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  • Will Python 3.0's backwards-incompatibility affect adoption?

    - by George Stocker
    I visited Slashdot this morning to find out that Python 3.0 has been released. I know C# and Perl, but have wanted to learn Python for some time, especially after I saw its ease of use to create useful tools, not to mention its use in game scripting. My question is, how does the intentionally backwards-incompatible release of Python 3.0 affect adoption, and should I learn Python 2? Or should I take the dive and learn Python 3.0 first, and wait for the libraries to be ported?

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  • Luke Skywalker’s Adoption [Video]

    - by Jason Fitzpatrick
    How precisely did Luke Skywalker come to be secreted away on Tatooine? In this clip we see Luke Skywalker’s uncle Owen is entirely uncertain about Obi Wan’s plan for leaving Luke in his care. Luke Skywalker’s Adoption 6 Start Menu Replacements for Windows 8 What Is the Purpose of the “Do Not Cover This Hole” Hole on Hard Drives? How To Log Into The Desktop, Add a Start Menu, and Disable Hot Corners in Windows 8

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  • Enable Seamless Transformation and Effective Adoption of Change with Oracle User Productivity Kit

    Organizations go through continuous transformation and change - whether it is through mergers and acquisitions, standardizations of systems, a rollout of a new application or business process improvements. With Oracle User Productivity Kit, project teams can capture and deploy best practices to streamline efficiency, reduce cost, and ensure successful change adoption. Discover how organizations can leverage the multiple outputs of Oracle UPK for all phases of the project from blueprinting/design/configuration to testing/training/go-live as well as maintenance and support.

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  • The “Customer” Experience Revolution is Here

    - by Jeri Kelley
    A guest post by Anthony Lye, SVP, CRM, Oracle The Experience Revolution is here, and we are going to explore and celebrate our new customer experience (CX) ventures and strategy in an extraordinary way. In true Oracle fashion, we are hosting an exceptional event, bringing together customer experience advocates, visionaries and practitioners to discover and define Oracle’s Customer Experience vision. At The Experience Revolution, Oracle President Mark Hurd will detail the vision of where customer experience is going and how Oracle will help you get there. He will introduce for the first time Oracle Customer Experience, a cross stack suite of customer experience products that enable organizations to: Engage customers with a consistent, connected and personalized brand experience across all channels and devices Deliver exceptional cross-channel order fulfillment and customer service through web, call centers and social networks Connect and analyze data from all interactions to better personalize experiences and identify hidden opportunities The Experience Revolution will also include an interactive gallery of customer experience interactions, featuring videos, touch screens and near field communication technology that will guide each attendee through an individualized event experience. We hope you will join us for an incredible evening on June 25, from 6:00 – 9:00 p.m. at Gotham Hall in New York City.  You can register for The Experience Revolution here. And if you haven’t already joined the conversation on Twitter, please do:  #OracleCX, #ExperienceRevolution

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  • The “Customer” Experience Revolution is Here

    - by Jeri Kelley
    A guest post by Anthony Lye, SVP, CRM, Oracle The Experience Revolution is here, and we are going to explore and celebrate our new customer experience (CX) ventures and strategy in an extraordinary way. In true Oracle fashion, we are hosting an exceptional event, bringing together customer experience advocates, visionaries and practitioners to discover and define Oracle’s Customer Experience vision. At The Experience Revolution, Oracle President Mark Hurd will detail the vision of where customer experience is going and how Oracle will help you get there. He will introduce for the first time Oracle Customer Experience, a cross stack suite of customer experience products that enable organizations to: Engage customers with a consistent, connected and personalized brand experience across all channels and devices Deliver exceptional cross-channel order fulfillment and customer service through web, call centers and social networks Connect and analyze data from all interactions to better personalize experiences and identify hidden opportunities The Experience Revolution will also include an interactive gallery of customer experience interactions, featuring videos, touch screens and near field communication technology that will guide each attendee through an individualized event experience. We hope you will join us for an incredible evening on June 25, from 6:00 – 9:00 p.m. at Gotham Hall in New York City.  You can register for The Experience Revolution here. And if you haven’t already joined the conversation on Twitter, please do:  #OracleCX, #ExperienceRevolution

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  • TFS Build 2010: BuildNumber and DropLocation

    - by javarg
    Automatic Builds for Application Release is a current practice in every major development factory nowadays. Using Team Foundation Server Build 2010 to accomplish this offers many opportunities to improve quality of your releases. The following approach allow us to generate build drop folders including the BuildNumber and the Changeset or Label provided. Using this procedure we can quickly identify the generated binaries in the Drop Server with the corresponding Version. Branch the DefaultTemplate.xaml and renamed it with CustomDefaultTemplate.xaml Open it for edit (check out) Go to the Set Drop Location Activity and edit the DropLocation property. Write the following expression: BuildDetail.DropLocationRoot + "\" + BuildDetail.BuildDefinition.Name + "\" + If(String.IsNullOrWhiteSpace(GetVersion), BuildDetail.SourceGetVersion, GetVersion) + "_" + BuildDetail.BuildNumber Check in the branched template. Now create a build definition named TestBuildForDev using the new template. The previous expression sets the DropLocation with the following format: (ChangesetNumber|LabelName)_BuildName_BuildNumber The first part of the folder name will be the changeset number or the label name (if triggered using labels). Folder names will be generated as following: C1850_TestBuildForDev_20111117.1 (changesets start with letter C) LLabelname_TestBuildForDev_20111117.1 (labels start with letter L) Try launching a build from a Changeset and from a Label. You can specify a Label in the GetVersion parameter in the Queue new Build Wizard, going to the Parameters tab (for labels add the “L” prefix):

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  • The Customer Experience Revolution is Now

    - by Christie Flanagan
    To conclude this week’s focus on customer experience, I’ll end by recapping how my week began in New York City at The Experience Revolution. We all know that customers increasingly call the shots, and that winning or losing depends on how well we manage to meet their expectations. Today’s customers have a multitude of choices and are quick to jump ship following a poor experience. As a result, delivering an experience that is relevant, interactive, engaging, and consistent across channels and fostering rewarding relationships are increasingly important to business success.  It is only through exceptional customer experiences that companies can expect to acquire new customers and maintain their loyalty.  Over 400 of us gathered at Gotham Hall on Monday night to hear Oracle President Mark Hurd introduce Oracle Customer Experience, a cross-stack suite of customer experience products that include Oracle RightNow CX Cloud Service, Oracle Endeca, Oracle ATG Web Commerce, Oracle WebCenter,Oracle Siebel CRM, Oracle Fusion CRM, Oracle Social Network, and Oracle Knowledge Management. I'd encourage you check out this video to hear Mark explain why having a good product isn't good enough in the wake of the customer experience revolution. The Experience Revolution event itself was designed to deliver the kind of rich experience that sticks with you, using an interactive gallery of customer experience to deliver an individualized experience to each attendee through a combination of touch screens and near field communication technology.  Over the coming weeks we’ll share some of these customer experience vignettes with you. In the interim, you can learn more about Oracle Customer Experience solutions here.

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  • Oracle Customer Experience events in EMEA: Empowering People, Powering Brands

    - by Richard Lefebvre
    What makes for an exceptional customer experience? What are the organizational, technical and mindset prerequisites for making it a reality? And how ca a company sustain it? => Join one of the following Oracle's Customer Experience events (open to partners and customers) accross Europe <= Amsterdam - 27th September 2012  Milano - 27th September 2012 Madrid - 10th October 2012 London - 18th October 2012 Paris - 25th October (link to registration to be open soon) Other dates & locations to be relased -> Gain insight on what challenges must be addressed and how CX solutions can help deliver great customer experiences across the customer lifecycle and every interaction point. -> Learn how customer experience drives measurable business value by accelerating new customer acquisition, maximizing customer retention, improving operational efficiency and increasing total sales. This is your chance to transition your customer experience management strategies into the 21st century to create tomorrow's experiences today. This interactive event will deliver you the opportunity to learn from and network with your peers and experts.

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  • Need help in filtering the data with various condition and filling in scroll window GP

    - by Rahul
    Hi all, I am filtering the data and displaying in scroll window. There are many combination to display this data by customer id, customer id and itemnumber, customer id, itemnumber, work and history condition. And from date and To date condition. My query is when I am selecting the customer id and work or history table it should display the corresponding data. Like select * from price history where customerid=’custid’ and name=’Work’. It should display in scroll only these values none other it the same way history condition should work. Work and History are in check box. In my case whatever range I am selecting whether Work and History always loading with entire data, so it’s not filtering properly. My second problem is if I select from date and keep empty to date …in this case all the data should display from selected from date to end of table data. But I am not getting….pls somebody help me here is my entire coding: if empty('Customer Number') then warning "Select Customer ID"; focus 'Customer Number'; abort script; end if; if '(L) RadioGroup4' of window Window1 of form 'Customer Pricing Inquiry'=1 then if empty(Date) then abort script; focus Date; end if; end if; if not empty('(L) Date') then if '(L) Date' {if not empty(Date) and empty('(L) Date') then warning"Please enter To Date"; focus field '(L) Date'; abort script; end if;} range clear table Display_Pricing_Temp; clear field 'Customer Number' of table Display_Pricing_Temp; range start table Display_Pricing_Temp; fill field 'Customer Number' of table Display_Pricing_Temp; range end table Display_Pricing_Temp; remove range table Display_Pricing_Temp; range clear table Display_Pricing; if '(L) Checkbox0' =true and '(L) Checkbox2'=true and empty('Item Code' of window Window1 of form 'Customer Pricing Inquiry') and str(Date of window Window1 of form 'Customer Pricing Inquiry')="0/0/0000" then {range clear table Display_Pricing;} range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and ("+ physicalname(Name of table Display_Pricing)+ "='History' or "+ physicalname(Name of table Display_Pricing)+ "='Work')"; {range clear table Display_Pricing;} end if; if '(L) Checkbox0' =true or '(L) Checkbox2'=true then {{Only Item No is there} if not empty('Item Code') and '(L) Checkbox0' =false and '(L) Checkbox2'=false and str('(L) Date')="0/0/0000" then range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname('Item Number' of table Display_Pricing)+ "='"+ str('Item Code')+"'"; end if; } if empty('(L) Date') and not empty(Date) then {date work hist item} if not empty('Item Code') and '(L) Checkbox0' =true and '(L) Checkbox2'=true and str(Date)<"0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname('Item Number' of table Display_Pricing)+ "='"+ str('Item Code')+"' and ("+ physicalname(Name of table Display_Pricing)+ "='Work' or " +physicalname(Name of table Display_Pricing)+ "='History')and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102)" ; range clear table Display_Pricing; end if; {date work hist } if empty('Item Code') and '(L) Checkbox0' =true and '(L) Checkbox2'=true and str(Date)<"0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and ("+ physicalname(Name of table Display_Pricing)+ "='Work' or " +physicalname(Name of table Display_Pricing)+ "='History')and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102)" ; range clear table Display_Pricing; end if; {date,work,item code} if not empty('Item Code') and '(L) Checkbox0' =true and '(L) Checkbox2'=false and str(Date)<"0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname('Item Number' of table Display_Pricing)+ "='"+ str('Item Code')+"' and "+ physicalname(Name of table Display_Pricing)+ "='Work' and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102)" ; range clear table Display_Pricing; end if; {date history item code} if not empty('Item Code') and '(L) Checkbox0' =false and '(L) Checkbox2'=true and str(Date)<"0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname('Item Number' of table Display_Pricing)+ "='"+ str('Item Code')+"' and "+ physicalname(Name of table Display_Pricing)+ "='History' and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102)" ; range clear table Display_Pricing; end if; {date,work} if empty('Item Code') and '(L) Checkbox0' =true and '(L) Checkbox2'=false and not empty(Date) then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname(Name of table Display_Pricing)+ "='Work' and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102) "; range clear table Display_Pricing; end if; {date history } if empty('Item Code') and '(L) Checkbox0' =false and '(L) Checkbox2'=true and str(Date)<"0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname(Name of table Display_Pricing)+ "='History' and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102)" ; range clear table Display_Pricing; end if; end if; if not empty('(L) Date') and not empty(Date) then {Only Item No is there and work} if not empty('Item Code') and '(L) Checkbox0' =true and '(L) Checkbox2'=false and str(Date)="0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname('Item Number' of table Display_Pricing)+ "='"+ str('Item Code')+"' and "+ physicalname(Name of table Display_Pricing)+ "='Work'"; range clear table Display_Pricing; end if; if not empty('Item Code') and '(L) Checkbox0' =true and '(L) Checkbox2'=true and str(Date)="0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname('Item Number' of table Display_Pricing)+ "='"+ str('Item Code')+"' and ("+ physicalname(Name of table Display_Pricing)+ "='Work' or " +physicalname(Name of table Display_Pricing)+ "='History')"; range clear table Display_Pricing; end if; {date work hist item} if not empty('Item Code') and '(L) Checkbox0' =true and '(L) Checkbox2'=true and str(Date)<"0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname('Item Number' of table Display_Pricing)+ "='"+ str('Item Code')+"' and ("+ physicalname(Name of table Display_Pricing)+ "='Work' or " +physicalname(Name of table Display_Pricing)+ "='History')and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) between convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102) and convert(datetime,convert(varchar(20),'"+ str('(L) Date' of window Window1 of form 'Customer Pricing Inquiry') +"'),102)"; range clear table Display_Pricing; end if; {date work hist } if empty('Item Code') and '(L) Checkbox0' =true and '(L) Checkbox2'=true and str(Date)<"0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and ("+ physicalname(Name of table Display_Pricing)+ "='Work' or " +physicalname(Name of table Display_Pricing)+ "='History')and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) between convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102) and convert(datetime,convert(varchar(20),'"+ str('(L) Date' of window Window1 of form 'Customer Pricing Inquiry') +"'),102)"; range clear table Display_Pricing; end if; {date,work,item code} if not empty('Item Code') and '(L) Checkbox0' =true and '(L) Checkbox2'=false and str(Date)<"0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname('Item Number' of table Display_Pricing)+ "='"+ str('Item Code')+"' and "+ physicalname(Name of table Display_Pricing)+ "='Work' and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) between convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102) and convert(datetime,convert(varchar(20),'"+ str('(L) Date' of window Window1 of form 'Customer Pricing Inquiry') +"'),102)"; range clear table Display_Pricing; end if; {date history item code} if not empty('Item Code') and '(L) Checkbox0' =false and '(L) Checkbox2'=true and str(Date)<"0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname('Item Number' of table Display_Pricing)+ "='"+ str('Item Code')+"' and "+ physicalname(Name of table Display_Pricing)+ "='History' and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) between convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102) and convert(datetime,convert(varchar(20),'"+ str('(L) Date' of window Window1 of form 'Customer Pricing Inquiry') +"'),102)"; range clear table Display_Pricing; end if; {date work} {date,work} if empty('Item Code') and '(L) Checkbox0' =true and '(L) Checkbox2'=false and not empty(Date) then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname(Name of table Display_Pricing)+ "='Work' and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) between convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102) and convert(datetime,convert(varchar(20),'"+ str('(L) Date' of window Window1 of form 'Customer Pricing Inquiry') +"'),102)"; range clear table Display_Pricing; end if; {date history } if empty('Item Code') and '(L) Checkbox0' =false and '(L) Checkbox2'=true and str(Date)<"0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname(Name of table Display_Pricing)+ "='History' and convert(datetime,convert(varchar(20)," +physicalname(Date of table Display_Pricing)+"),102) between convert(datetime,convert(varchar(20),'"+ str(Date of window Window1 of form 'Customer Pricing Inquiry')+ "'),102) and convert(datetime,convert(varchar(20),'"+ str('(L) Date' of window Window1 of form 'Customer Pricing Inquiry') +"'),102)"; range clear table Display_Pricing; end if; end if; {Only Item No is there and hist} if not empty('Item Code') and '(L) Checkbox0' =false and '(L) Checkbox2'=true and str(Date)="0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname('Item Number' of table Display_Pricing)+ "='"+ str('Item Code')+"' and "+ physicalname(Name of table Display_Pricing)+ "='History'"; range clear table Display_Pricing; end if; {for only work table } if empty('Item Code') and '(L) Checkbox0' =true and '(L) Checkbox2'=false and str(Date)="0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname(Name of table Display_Pricing)+ "='Work'"; range clear table Display_Pricing; end if; {for only hist table } if empty('Item Code') and '(L) Checkbox0' =false and '(L) Checkbox2'=true and str(Date)="0/0/0000" then range clear table Display_Pricing; range table Display_Pricing where physicalname('Customer Number' of table Display_Pricing) + "= '" + str('Customer Number' of window Window1) + "' and "+ physicalname(Name of table Display_Pricing)+ "='History'"; range clear table Display_Pricing; end if; get first table Display_Pricing; if err() = OKAY then repeat copy from table Display_Pricing to table Display_Pricing_Temp; save table Display_Pricing_Temp; get next table Display_Pricing; until err() = EOF; else clear window Price_Scroll of form 'Customer Pricing Inquiry'; end if; else clear window Price_Scroll of form 'Customer Pricing Inquiry'; end if; fill window Price_Scroll table Display_Pricing_Temp by number 1;

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  • Oracle Tutor: Installing Is Not Implementing or Why CIO's should care about End User Adoption

    - by emily.chorba(at)oracle.com
    Eighteen months ago I showed Tutor and UPK Productive Day One overview to a CIO friend of mine. He works in a manufacturing business which had been recently purchased by a global conglomerate. He had a major implementation coming up, but said that the corporate team would be coming in to handle the project. I asked about their end user training approach, but it was unclear to him at the time. We were in touch over the course of the implementation project. The major activities were data conversion, how-to workshops, General Ledger realignment, and report definition. The message was "Here's how we do it at corporate, and here's how you are going to do it." In short, it was an application software installation. The corporate team had experience and confidence and the effort through go-live was smooth. Some weeks after cutover, problems with customer orders began to surface. Orders could not be fulfilled in a timely fashion. The problem got worse, and the corporate emergency team was called in. After many days of analysis, the issue was tracked down and resolved, but by then there were weeks of backorders, and their customer base was impacted in a significant way. It took three months of constant handholding of customers by the sales force for good will to be reestablished, and this itself diminished a new product sales push. I learned of these results in a recent conversation with the CIO. I asked him what the solution to the problem was, and he replied that it was twofold. The first component was a lack of understanding by customer service reps about how a particular data item in order entry was to be filled in, resulting in discrepant order data. The second component was that product planners were using this data, along with data from other sources, to fill in a spreadsheet based on the abandoned system. This spreadsheet was the primary input for planning data. The result of these two inaccuracies was that key parts were not being ordered to effectively meet demand and the lead time for finished goods was pushed out by weeks. I reminded him about the Productive Day One approach, and it's focus on methodology and tools for end user training. A more collaborative solution workshop would have identified proper applications use in the new environment. Using UPK to document correct transaction entry would have provided effective guidelines to the CSRs for data entry. Using Oracle Tutor to document the manual tasks would have eliminated the use of an out of date spreadsheet. As we talked this over, he said, "I wish I knew when I started what I know now." Effective end user adoption is the most critical and most overlooked success factor in applications implementations. When the switch is thrown at go-live, employees need to know how to use the new systems to do their jobs. Their jobs are made up of manual steps and systems steps which must be performed in the right order for the implementing organization to operate smoothly. Use Tutor to document the manual policies and procedures, use UPK to document the systems tasks, and develop this documentation in conjunction with a solution workshop. This is the path to develop effective end user training material for a smooth implementation. Learn More For more information about Tutor, visit Oracle.com or the Tutor Blog. Post your questions at the Tutor Forum. Chuck Jones, Product Manager, Oracle Tutor and BPM

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  • Customer Interaction Group (NL) becomes the first Oracle EMEA partner that Achieves OPN Specialization for Oracle RightNow CX Cloud Service

    - by Richard Lefebvre
    Oracle Recognizes Customer Interaction Group for Expertise in Oracle RightNow CX Cloud Service Customer Interaction Group, specialists in customer contact and a Gold level member of Oracle® PartnerNetwork (OPN), today announced it has achieved OPN Specialized status for Oracle RightNow CX Cloud Service. To achieve OPN Specialized status, Oracle partners are required to meet a stringent set of requirements that are based on the needs and priorities of the customer and partner community. By achieving a Specialized distinction, Customer Interaction Group has been recognized by Oracle for its expertise in delivering services specifically around Oracle RightNow CX Cloud Service through competency development, business results and proven success.   “As valued Oracle partner it is very important to us to achieve this specialization. With this recognition we guarantee our customers professionalism in each project, from advisory tasks to complex implementations. This allows Customer Interaction Group not only a deepening realization towards optimizing customer interaction, but also to service delivery through various media channels. As a result, our customers are able to service their customers on a higher level” says Hanjo Huizing, CEO of Customer Interaction Group. “Oracle congratulates The Customer Interaction Group with becoming specialized Oracle RightNow partner. Oracle’s Specialization Program is a trusted status and brand, which allows our most experienced and committed partners to differentiate themselves in the marketplace and gain a competitive edge by spotlighting their strengths and special skills” said Richard Lefebvre, head of the Oracle EMEA CRM&CX Partner Community. In today’s competitive markets, successful businesses can successfully stand out by offering their customers good customer service combined with excellent accessibility. Our mission is to help businesses configure and optimize the full range of customer contact. We have the knowledge, experience and tools to develop practical and innovative solutions for customer interaction processes. Our customers as fonq.nl (web department store) and CitizenM (hotels) are working successfully with Oracle RightNow CX Cloud Service. They both serve their customers not only in The Netherlands but also in a lot of countries in Europe. Our focus is on the delivery of excellent customer service at a lower cost. Our objective is to increase return on customer contact and to give customers a positive experience. About Customer Interaction Group Customer Interaction Group specializes in delivering and optimizing customer interaction solutions for voice, web, and social interactions. Armed with the knowledge, experience and solutions, they provide solutions and consulting services to companies seeking to deliver superior customer experiences. The core method and approach of Customer Interaction Group is to translate business problems and processes into practical interaction solutions. Based in Amsterdam, the Netherlands, The Customer Interaction Group serves customers all over Europe. Follow us on Twitter @CustIntGroup, Facebook.com/custintgroup, linkedin.com/company/customer-interaction-group or visit our website www.custintgroup.com About Oracle PartnerNetwork Oracle PartnerNetwork (OPN) Specialized is the latest version of Oracle's partner program that provides partners with tools to better develop, sell and implement Oracle solutions. OPN Specialized offers resources to train and support specialized knowledge of Oracle products and solutions and has evolved to recognize Oracle's growing product portfolio, partner base and business opportunity. Key to the latest enhancements to OPN is the ability for partners to differentiate through Specializations. Specializations are achieved through competency development, business results, expertise and proven success. To find out more visit http://www.oracle.com/partners.

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  • On what basis would you split donation money among your open source team members without any strife?

    - by Vigneshwaran
    I am a developer of an open source project which is hosted in SourceForge. It started out as a little app then after some releases, it got more and more popular and it started consuming more time and responsibility from me. So I have enabled the donation option in SourceForge. I'm passionate to continue developing it for free but if (ever) any money comes in, how should I split it with my team? Should I split the amount equally among the number of team members? (50-50 as it is two-member team now) Number of classes, commits or any other valuable submissions by team members? Any other idea? What would you do in such situation? Please give your opinions. I hope this question will be useful for others.

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  • How to encourage version control adoption

    - by Man Wa kileleshwa
    I have recently started working in a team where there is no version control. Most of the team members are not used to any kind of version control. I've been using mercurial privately to track my work. I would like to encourage others to adopt it, and at the very least start to version their code as they develop changes. Can anyone give me advice on how I can encourage adoption of a distributed version control such as mercurial. Any advice on how to win people including managers to DVCS would be much appreciated.

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  • Customer Loyalty vs. Customer Engagement: Who Cares?

    - by Jeb Dasteel-Oracle
    Have you read the recent Forbes OracleVoice blog titled Customer Loyalty is Dead. Long Live Engagement!? If you haven’t, take a look. This article prompted lots of conversation in the social realm. Many who read the article voiced their reactions to the headline and now I’m jumping in to add my view. Normal 0 false false false EN-US X-NONE X-NONE Customer loyalty is still key. It’s the effect and engagement is the cause. We at least know that to be true for our customers. We are in an age where customers are demanding to be heard. We need them to be actively involved – or engaged – as well. Greater levels of customer engagement, properly targeted, positively correlate with satisfaction. Our data has shown us this over and over. Satisfied customers are more loyal and more willing to vocalize their satisfaction through referencing, and are more likely to purchase again, all of which in turn drives incremental revenue – from the customer doing the referencing AND the customer on the receiving end of that reference. Turning this around completely, if we begin to see the level of a customer’s engagement start to wane, this is an indicator that their satisfaction, loyalty, and future revenue are likely at risk. At Oracle, we’ve put in place many programs to target, encourage, and then track engagement, allowing us to measure engagement as a determinant of loyalty. Some of these programs include our Key Accounts, solution design and architectural, Executive Sponsorship, as well as executive advisory boards. Specific programs allow us to engage specific contacts within specific customer organizations (based on role) and then systematically track their engagement activities over time, along side of tracking customer satisfaction, loyalty, referenceability, and incremental revenue contribution. Continuous measurement of engagement allows us to better understand customer views of what it means to partner with a provider and adjust program participation to better meet the needs of the partnership. We can also track across customer segments, and design new programs that are even more effective than the ones we have in place today. In case you missed any of my previous Forbes articles, I’ve included links below for easy access. Award-Winning Companies Put Customers First The Power of Peer Networks: 5 Reasons to Get (and Stay) Involved Technology At Work: Traveling In Style Customer Central: 8 Strategies for Putting Customers at the Core of Your Business Technology at Work: Five Companies Doing IT Right /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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  • What should I do if I have a genius team lead which does not share? [on hold]

    - by ???
    Good evening, I got some uncertainties and need some advise or any experiences 'story' from you guys. The question is quite straight forward but I gonna clarify somethings in details. My Background I just graduated from my university 6 months ago. Being offer from 4 companies after I go through some interviews. Now I'm working on a banking services company, everything is consider 'ok' except I had a genius team lead which does not share enough information to let me do a task/work. Situation faced In my team, there is a "ask to know" culture. When you are going to guess or try some methods to solve the problems, I need to ask to make sure I do not do something stupid and when I asked my team lead...There're only 2 situations, 1st: I being given a strange look like: "do you know what are you do/said just now? Just follow the standards, I do not care!" (Felt humiliated) 2nd: Get the answer but my team lead suddenly in bad moods, I think thats I have waste her time for some simple questions which I do not know. Add-Ons My team lead is really a clever and a smart senior developers/programmers, sometimes she will brief through the tasks while sometimes not. Depend on her moods. There certain times I am look-down on myself and felt want to quit/resign. I'm still under-probation and had joined this company for around 4 months. I felt like I do not have the innovation skills which I used to had in university and lose my self-confidence when communicate to others.

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  • Inspiring a co-worker to adopt better coding practices?

    - by Aaronaught
    In the Handling my antiquated coworker question, various people discussed strategies for dealing with coworkers who are unwilling to integrate their workflow with the team's. I'd like, if possible, to learn some strategies for "teaching" a coworker who is merely ignorant of modern techniques and tools, and possibly a little apathetic. I've started working with a programmer who until recently has been working in relative isolation, in a different part of the company. He has extensive domain knowledge and most importantly he has demonstrated good problem-solving skills, something which many candidates seem to lack. However, the actual (C#) code I've seen is a throwback to the VB6 days. Procedural structure, Hungarian notation, global variables (abuse of static), no interfaces, no tests, non-use of Generics, throwing System.Exception... you get the idea. This programmer is a fair bit older than I am and, by first impressions at least, doesn't actively seek positive change. I'm not going to say resistant to change, because I think that is largely an issue of how the topic gets broached, and I want to be prepared. Programmers tend to be stubborn people, and going in with guns blazing and instituting rip-it-to-shreds code reviews and strictly-enforced policies is very likely not going to produce the end result that I want. If this were a new hire, a junior programmer, I wouldn't think twice about taking a "mentor" stance, but I'm extremely wary of treating an experienced employee as a clueless newbie (which he's not - he just hasn't kept pace with certain advancements in the field). How might I go about raising this developer's code quality standard the Dale Carnegie way, through gentle persuasion and non-material incentives? What would be the best strategy for effecting subtle, gradual changes, without creating an adversarial situation? Have other people - especially lead developers - been in this type of situation before? Which strategies were successful at stimulating interest and creating a positive group dynamic? Which strategies weren't successful and would be better to avoid? Clarifications: I really feel that several people are answering based on personal feelings without actually reading all of the details of the question. Please note the following, which should have been implied but I am now making explicit: This coworker is only my "senior" by virtue of age. I never said that his title, sphere of influence, or years at the organization exceed mine, and in fact, none of those things are true. He's a LOB programmer who's been absorbed into the main development shop. That's it. I am not a new hire, junior programmer, or other naïve idiot with grand plans to transform the company overnight. I am basically in charge of the software process, but as many who've worked as "leads" will know, responsibilities don't always correlate precisely with the org chart. I'm not asking people how to get my way, come hell or high water. I could do that if I wanted to, with the net result being that this person would become resentful and/or quit. Please try to understand that I am looking for a social, cooperative method of driving change. The mention of "...global variables... no tests... throwing System.Exception" was intended to demonstrate that the problems are not just superficial or aesthetic. Practices that may work for relatively small CRUD apps do not necessarily work for large enterprise apps, and in fact, none of the code so far has actually passed the integration tests. Please, try to take the question at face value, accept that I actually know what I'm talking about, and either answer the question that I actually asked or move on. P.S. My sincerest gratitude to those who -did- offer constructive advice rather than arguing with the premise. I'm going to leave this open for a while longer as I'm hoping to hear more in the way of real-world experiences.

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  • Upgrading Team Foundation Server 2008 to 2010

    - by Martin Hinshelwood
    I am sure you will have seen my posts on upgrading our internal Team Foundation Server from TFS2008 to TFS2010 Beta 2, RC and RTM, but what about a fresh upgrade of TFS2008 to TFS2010 using the RTM version of TFS. One of our clients is taking the plunge with TFS2010, so I have the job of doing the upgrade. It is sometimes very useful to have a team member that starts work when most of the Sydney workers are heading home as I can do the upgrade without impacting them. The down side is that if you have any blockers then you can be pretty sure that everyone that can deal with your problem is asleep I am starting with an existing blank installation of TFS 2010, but Adam Cogan let slip that he was the one that did the install so I thought it prudent to make sure that it was OK. Verifying Team Foundation Server 2010 We need to check that TFS 2010 has been installed correctly. First, check the Admin console and have a root about for any errors. Figure: Even the SQL Setup looks good. I don’t know how Adam did it! Backing up the Team Foundation Server 2008 Databases As we are moving from one server to another (recommended method) we will be taking a backup of our TFS2008 databases and resorting them to the SQL Server for the new TFS2010 Server. Do not just detach and reattach. This will cause problems with the version of the database. If you are running a test migration you just need to create a backup of the TFS 2008 databases, but if you are doing the live migration then you should stop IIS on the TFS 2008 server before you backup the databases. This will stop any inadvertent check-ins or changes to TFS 2008. Figure: Stop IIS before you take a backup to prevent any TFS 2008 changes being written to the database. It is good to leave a little time between taking the TFS 2008 server offline and commencing the upgrade as there is always one developer who has not finished and starts screaming. This time it was John Liu that needed 10 more minutes to make his changes and check-in, so I always give it 30 minutes and see if anyone screams. John Liu [SSW] said:   are you doing something to TFS :-O MrHinsh [SSW UK][VS ALM MVP] said:   I have stopped TFS 2008 as per my emails John Liu [SSW] said:   haven't finish check in @_@   can we have it for 10mins? :) MrHinsh [SSW UK][VS ALM MVP] said:   TFS 2008 has been started John Liu [SSW] said:   I love you! -IM conversation at TFS Upgrade +25 minutes After John confirmed that he had everything done I turned IIS off again and made a cup of tea. There were no more screams so the upgrade can continue. Figure: Backup all of the databases for TFS and include the Reporting Services, just in case.   Figure: Check that all the backups have been taken Once you have your backups, you need to copy them to your new TFS2010 server and restore them. This is a good way to proceed as if we have any problems, or just plain run out of time, then you just turn the TFS 2008 server back on and all you have lost is one upgrade day, and not 10 developer days. As per the rules, you should record the number of files and the total number of areas and iterations before the upgrade so you have something to compare to: TFS2008 File count: Type Count 1 1845 2 15770 Areas & Iterations: 139 You can use this to verify that the upgrade was successful. it should however be noted that the numbers in TFS 2010 will be bigger. This is due to some of the sorting out that TFS does during the upgrade process. Restore Team Foundation Server 2008 Databases Restoring the databases is much more time consuming than just attaching them as you need to do them one at a time. But you may be taking a backup of an operational database and need to restore all your databases to a particular point in time instead of to the latest. I am doing latest unless I encounter any problems. Figure: Restore each of the databases to either a latest or specific point in time.     Figure: Restore all of the required databases Now that all of your databases are restored you now need to upgrade them to Team Foundation Server 2010. Upgrade Team Foundation Server 2008 Databases This is probably the easiest part of the process. You need to call a fire and forget command that will go off to the database specified, find the TFS 2008 databases and upgrade them to 2010. During this process all of the 6 main TFS 2008 databases are merged into the TfsVersionControl database, upgraded and then the database is renamed to TFS_[CollectionName]. The rename is only the database and not the physical files, so it is worth going back and renaming the physical file as well. This keeps everything neat and tidy. If you plan to keep the old TFS 2008 server around, for example if you are doing a test migration first, then you will need to change the TFS GUID. This GUID is unique to each TFS instance and is preserved when you upgrade. This GUID is used by the clients and they can get a little confused if there are two servers with the same one. To kick of the upgrade you need to open a command prompt and change the path to “C:\Program Files\Microsoft Team Foundation Server 2010\Tools” and run the “import” command in  “tfsconfig”. TfsConfig import /sqlinstance:<Previous TFS Data Tier>                  /collectionName:<Collection Name>                  /confirmed Imports a TFS 2005 or 2008 data tier as a new project collection. Important: This command should only be executed after adequate backups have been performed. After you import, you will need to configure portal and reporting settings via the administration console. EXAMPLES -------- TfsConfig import /sqlinstance:tfs2008sql /collectionName:imported /confirmed TfsConfig import /sqlinstance:tfs2008sql\Instance /collectionName:imported /confirmed OPTIONS: -------- sqlinstance         The sql instance of the TFS 2005 or 2008 data tier. The TFS databases at that location will be modified directly and will no longer be usable as previous version databases.  Ensure you have back-ups. collectionName      The name of the new Team Project Collection. confirmed           Confirm that you have backed-up databases before importing. This command will automatically look for the TfsIntegration database and verify that all the other required databases exist. In this case it took around 5 minutes to complete the upgrade as the total database size was under 700MB. This was unlike the upgrade of SSW’s production database with over 17GB of data which took a few hours. At the end of the process you should get no errors and no warnings. The Upgrade operation on the ApplicationTier feature has completed. There were 0 errors and 0 warnings. As this is a new server and not a pure upgrade there should not be a problem with the GUID. If you think at any point you will be doing this more than once, for example doing a test migration, or merging many TFS 2008 instances into a single one, then you should go back and rename the physical TfsVersionControl.mdf file to the same as the new collection. This will avoid confusion later down the line. To do this, detach the new collection from the server and rename the physical files. Then reattach and change the physical file locations to match the new name. You can follow http://www.mssqltips.com/tip.asp?tip=1122 for a more detailed explanation of how to do this. Figure: Stop the collection so TFS does not take a wobbly when we detach the database. When you try to start the new collection again you will get a conflict with project names and will require to remove the Test Upgrade collection. This is fine and it just needs detached. Figure: Detaching the test upgrade from the new Team Foundation Server 2010 so we can start the new Collection again. You will now be able to start the new upgraded collection and you are ready for testing. Do you remember the stats we took off the TFS 2008 server? TFS2008 File count: Type Count 1 1845 2 15770 Areas & Iterations: 139 Well, now we need to compare them to the TFS 2010 stats, remembering that there will probably be more files under source control. TFS2010 File count: Type Count 1 19288 Areas & Iterations: 139 Lovely, the number of iterations are the same, and the number of files is bigger. Just what we were looking for. Testing the upgraded Team Foundation Server 2010 Project Collection Can we connect to the new collection and project? Figure: We can connect to the new collection and project.   Figure: make sure you can connect to The upgraded projects and that you can see all of the files. Figure: Team Web Access is there and working. Note that for Team Web Access you now use the same port and URL as for TFS 2010. So in this case as I am running on the local box you need to use http://localhost:8080/tfs which will redirect you to http://localhost:8080/tfs/web for the web access. If you need to connect with a Visual Studio 2008 client you will need to use the full path of the new collection, http://[servername]/tfs/[collectionname] and this will work with all of your collections. With Visual Studio 2005 you will only be able to connect to the Default collection and in both VS2008 and VS2005 you will need to install the forward compatibility updates. Visual Studio Team System 2005 Service Pack 1 Forward Compatibility Update for Team Foundation Server 2010 Visual Studio Team System 2008 Service Pack 1 Forward Compatibility Update for Team Foundation Server 2010 To make sure that you have everything up to date, make sure that you run SSW Diagnostics and get all green ticks. Upgrade Done! At this point you can send out a notice to everyone that the upgrade is complete and and give them the connection details. You need to remember that at this stage we have 2008 project upgraded to run under TFS 2010 but it is still running under that same process template that it was running before. You can only “enable” 2010 features in a process template you can’t upgrade. So what to do? Well, you need to create a new project and migrate things you want to keep across. Souse code is easy, you can move or Branch, but Work Items are more difficult as you can’t move them between projects. This instance is complicated more as the old project uses the Conchango/EMC Scrum for Team System template and I will need to write a script/application to get the work items across with their attachments in tact. That is my next task! Technorati Tags: TFS 2010,TFS 2008,VS ALM

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  • Configure TFS portal afterwards

    Update #1 January 8th, 2010: There is an updated post on this topic for Beta 2: http://www.ewaldhofman.nl/post/2009/12/10/Configure-TFS-portal-afterwards-Beta-2.aspx Update #2 October 10th, 2010: In the new Team Foundation Server Power Tools September 2010, there is now a command to create a portal. tfpt addprojectportal   Add or move portal for an existing team project Usage: tfpt addprojectportal /collection:uri                              /teamproject:"project name"                              /processtemplate:"template name"                              [/webapplication:"webappname"]                              [/relativepath:"pathfromwebapp"]                              [/validate]                              [/verbose] /collection Required. URL of Team Project Collection. /teamproject Required. Specifies the name of the team project. /processtemplate Required. Specifies that name of the process template. /webapplication The name of the SharePoint Web Application. Must also specify relativepath. /relativepath The path for the site relative to the root URL for the SharePoint Web Application. Must also specify webapplication. /validate Specifies that the user inputs are to be validated. If specified, only validation will be done and no portal setting will be changed. /verbose Switches on the verbose mode. I created a new Team Project in TFS 2010 Beta 1 and choose not to configure SharePoint during the creation of the Team Project. Of course I found out fairly quickly that a portal for TFS is very useful, especially the Iteration and the Product backlog workbooks and the dashboard reports. This blog describes how you can configure the sharepoint portal afterwards. Update: September 9th, 2009 Adding the portal afterwards is much easier as described below. Here are the steps Step 1: Create a new temporary project (with a SharePoint site for it). Open the Team Explorer Right click in the Team Explorer the root node (i.e. the project collection) Select "New team project" from the menu Walk throught he wizard and make sure you check the option to create the portal (which is by default checked) Step 2: Disable the site for the new project Open the Team Explorer Select the team project you created in step 1 In the menu click on Team -> Show Project Portal. In the menu click on Team -> Team Project Settings -> Portal Settings... The following dialog pops up Uncheck the option "Enable team project portal" Confirm the dialog with OK Step 3: Enable the site for the original one. Point it to the newly created site. Open the Team Explorer Select the team project you want to add the portal to In the menu open Team -> Team Project Settings -> Portal Settings... The same dialog as in step 2 pops up Check the option "Enable team project portal" Click on the "Configure URL" button The following dialog pops up   In the dialog select in the combobox of the web application the TFS server Enter in the Relative site path the text "sites/[Project Collection Name]/[Team Project Name created in step 1]" Confirm the "Specify an existing SharePoint Site" with OK Check the "Reports and dashboards refer to data for this team project" option Confirm the dialog "Project Portal Settings" with OK Step 4: Delete the temporary project you created. In Beta 1, I have found no way to delete a team project. Maybe it will be available in TFS 2010 Beta 2. Original post Step 1: Create new portal site Go to the sharepoint site of your project collection (/sites//default.aspx">/sites//default.aspx">http://<servername>/sites/<project_collection_name>/default.aspx) Click on the Site Actions at the left side of the screen and choose the option Site Settings In the site settings, choose the Sites and workspaces option Create a new site Enter the values for the Title, the description, the site address. And choose for the TFS2010 Agile Dashboard as template. Create the site, by clicking on the Create button Step 2: Integrate portal site with team project Open Visual Studio Open the Team Explorer (View -> Team Explorer) Select in the Team Explorer tool window the Team Project for which you are create a new portal Open the Project Portal Settings (Team -> Team Project Settings -> Portal Setings...) Check the Enable team project portal checkbox Click on Configure URL... You will get a new dialog as below Enter the url to the TFS server in the web application combobox And specify the relative site path: sites/<project collection>/<site name> Confirm with OK Check in the Project Portal Settings dialog the checkbox "Reports and dashboards refer to data for this team project" Confirm the settings with OK (this takes a while...) When you now browse to the portal, you will see that the dashboards are now showing up with the data for the current team project. Step 3: Download process template To get a copy of the documents that are default in a team project, we need to have a fresh set of files that are not attached to a team project yet. You can do that with the following steps. Start the Process Template Manager (Team -> Team Project Collection Settings -> Process Template Manager...) Choose the Agile process template and click on download Choose a folder to download Step 4: Add Product and Iteration backlog Go to the Team Explorer in Visual Studio Make sure the team project is in the list of team projects, and expand the team project Right click the Documents node, and choose New Document Library Enter "Shared Documents", and click on Add Right click the Shared Documents node and choose Upload Document Go the the file location where you stored the process template from step 3 and then navigate to the subdirectory "Agile Process Template 5.0\MSF for Agile Software Development v5.0\Windows SharePoint Services\Shared Documents\Project Management" Select in the Open Dialog the files "Iteration Backlog" and "Product Backlog", and click Open Step 5: Bind Iteration backlog workbook to the team project Right click on the "Iteration Backlog" file and select Edit, and confirm any warning messages Place your cursor in cell A1 of the Iteration backlog worksheet Switch to the Team ribbon and click New List. Select your Team Project and click Connect From the New List dialog, select the Iteration Backlog query in the Workbook Queries folder. The final step is to add a set of document properties that allow the workbook to communicate with the TFS reporting warehouse. Before we create the properties we need to collect some information about your project. The first piece of information comes from the table created in the previous step.  As you collect these properties, copy them into notepad so they can be used in later steps. Property How to retrieve the value? [Table name] Switch to the Design ribbon and select the Table Name value in the Properties portion of the ribbon [Project GUID] In the Visual Studio Team Explorer, right click your Team Project and select Properties.  Select the URL value and copy the GUID (long value with lots of characters) at the end of the URL [Team Project name] In the Properties dialog, select the Name field and copy the value [TFS server name] In the Properties dialog, select the Server Name field and copy the value [UPDATE] I have found that this is not correct: you need to specify the instance of your SQL Server. The value is used to create a connection to the TFS cube. Switch back to the Iteration Backlog workbook. Click the Office button and select Prepare – Properties. Click the Document Properties – Server drop down and select Advanced Properties. Switch to the Custom tab and add the following properties using the values you collected above. Variable name Value [Table name]_ASServerName [TFS server name] [Table name]_ASDatabase tfs_warehouse [Table name]_TeamProjectName [Team Project name] [Table name]_TeamProjectId [Project GUID] Click OK to close the properties dialog. It is possible that the Estimated Work (Hours) is showing the #REF! value. To resolve that change the formula with: =SUMIFS([Table name][Original Estimate]; [Table name][Iteration Path];CurrentIteration&"*";[Table name][Area Path];AreaPath&"*";[Table name][Work Item Type]; "Task") For example =SUMIFS(VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Original Estimate]; VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Iteration Path];CurrentIteration&"*";VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Area Path];AreaPath&"*";VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Work Item Type]; "Task") Also the Total Remaining Work in the Individual Capacity table may contain #REF! values. To resolve that change the formula with: =SUMIFS([Table name][Remaining Work]; [Table name][Iteration Path];CurrentIteration&"*";[Table name][Area Path];AreaPath&"*";[Table name][Assigned To];[Team Member];[Table name][Work Item Type]; "Task") For example =SUMIFS(VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Remaining Work]; VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Iteration Path];CurrentIteration&"*";VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Area Path];AreaPath&"*";VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Assigned To];[Team Member];VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Work Item Type]; "Task") Save and close the workbook. Step 6: Bind Product backlog workbook to the team project Repeat the steps for binding the Iteration backlog for thiw workbook too. In the worksheet Capacity, the formula of the Storypoints might be missing. You can resolve it with: =IF([Iteration]="";"";SUMIFS([Table name][Story Points];[Table name][Iteration Path];[Iteration]&"*")) Example =IF([Iteration]="";"";SUMIFS(VSTS_487f1e4c_db30_4302_b5e8_bd80195bc2ec[Story Points];VSTS_487f1e4c_db30_4302_b5e8_bd80195bc2ec[Iteration Path];[Iteration]&"*"))

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  • Java EE/GlassFish Adoption Story by Kerry Wilson/Vanderbilt University

    - by reza_rahman
    Kerry Wilson is a Software Engineer at the Vanderbilt University Medical Center. He served in a consultant role to design a lightweight systems integration solution for the next generation Foundations Recovery Network using GlassFish, Java EE 6, JPA, @Scheduled EJBs, CDI, JAX-RS and JSF. He shared his story at the JavaOne 2013 Sunday GlassFish community event - check out the video below: Kerry outlined some of the details of the implementation and emphasized the fact that Java EE can be a great solution for applications that are considered small/lightweight. He mentioned the productivity gains through the modern Java EE programming model centered on annotations, POJOs and zero-configuration - comparing it with competing frameworks that aim towards similar productivity for lightweight applications. Kerry also stressed the quality of the excellent NetBeans integration with GlassFish and the need for community self-support in free, non-commercial open source projects like GlassFish. You can check out the details of his story on the GlassFish stories blog. Do you have a Java EE/GlassFish adoption story to share? Let us know and we will highlight it for the community.

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  • Java EE/GlassFish Adoption Story by Kerry Wilson/Vanderbilt University

    - by reza_rahman
    Kerry Wilson is a Software Engineer at the Vanderbilt University Medical Center. He served in a consultant role to design a lightweight systems integration solution for the next generation Foundations Recovery Network using GlassFish, Java EE 6, JPA, @Scheduled EJBs, CDI, JAX-RS and JSF. He lives in Nashville, TN where he helps organize the Nashville Java User Group. Kerry shared his Java EE/GlassFish adoption story at the JavaOne 2013 Sunday GlassFish community event - check out the video below: Here is the slide deck for his talk: GlassFish Story by Kerry Wilson/Vanderbilt University Medical Center from glassfish Kerry outlined some of the details of the implementation and emphasized the fact that Java EE can be a great solution for applications that are considered small/lightweight. He mentioned the productivity gains through the modern Java EE programming model centered on annotations, POJOs and zero-configuration - comparing it with competing frameworks that aim towards similar productivity for lightweight applications. Kerry also stressed the quality of the excellent NetBeans integration with GlassFish and the need for community self-support in free, non-commercial open source projects like GlassFish.

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  • Intel intègrera l'USB 3.0 dans Windows 8 et espère aider l'adoption de masse de cette technologie

    Mise à jour du 09.03.2010 par Katleen Intel intègrera l'USB 3.0 dans Windows 8 et espère aider l'adoption de masse de cette technologie Une information importante vient d'être révèlée à propos du futur système d'exploitation de Microsoft. En effet, Intel a annoncé hier que l'USB 3.0 sera embarqué dans Windows 8. Alors que les technologies qui seront utilisées dans deux ans sont encore inconnues, que penser de cette fonctionnalité ? L'USB 3.0, qui a été présenté pour la première fois au public le 18 septembre 2007 lors de l'Intel Developer Forum, apporte un bus capable de transferts ultra-rapides à hauteur de 4 Gbit/s Pour rappel, l'USB 2.0 plafonne à 480 Mbits/s. ...

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  • Highlights from the Oracle Customer Experience Summit @ OpenWorld

    - by Kathryn Perry
    A guest post by David Vap, Group Vice President, Oracle Applications Product Development The Oracle Customer Experience Summit was the first-ever event covering the full breadth of Oracle's CX portfolio -- Marketing, Sales, Commerce, and Service. The purpose of the Summit was to articulate the customer experience imperative and to showcase the suite of Oracle products that can help our customers create the best possible customer experience. This topic has always been a very important one, but now that there are so many alternative companies to do business with and because people have such public ways to voice their displeasure, it's necessary for vendors to have multiple listening posts in place to gauge consumer sentiment. They need to know what is going on in real time and be able to react quickly to turn negative situations into positive ones. Those can then be shared in a social manner to enhance the brand and turn the customer into a repeat customer. The Summit was focused on Oracle's portfolio of products and entirely dedicated to customers who are committed to building great customer experiences within their businesses. Rather than DBAs, the attendees were business people looking to collaborate with other like-minded experts and find out how Oracle can help in terms of technology, best practices, and expertise. The event was at the Westin St. Francis Hotel in San Francisco as part of Oracle OpenWorld. We had eight hundred people attend, which was great for the first year. Next year, there's no doubt in my mind, we can raise that number to 5,000. Alignment and Logic Oracle's Customer Experience portfolio is made up of a combination of acquired and organic products owned by many people who are new to Oracle. We include homegrown Fusion CRM, as well as RightNow, Inquira, OPA, Vitrue, ATG, Endeca, and many others. The attendees knew of the acquisitions, so naturally they wanted to see how the products all fit together and hear the logic behind the portfolio. To tell them about our alignment, we needed to be aligned. To accomplish that, a cross functional team at Oracle agreed on the messaging so that every single Oracle presenter could cover the big picture before going deep into a product or topic. Talking about the full suite of products in one session produced overflow value for other products. And even though this internal coordination was a huge effort, everyone saw the value for our customers and for our long-term cooperation and success. Keynotes, Workshops, and Tents of Innovation We scored by having Seth Godin as our keynote speaker ? always provocative and popular. The opening keynote was a session orchestrated by Mark Hurd, Anthony Lye, and me. Mark set the stage by giving real-world examples of bad customer experiences, Anthony clearly articulated the business imperative for addressing these experiences, and I brought it all to life by taking the audience around the Customer Lifecycle and showing demos and videos, with partners included at each of the stops around the lifecycle. Brian Curran, a VP for RightNow Product Strategy, presented a session that was in high demand called The Economics of Customer Experience. People loved hearing how to build a business case and justify the cost of building a better customer experience. John Kembel, another VP for RightNow Product Strategy, held a workshop that customers raved about. It was based on the journey mapping methodology he created, which is a way to talk to customers about where they want to make improvements to their customers' experiences. He divided the audience into groups led by facilitators. Each person had the opportunity to engage with experts and peers and construct some real takeaways. From left to right: Brian Curran, John Kembel, Seth Godin, and George Kembel The conference hotel was across from Union Square so we used that space to set up Innovation Tents. During the day we served lunch in the tents and partners showed their different innovative ideas. It was very interesting to see all the technologies and advancements. It also gave people a place to mix and mingle and to think about the fringe of where we could all take these ideas. Product Portfolio Plus Thought Leadership Of course there is always room for improvement, but the feedback on the format of the conference was positive. Ninety percent of the sessions had either a partner or a customer teamed with an Oracle presenter. The presentations weren't dry, one-way information dumps, but more interactive. I just followed up with a CEO who attended the conference with his Head of Marketing. He told me that they are using John Kembel's journey mapping methodology across the organization to pull people together. This sort of thought leadership in these highly competitive areas gives Oracle permission to engage around the technology. We have to differentiate ourselves and it's harder to do on the product side because everyone looks the same on paper. But on thought leadership ? we can, and did, take some really big steps. David VapGroup Vice PresidentOracle Applications Product Development

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  • Highlights from the Oracle Customer Experience Summit @ OpenWorld

    - by Richard Lefebvre
    The Oracle Customer Experience Summit was the first-ever event covering the full breadth of Oracle's CX portfolio -- Marketing, Sales, Commerce, and Service. The purpose of the Summit was to articulate the customer experience imperative and to showcase the suite of Oracle products that can help our customers create the best possible customer experience. This topic has always been a very important one, but now that there are so many alternative companies to do business with and because people have such public ways to voice their displeasure, it's necessary for vendors to have multiple listening posts in place to gauge consumer sentiment. They need to know what is going on in real time and be able to react quickly to turn negative situations into positive ones. Those can then be shared in a social manner to enhance the brand and turn the customer into a repeat customer. The Summit was focused on Oracle's portfolio of products and entirely dedicated to customers who are committed to building great customer experiences within their businesses. Rather than DBAs, the attendees were business people looking to collaborate with other like-minded experts and find out how Oracle can help in terms of technology, best practices, and expertise. The event was at the Westin St. Francis Hotel in San Francisco as part of Oracle OpenWorld. We had eight hundred people attend, which was great for the first year. Next year, there's no doubt in my mind, we can raise that number to 5,000. Alignment and Logic Oracle's Customer Experience portfolio is made up of a combination of acquired and organic products owned by many people who are new to Oracle. We include homegrown Fusion CRM, as well as RightNow, Inquira, OPA, Vitrue, ATG, Endeca, and many others. The attendees knew of the acquisitions, so naturally they wanted to see how the products all fit together and hear the logic behind the portfolio. To tell them about our alignment, we needed to be aligned. To accomplish that, a cross functional team at Oracle agreed on the messaging so that every single Oracle presenter could cover the big picture before going deep into a product or topic. Talking about the full suite of products in one session produced overflow value for other products. And even though this internal coordination was a huge effort, everyone saw the value for our customers and for our long-term cooperation and success. Keynotes, Workshops, and Tents of Innovation We scored by having Seth Godin as our keynote speaker ? always provocative and popular. The opening keynote was a session orchestrated by Mark Hurd, Anthony Lye, and me. Mark set the stage by giving real-world examples of bad customer experiences, Anthony clearly articulated the business imperative for addressing these experiences, and I brought it all to life by taking the audience around the Customer Lifecycle and showing demos and videos, with partners included at each of the stops around the lifecycle. Brian Curran, a VP for RightNow Product Strategy, presented a session that was in high demand called The Economics of Customer Experience. People loved hearing how to build a business case and justify the cost of building a better customer experience. John Kembel, another VP for RightNow Product Strategy, held a workshop that customers raved about. It was based on the journey mapping methodology he created, which is a way to talk to customers about where they want to make improvements to their customers' experiences. He divided the audience into groups led by facilitators. Each person had the opportunity to engage with experts and peers and construct some real takeaways. The conference hotel was across from Union Square so we used that space to set up Innovation Tents. During the day we served lunch in the tents and partners showed their different innovative ideas. It was very interesting to see all the technologies and advancements. It also gave people a place to mix and mingle and to think about the fringe of where we could all take these ideas. Product Portfolio Plus Thought Leadership Of course there is always room for improvement, but the feedback on the format of the conference was positive. Ninety percent of the sessions had either a partner or a customer teamed with an Oracle presenter. The presentations weren't dry, one-way information dumps, but more interactive. I just followed up with a CEO who attended the conference with his Head of Marketing. He told me that they are using John Kembel's journey mapping methodology across the organization to pull people together. This sort of thought leadership in these highly competitive areas gives Oracle permission to engage around the technology. We have to differentiate ourselves and it's harder to do on the product side because everyone looks the same on paper. But on thought leadership ? we can, and did, take some really big steps. David Vap Group Vice President Oracle Applications Product Development

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  • Adoption of Exadata - Gartner research note

    - by Javier Puerta
    Independent research note by Gartner acknowledges Oracle Exadata Database Machine has achieved significant early adoption and acceptance of its database appliance value proposition. Analyst Merv Adrian looks at some of the main issues that IT professionals have solved as they assess or deploy the Oracle Exadata solution, including: OLTP and DSS workload support workload consolidation increasing performance and scalability demands data compression improvements  Gartner reports clients using Oracle Exadata experienced the following: report significant performance improvements substantial amounts of cache memory which greatly improves processing speed Oracle Advanced Compression providing 2-4X data compression delivering significant reductions in storage requirements and driving shorter times for backup operations Tables compressed with Oracle Advanced Compression automatically recompress as data is added/updated. One client specifically reported consolidating more than 400 applications onto the Oracle Exadata platform Read the full Gartner note

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  • 6 Ways to Modernize Your Customer Experience

    - by Mike Stiles
    If customers have changed, if the way they research and shop have changed, if their expectations have changed, if their ability to act on dissatisfaction has changed, but your customer experience has NOT changed, what was once “good enough” may now be crippling. Well, the customer has changed, and why wouldn’t they? You’ve probably changed too in your role as consumer. There’s more info available, it’s easier to get, there’s more choice, you’re more mobile, you’re more connected, it’s easier to buy, and yes, it’s easier to switch brands if experiences don’t meet your now higher expectations. Thanks to technological advances, we as marketers can increasingly work borderline miracles. But if we’re still not adamantly adopting customer centricity, and if we aren’t making the customer experience paramount amongst business goals, the tech is wasted. A far more modern customer experience is called for. Here are 6 ways to get there: 1. Modern Marketing: Marketing data is aggregated and targeted to the right customers, who are getting personal, relevant communications. In return, you’re getting insight that finally properly attributes revenue to your marketing efforts. 2. Modern Selling: Demand is being driven across all channels with modern selling tools. Productivity is up thanks to coordinated communication and selling, and performance is ever optimized using powerful analytics. 3. Modern CPQ: You’re cross-selling and upselling more effectively since reps and channel partners have been empowered with the ability to quickly, automatically generate 100% accurate, customer-friendly quotes complete with price controls and automated approvals. 4. Modern Commerce: You’re leveraging data and delivering personalized, targeted digital experiences to everyone. You’re attracting more visitors, and you’re able to scale and keep up with the market and control the experience. 5. Modern Service: You’re better serving your customers by making it easier for them to engage with your brand, plus you’re lowering your costs by increasing agent and tech support efficiencies. 6. Modern Social: You’re getting faster, deeper, more accurate insights from social and turning content around faster, which then goes out to the right people at the right time in the right place. You’ve also gotten proactive in your service, and customers love that. For far too many brands, the buying journey of Need, Research, Select, Buy, Use, Recommend across the multiple connect points of Social, Mobile, Store, Call Center, Site, Ecommerce is a disconnected mess. Oracle’s approach to CX is to connect every interaction your customer has with your brand, avoiding the revenue losses lousy customer experiences bring. How important is the experience to customers? 94% are willing to pay more of their hard-earned money to have better ones, while a meager 1% say they get the good, consistent experiences they expect. Brands, your words aren’t as loud anymore, so your actions as they relate to customer experience are going to have to do the talking. @mikestiles @oraclesocialPhoto: Julien Tromeur, freeimages.com

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