynchronous crawling F#

    - by jlezard
    When crawling on webpages I need to be careful as to not make too many requests to the same domain, for example I want to put 1 s between requests. From what I understand it is the time between requests that is important. So to speed things up I want to use async workflows in F#, the idea being make your requests with 1 sec interval but avoid blocking things while waiting for request response. let getHtmlPrimitiveAsyncTimer (uri : System.Uri) (timer:int) = async{ let req = (WebRequest.Create(uri)) :?> HttpWebRequest req.UserAgent<-"Mozilla" try Thread.Sleep(timer) let! resp = (req.AsyncGetResponse()) Console.WriteLine(uri.AbsoluteUri+" got response") use stream = resp.GetResponseStream() use reader = new StreamReader(stream) let html = reader.ReadToEnd() return html with | _ as ex -> return "Bad Link" } Then I do something like: let uri1 = System.Uri "http://rue89.com" let timer = 1000 let jobs = [|for i in 1..10 -> getHtmlPrimitiveAsyncTimer uri1 timer|] jobs |> Array.mapi(fun i job -> Console.WriteLine("Starting job "+string i) Async.StartAsTask(job).Result) Is this alright ? I am very unsure about 2 things: -Does the Thread.Sleep thing work for delaying the request ? -Is using StartTask a problem ? I am a beginner (as you may have noticed) in F# (coding in general actually ), and everything envolving Threads scares me :) Thanks !!

    Read the article

  • Submitting R jobs using PBS

    - by Tony
    I am submitting a job using qsub that runs parallelized R. My intention is to have R programme running on 4 different cores rather than 8 cores. Here are some of my settings in PBS file: #PBS -l nodes=1:ppn=4 .... time R --no-save < program1.R > program1.log I am issuing the command "ta job_id" and I'm seeing that 4 cores are listed. However, the job occupies a large amount of memory(31944900k used vs 32949628k total). If I were to use 8 cores, the jobs got hang due to memory limitation. top - 21:03:53 up 77 days, 11:54, 0 users, load average: 3.99, 3.75, 3.37 Tasks: 207 total, 5 running, 202 sleeping, 0 stopped, 0 zombie Cpu(s): 30.4%us, 1.6%sy, 0.0%ni, 66.8%id, 0.0%wa, 0.0%hi, 1.2%si, 0.0%st Mem: 32949628k total, 31944900k used, 1004728k free, 269812k buffers Swap: 2097136k total, 8360k used, 2088776k free, 6030856k cached Here is a snapshot when issuing command ta job_id PID USER PR NI VIRT RES SHR S %CPU %MEM TIME+ COMMAND 1794 x 25 0 6247m 6.0g 1780 R 99.2 19.1 8:14.37 R 1795 x 25 0 6332m 6.1g 1780 R 99.2 19.4 8:14.37 R 1796 x 25 0 6242m 6.0g 1784 R 99.2 19.1 8:14.37 R 1797 x 25 0 6322m 6.1g 1780 R 99.2 19.4 8:14.33 R 1714 x 18 0 65932 1504 1248 S 0.0 0.0 0:00.00 bash 1761 x 18 0 63840 1244 1052 S 0.0 0.0 0:00.00 20016.hpc 1783 x 18 0 133m 7096 1128 S 0.0 0.0 0:00.00 python 1786 x 18 0 137m 46m 2688 S 0.0 0.1 0:02.06 R How can I prevent other users to use the other 4 cores? I like to mask somehow that my job is using 8 cores with 4 cores idling. Could anyone kindly help me out on this? Can this be solved using pbs? Many Thanks

    Read the article

  • deepcopy and python - tips to avoid using it?

    - by blackkettle
    Hi, I have a very simple python routine that involves cycling through a list of roughly 20,000 latitude,longitude coordinates and calculating the distance of each point to a reference point. def compute_nearest_points( lat, lon, nPoints=5 ): """Find the nearest N points, given the input coordinates.""" points = session.query(PointIndex).all() oldNearest = [] newNearest = [] for n in xrange(nPoints): oldNearest.append(PointDistance(None,None,None,99999.0,99999.0)) newNearest.append(obj2) #This is almost certainly an inappropriate use of deepcopy # but how SHOULD I be doing this?!?! for point in points: distance = compute_spherical_law_of_cosines( lat, lon, point.avg_lat, point.avg_lon ) k = 0 for p in oldNearest: if distance < p.distance: newNearest[k] = PointDistance( point.point, point.kana, point.english, point.avg_lat, point.avg_lon, distance=distance ) break else: newNearest[k] = deepcopy(oldNearest[k]) k += 1 for j in range(k,nPoints-1): newNearest[j+1] = deepcopy(oldNearest[j]) oldNearest = deepcopy(newNearest) #We're done, now print the result for point in oldNearest: print point.station, point.english, point.distance return I initially wrote this in C, using the exact same approach, and it works fine there, and is basically instantaneous for nPoints<=100. So I decided to port it to python because I wanted to use SqlAlchemy to do some other stuff. I first ported it without the deepcopy statements that now pepper the method, and this caused the results to be 'odd', or partially incorrect, because some of the points were just getting copied as references(I guess? I think?) -- but it was still pretty nearly as fast as the C version. Now with the deepcopy calls added, the routine does it's job correctly, but it has incurred an extreme performance penalty, and now takes several seconds to do the same job. This seems like a pretty common job, but I'm clearly not doing it the pythonic way. How should I be doing this so that I still get the correct results but don't have to include deepcopy everywhere?

    Read the article

  • ASP.NET MVC static-asset aides/practices

    - by shannon
    I want to keep assets that are only used by one view in a view-specific folder, so my Search.aspx properly finds images/*.jpg, and helps me maintain my convention: ~/Areas/Candidate/Views/Job/Search.aspx -> ~/Assets/Candidate/Job/Search/images/*.jpg Perhaps with the ability to easily reference controller- or area-common assets manually or automatically: ~/Assets/Candidate/Job/images/*.jpg ~/Assets/Candidate/images/*.jpg If you wonder why I'm doing this, then speak up; I'm probably missing something. But here's why: I don't want stale static assets sitting in my ASP.NET MVC projects, which I expect to be an automatic outcome of the ~/Assets/Images folder: i.e. As a shared asset loses its last reference-count, who knows to delete it, especially with it being so difficult to trace content link validity in MVC projects? How do you, personally, do this? I can imagine, for example: Implement HtmlHelper extension methods for URL-generation. Extending ViewPage and ViewMasterPage with URL-generation methods. Implementing an inbound request filter to search related folders for static assets. and, are there good libraries out there for this? For example, something that also automatically appends timestamps for .JS and .CSS files, writes the / tags for me, and maybe even that allows me to inject includes in the head section from outside head code?

    Read the article

  • ASP.NET MVC: How to create a usable UrlHelper instance?

    - by Marek
    I am using quartz.net to schedule regular events within asp.net mvc application. The scheduled job should call a service layer script that requires a UrlHelper instance (for creating Urls based on correct routes (via urlHelper.Action(..)) contained in emails that will be sent by the service). I do not want to hardcode the links into the emails - they should be resolved using the urlhelper. The job: public class EvaluateRequestsJob : Quartz.IJob { public void Execute(JobExecutionContext context) { // where to get a usable urlHelper instance? ServiceFactory.GetRequestService(urlHelper).RunEvaluation(); } } Please note that this is not run within the MVC pipeline. There is no current request being served, the code is run by the Quartz scheduler at defined times. How do I get a UrlHelper instance usable on the indicated place? If it is not possible to construct a UrlHelper, the other option I see is to make the job "self-call" a controller action by doing a HTTP request - while executing the action I will of course have a UrlHelper instance available - but this seems a little bit hacky to me.

    Read the article

  • AS3 using PrintJob to print a MovieClip

    - by Chris Waugh
    Hello, I am currently trying to create a function which will allow me to pass in a movieclip and print it. Here is the simplified version of the function: function printMovieClip(clip:MovieClip) { var printJob:PrintJob = new PrintJob(); var numPages:int = 0; var printY:int = 0; var printHeight:Number; if ( printJob.start() ) { /* Resize movie clip to fit within page width */ if (clip.width > printJob.pageWidth) { clip.width = printJob.pageWidth; clip.scaleY = clip.scaleX; } numPages = Math.ceil(clip.height / printJob.pageHeight); /* Add pages to print job */ for (var i:int = 0; i < numPages; i++) { printJob.addPage(clip, new Rectangle(0, printY, printJob.pageWidth, printJob.pageHeight)); printY += printJob.pageHeight; } /* Send print job to printer */ printJob.send(); /* Delete job from memory */ printJob = null; } } printMovieClip( testMC ); Unfortunately this is not working as expected i.e. printing the full width of the Movieclip and doing page breaks on the length. Any help with this would be greatly appreciated. Many thanks, Chris

    Read the article

  • Quartz.Net scheduler works locally but not on remote host

    - by Glinkot
    Hi. I have a timed quartz.net job working fine on my dev machine, but once deployed to a remote server it is not triggering. I believe the job is scheduled ok, because if I postback, it tells me the job already exists (I normally check for postback however). The email code definitely works, as the 'button1_click' event sends emails successfully. I understand I have full or medium trust on the remove server. My host says they don't apply restrictions that they know of which would affect it. Any other things I need to do to get it running? using System; using System.Collections.Generic; using System.Linq; using System.Web; using System.Web.UI; using System.Web.UI.WebControls; using Quartz; using Quartz.Impl; using Quartz.Core; using Aspose.Network.Mail; using Aspose.Network; using Aspose.Network.Mime; using System.Text; namespace QuartzTestASP { public partial class _Default : System.Web.UI.Page { protected void Page_Load(object sender, EventArgs e) { if (!Page.IsPostBack) { ISchedulerFactory schedFact = new StdSchedulerFactory(); IScheduler sched = schedFact.GetScheduler(); JobDetail jobDetail = new JobDetail("testJob2", null, typeof(testJob)); //Trigger trigger = TriggerUtils.MakeMinutelyTrigger(1, 3); Trigger trigger = TriggerUtils.MakeSecondlyTrigger(10, 5); trigger.StartTimeUtc = DateTime.UtcNow; trigger.Name = "TriggertheTest"; sched.Start(); sched.ScheduleJob(jobDetail, trigger); } } protected void Button1_Click1(object sender, EventArgs e) { myutil.sendEmail(); } } class testJob : IStatefulJob { public testJob() { } public void Execute(JobExecutionContext context) { myutil.sendEmail(); } } public static class myutil { public static void sendEmail() { // tested code lives here and works fine when called from elsewhere } } }

    Read the article

  • Algorithm for optimally choosing actions to perform a task

    - by Jules
    There are two data types: tasks and actions. An action costs a certain time to complete, and a set of tasks this actions consists of. A task has a set of actions, and our job is to choose one of them. So: class Task { Set<Action> choices; } class Action { float time; Set<Task> dependencies; } For example the primary task could be "Get a house". The possible actions for this task: "Buy a house" or "Build a house". The action "Build a house" costs 10 hours and has the dependencies "Get bricks" and "Get cement", etcetera. The total time is the sum of all the times of the actions required to perform. We want to choose actions such that the total time is minimal. Note that the dependencies can be diamond shaped. For example "Get bricks" could require "Get a car" (to transport the bricks) and "Get cement" would also require a car. Even if you do "Get bricks" and "Get cement" you only have to count the time it takes to get a car once. Note also that the dependencies can be circular. For example "Money" - "Job" - "Car" - "Money". This is no problem for us, we simply select all of "Money", "Job" and "Car". The total time is simply the sum of the time of these 3 things. Mathematical description: Let actions be the chosen actions. valid(task) = ?action ? task.choices. (action ? actions ? ?tasks ? action.dependencies. valid(task)) time = sum {action.time | action ? actions} minimize time subject to valid(primaryTask)

    Read the article

  • Need help running Python app as service in Ubuntu with Upstart

    - by GreeenGuru
    I have written a logging application in Python that is meant to start at boot, but I've been unable to start the app with Ubuntu's Upstart init daemon. When run from the terminal with sudo /usr/local/greeenlog/main.pyw, the application works perfectly. Here is what I've tried for the Upstart job: /etc/init/greeenlog.conf # greeenlog description "I log stuff." start on startup stop on shutdown script exec /usr/local/greeenlog/main.pyw end script My application starts one child thread, in case that is important. I've tried the job with the expect fork stanza without any change in the results. I've also tried this with sudo and without the script statements (just a lone exec statement). In all cases, after boot, running status greeenlog returns greeenlog stop/waiting and running start greeenlog returns: start: Rejected send message, 1 matched rules; type="method_call", sender=":1.61" (uid=1000 pid=2496 comm="start) interface="com.ubuntu.Upstart0_6.Job" member="Start" error name="(unset)" requested_reply=0 destination="com.ubuntu.Upstart" (uid=0 pid=1 comm="/sbin/init")) Can anyone see what I'm doing wrong? I appreciate any help you can give. Thanks.

    Read the article

  • Cobol web development/hosting resources

    - by felixm
    Hello, I'm employed at a fairly big company here in Germany and got the job to create the main website for it which will feature: Static contents; Information and Presentations An employee area (around 6000 employees) featuring various things from calenders, job descriptions, some sort of groups Too many other dynamic things I can't list here I have decided to use COBOL for the job, it may be very underrated but it is a very powerful language, especially for business apps and, as my co-workers say, web (2.0) development too. I also need to use COBOL because all the backend and transactions system of the company is programmed in it (some small parts were programmed in LISP too, idk exactly why). I also have received an API that makes it possible to use COBOL with MySQL easily. This is a big project and it will probably take more than 2 months programming it. What do I have to expect when building a huge web app in COBOL? Are there web frameworks for COBOL available? Some sort of MVC? Are there any good resources for practical web-development with COBOL? Thanks in advance

    Read the article

  • Atomically maintaining a counter using Sub-sonic ActiveRecord

    - by cantabilesoftware
    I'm trying to figure out the correct way to atomically increment a counter in one table and use that incremented value as an pseudo display-only ID for a record in another. What I have is a companies table and a jobs table. I want each company to have it's own set of job_numbers. I do have an auto increment job_id, but those numbers are shared across all companies. ie: the job numbers should generally increment without gaps for each company. ie: companies(company_id, next_job_number) jobs(company_id, job_id, job_number) Currently I'm doing this (as a method on the partial job class): public void SaveJob() { using (var scope = new System.Transactions.TransactionScope()) { if (job_id == 0) { _db.Update<company>() .SetExpression("next_job_number").EqualTo("next_job_number+1") .Where<company>(x => x.company_id == company_id) .Execute(); company c = _db.companies.SingleOrDefault(x => x.company_id == company_id); job_number = c.next_job_number; } // Save the job this.Save(); scope.Complete(); } } It seems to work, but I'm not sure if there are pitfalls here? It just feels wrong, but I'm not sure how else to do it. Any advice appreciated.

    Read the article

  • Why would this Lua optimization hack help?

    - by Ian Boyd
    i'm looking over a document that describes various techniques to improve performance of Lua script code, and i'm shocked that such tricks would be required. (Although i'm quoting Lua, i've seen similar hacks in Javascript). Why would this optimization be required: For instance, the code for i = 1, 1000000 do local x = math.sin(i) end runs 30% slower than this one: local sin = math.sin for i = 1, 1000000 do local x = sin(i) end They're re-declaring sin function locally. Why would this be helpful? It's the job of the compiler to do that anyway. Why is the programmer having to do the compiler's job? i've seen similar things in Javascript; and so obviously there must be a very good reason why the interpreting compiler isn't doing its job. What is it? i see it repeatedly in the Lua environment i'm fiddling in; people redeclaring variables as local: local strfind = strfind local strlen = strlen local gsub = gsub local pairs = pairs local ipairs = ipairs local type = type local tinsert = tinsert local tremove = tremove local unpack = unpack local max = max local min = min local floor = floor local ceil = ceil local loadstring = loadstring local tostring = tostring local setmetatable = setmetatable local getmetatable = getmetatable local format = format local sin = math.sin What is going on here that people have to do the work of the compiler? Is the compiler confused by how to find format? Why is this an issue that a programmer has to deal with? Why would this not have been taken care of in 1993? i also seem to have hit a logical paradox: Optimizatin should not be done without profiling Lua has no ability to be profiled Lua should not be optimized

    Read the article

  • Use of putty in command line

    - by kij
    Hi, I'm trying to use putty in command line from an hudson job. The command is the following one: putty -ssh -2 -P 22 USERNAME@SERVER_ADDR -pw PASS -m command.txt Where 'command.txt' is a shell script to execute in the server through SSH. If i launch this command from the Window command prompt, it works, the shell script is executed on the server machine. If i launch a build of the hudson job configured with this batch command, it doesn't work. The build is running... and running... and running.. without doing anything, and i have to stop it manually. So my question is: Is it possible to launch an external programm (i.e. putty) from an hudson job ? ps: i tried SSH plugin but... not a really good plugin (pre/post build, fail status of the commands launched not caught by hudson, etc.) Thanks in advance for your help. Best regards. kij

    Read the article

  • How to get around LazyInitializationException in scheduled jobs?

    - by Shreerang
    I am working on a J2EE server application which is deployed on Tomcat. I use Spring source as MVC framework and Hibernate as ORM provider. My object model has lot of Lazy relationships (dependent objects are fetched on request). The high level design is like Service level methods call a few DAO methods to perform database operation. The service method is called either from the Flex UI or as a scheduled job. When it is called from Flex UI, the service method works fine i.e. it fetches some objects using DAO methods and even Lazy loading works. This is possible by the use of OpenSessionInViewFilter configured with the UI servlet. But when the same service method is called as scheduled Job, it gives LazyInitializationException. I can not configure OpenSessionInViewFilter because there is no servlet or UI request associated with that. I tried configuring Transaction around the scheduled job method so that service method starts a transaction and all the DAO methods participate in that same transaction, hoping that the transaction will remain active and hibernate session will be available. But it does not work. Please suggest if anyone has ever been able to get such a configuration working. If needed, I can post the Hibernate configuration and log messages. Thanks a lot for help! Shreerang

    Read the article

  • Can you do this with Hudson?

    - by damian
    I want to create a hudson job, that takes an id as a parameter. And use that id to calculate the svn-repo path. Where I work you have a svn path for every issue that you resolve. And then all the issues are joined into a single svn-path. What I want to do is to run static code analysis on the partial issues. So I think maybe having an Ant build.xml that I use for every issue, then, parametrize the job with the issue id. I have tried to achieve that but the svn path doesn't replace the parameter. I have tried with #issueId, %issueId%, ${issueId} and ${env.issueId} without success. Jump error like: Location 'http://svn-path:8181/svn/devSet/issues/${env.chuid}' does not exist Checking out a fresh workspace because C:\Documents and Settings\dnoseda\.hudson\jobs\test\workspace\${env.chuid} doesn't exist Checking out http://svn-path:8181/svn/devSet/issues/${env.chuid} ERROR: Failed to check out http://svn-path:8181/svn/devSet/issues/${env.chuid} org.tmatesoft.svn.core.SVNException: svn: '/svn/!svn/bc/46190/devSet/issues/$%7Benv.chuid%7D' path not found: 404 Not Found (http://svn-path:8181) at org.tmatesoft.svn.core.internal.wc.SVNErrorManager.error(SVNErrorManager.java:64) at org.tmatesoft.svn.core.internal.wc.SVNErrorManager.error(SVNErrorManager.java:51) at I am think that I can not do what I want. Do you know how I can setup the correct configuration to achieve this matter? Thanks for any help. Edit The section of the configurate job that I want to put this parameter is this: <scm class="hudson.scm.SubversionSCM"> <locations> <hudson.scm.SubversionSCM_-ModuleLocation> <remote>http://svn-path:8181/svn/devSet/issues/${env.issueid}</remote> </hudson.scm.SubversionSCM_-ModuleLocation> </locations>

    Read the article

  • What are your Programming Falacies/Myths?

    - by pms1969
    I recently started a new job and as is typical of all jobs, if you've left, you get blamed for everything. Not long after I started there was a change required for an app (web based) that we maintain, and it was quickly pointed out that the actual code for this site had been lost a long time ago, and the only changes we could make to the it were ones that required changes to mark-up [it was a pre-compiled site]. Being new, I needed a little help finding my way around the code, and enlisted the services of one of my colleagues. Made my changes, and then re-enlisted his help to deploy it. While prepping for the deployment (getting the app on the QA server) we discovered that there were actually 2 different, very similarly named, folders in our source repository. It transpired that for the last year or so, mark-up changes had been made to the site directly, and these were the only differences with the code in the slightly incorrectly named folder in source control. So we did have all the code, and can now properly support the site. This put me in mind of a trick we played on a junior programmer once in a previous job, where we told him he couldn't/shouldn't do a certain thing in code as this would likely bring the server to it's knees and cost the company thousands of pounds (a gag that last months :-). And another one in the first programming job I took on - the batch commission run was just going to crash once a month and there was nothing to be done about it, causing a call out, and call out compensation for the on-call guy (a bug I fixed as soon as I became the on-call guy - 2am call outs don't work for me). So I was wondering... What other programming fallacies/myths are out there that are worth sharing?

    Read the article

  • What do I do about a Java program that spawned two instaces of itself?

    - by user288915
    I have a java JAR file that is triggered by a SQL server job. It's been running successfully for months. The process pulls in a structured flat file to a staging database then pushes that data into an XML file. However yesterday the process was triggered twice at the same time. I can tell from a log file that gets created, it looks like the process ran twice simultaneously. This caused a lot of issues and the XML file that it kicked out was malformed and contained duplicate nodes etc. My question is, is this a known issue with Java JVM's spawning multiple instances of itself? Or should I be looking at sql server as the culprit? I'm looking into 'socket locking' or file locking to prevent multiple instances in the future. This is the first instance of this issue that I've ever heard of. More info: The job is scheduled to run every minute. The job triggers a .bat file that contains the java.exe - jar filename.jar The java program runs, scans a directory for a file and then executes a loop to process if the file if it finds one. After it processes the file it runs another loop that kicks out XML messages. I can provide code samples if that would help. Thank you, Kevin

    Read the article

  • Displaying data from linked tables in netbeans JTable

    - by Darc
    I have been writing in java for a few months now and have just started using netbeans. I have spent all day today trying to work out how to connect to an SQL database and display data from 2 tables (ie display the data from from a select statement with an inner join) in a JTable. I have tried using JPQL with the following statment SELECT j, cust.name FROM Job j JOIN j.jobnumber cust where the job table has a field called customer that references id in the customer table. This throws the exception: Caused by: Exception [TOPLINK-8029] (Oracle TopLink Essentials - 2.0.1 (Build b09d-fcs (12/06/2007))): oracle.toplink.essentials.exceptions.EJBQLException Exception Description: Error compiling the query [SELECT j, cust.name FROM Job j JOIN j.jobnumber cust], line 1, column 11: invalid navigation expression [cust.name], cannot navigate expression [cust] of type [java.lang.Integer] inside a query. at oracle.toplink.essentials.exceptions.EJBQLException.invalidNavigation(EJBQLException.java:430) What am i doing wrong? Can anyone point me to some examples of how to make a linked table java application? I am still in the very early stages of development so a complete change is not out of the question if using a mysql database isnt the best way to go about things thanks

    Read the article

  • Saving a Record with Rails Association

    - by tshauck
    Hi, I've been going through the Rails Guides, but have gotten stuck on associations after going through validations and migrations. So, I have the following models Job and Person, where a Person can have many jobs. I know that in reality there'd be a many-to-many, but I'm trying to get my handle on this first. class Job < ActiveRecord::Base belongs_to :people end and class Person < ActiveRecord::Base has_many :jobs end Here's the schema ActiveRecord::Schema.define(:version => 20110108185924) do create_table "jobs", :force => true do |t| t.string "occupation" t.boolean "like" t.datetime "created_at" t.datetime "updated_at" t.integer "person_id" end create_table "people", :force => true do |t| t.string "first_name" t.string "last_name" t.datetime "created_at" t.datetime "updated_at" end end Is there some I can do the following j = Job.first; j.Person? Then that'd give me access to the Person object associated with the j. I couldn't find it on guides.rubyonrails.org, although it has been very helpful getting a grip on migrations and validations thus far. Thanks PS, If there are any tutorials that covers more of this kind of things links would be great.

    Read the article

  • How to get correct children ids using fields_for "parents[]", parent do |f| using f.fields_for :children, child ?

    - by Anatortoise House
    I'm editing multiple instances of a parent model in an index view in one form, as in Railscasts #198. Each parent has_many :children and accepts_nested_attributes_for :children, as in Railscasts #196 and #197 <%= form_tag %> <% for parent in @parents %> <%= fields_for "parents[]", parent do |f| <%= f.text_field :job %> <%= f.fields_for :children do |cf| %> <% cf.text_field :chore %> <% end %> <% end %> <% end %> <% end %> Given parent.id==1 f.text_field :job correctly generates <input id="parents_1_job" type="text" value="coding" size="30" name="parents[1][job]"> But cf.text_field :chore generates ids and names that don't have the parent index. id="parents_children_attributes_0_chore" name="parents[children_attributes][0][chore]" If I try passing the specific child object to f.fields_for like this: <% for child in parent.children %> <%= f.fields_for :children, child do |cf| %> <%= cf.text_field :chore %> <% end %> <% end %> I get the same. If I change the method from :children to "[]children" I get id="parents_1___children_chore" which gets the right parent_index but doesn't provide an array slot for the child index. "[]children[]" isn't right either: id="parents_1__children_3_chore" as I was expecting attributes_0_chore instead of 3_chore. Do I need to directly modify an attribute of the FormBuilder object, or subclass FormBuilder to make this work, or is there a syntax that fits this situation? Thanks for any thoughts.

    Read the article

  • Recap: Oracle Fusion Middleware Strategies Driving Business Innovation

    - by Harish Gaur
    Hasan Rizvi, Executive Vice President of Oracle Fusion Middleware & Java took the stage on Tuesday to discuss how Oracle Fusion Middleware helps enable business innovation. Through a series of product demos and customer showcases, Hassan demonstrated how Oracle Fusion Middleware is a complete platform to harness the latest technological innovations (cloud, mobile, social and Fast Data) throughout the application lifecycle. Fig 1: Oracle Fusion Middleware is the foundation of business innovation This Session included 4 demonstrations to illustrate these strategies: 1. Build and deploy native mobile applications using Oracle ADF Mobile 2. Empower business user to model processes, design user interface and have rich mobile experience for process interaction using Oracle BPM Suite PS6. 3. Create collaborative user experience and integrate social sign-on using Oracle WebCenter Portal, Oracle WebCenter Content, Oracle Social Network & Oracle Identity Management 11g R2 4. Deploy and manage business applications on Oracle Exalogic Nike, LA Department of Water & Power and Nintendo joined Hasan on stage to share how their organizations are leveraging Oracle Fusion Middleware to enable business innovation. Managing Performance in the Wrld of Social and Mobile How do you provide predictable scalability and performance for an application that monitors active lifestyle of 8 million users on a daily basis? Nike’s answer is Oracle Coherence, a component of Oracle Fusion Middleware and Oracle Exadata. Fig 2: Oracle Coherence enabled data grid improves performance of Nike+ Digital Sports Platform Nicole Otto, Sr. Director of Consumer Digital Technology discussed the vision of the Nike+ platform, a platform which represents a shift for NIKE from a  "product"  to  a "product +" experience.  There are currently nearly 8 million users in the Nike+ system who are using digitally-enabled Nike+ devices.  Once data from the Nike+ device is transmitted to Nike+ application, users access the Nike+ website or via the Nike mobile applicatoin, seeing metrics around their daily active lifestyle and even engage in socially compelling experiences to compare, compete or collaborate their data with their friends. Nike expects the number of users to grow significantly this year which will drive an explosion of data and potential new experiences. To deal with this challenge, Nike envisioned building a shared platform that would drive a consumer-centric model for the company. Nike built this new platform using Oracle Coherence and Oracle Exadata. Using Coherence, Nike built a data grid tier as a distributed cache, thereby provide low-latency access to most recent and relevant data to consumers. Nicole discussed how Nike+ Digital Sports Platform is unique in the way that it utilizes the Coherence Grid.  Nike takes advantage of Coherence as a traditional cache using both cache-aside and cache-through patterns.  This new tier has enabled Nike to create a horizontally scalable distributed event-driven processing architecture. Current data grid volume is approximately 150,000 request per minute with about 40 million objects at any given time on the grid. Improving Customer Experience Across Multiple Channels Customer experience is on top of every CIO's mind. Customer Experience needs to be consistent and secure across multiple devices consumers may use.  This is the challenge Matt Lampe, CIO of Los Angeles Department of Water & Power (LADWP) was faced with. Despite being the largest utilities company in the country, LADWP had been relying on a 38 year old customer information system for serving its customers. Their prior system  had been unable to keep up with growing customer demands. Last year, LADWP embarked on a journey to improve customer experience for 1.6million LA DWP customers using Oracle WebCenter platform. Figure 3: Multi channel & Multi lingual LADWP.com built using Oracle WebCenter & Oracle Identity Management platform Matt shed light on his efforts to drive customer self-service across 3 dimensions – new website, new IVR platform and new bill payment service. LADWP has built a new portal to increase customer self-service while reducing the transactions via IVR. LADWP's website is powered Oracle WebCenter Portal and is accessible by desktop and mobile devices. By leveraging Oracle WebCenter, LADWP eliminated the need to build, format, and maintain individual mobile applications or websites for different devices. Their entire content is managed using Oracle WebCenter Content and secured using Oracle Identity Management. This new portal automated their paper based processes to web based workflows for customers. This includes automation of Self Service implemented through My Account -  like Bill Pay, Payment History, Bill History and Usage Analysis. LADWP's solution went live in April 2012. Matt indicated that LADWP's Self-Service Portal has greatly improved customer satisfaction.  In a JD Power Associates website satisfaction survey, results indicate rankings have climbed by 25+ points, marking a remarkable increase in user experience. Bolstering Performance and Simplifying Manageability of Business Applications Ingvar Petursson, Senior Vice Preisdent of IT at Nintendo America joined Hasan on-stage to discuss their choice of Exalogic. Nintendo had significant new requirements coming their way for business systems, both internal and external, in the years to come, especially with new products like the WiiU on the horizon this holiday season. Nintendo needed a platform that could give them performance, availability and ease of management as they deploy business systems. Ingvar selected Engineered Systems for two reasons: 1. High performance  2. Ease of management Figure 4: Nintendo relies on Oracle Exalogic to run ATG eCommerce, Oracle e-Business Suite and several business applications Nintendo made a decision to run their business applications (ATG eCommerce, E-Business Suite) and several Fusion Middleware components on the Exalogic platform. What impressed Ingvar was the "stress” testing results during evaluation. Oracle Exalogic could handle their 3-year load estimates for many functions, which was better than Nintendo expected without any hardware expansion. Faster Processing of Big Data Middleware plays an increasingly important role in Big Data. Last year, we announced at OpenWorld the introduction of Oracle Data Integrator for Hadoop and Oracle Loader for Hadoop which helps in the ability to move, transform, load data to and from Big Data Appliance to Exadata.  This year, we’ve added new capabilities to find, filter, and focus data using Oracle Event Processing. This product can natively integrate with Big Data Appliance or runs standalone. Hasan briefly discussed how NTT Docomo, largest mobile operator in Japan, leverages Oracle Event Processing & Oracle Coherence to process mobile data (from 13 million smartphone users) at a speed of 700K events per second before feeding it Hadoop for distributed processing of big data. Figure 5: Mobile traffic data processing at NTT Docomo with Oracle Event Processing & Oracle Coherence    

    Read the article

  • TGIF: Engagement Wrap-up

    - by Michael Snow
    We've had a very busy week here at Oracle and as we build up to Oracle OpenWorld starting in less than 10 days - it doesn't look like things will be slowing down. Engagement is definitely in the air this week. Our friend, John Mancini published a great article entitled: "The World of Engagement" on his Digital Landfill blog yesterday and we hosted a great webcast with R "Ray" Wang from Constellation Research yesterday on the "9 C's of Engagement". 12.00 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-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} I wanted to wrap-up the week with some key takeaways from our webcast yesterday with Ray Wang. If you missed the webcast yesterday, fear not - it is now available  On-Demand. We'll leave you this week with lots of questions about how to navigate these churning waters of engagement. Stay tuned to the Oracle WebCenter Social Business Thought Leaders Webcast Series as we fuel this dialogue. 12.00 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";} Company Culture Does company support a culture of putting customer satisfaction ahead of profits? Does culture promote creativity and cross functional employee collaboration? Does culture accept different views of multi-generational workforce? Does culture promote employee training and skills development Does culture support upward mobility and long term retention? Does culture support work-life balance? Does the culture provide rewards for employee for outstanding customer support? Channels What are the current primary channels for customer communications? What do you think will be the primary channels in two years? Is company developing support model for emerging channels? Do all channels consistently deliver the same level of customer support? Do you know the cost per transaction across all channels? Do you engage customers proactively across multiple channels? Do all channels have access to the same customer information? Community Does company extend customer support into virtual communities of interest? Does company facilitate educating users through its virtual communities? Does company mine its customer’s experience into useful data? Does company increase the value for customers through using data to deliver new products and services? Does company support two way interactions with its customers through communities of interest? Does company actively support social CRM, online communities and social media markets? Credibility Does company market its trustworthiness through external certificates such as business licenses, BBB certificates or other validations? Does company promote trust through customer testimonials and case studies on ethical business practices? Does company promote truthful market campaigns Does company make it easy for customers to complain? Does company build its reputation for standing behind its products with guarantees for satisfaction? Does company protect its customer data with high security measures> Content What sources do you use to create customer content? Does company mine social media and blogs for customer content? How does your company sort, store and retain its customer content? How frequently does content get updated? What external sources do you use for customer content? How many responses are typically received from a knowledge management system inquiry? Does your company use customer content to design and develop new product and services? Context Does your company market to customers in clusters or individually? Does your company customize its messages and personalize them to specific needs of each individual customer? Does your company store customer data based on their past behaviors, purchases, sentiment analysis and current activities? Does your company manage customer context according to channels used? For example identify personal use channels versus business channels? What is your frequency of collecting customer activities across various touch points? How is your customer data stored and analyzed? Is contextual data used for future customer outreach? Cadence Which channels does your company measure-web site visits, phone calls, IVR, store visits, face to face, social media? Does company make effective use of cross channel marketing to promote more frequent customer engagement? Does your company rate the patterns relevant for your product or service and monitor usage against this pattern? Does your company measure the frequency of both online and offline channels? Does your company apply metrics to the frequency of customer engagements with product or services revenues? Does your company consolidate data for customer engagement across various channels for a complete view of its customer? Catalyst Does company offer coupon discounts? Does company have a customer loyalty program or a VIP membership program? Does company mine customer data to target specific groups of buyers? Do internal employees serve as ambassadors for customer programs? Does company drive loyalty through social media loyalty programs? Does company build rewards based on using loyalty data? Does company offer an employee incentive program to drive customer loyalty?

    Read the article

  • Let your Signature Experience drive IT-decision making

    - by Tania Le Voi
    Today’s CIO job description:  ‘’Align IT infrastructure and solutions with business goals and objectives ; AND while doing so reduce costs; BUT ALSO, be innovative, ensure the architectures are adaptable and agile as we need to act today on the changes that we may request tomorrow.”   Sound like an unachievable request? The fact is, reality dictates that CIO’s are put under this type of pressure to deliver more with less. In a past career phase I spent a few years as an IT Relationship Manager for a large Insurance company. This is a role that we see all too infrequently in many of our customers, and it’s a shame.  The purpose of this role was to build a bridge, a relationship between IT and the business. Key to achieving that goal was to ensure the same language was being spoken and more importantly that objectives were commonly understood - hence service and projects were delivered to time, to budget and actually solved the business problems. In reality IT and the business are already married, but the relationship is most often defined as ‘supplier’ of IT rather than a ‘trusted partner’. To deliver business value they need to understand how to work together effectively to attain this next level of partnership. The Business cannot compete if they do not get a new product to market ahead of the competition, or for example act in a timely manner to address a new industry problem such as a legislative change. An even better example is when the Application or Service fails and the Business takes a hit by bad publicity, being trending topics on social media and losing direct revenue from online channels. For this reason alone Business and IT need the alignment of their priorities and deliverables now more than ever! Take a look at Forrester’s recent study that found ‘many IT respondents considering themselves to be trusted partners of the business but their efforts are impaired by the inadequacy of tools and organizations’.  IT Meet the Business; Business Meet IT So what is going on? We talk about aligning the business with IT but the reality is it’s difficult to do. Like any relationship each side has different goals and needs and language can be a barrier; business vs. technology jargon! What if we could translate the needs of both sides into actionable information, backed by data both sides understand, presented in a meaningful way?  Well now we can with the Business-Driven Application Management capabilities in Oracle Enterprise Manager 12cR2! Enterprise Manager’s Business-Driven Application Management capabilities provide the information that IT needs to understand the impact of its decisions on business criteria.  No longer does IT need to be focused solely on speeds and feeds, performance and throughput – now IT can understand IT’s impact on business KPIs like inventory turns, order-to-cash cycle, pipeline-to-forecast, and similar.  Similarly, now the line of business can understand which IT services are most critical for the KPIs they care about. There are a good deal of resources on Oracle Technology Network that describe the functionality of these products, so I won’t’ rehash them here.  What I want to talk about is what you do with these products. What’s next after we meet? Where do you start? Step 1:  Identify the Signature Experience. This is THE business process (or set of processes) that is core to the business, the one that drives the economic engine, the process that a customer recognises the company brand for, reputation, the customer experience, the process that a CEO would state as his number one priority. The crème de la crème of your business! Once you have nailed this it gets easy as Enterprise Manager 12c makes it easy. Step 2:  Map the Signature Experience to underlying IT.  Taking the signature experience, map out the touch points of the components that play a part in ensuring this business transaction is successful end to end, think of it like mapping out a critical path; the applications, middleware, databases and hardware. Use the wealth of Enterprise Manager features such as Systems, Services, Business Application Targets and Business Transaction Management (BTM) to assist you. Adding Real User Experience Insight (RUEI) into the mix will make the end to end customer satisfaction story transparent. Work with the business and define meaningful key performance indicators (KPI’s) and thresholds to enable you to report and action upon. Step 3:  Observe the data over time.  You now have meaningful insight into every step enabling your signature experience and you understand the implication of that experience on your underlying IT.  Watch if for a few months, see what happens and reconvene with your business stakeholders and set clear and measurable targets which can re-define service levels.  Step 4:  Change the information about which you and the business communicate.  It’s amazing what happens when you and the business speak the same language.  You’ll be able to make more informed business and IT decisions. From here IT can identify where/how budget is spent whether on the level of support, performance, capacity, HA, DR, certification etc. IT SLA’s no longer need be focused on metrics such as %availability but structured around business process requirements. The power of this way of thinking doesn’t end here. IT staff get to see and understand how their own role contributes to the business making them accountable for the business service. Take a step further and appraise your staff on the business competencies that are linked to the service availability. For the business, the language barrier is removed by producing targeted reports on the signature experience core to the business and therefore key to the CEO. Chargeback or show back becomes easier to justify as the ‘cost of day per outage’ can be more easily calculated; the business will be able to translate the cost to the business to the cost/value of the underlying IT that supports it. Used this way, Oracle Enterprise Manager 12c is a key enabler to a harmonious relationship between the end customer the business and IT to deliver ultimate service and satisfaction. Just engage with the business upfront, make the signature experience visible and let Enterprise Manager 12c do the rest. In the next blog entry we will cover some of the Enterprise Manager features mentioned to enable you to implement this new way of working.  

    Read the article

  • Simplifying Human Capital Management with Mobile Applications

    - by HCM-Oracle
    By Aaron Green If you're starting to think 'mobility' is a recurring theme in your reading, you'd be right. For those who haven't started to build organisational capabilities to leverage it, it's fair to say you're late to the party. The good news: better late than never. Research firm eMarketer says the worldwide smartphone audience will total 1.75 billion this year, while communications technology and services provider Ericsson suggests smartphones will triple to 5.6 billion globally by 2019. It should be no surprise, smart phone adoption is reaching the farthest corners of the globe; the subsequent impact of enterprise applications enabled by these devices is driving business performance improvement and will continue to do so. Companies using advanced workforce analytics can add significantly to the bottom line, while impacting customer satisfaction, quality and productivity. It's a statement that makes most business leaders sit forward in their chairs. Achieving these three standards is like sipping The Golden Elixir for the business world. No-one would argue their importance. So what are 'advanced workforce analytics?' Simply, they're unprecedented access to workforce trends and performance markers. Many are made possible by a mobile world and the enterprise applications that come with it on smart devices. Some refer to it as 'the consumerisation of IT'. As this phenomenon has matured and become more widely appreciated it has impacted the spectrum of functional units within an enterprise differently, but powerfully. Whether it's sales, HR, marketing, IT, or operations, all have benefited from a more mobile approach. It has been the catalyst for improvement in, and management of, the employee experience. The net result of which is happier customers. The obvious benefits but the lesser realised impact Most people understand that mobility allows for greater efficiency and productivity, collaboration and flexibility, but how that translates into business outcomes within the various functional groups is lesser known. In actuality mobility has helped galvanise partnerships between cross-functional groups within the enterprise. Where in some quarters it was once feared mobility could fragment a workforce, its rallying cry of support is coming from what you might describe as an unlikely source - HR. As the bedrock of an enterprise, it is conceivable HR might contemplate the possible negative impact of a mobile workforce that no-longer sits in an office, at the same desks every day. After all, who would know what they were doing or saying? How would they collaborate? It's reasonable to see why HR might have a legitimate claim to try and retain as much 'perceived control' as possible. The reality however is mobility has emancipated human capital and its management. Mobility and enterprise applications are expediting decision making. Google calls it Zero Moment of Truth, or ZMOT. It enables smoother operation and can contribute to faster growth. From a collaborative perspective, with the growing use of enterprise social media, which in many cases is being driven by HR, workforce planning and the tangible impact of change is much easier to map. This in turn provides a platform from which individuals and teams can thrive. With more agility and ability to anticipate, staff satisfaction and retention is higher, and real time feedback constant. The management team can save time, energy and costs with more accurate data, which is then intelligently applied across the workforce to truly engage with staff, customers and partners. From a human capital management (HCM) perspective, mobility can help you close the loop on true talent management. It can enhance what managers can offer and what employees can provide in return. It can create nested relationships and powerful partnerships. IT and HR - partners and stewards of mobility One effect of enterprise mobility is an evolution in the nature of the relationship between HR and IT from one of service provision to partnership. The reason for the dynamic shift is largely due to the 'bring your own device' (BYOD) movement, which is transitioning to a 'bring your own application' (BYOA) scenario. As enterprise technology has in some ways reverse-engineered its solutions to help manage this situation, the partnership between IT (the functional owner) and HR (the strategic enabler) is deeply entrenched. And it has to be. The CIO and the HR leader are faced with compliance and regulatory issues and concerns around information security and personal privacy on a daily basis, complicated by global reach and varied domestic legislation. There are tens of thousands of new mobile apps entering the market each month and, unlike many consumer applications which get downloaded but are often never opened again after initial perusal, enterprise applications are being relied upon by functional groups, not least by HR to enhance people management. It requires a systematic approach across all applications in use within the enterprise in order to ensure they're used to best effect. No turning back, and no desire to With real time analytics on performance and the ability for immediate feedback, there is no turning back for managers. In my experience with Oracle, our customers' operational efficiency is at record levels. It's clear as a result of the combination of individual KPIs and organisational goals, CIOs have been able to give HR leaders the ability to build predictive models that feed into an enterprise organisations' evolving strategy. It also helps them ensure regulatory compliance much more easily. Once an arduous task, with mobile enabled automation and quality data, compliance is simpler. Their world has changed for the better. For the CIO, mobility also assists them to optimise performance. While it doesn't come without challenges, mobile-enabled applications and the native experience users have with them means employees don't need high-level technical expertise to train users. It reduces the training and engagement required from the IT team so they can focus on other things that deliver value to the bottom line; all the while lowering the cost of assets and related maintenance work by simplifying processes. Rewards of a mobile enterprise outweigh risks With mobile tools allowing us to increasingly integrate our personal and professional lives, terms like "office hours" are becoming irrelevant, so work/life balance is a cultural must. Enterprises are expected to offer tools that enable workers to access information from anywhere, at any time, from any device. Employees want simplicity and convenience but it doesn't stop at private enterprise. This is a societal shift. Governments, which traditionally have been known to be slower to adopt newer technology, are also offering support for local businesses to go mobile. Several state government websites have advice on how to create mobile apps and more. And as recently as last week the Victorian Minister for Technology Gordon Rich-Phillips unveiled his State government's ICT roadmap for the next two years, which details an increased use of the public cloud, as well as mobile communications, and improved access to online data-sets. Tech giants are investing significantly in solutions designed to simplify mobile deployment and enablement. The mobility trend is creating a wave of change in the industry and driving transformation in the enterprise. If you're not on that wave, the business risk continues to rise as your competitiveness drops. Aaron is the Vice President of HCM Strategy at Oracle Corporation where he is responsible for researching and identifying emerging trends in the practice of Human Resources and works to deliver industry-leading technology solutions. Other responsibilities include, ownership of Oracle's innovative HCM solutions across JAPAC and enabling organisations to transform and modernise their workforce tools. Follow him on Twitter @aaronjgreen

    Read the article

  • FOUR questions to ask if you are implementing DATABASE-AS-A-SERVICE

    - by Sudip Datta
    During my ongoing tenure at Oracle, I have met all types of DBAs. Happy DBAs, unhappy DBAs, proud DBAs, risk-loving DBAs, cautious DBAs. These days, as Database-as-a-Service (DBaaS) becomes more mainstream, I find some complacent DBAs who are basking in their achievement of having implemented DBaaS. Some others, however, are not that happy. They grudgingly complain that they did not have much of a say in the implementation, they simply had to follow what their cloud architects (mostly infrastructure admins) offered them. In most cases it would be a database wrapped inside a VM that would be labeled as “Database as a Service”. In other cases, it would be existing brute-force automation simply exposed in a portal. As much as I think that there is more to DBaaS than those approaches and often get tempted to propose Enterprise Manager 12c, I try to be objective. Neither do I want to dampen the spirit of the happy ones, nor do I want to stoke the pain of the unhappy ones. As I mentioned in my previous post, I don’t deny vanilla automation could be useful. I like virtualization too for what it has helped us accomplish in terms of resource management, but we need to scrutinize its merit on a case-by-case basis and apply it meaningfully. For DBAs who either claim to have implemented DBaaS or are planning to do so, I simply want to provide four key questions to ponder about: 1. Does it make life easier for your end users? Database-as-a-Service can have several types of end users. Junior DBAs, QA Engineers, Developers- each having their own skillset. The objective of DBaaS is to make their life simple, so that they can focus on their core responsibilities without having to worry about additional stuff. For example, if you are a Developer using Oracle Application Express (APEX), you want to deal with schema, objects and PL/SQL code and not with datafiles or listener configuration. If you are a QA Engineer needing database copies for functional testing, you do not want to deal with underlying operating system patching and compliance issues. The question to ask, therefore, is, whether DBaaS makes life easier for those users. It is often convenient to give them VM shells to deal with a la Amazon EC2 IaaS, but is that what they really want? Is it a productive use of a developer's time if he needs to apply RPM errata to his Linux operating system. Asking him to keep the underlying operating system current is like making a guest responsible for a restaurant's decor. 2. Does it make life easier for your administrators? Cloud, in general, is supposed to free administrators from attending to mundane tasks like provisioning services for every single end user request. It is supposed to enable a readily consumable platform and enforce standardization in the process. For example, if a Service Catalog exposes DBaaS of specific database versions and configurations, it, by its very nature, enforces certain discipline and standardization within the IT environment. What if, instead of specific database configurations, cloud allowed each end user to create databases of their liking resulting in hundreds of version and patch levels and thousands of individual databases. Therefore the right question to ask is whether the unwanted consequence of DBaaS is OS and database sprawl. And if so, who is responsible for tracking them, backing them up, administering them? Studies have shown that these administrative overheads increase exponentially with new targets, and it could result in a management nightmare. That leads us to our next question. 3. Does it satisfy your Security Officers and Compliance Auditors? Compliance Auditors need to know who did what and when. They also want the cloud platform to be secure, so that end users have little freedom in tampering with it. Dealing with VM sprawl is not the easiest of challenges, let alone dealing with them as they keep getting reconfigured and moved around. This leads to the proverbial needle in the haystack problem, and all it needs is one needle to cause a serious compliance issue in the enterprise. Bottomline is, flexibility and agility should not come at the expense of compliance and it is very important to get the balance right. Can we have security and isolation without creating compliance challenges? Instead of a ‘one size fits all approach’ i.e. OS level isolation, can we think smartly about database isolation or schema based isolation? This is where the appropriate resource modeling needs to be applied. The usual systems management vendors out there with heterogeneous common-denominator approach have compromised on these semantics. If you follow Enterprise Manager’s DBaaS solution, you will see that we have considered different models, not precluding virtualization, for different customer use cases. The judgment to use virtual assemblies versus databases on physical RAC versus Schema-as-a-Service in a single database, should be governed by the need of the applications and not by putting compliance considerations in the backburner. 4. Does it satisfy your CIO? Finally, does it satisfy your higher ups? As the sponsor of cloud initiative, the CIO is expected to lead an IT transformation project, not merely a run-of-the-mill IT operations. Simply virtualizing server resources and delivering them through self-service is a good start, but hardly transformational. CIOs may appreciate the instant benefit from server consolidation, but studies have revealed that the ROI from consolidation would flatten out at 20-25%. The question would be: what next? As we go higher up in the stack, the need to virtualize, segregate and optimize shifts to those layers that are more palpable to the business users. As Sushil Kumar noted in his blog post, " the most important thing to note here is the enterprise private cloud is not just an IT project, rather it is a business initiative to create an IT setup that is more aligned with the needs of today's dynamic and highly competitive business environment." Business users could not care less about infrastructure consolidation or virtualization - they care about business agility and service level assurance. Last but not the least, lot of CIOs get miffed if we ask them to throw away their existing hardware investments for implementing DBaaS. In Oracle, we always emphasize on freedom of choosing a platform; hence Enterprise Manager’s DBaaS solution is platform neutral. It can work on any Operating System (that the agent is certified on) Oracle’s hardware as well as 3rd party hardware. As a parting note, I urge you to remember these 4 questions. Remember that your satisfaction as an implementer lies in the satisfaction of others.

    Read the article

< Previous Page | 65 66 67 68 69 70 71 72 73 74 75 76  | Next Page >