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  • Data caching in ASP.Net applications

    - by nikolaosk
    In this post I will continue my series of posts on caching. You can read my other post in Output caching here .You can read on how to cache a page depending on the user's browser language. Output caching has its place as a caching mechanism. But right now I will focus on data caching .The advantages of data caching are well known but I will highlight the main points. We have improvements in response times We have reduced database round trips We have different levels of caching and it is up to us...(read more)

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  • The Business of Winning Innovation: An Exclusive Blog Series

    - by Kerrie Foy
    "The Business of Winning Innovation” is a series of articles authored by Oracle Agile PLM experts on what it takes to make innovation a successful and lucrative competitive advantage. Our customers have proven Agile PLM applications to be enormously flexible and comprehensive, so we’ve launched this article series to showcase some of the most fascinating, value-packed use cases. In this article by Keith Colonna, we kick-off the series by taking a look at the science side of innovation within the Consumer Products industry and how PLM can help companies innovate faster, cheaper, smarter. This article will review how innovation has become the lifeline for growth within consumer products companies and how certain companies are “winning” by creating a competitive advantage for themselves by taking a more enterprise-wide,systematic approach to “innovation”.   Managing the Science of Innovation within the Consumer Products Industry By: Keith Colonna, Value Chain Solution Manager, Oracle The consumer products (CP) industry is very mature and competitive. Most companies within this industry have saturated North America (NA) with their products thus maximizing their NA growth potential. Future growth is expected to come from either expansion outside of North America and/or by way of new ideas and products. Innovation plays an integral role in both of these strategies, whether you’re innovating business processes or the products themselves, and may cause several challenges for the typical CP company, Becoming more innovative is both an art and a science. Most CP companies are very good at the art of coming up with new innovative ideas, but many struggle with perfecting the science aspect that involves the best practice processes that help companies quickly turn ideas into sellable products and services. Symptoms and Causes of Business Pain Struggles associated with the science of innovation show up in a variety of ways, like: · Establishing and storing innovative product ideas and data · Funneling these ideas to the chosen few · Time to market cycle time and on-time launch rates · Success rates, or how often the best idea gets chosen · Imperfect decision making (i.e. the ability to kill projects that are not projected to be winners) · Achieving financial goals · Return on R&D investment · Communicating internally and externally as more outsource partners are added globally · Knowing your new product pipeline and project status These challenges (and others) can be consolidated into three root causes: A lack of visibility Poor data with limited access The inability to truly collaborate enterprise-wide throughout your extended value chain Choose the Right Remedy Product Lifecycle Management (PLM) solutions are uniquely designed to help companies solve these types challenges and their root causes. However, PLM solutions can vary widely in terms of configurability, functionality, time-to-value, etc. Business leaders should evaluate PLM solution in terms of their own business drivers and long-term vision to determine the right fit. Many of these solutions are point solutions that can help you cure only one or two business pains in the short term. Others have been designed to serve other industries with different needs. Then there are those solutions that demo well but are owned by companies that are either unable or unwilling to continuously improve their solution to stay abreast of the ever changing needs of the CP industry to grow through innovation. What the Right PLM Solution Should Do for You Based on more than twenty years working in the CP industry, I recommend investing in a single solution that can help you solve all of the issues associated with the science of innovation in a totally integrated fashion. By integration I mean the (1) integration of the all of the processes associated with the development, maintenance and delivery of your product data, and (2) the integration, or harmonization of this product data with other downstream sources, like ERP, product catalogues and the GS1 Global Data Synchronization Network (or GDSN, which is now a CP industry requirement for doing business with most retailers). The right PLM solution should help you: Increase Revenue. A best practice PLM solution should help a company grow its revenues by consolidating product development cycle-time and helping companies get new and improved products to market sooner. PLM should also eliminate many of the root causes for a product being returned, refused and/or reclaimed (which takes away from top-line growth) by creating an enterprise-wide, collaborative, workflow-driven environment. Reduce Costs. A strong PLM solution should help shave many unnecessary costs that companies typically take for granted. Rationalizing SKU’s, components (ingredients and packaging) and suppliers is a major opportunity at most companies that PLM should help address. A natural outcome of this rationalization is lower direct material spend and a reduction of inventory. Another cost cutting opportunity comes with PLM when it helps companies avoid certain costs associated with process inefficiencies that lead to scrap, rework, excess and obsolete inventory, poor end of life administration, higher cost of quality and regulatory and increased expediting. Mitigate Risk. Risks are the hardest to quantify but can be the most costly to a company. Food safety, recalls, line shutdowns, customer dissatisfaction and, worst of all, the potential tarnishing of your brands are a few of the debilitating risks that CP companies deal with on a daily basis. These risks are so uniquely severe that they require an enterprise PLM solution specifically designed for the CP industry that safeguards product information and processes while still allowing the art of innovation to flourish. Many CP companies have already created a winning advantage by leveraging a single, best practice PLM solution to establish an enterprise-wide, systematic approach to innovation. Oracle’s Answer for the Consumer Products Industry Oracle is dedicated to solving the growth and innovation challenges facing the CP industry. Oracle’s Agile Product Lifecycle Management for Process solution was originally developed with and for CP companies and is driven by a specialized development staff solely focused on maintaining and continuously improving the solution per the latest industry requirements. Agile PLM for Process helps CP companies handle all of the processes associated with managing the science of the innovation process, including: specification management, new product development/project and portfolio management, formulation optimization, supplier management, and quality and regulatory compliance to name a few. And as I mentioned earlier, integration is absolutely critical. Many Oracle CP customers, both with Oracle ERP systems and non-Oracle ERP systems, report benefits from Oracle’s Agile PLM for Process. In future articles we will explain in greater detail how both existing Oracle customers (like Gallo, Smuckers, Land-O-Lakes and Starbucks) and new Oracle customers (like ConAgra, Tyson, McDonalds and Heinz) have all realized the benefits of Agile PLM for Process and its integration to their ERP systems. More to Come Stay tuned for more articles in our blog series “The Business of Winning Innovation.” While we will also feature articles focused on other industries, look forward to more on how Agile PLM for Process addresses innovation challenges facing the CP industry. Additional topics include: Innovation Data Management (IDM), New Product Development (NPD), Product Quality Management (PQM), Menu Management,Private Label Management, and more! . Watch this video for more info about Agile PLM for Process

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  • How should I architect my Model and Data Access layer objects in my website?

    - by Robin Winslow
    I've been tasked with designing Data layer for a website at work, and I am very interested in architecture of code for the best flexibility, maintainability and readability. I am generally acutely aware of the value in completely separating out my actual Models from the Data Access layer, so that the Models are completely naive when it comes to Data Access. And in this case it's particularly useful to do this as the Models may be built from the Database or may be built from a Soap web service. So it seems to me to make sense to have Factories in my data access layer which create Model objects. So here's what I have so far (in my made-up pseudocode): class DataAccess.ProductsFromXml extends DataAccess.ProductFactory {} class DataAccess.ProductsFromDatabase extends DataAccess.ProductFactory {} These then get used in the controller in a fashion similar to the following: var xmlProductCreator = DataAccess.ProductsFromXml(xmlDataProvider); var databaseProductCreator = DataAccess.ProductsFromXml(xmlDataProvider); // Returns array of Product model objects var XmlProducts = databaseProductCreator.Products(); // Returns array of Product model objects var DbProducts = xmlProductCreator.Products(); So my question is, is this a good structure for my Data Access layer? Is it a good idea to use a Factory for building my Model objects from the data? Do you think I've misunderstood something? And are there any general patterns I should read up on for how to write my data access objects to create my Model objects?

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  • E-Business Suite at OpenWorld

    - by [email protected]
    Did you know...Oracle E-Business Suite Release 12.1 offers nine new solutions and more than 400 enhancements across human resources, supply chain management, procurement, projects, master data management, customer relationship management, and financials? With over 150 session dedicated to E-Business Suite, at OpenWorld, you can learn all about Release 12.1. Follow this link to the OpenWorld content catalog to get a list of session for E-Business Suite. Or this one to get more information on Oracle E-Business Suite Release 12.1

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  • Data Warehouse: Modelling a future schedule

    - by Pat
    I'm creating a DW that will contain data on financial securities such as bonds and loans. These securities are associated with payment schedules. For example, a bond could pay quarterly, while a mortage would usually pay monthly (sometimes biweekly). The payment schedule is created when the security is traded and, in the majority of cases, will remain unchanged. However, the design would need to accomodate those cases where it does change. I'm currently attempting to model this data and I'm having difficulty coming up with a workable design. One of the most commonly queried fields is "next payment date". Users often want to know when a security will pay next. Therefore, I want to make it as easy as possible for them to get the next payment date and amount for each security. Also, users often run historical queries in which case they'd want the next payment date and amount as of a specific point in time. For example, they may want to look back at 1/31/09 and query the next payment dates (which would usually be in February 2009 for mortgages). It's also common that they want to query a security's entire payment schedule, which might consist of 360 records (30 year mortgage x 12 payments/year). Since the next payment date and amount would be changing each month or even biweekly, these fields wouldn't seem to fit into a slow-changing dimension very well. It would probably make more sense to use a fact table, but I'm unsure of how to model it. Any ideas would be greatly appreciated.

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  • Why Oracle Data Integrator for Big Data?

    - by Mala Narasimharajan
    Big Data is everywhere these days - but what exactly is it? It’s data that comes from a multitude of sources – not only structured data, but unstructured data as well.  The sheer volume of data is mindboggling – here are a few examples of big data: climate information collected from sensors, social media information, digital pictures, log files, online video files, medical records or online transaction records.  These are just a few examples of what constitutes big data.   Embedded in big data is tremendous value and being able to manipulate, load, transform and analyze big data is key to enhancing productivity and competitiveness.  The value of big data lies in its propensity for greater in-depth analysis and data segmentation -- in turn giving companies detailed information on product performance, customer preferences and inventory.  Furthermore, by being able to store and create more data in digital form, “big data can unlock significant value by making information transparent and usable at much higher frequency." (McKinsey Global Institute, May 2011) Oracle's flagship product for bulk data movement and transformation, Oracle Data Integrator, is a critical component of Oracle’s Big Data strategy. ODI provides automation, bulk loading, and validation and transformation capabilities for Big Data while minimizing the complexities of using Hadoop.  Specifically, the advantages of ODI in a Big Data scenario are due to pre-built Knowledge Modules that drive processing in Hadoop. This leverages the graphical UI to load and unload data from Hadoop, perform data validations and create mapping expressions for transformations.  The Knowledge Modules provide a key jump-start and eliminate a significant amount of Hadoop development.  Using Oracle Data Integrator together with Oracle Big Data Connectors, you can simplify the complexities of mapping, accessing, and loading big data (via NoSQL or HDFS) but also correlating your enterprise data – this correlation may require integrating across heterogeneous and standards-based environments, connecting to Oracle Exadata, or sourcing via a big data platform such as Oracle Big Data Appliance. To learn more about Oracle Data Integration and Big Data, download our resource kit to see the latest in whitepapers, webinars, downloads, and more… or go to our website on www.oracle.com/bigdata

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  • General Policies and Procedures for Maintaining the Value of Data Assets

    Here is a general list for policies and procedures regarding maintaining the value of data assets. Data Backup Policies and Procedures Backups are very important when dealing with data because there is always the chance of losing data due to faulty hardware or a user activity. So the need for a strategic backup system should be mandatory for all companies. This being said, in the real world some companies that I have worked for do not really have a good data backup plan. Typically when companies tend to take this kind of approach in data backups usually the data is not really recoverable.  Unfortunately when companies do not regularly test their backup plans they get a false sense of security because they think that they are covered. However, I can tell you from personal and professional experience that a backup plan/system is never fully implemented until it is regularly tested prior to the time when it actually needs to be used. Disaster Recovery Plan Expanding on Backup Policies and Procedures, a company needs to also have a disaster recovery plan in order to protect its data in case of a catastrophic disaster.  Disaster recovery plans typically encompass how to restore all of a company’s data and infrastructure back to a restored operational status.  Most Disaster recovery plans also include time estimates on how long each step of the disaster recovery plan should take to be executed.  It is important to note that disaster recovery plans are never fully implemented until they have been tested just like backup plans. Disaster recovery plans should be tested regularly so that the business can be confident in not losing any or minimal data due to a catastrophic disaster. Firewall Policies and Content Filters One way companies can protect their data is by using a firewall to separate their internal network from the outside. Firewalls allow for enabling or disabling network access as data passes through it by applying various defined restrictions. Furthermore firewalls can also be used to prevent access from the internal network to the outside by these same factors. Common Firewall Restrictions Destination/Sender IP Address Destination/Sender Host Names Domain Names Network Ports Companies can also desire to restrict what their network user’s view on the internet through things like content filters. Content filters allow a company to track what webpages a person has accessed and can also restrict user’s access based on established rules set up in the content filter. This device and/or software can block access to domains or specific URLs based on a few factors. Common Content Filter Criteria Known malicious sites Specific Page Content Page Content Theme  Anti-Virus/Mal-ware Polices Fortunately, most companies utilize antivirus programs on all computers and servers for good reason, virus have been known to do the following: Corrupt/Invalidate Data, Destroy Data, and Steal Data. Anti-Virus applications are a great way to prevent any malicious application from being able to gain access to a company’s data.  However, anti-virus programs must be constantly updated because new viruses are always being created, and the anti-virus vendors need to distribute updates to their applications so that they can catch and remove them. Data Validation Policies and Procedures Data validation is very important to ensure that only accurate information is stored. The existence of invalid data can cause major problems when businesses attempt to use data for knowledge based decisions and for performance reporting. Data Scrubbing Policies and Procedures Data scrubbing is valuable to companies in one of two ways. The first can be used to clean data prior to being analyzed for report generation. The second is that it allows companies to remove things like personally Identifiable information from its data prior to transmit it between multiple environments or if the information is sent to an external location. An example of this can be seen with medical records in regards to HIPPA laws that prohibit the storage of specific personal and medical information. Additionally, I have professionally run in to a scenario where the Canadian government does not allow any Canadian’s personal information to be stored on a server not located in Canada. Encryption Practices The use of encryption is very valuable when a company needs to any personal information. This allows users with the appropriated access levels to view or confirm the existence or accuracy of data within a system by either decrypting the information or encrypting a piece of data and comparing it to the stored version.  Additionally, if for some unforeseen reason the data got in to the wrong hands then they would have to first decrypt the data before they could even be able to read it. Encryption just adds and additional layer of protection around data itself. Standard Normalization Practices The use of standard data normalization practices is very important when dealing with data because it can prevent allot of potential issues by eliminating the potential for unnecessary data duplication. Issues caused by data duplication include excess use of data storage, increased chance for invalidated data, and over use of data processing. Network and Database Security/Access Policies Every company has some form of network/data access policy even if they have none. These policies help secure data from being seen by inappropriate users along with preventing the data from being updated or deleted by users. In addition, without a good security policy there is a large potential for data to be corrupted by unassuming users or even stolen. Data Storage Policies Data storage polices are very important depending on how they are implemented especially when a company is trying to utilize them in conjunction with other policies like Data Backups. I have worked at companies where all network user folders are constantly backed up, and if a user wanted to ensure the existence of a piece of data in the form of a file then they had to store that file in their network folder. Conversely, I have also worked in places where when a user logs on or off of the network there entire user profile is backed up. Training Policies One of the biggest ways to prevent data loss and ensure that data will remain a company asset is through training. The practice of properly train employees on how to work with in systems that access data is crucial when trying to ensure a company’s data will remain an asset. Users need to be trained on how to manipulate a company’s data in order to perform their tasks to reduce the chances of invalidating data.

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  • Is software innovation still primarily North American and European? Why, and for how much longer?

    - by limist
    Since this site is read by a global audience of programmers, I want to know if people generally agree that the vast majority of software innovation - languages, OS, tools, methodologies, books, etc. - still originates from the USA, Canada, and the EU. I can think of a few exceptions, e.g. Nginx webserver from Russia and the Ruby language from Japan, but overwhelmingly, the software I use and encounter daily is from North America and the EU. Why? Is history and historical momentum (computing having started in USA and Europe) still driving the industry? And/or, is some nebulous (or real) cultural difference discouraging software innovation abroad? Or are those of us in the West simply ignorant of real software innovation going on in Asia, South America, Eastern Europe, etc.? When, if ever, might the centers of innovation move out of the West? Your experiences and opinions welcome, thanks!

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  • Implementation of a Rules Engine in Your Business Applicaitons

    - by enonu
    I'm for an experience driven answer from a few software engineers who have implemented a rules engine in their internal business applications. How has it affected your business in the following ways: Ability to launch and iterate over business driven logic Ability to have "business users" perform the actual modification of those rules rather than developers. Ability to comprehend the business rules in general. Quality of the software releases. More or less bugs from the end-user's POV? Speed of the applications. If you had to do it all over again, what would you do differently? Lastly, I'm looking for a qualification of your answer w/ respect to the architecture. Would you do the same thing if you were deploying to a 1-machine setup vs. your architecture vs. a multi-tier cloud-based distributed architecture using 1000s of machines? How would it be different? Thanks!

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  • Is Innovation Dead?

    - by wulfers
    My question is has innovation died?  For large businesses that do not have a vibrant, and fearless leadership (see Apple under Steve jobs), I think is has.  If you look at the organizational charts for many of the large corporate megaliths you will see a plethora of middle managers who are so risk averse that innovation (any change involves risk) is choked off since there are no innovation champions in the middle layers.  And innovation driven top down can only happen when you have a visionary in the top ranks, and that is also very rare.So where is actual innovation happening, at the bottom layer, the people who live in the trenches…   The people who live for a challenge. So how can big business leverage this innovation layer?  Remove the middle management layer.   Provide an innovation champion who has an R&D budget and is tasked with working with the bottom layer of a company, the engineers, developers  and business analysts that live on the edge (Where the corporate tires meet the road). Here are two innovation failures I will tell you about, and both have been impacted by a company so risk averse it is starting to fail in its primary business ventures: This company initiated an innovation process several years ago.  The process was driven companywide with team managers being the central points of collection of innovative ideas.  These managers were given no budget to do anything with these ideas.  There was no process or incentive for these managers to drive it about their team.  This lasted close to a year and the innovation program slowly slipped into oblivion…. A second example:  This same company failed an attempt to market a consumer product in a line where there was already a major market leader.  This product was under development for several years and needed to provide some major device differentiation form the current market leader.  This same company had a large Lead Technologist community made up of real innovators in all areas of technology.  Did this same company leverage the skills and experience of this internal community,   NO!!! So to wrap this up, if large companies really want to survive, then they need to start acting like a small company.  Support those innovators and risk takers!  Reward them by implementing their innovative ideas.  Champion (from the top down) innovation (found at the bottom) in your companies.  Remember if you stand still you are really falling behind.Do it now!  Take a risk!

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  • design practice for business layer when supporting API versioning

    - by user1186065
    Is there any design pattern or practice recommended for business layer when dealing with multiple API version. For example, I have something like this. http://site.com/blogs/v1/?count=10 which calls business object method GetAllBlogs(int count) to get information http://site.com/blogs/v2/?blog_count=20 which calls business object method GetAllBlogs_v2(int blogCounts) Since parameter name is changed, I created another business method for version 2. This is just one example but it could have other breaking changes for which it requires me to create another method to support both version. Is there any design pattern or best practice for business/data access layer I should follow when supporting API Versioning?

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  • What resources about business should an internal IT department programmer be familiar with

    - by Badger
    I am developer / analyst in an internal IT department at a medium sized business. I have to deal with business people all the time and many of the things I create can have profound impacts on the business. I am starting to regret not taking any business classes in college because I don't understand the first thing about running a business so I don't always understand what people are wanting, the best I can do is "think through it". Does anyone have suggested methods of learning this stuff, maybe some resources. And please don't just say to ask people who work here. I have tried that before and I get no where.

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  • Silverlight 4 + RIA Services - Ready for Business: Localizing Business Application

    To continue our series, lets look at localizing our business applications.  In todays global village, it is often no longer OK to support only one language.   Many real world business applications need to support multiple languages.  To demonstrate the pattern, lets look at localizing the Silverlight Business Application Template.   You can download the completed solution.   Here it is in English side-by-side with a localized version (notice the Hebrew is rendered...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Oracle Database 11gR2 11.2.0.3 Certified with E-Business Suite on Windows

    - by John Abraham
    As a follow up to our original certification announcement, Oracle Database 11g Release 2 (11.2.0.3) is now certified with Oracle E-Business Suite Release 11i and Release 12 on the following Microsoft Windows operating systems: Release 12.1 (12.1.1 and higher) Microsoft Windows Server (32-bit) (2003, 2008) Microsoft Windows x64 (64-bit) (20031, 20081, 2008 R22) Release 12.0 (12.0.4 and higher) Microsoft Windows Server (32-bit) (2003) Microsoft Windows x64 (64-bit) (2003, 2008)1 Release 11i (11.5.10.2 + ATG PF.H RUP 6 and higher) Microsoft Windows Server (32-bit) (2003, 20081) Microsoft Windows x64 (64-bit) (2003, 2008, 2008 R2)1 Notes 1: This OS is a 'database tier only' or 'split tier configuration' platform where the application tier must be on a fully certified E-Business Suite platform. 2: This OS is a 'database tier only' platform for Release 11i. For 12.1.1 or higher, it is also supported on the application tier via the migration process outlined in My Oracle Support Document 1188535.1. Pending Certification E-Business Suite 12.0 with 11.2.0.3 Split Tier Certification on Microsoft Windows x64 (64-bit) (2008 R2) is in progress and will be announced separately. This announcement for Oracle E-Business Suite 11i and R12 includes: Real Application Clusters (RAC) Oracle Database Vault Transparent Data Encryption (Column Encryption) TDE Tablespace Encryption Advanced Security Option (ASO)/Advanced Networking Option (ANO) Export/Import Process for Oracle E-Business Suite Release 11i and Release 12 Database Instances Transportable Database and Transportable Tablespaces Data Migration Processes for Oracle E-Business Suite Release 11i and Release 12 References MOS Document 881505.1 - Interoperability Notes - Oracle E-Business Suite Release 11i with Oracle Database 11g Release 2 (11.2.0) MOS Document 1058763.1 - Interoperability Notes - Oracle E-Business Suite Release 12 with Oracle Database 11g Release 2 (11.2.0) MOS Document 1091086.1 - Integrating Oracle E-Business Suite Release 11i with Oracle Database Vault 11gR2 MOS Document 1091083.1 - Integrating Oracle E-Business Suite Release 12 with Oracle Database Vault 11gR2 MOS Document 216205.1 - Database Initialization Parameters for Oracle E-Business Suite 11i MOS Document 396009.1 - Database Initialization Parameters for Oracle Applications Release 12 MOS Document 823586.1 - Using Oracle 11g Release 2 Real Application Clusters with Oracle E-Business Suite Release 11i MOS Document 823587.1 - Using Oracle 11g Release 2 Real Application Clusters with Oracle E-Business Suite Release 12 MOS Document 403294.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 11i MOS Document 732764.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 12 MOS Document 828223.1 - Using TDE Tablespace Encryption with Oracle E-Business Suite Release 11i MOS Document 828229.1 - Using TDE Tablespace Encryption with Oracle E-Business Suite Release 12 MOS Document 391248.1 - Encrypting Oracle E-Business Suite Release 11i Network Traffic using Advanced Security Option and Advanced Networking Option MOS Document 732764.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 12 MOS Document 557738.1 - Export/Import Process for Oracle E-Business Suite Release 11i Database Instances Using Oracle Database 11g Release 1 or 11g Release 2 MOS Document 741818.1 - Export/Import Process for Oracle E-Business Suite Release 12 Database Instances Using Oracle Database 11g Release 1 or 11g Release 2 MOS Document 1366265.1 - Using Transportable Tablespaces to Migrate Oracle Applications 11i Using Oracle Database 11g Release 2 MOS Document 1311487.1 - Using Transportable Tablespaces to Migrate Oracle E-Business Suite Release 12 Using Oracle Database 11g Release 2 MOS Document 729309.1 - Using Transportable Database to Migrate Oracle E-Business Suite Release 11i Using Oracle Database 10g Release 2 or 11g MOS Document 734763.1 - Using Transportable Database to Migrate Oracle E-Business Suite Release 12 Using Oracle Database 10g Release 2 or 11g MOS Document 1188535.1 - Migrating Oracle E-Business Suite R12 to Microsoft Windows Server 2008 R2 Please also review the platform-specific Oracle Database Installation Guides for operating system and other prerequisites. Related Articles Database 11.2.0.2 Certified with EBS R12 on IBM: Linux on System z EBS R12 Certified with Database 11gR2 on SLES 11 11gR2 11.2.0.3 Database Certified with E-Business Suite

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  • Oracle E-Business Suite (WebADI) integration with Oracle Open Office

    - by Harald Behnke
    Another highlight of the new Oracle Open Office Release 3.3 enterprise features is the Oracle E-Business Suite Release 12.1 (WebADI) integration. The WebADI integration in Oracle Open Office for Windows allows you to bring your Oracle E-Business Suite data into an Oracle Open Office Calc spreadsheet, where familiar data entry and modeling techniques can be used to complete your E-Business Suite tasks. You can create formatted spreadsheets on your desktop that allow you to download, view, edit, and create Oracle E-Business Suite data. Use data entry shortcuts (such as copying and pasting or dragging and dropping ranges of cells), or Calc's Open Document Format (ODF V1.2) compliant spreadsheet formulas, to calculate amounts to save time. You can combine speed and accuracy by invoking lists of values for fields within the spreadsheet. After editing the spreadsheet, you can use WebADI's validation functionality to validate the data before uploading it to the Oracle E-Business Suite. Validation messages are returned to the spreadsheet, allowing you to identify and correct invalid. This video shows a hands-on demonstration of the Oracle E-Business Suite integration: Read more about the Oracle Open Office enterprise features.

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  • Where to put business logic in MVC design?

    - by BriskLabs Pakistan
    I have created a simple MVC java application that adds records through data forms to a database. my app collects data, it also validates it and stores it. This is because the data is being sourced online from different users. the data is mostly numeric in nature. now on the numeric data being stored into database (SQL server) , i wish that my app should be able to perform computations... and display it. the user is not interested in how computations are done so they must be encapsulated. the user must only be able to view the simple computed data which for example A column data - B Column data / C column data etc... and just display it to the user... i know how to write stored procedures for same but i want a 3 tier app I want the data, that I put into the database as a record, worked upon by performing calculations on it. However, the original data should remain unaffected, while the new data, post-calculations, must be stored as a new entity record into the database. Where should I write the code for this background calculation? As it is the rules and business logic... in a new java beans files ?

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  • ASP.NET MVC Postbacks and HtmlHelper Controls ignoring Model Changes

    - by Rick Strahl
    So here's a binding behavior in ASP.NET MVC that I didn't really get until today: HtmlHelpers controls (like .TextBoxFor() etc.) don't bind to model values on Postback, but rather get their value directly out of the POST buffer from ModelState. Effectively it looks like you can't change the display value of a control via model value updates on a Postback operation. To demonstrate here's an example. I have a small section in a document where I display an editable email address: This is what the form displays on a GET operation and as expected I get the email value displayed in both the textbox and plain value display below, which reflects the value in the mode. I added a plain text value to demonstrate the model value compared to what's rendered in the textbox. The relevant markup is the email address which needs to be manipulated via the model in the Controller code. Here's the Razor markup: <div class="fieldcontainer"> <label> Email: &nbsp; <small>(username and <a href="http://gravatar.com">Gravatar</a> image)</small> </label> <div> @Html.TextBoxFor( mod=> mod.User.Email, new {type="email",@class="inputfield"}) @Model.User.Email </div> </div>   So, I have this form and the user can change their email address. On postback the Post controller code then asks the business layer whether the change is allowed. If it's not I want to reset the email address back to the old value which exists in the database and was previously store. The obvious thing to do would be to modify the model. Here's the Controller logic block that deals with that:// did user change email? if (!string.IsNullOrEmpty(oldEmail) && user.Email != oldEmail) { if (userBus.DoesEmailExist(user.Email)) { userBus.ValidationErrors.Add("New email address exists already. Please…"); user.Email = oldEmail; } else // allow email change but require verification by forcing a login user.IsVerified = false; }… model.user = user; return View(model); The logic is straight forward - if the new email address is not valid because it already exists I don't want to display the new email address the user entered, but rather the old one. To do this I change the value on the model which effectively does this:model.user.Email = oldEmail; return View(model); So when I press the Save button after entering in my new email address ([email protected]) here's what comes back in the rendered view: Notice that the textbox value and the raw displayed model value are different. The TextBox displays the POST value, the raw value displays the actual model value which are different. This means that MVC renders the textbox value from the POST data rather than from the view data when an Http POST is active. Now I don't know about you but this is not the behavior I expected - initially. This behavior effectively means that I cannot modify the contents of the textbox from the Controller code if using HtmlHelpers for binding. Updating the model for display purposes in a POST has in effect - no effect. (Apr. 25, 2012 - edited the post heavily based on comments and more experimentation) What should the behavior be? After getting quite a few comments on this post I quickly realized that the behavior I described above is actually the behavior you'd want in 99% of the binding scenarios. You do want to get the POST values back into your input controls at all times, so that the data displayed on a form for the user matches what they typed. So if an error occurs, the error doesn't mysteriously disappear getting replaced either with a default value or some value that you changed on the model on your own. Makes sense. Still it is a little non-obvious because the way you create the UI elements with MVC, it certainly looks like your are binding to the model value:@Html.TextBoxFor( mod=> mod.User.Email, new {type="email",@class="inputfield",required="required" }) and so unless one understands a little bit about how the model binder works this is easy to trip up. At least it was for me. Even though I'm telling the control which model value to bind to, that model value is only used initially on GET operations. After that ModelState/POST values provide the display value. Workarounds The default behavior should be fine for 99% of binding scenarios. But if you do need fix up values based on your model rather than the default POST values, there are a number of ways that you can work around this. Initially when I ran into this, I couldn't figure out how to set the value using code and so the simplest solution to me was simply to not use the MVC Html Helper for the specific control and explicitly bind the model via HTML markup and @Razor expression: <input type="text" name="User.Email" id="User_Email" value="@Model.User.Email" /> And this produces the right result. This is easy enough to create, but feels a little out of place when using the @Html helpers for everything else. As you can see by the difference in the name and id values, you also are forced to remember the naming conventions that MVC imposes in order for ModelBinding to work properly which is a pain to remember and set manually (name is the same as the property with . syntax, id replaces dots with underlines). Use the ModelState Some of my original confusion came because I didn't understand how the model binder works. The model binder basically maintains ModelState on a postback, which holds a value and binding errors for each of the Post back value submitted on the page that can be mapped to the model. In other words there's one ModelState entry for each bound property of the model. Each ModelState entry contains a value property that holds AttemptedValue and RawValue properties. The AttemptedValue is essentially the POST value retrieved from the form. The RawValue is the value that the model holds. When MVC binds controls like @Html.TextBoxFor() or @Html.TextBox(), it always binds values on a GET operation. On a POST operation however, it'll always used the AttemptedValue to display the control. MVC binds using the ModelState on a POST operation, not the model's value. So, if you want the behavior that I was expecting originally you can actually get it by clearing the ModelState in the controller code:ModelState.Clear(); This clears out all the captured ModelState values, and effectively binds to the model. Note this will produce very similar results - in fact if there are no binding errors you see exactly the same behavior as if binding from ModelState, because the model has been updated from the ModelState already and binding to the updated values most likely produces the same values you would get with POST back values. The big difference though is that any values that couldn't bind - like say putting a string into a numeric field - will now not display back the value the user typed, but the default field value or whatever you changed the model value to. This is the behavior I was actually expecting previously. But - clearing out all values might be a bit heavy handed. You might want to fix up one or two values in a model but rarely would you want the entire model to update from the model. So, you can also clear out individual values on an as needed basis:if (userBus.DoesEmailExist(user.Email)) { userBus.ValidationErrors.Add("New email address exists already. Please…"); user.Email = oldEmail; ModelState.Remove("User.Email"); } This allows you to remove a single value from the ModelState and effectively allows you to replace that value for display from the model. Why? While researching this I came across a post from Microsoft's Brad Wilson who describes the default binding behavior best in a forum post: The reason we use the posted value for editors rather than the model value is that the model may not be able to contain the value that the user typed. Imagine in your "int" editor the user had typed "dog". You want to display an error message which says "dog is not valid", and leave "dog" in the editor field. However, your model is an int: there's no way it can store "dog". So we keep the old value. If you don't want the old values in the editor, clear out the Model State. That's where the old value is stored and pulled from the HTML helpers. There you have it. It's not the most intuitive behavior, but in hindsight this behavior does make some sense even if at first glance it looks like you should be able to update values from the model. The solution of clearing ModelState works and is a reasonable one but you have to know about some of the innards of ModelState and how it actually works to figure that out.© Rick Strahl, West Wind Technologies, 2005-2012Posted in ASP.NET  MVC   Tweet !function(d,s,id){var js,fjs=d.getElementsByTagName(s)[0];if(!d.getElementById(id)){js=d.createElement(s);js.id=id;js.src="//platform.twitter.com/widgets.js";fjs.parentNode.insertBefore(js,fjs);}}(document,"script","twitter-wjs"); (function() { var po = document.createElement('script'); po.type = 'text/javascript'; po.async = true; po.src = 'https://apis.google.com/js/plusone.js'; var s = document.getElementsByTagName('script')[0]; s.parentNode.insertBefore(po, s); })();

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  • Tellago Devlabs: A RESTful API for BizTalk Server Business Rules

    - by gsusx
    Tellago DevLabs keeps growing as the primary example of our commitment to open source! Today, we are very happy to announce the availability of the BizTalk Business Rules Data Service API which extends our existing BizTalk Data Services solution with an OData API for the BizTalk Server Business Rules engine. Tellago’s Vishal Mody led the implementation of this version of the API with some input from other members of our technical staff. The motivation The fundamental motivation behind the BRE Data...(read more)

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  • Tips on ensuring Model Quality

    - by [email protected]
    Given enough data that represents well the domain and models that reflect exactly the decision being optimized, models usually provide good predictions that ensure lift. Nevertheless, sometimes the modeling situation is less than ideal. In this blog entry we explore the problems found in a few such situations and how to avoid them.1 - The Model does not reflect the problem you are trying to solveFor example, you may be trying to solve the problem: "What product should I recommend to this customer" but your model learns on the problem: "Given that a customer has acquired our products, what is the likelihood for each product". In this case the model you built may be too far of a proxy for the problem you are really trying to solve. What you could do in this case is try to build a model based on the result from recommendations of products to customers. If there is not enough data from actual recommendations, you could use a hybrid approach in which you would use the [bad] proxy model until the recommendation model converges.2 - Data is not predictive enoughIf the inputs are not correlated with the output then the models may be unable to provide good predictions. For example, if the input is the phase of the moon and the weather and the output is what car did the customer buy, there may be no correlations found. In this case you should see a low quality model.The solution in this case is to include more relevant inputs.3 - Not enough cases seenIf the data learned does not include enough cases, at least 200 positive examples for each output, then the quality of recommendations may be low. The obvious solution is to include more data records. If this is not possible, then it may be possible to build a model based on the characteristics of the output choices rather than the choices themselves. For example, instead of using products as output, use the product category, price and brand name, and then combine these models.4 - Output leaking into input giving the false impression of good quality modelsIf the input data in the training includes values that have changed or are available only because the output happened, then you will find some strong correlations between the input and the output, but these strong correlations do not reflect the data that you will have available at decision (prediction) time. For example, if you are building a model to predict whether a web site visitor will succeed in registering, and the input includes the variable DaysSinceRegistration, and you learn when this variable has already been set, you will probably see a big correlation between having a Zero (or one) in this variable and the fact that registration was successful.The solution is to remove these variables from the input or make sure they reflect the value as of the time of decision and not after the result is known. 

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  • Expectations + Rewards = Innovation

    - by D'Arcy Lussier
    “Innovation” is a heavy word. We regard those that embrace it as “Innovators”. We describe organizations as being “Innovative”. We hold those associated with the word in high regard, even though its dictionary definition is very simple: Introducing something new. What our culture has done is wrapped Innovation in white robes and a gold crown. Innovation is rarely just introducing something new. Innovations and innovators are typically associated with other terms: groundbreaking, genius, industry-changing, creative, leading. Being a true innovator and creating innovations are a big deal, and something companies try to strive for…or at least say they strive for. There’s huge value in being recognized as an innovator in an industry, since the idea is that innovation equates to increased profitability. IBM ran an ad a few years back that showed what their view of innovation is: “The point of innovation is to make actual money.” If the money aspect makes you feel uneasy, consider it another way: the point of innovation is to <insert payoff here>. Companies that innovate will be more successful. Non-profits that innovate can better serve their target clients. Governments that innovate can better provide services to their citizens. True innovation is not easy to come by though. As with anything in business, how well an organization will innovate is reliant on the employees it retains, the expectations placed on those employees, and the rewards available to them. In a previous blog post I talked about one formula: Right Employees + Happy Employees = Productive Employees I want to introduce a new one, that builds upon the previous one: Expectations + Rewards = Innovation  The level of innovation your organization will realize is directly associated with the expectations you place on your staff and the rewards you make available to them. Expectations We may feel uncomfortable with the idea of placing expectations on our staff, mainly because expectation has somewhat of a negative or cold connotation to it: “I expect you to act this way or else!” The problem is in the or-else part…we focus on the negative aspects of failing to meet expectations instead of looking at the positive side. “I expect you to act this way because it will produce <insert benefit here>”. Expectations should not be set to punish but instead be set to ensure quality. At a recent conference I spoke with some Microsoft employees who told me that you have five years from starting with the company to reach a “Senior” level. If you don’t, then you’re let go. The expectation Microsoft placed on their staff is that they should be working towards improving themselves, taking more responsibility, and thus ensure that there is a constant level of quality in the workforce. Rewards Let me be clear: a paycheck is not a reward. A paycheck is simply the employer’s responsibility in the employee/employer relationship. A paycheck will never be the key motivator to drive innovation. Offering employees something over and above their required compensation can spur them to greater performance and achievement. Working in the food service industry, this tactic was used again and again: whoever has the highest sales over lunch will receive a free lunch/gift certificate/entry into a draw/etc. There was something to strive for, to try beyond the baseline of what our serving jobs were. It was through this that innovative sales techniques would be tried and honed, with key servers being top sellers time and time again. At a code camp I spoke at, I was amazed to see that all the employees from one company receive $100 Visa gift cards as a thank you for taking time to speak. Again, offering something over and above that can give that extra push for employees. Rewards work. But what about the fairness angle? In the restaurant example I gave, there were servers that would never win the competition. They just weren’t good enough at selling and never seemed to get better. So should those that did work at performing better and produce more sales for the restaurant not get rewarded because those who weren’t working at performing better might get upset? Of course not! Organizations succeed because of their top performers and those that strive to join their ranks. The Expectation/Reward Graph While the Expectations + Rewards = Innovation formula may seem like a simple mathematics formula, there’s much more going under the hood. In fact there are three different outcomes that could occur based on what you put in as values for Expectations and Rewards. Consider the graph below and the descriptions that follow: Disgruntled – High Expectation, Low Reward I worked at a company where the mantra was “Company First, Because We Pay You”. Even today I still hear stories of how this sentiment continues to be perpetuated: They provide you a paycheck and a means to live, therefore you should always put them as your top priority. Of course, this is a huge imbalance in the expectation/reward equation. Why would anyone willingly meet high expectations of availability, workload, deadlines, etc. when there is no reward other than a paycheck to show for it? Remember: paychecks are not rewards! Instead, you see employees be disgruntled which not only affects the level of production but also the level of quality within an organization. It also means that you see higher turnover. Complacent – Low Expectation, Low Reward Complacency is a systemic problem that typically exists throughout all levels of an organization. With no real expectations or rewards, nobody needs to excel. In fact, those that do try to innovate, improve, or introduce new things into the organization might be shunned or pushed out by the rest of the staff who are just doing things the same way they’ve always done it. The bigger issue for the organization with low/low values is that at best they’ll never grow beyond their current size (and may shrink actually), and at worst will cease to exist. Entitled – Low Expectation, High Reward It’s one thing to say you have the best people and reward them as such, but its another thing to actually have the best people and reward them as such. Organizations with Entitled employees are the former: their organization provides them with all types of comforts, benefits, and perks. But there’s no requirement before the rewards are dolled out, and there’s no short-list of who receives the rewards. Everyone in the company is treated the same and is given equal share of the spoils. Entitlement is actually almost identical with Complacency with one notable difference: just try to introduce higher expectations into an entitled organization! Entitled employees have been spoiled for so long that they can’t fathom having rewards taken from them, or having to achieve specific levels of performance before attaining them. Those running the organization also buy in to the Entitled sentiment, feeling that they must persist the same level of comforts to appease their staff…even though the quality of the employee pool may be suspect. Innovative – High Expectation, High Reward Finally we have the Innovative organization which places high expectations but also provides high rewards. This organization gets it: if you truly want the best employees you need to apply equal doses of pressure and praise. Realize that I’m not suggesting crazy overtime or un-realistic working conditions. I do not agree with the “Glengary-Glenross” method of encouragement. But as anyone who follows sports can tell you, the teams that win are the ones where the coaches push their players to be their best; to achieve new levels of performance that they didn’t know they could receive. And the result for the players is more money, fame, and opportunity. It’s in this environment that organizations can focus on innovation – true innovation that builds the business and allows everyone involved to truly benefit. In Closing Organizations love to use the word “Innovation” and its derivatives, but very few actually do innovate. For many, the term has just become another marketing buzzword to lump in with all the other business terms that get overused. But for those organizations that truly get the value of innovation, they will be the ones surging forward while other companies simply fade into the background. And they will be the organizations that expect more from their employees, and give them their just rewards.

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  • My Doors - Why Standards Matter to Business

    - by [email protected]
    By Brian Dayton on April 8, 2010 9:27 PM "Standards save money." "Standards accelerate projects." "Standards make better solutions." What do these statements mean to you? You buy technology solutions like Oracle Applications but you're a business person--trying to close the quarter, get performance reviews processed, negotiate a new sourcing contract, etc. When "standards" come up in presentations and discussions do you: - Nod your head politely - Tune out and check your smart phone - Turn to your IT counterpart and say "Bob's all over this standards thing, right Bob?" Here's why standards matter. My wife wants new external doors downstairs, ones that would get more light into the rooms. Am I OK with that? "Uhh, sure...it's a little dark in the kitchen." - 24 hours ago - wife calls to tell me that she's going to the hardware store and may look at doors - 20 hours ago - wife pulls into driveway, informs me that two doors are in the back of her station wagon, ready for me to carry - 19 hours ago - I re-discovered the fact that it's not fun to carry a solid wood door by myself - 5 hours ago - Local handyman, who was at our house anyway, tells me that the doors we bought will likely cost 2-3x the material cost in installation time and labor...the doors are standard but our doorways aren't We could have done more research. I could be more handy. Sure. But the fact is, my 1951 house wasn't built with me in mind. They built what worked and called it a day. The same holds true with a lot of business applications. They were designed and architected for one-time use with one use-case in mind. Today's business climate is different. If you're going to use your processes and technology to differentiate your business you should have at least a working knowledge of: - How standards can benefit your business - Your IT organization's philosophy around standards - Your vendor's track-record around standards...and watch for those who pay lip-service to standards but don't follow through The rallying cry in most IT organizations today is "learn more about the business, drop the acronyms." I'm not advocating that you go out and learn how to code in Java. But I do believe it will help your business and your decision-making process if you meet IT ½...even ¼ of the way there. Epilogue: The door project has been put on hold and yours truly has to return the doors to the hardware store tomorrow.

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  • In separate data access & business logic layer, can I use Entity framework classes in business layer

    - by Greg
    In separate data access & business logic layer, can I use Entity framework classes in business layer? EDIT: I don't think I will need to swap out the data access layer from my business logic in the future (i.e. will be SQL Server), however I will for the UI layer. Therefore the question is more meant to be are there any major issues with using EF classes for me in the business layer? Seems like there would be less plumbing code.

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  • Abstract Data Type and Data Structure

    - by mark075
    It's quite difficult for me to understand these terms. I searched on google and read a little on Wikipedia but I'm still not sure. I've determined so far that: Abstract Data Type is a definition of new type, describes its properties and operations. Data Structure is an implementation of ADT. Many ADT can be implemented as the same Data Structure. If I think right, array as ADT means a collection of elements and as Data Structure, how it's stored in a memory. Stack is ADT with push, pop operations, but can we say about stack data structure if I mean I used stack implemented as an array in my algorithm? And why heap isn't ADT? It can be implemented as tree or an array.

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  • Business Intelligence (BI) Defined

    CIO.com defines Business Intelligence (BI) as a generic reference to a collection of applications that are used to analyze raw organizational data. Typical BI activities include data mining, online analytical processing, querying and reporting. They further explain that the primary reason why a company would utilize BI is to make their more data accessible. The more accessible data is to the users the faster they can identify ways to reduce business cost, discover new business opportunities, and react quickly to adjust prices based on current supply and demand. One area in which a hospital system could use BI derived from a data warehouse can be seen in the Emergency Room (ER) in regards to the number of doctors and nurse they have working during a full moon for each ER location. In order determine this BI needs to determine a trend in the number of patients seen on a full moon, further more they also need to determine the optimal number of staff members working during a full moon be determining the number of employees to patients ration needed to meet standard patient times and also be the most cost effective for the hospital.  This will allow the hospital system to estimate the number of potential patients they will have on the next full moon and adjust their staff schedules accordingly to ensure that patient care is not affected in any way do the influx or lack of influx of patients during this time while also ensuring that they are only working the minimum number of employees to ensure that they still making a profit. Another area where a hospital system could use BI data regards their orders paced to drug and medical supply companies. BI could define trends in prescriptions given to patients, this information could be used for ordering new supplies and forecasting the amount of medicine each hospital needs to keep on site at a given time. For example, a hospital might want to stock up on materials need to set bones in a cast prior to the summer because their BI indicates that a majority of broken bones occur during the summer due to children being out of school and they have more free time.

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  • Letölthetoek a HOUG 2010 Konferencia eloadásai

    - by Fekete Zoltán
    2010. március 22-24. között zajlott le a HOUG Konferencia 2010. Már letölthetoek az eloadás anyagok a http://www.houg.hu/ oldalról az Archívum-ra, majd a HOUG 2010-re kattintva. A konferencián készült fényképek még nem kerültek fel, de reménykedjünk, hogy kisvártatva elénk tárulnak. :) Az Üzleti intelligencia és adattárház szekció (Business Intelligence & Data Warehouse) eloadásai itt érheto el. Jó mazsolázást kívánok!

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