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• The Internet of Things Is Really the Internet of People

  - by HCM-Oracle

  By Mark Hurd - Originally Posted on LinkedIn As I speak with CEOs around the world, our conversations invariably come down to this central question: Can we change our corporate cultures and the ways we train and reward our people as rapidly as new technology is changing the work we do, the products we make and how we engage with customers? It’s a critical consideration given today’s pace of disruption, which already is straining traditional management models and HR strategies. Winning companies will bring innovation and vision to their employees and partners by attracting people who will thrive in this emerging world of relentless data, predictive analytics and unlimited what-if scenarios. So, where are we going to find employees who are as familiar with complex data as I am with orderly financial statements and business plans? I’m not just talking about high-end data scientists who most certainly will sit at or near the top of the new decision-making pyramid. Global organizations will need creative and motivated people who will devote their time to manipulating, reviewing, analyzing, sorting and reshaping data to drive business and delight customers. This might seem evident, but my conversations with business people across the globe indicate that only a small number of companies get it. In the past few years, executives have been busy keeping pace with seismic upheavals, including the rise of social customer engagement, the rapid acceleration of product-development cycles and the relentless move to mobile-first. But all of that, I think, is the start of an uphill climb to the top of a roller-coaster. Today, about 10 billion devices across the globe are connected to the Internet. In a couple of years, that number will probably double, and not because we will have bought 10 billion more computers, smart phones and tablets. This unprecedented explosion of Big Data is being triggered by the Internet of Things, which is another way of saying that the numerous intelligent devices touching our everyday lives are all becoming interconnected. Home appliances, food, industrial equipment, pets, pharmaceutical products, pallets, cars, luggage, packaged goods, athletic equipment, even clothing will be streaming data. Some data will provide important information about how to run our businesses and lead healthier lives. Much of it will be extraneous. How does a CEO cope with this unimaginable volume and velocity of data, much less harness it to excite and delight customers? Here are three things CEOs must do to tackle this challenge: 1) Take care of your employees, take care of your customers. Larry Ellison recently noted that the two most important priorities for any CEO today revolve around people: Taking care of your employees and taking care of your customers. Companies in today’s hypercompetitive business environment simply won’t be able to survive unless they’ve got world-class people at all levels of the organization. CEOs must demonstrate a commitment to employees by becoming champions for HR systems that empower every employee to fully understand his or her job, how it ties into the corporate framework, what’s expected of them, what training is available, and how they can use an embedded social network to communicate, collaborate and excel. Over the next several years, many of the world’s top industrialized economies will see a turnover in the workforce on an unprecedented scale. Across the United States, Europe, China and Japan, the “baby boomer” generation will be retiring and, by 2020, we’ll see turnovers in those regions ranging from 10 to 30 percent. How will companies replace all that brainpower, experience and know-how? How will CEOs perpetuate the best elements of their corporate cultures in the midst of this profound turnover? The challenge will be daunting, but it can be met with world-class HR technology. As companies begin replacing up to 30 percent of their workforce, they will need thousands of new types of data-native workers to exploit the Internet of Things in the service of the Internet of People. The shift in corporate mindset here can’t be overstated. The CEO has to be at the forefront of this new way of recruiting, training, motivating, aligning and developing truly 21-century talent. 2) Start thinking today about the Internet of People. Some forward-looking companies have begun pursuing the “democratization of data.” This allows more people within a company greater access to data that can help them make better decisions, move more quickly and keep pace with the changing interests and demands of their customers. As a result, we’ve seen organizations flatten out, growing numbers of well-informed people authorized to make decisions without corporate approval and a movement of engagement away from headquarters to the point of contact with the customer. These are profound changes, and I’m a huge proponent. As I think about what the next few years will bring as companies become deluged with unprecedented streams of data, I’m convinced that we’ll need dramatically different organizational structures, decision-making models, risk-management profiles and reward systems. For example, if a car company’s marketing department mines incoming data to determine that customers are shifting rapidly toward neon-green models, how many layers of approval, review, analysis and sign-off will be needed before the factory starts cranking out more neon-green cars? Will we continue to have organizations where too many people are empowered to say “No” and too few are allowed to say “Yes”? If so, how will those companies be able to compete in a world in which customers have more choices, instant access to more information and less loyalty than ever before? That’s why I think CEOs need to begin thinking about this problem right now, not in a year or two when competitors are already reshaping their organizations to match the marketplace’s new realities. 3) Partner with universities to help create a new type of highly skilled workers. Several years ago, universities introduced new undergraduate as well as graduate-level programs in analytics and informatics as the business need for deeper insights into the booming world of data began to explode. Today, as the growth rate of data continues to soar, we know that the Internet of Things will only intensify that growth. Moreover, as Big Data fuels insights that can be shaped into products and services that generate revenue, the demand for data scientists and data specialists will go on unabated. Beyond that top-level expertise, companies are going to need data-native thinkers at all levels of the organization. Where will this new type of worker come from? I think it’s incumbent on the business community to collaborate with universities to develop new curricula designed to turn out graduates who can capitalize on the data-driven world that the Internet of Things is surely going to create. These new workers will create opportunities to help their companies in fields as diverse as product design, customer service, marketing, manufacturing and distribution. They will become innovative leaders in fashioning an entirely new type of workforce and organizational structure optimized to fully exploit the Internet of Things so that it becomes a high-value enabler of the Internet of People. Mark Hurd is President of Oracle Corporation and a member of the company's Board of Directors. He joined Oracle in 2010, bringing more than 30 years of technology industry leadership, computer hardware expertise, and executive management experience to his role with the company. As President, Mr. Hurd oversees the corporate direction and strategy for Oracle's global field operations, including marketing, sales, consulting, alliances and channels, and support. He focuses on strategy, leadership, innovation, and customers.

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• Cost Comparison Hard Disk Drive to Solid State Drive on Price per Gigabyte - dispelling a myth!

  - by tonyrogerson

  It is often said that Hard Disk Drive storage is significantly cheaper per GiByte than Solid State Devices – this is wholly inaccurate within the database space. People need to look at the cost of the complete solution and not just a single component part in isolation to what is really required to meet the business requirement. Buying a single Hitachi Ultrastar 600GB 3.5” SAS 15Krpm hard disk drive will cost approximately £239.60 (http://scan.co.uk, 22nd March 2012) compared to an OCZ 600GB Z-Drive R4 CM84 PCIe costing £2,316.54 (http://scan.co.uk, 22nd March 2012); I’ve not included FusionIO ioDrive because there is no public pricing available for it – something I never understand and personally when companies do this I immediately think what are they hiding, luckily in FusionIO’s case the product is proven though is expensive compared to OCZ enterprise offerings. On the face of it the single 15Krpm hard disk has a price per GB of £0.39, the SSD £3.86; this is what you will see in the press and this is what sales people will use in comparing the two technologies – do not be fooled by this bullshit people! What is the requirement? The requirement is the database will have a static size of 400GB kept static through archiving so growth and trim will balance the database size, the client requires resilience, there will be several hundred call centre staff querying the database where queries will read a small amount of data but there will be no hot spot in the data so the randomness will come across the entire 400GB of the database, estimates predict that the IOps required will be approximately 4,000IOps at peak times, because it’s a call centre system the IO latency is important and must remain below 5ms per IO. The balance between read and write is 70% read, 30% write. The requirement is now defined and we have three of the most important pieces of the puzzle – space required, estimated IOps and maximum latency per IO. Something to consider with regard SQL Server; write activity requires synchronous IO to the storage media specifically the transaction log; that means the write thread will wait until the IO is completed and hardened off until the thread can continue execution, the requirement has stated that 30% of the system activity will be write so we can expect a high amount of synchronous activity. The hardware solution needs to be defined; two possible solutions: hard disk or solid state based; the real question now is how many hard disks are required to achieve the IO throughput, the latency and resilience, ditto for the solid state. Hard Drive solution On a test on an HP DL380, P410i controller using IOMeter against a single 15Krpm 146GB SAS drive, the throughput given on a transfer size of 8KiB against a 40GiB file on a freshly formatted disk where the partition is the only partition on the disk thus the 40GiB file is on the outer edge of the drive so more sectors can be read before head movement is required: For 100% sequential IO at a queue depth of 16 with 8 worker threads 43,537 IOps at an average latency of 2.93ms (340 MiB/s), for 100% random IO at the same queue depth and worker threads 3,733 IOps at an average latency of 34.06ms (34 MiB/s). The same test was done on the same disk but the test file was 130GiB: For 100% sequential IO at a queue depth of 16 with 8 worker threads 43,537 IOps at an average latency of 2.93ms (340 MiB/s), for 100% random IO at the same queue depth and worker threads 528 IOps at an average latency of 217.49ms (4 MiB/s). From the result it is clear random performance gets worse as the disk fills up – I’m currently writing an article on short stroking which will cover this in detail. Given the work load is random in nature looking at the random performance of the single drive when only 40 GiB of the 146 GB is used gives near the IOps required but the latency is way out. Luckily I have tested 6 x 15Krpm 146GB SAS 15Krpm drives in a RAID 0 using the same test methodology, for the same test above on a 130 GiB for each drive added the performance boost is near linear, for each drive added throughput goes up by 5 MiB/sec, IOps by 700 IOps and latency reducing nearly 50% per drive added (172 ms, 94 ms, 65 ms, 47 ms, 37 ms, 30 ms). This is because the same 130GiB is spread out more as you add drives 130 / 1, 130 / 2, 130 / 3 etc. so implicit short stroking is occurring because there is less file on each drive so less head movement required. The best latency is still 30 ms but we have the IOps required now, but that’s on a 130GiB file and not the 400GiB we need. Some reality check here: a) the drive randomness is more likely to be 50/50 and not a full 100% but the above has highlighted the effect randomness has on the drive and the more a drive fills with data the worse the effect. For argument sake let us assume that for the given workload we need 8 disks to do the job, for resilience reasons we will need 16 because we need to RAID 1+0 them in order to get the throughput and the resilience, RAID 5 would degrade performance. Cost for hard drives: 16 x £239.60 = £3,833.60 For the hard drives we will need disk controllers and a separate external disk array because the likelihood is that the server itself won’t take the drives, a quick spec off DELL for a PowerVault MD1220 which gives the dual pathing with 16 disks 146GB 15Krpm 2.5” disks is priced at £7,438.00, note its probably more once we had two controller cards to sit in the server in, racking etc. Minimum cost taking the DELL quote as an example is therefore: {Cost of Hardware} / {Storage Required} £7,438.60 / 400 = £18.595 per GB £18.59 per GiB is a far cry from the £0.39 we had been told by the salesman and the myth. Yes, the storage array is composed of 16 x 146 disks in RAID 10 (therefore 8 usable) giving an effective usable storage availability of 1168GB but the actual storage requirement is only 400 and the extra disks have had to be purchased to get the  IOps up. Solid State Drive solution A single card significantly exceeds the IOps and latency required, for resilience two will be required. ( £2,316.54 * 2 ) / 400 = £11.58 per GB With the SSD solution only two PCIe sockets are required, no external disk units, no additional controllers, no redundant controllers etc. Conclusion I hope by showing you an example that the myth that hard disk drives are cheaper per GiB than Solid State has now been dispelled - £11.58 per GB for SSD compared to £18.59 for Hard Disk. I’ve not even touched on the running costs, compare the costs of running 18 hard disks, that’s a lot of heat and power compared to two PCIe cards!Just a quick note: I've left a fair amount of information out due to this being a blog! If in doubt, email me :)I'll also deal with the myth that SSD's wear out at a later date as well - that's just way over done still, yes, 5 years ago, but now - no.

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• Windows 8 Launch&ndash;Why OEM and Retailers Should STFU

  - by D'Arcy Lussier

  Microsoft has gotten a lot of flack for the Surface from OEM/hardware partners who create Windows-based devices and I’m sure, to an extent, retailers who normally stock and sell Windows-based devices. I mean we all know how this is supposed to work – Microsoft makes the OS, partners make the hardware, retailers sell the hardware. Now Microsoft is breaking the rules by not only offering their own hardware but selling them via online and through their Microsoft branded stores! The thought has been that Microsoft is trying to set a standard for the other hardware companies to reach for. Maybe. I hope, at some level, Microsoft may be covertly responding to frustrations associated with trusting the OEMs and Retailers to deliver on their part of the supply chain. I know as a consumer, I’m very frustrated with the Windows 8 launch. Aside from the Surface sales, there’s nothing happening at the retail level. Let me back up and explain. Over the weekend I visited a number of stores in hopes of trying out various Windows 8 devices. Out of three retailers (Staples, Best Buy, and Future Shop), not *one* met my expectations. Let me be honest with you Staples, I never really have high expectations from your computer department. If I need paper or pens, whatever, but computers – you’re not the top of my list for price or selection. Still, considering you flaunted Win 8 devices in your flyer I expected *something* – some sign of effort that you took the Windows 8 launch seriously. As I entered the 1910 Pembina Highway location in Winnipeg, there was nothing – no signage, no banners – nothing that would suggest Windows 8 had even launched. I made my way to the laptops. I had to play with each machine to determine which ones were running Windows 8. There wasn’t anything on the placards that made it obvious which were Windows 8 machines and which ones were Windows 7. Likewise, there was no easy way to identify the touch screen laptop (the HP model) from the others without physically touching the screen to verify. Horrible experience. In the same mall as the Staples I mentioned above, there’s a Future Shop. Surely they would be more on the ball. I walked in to the 1910 Pembina Highway location and immediately realized I would not get a better experience. Except for the sign by the front door mentioning Windows 8, there was *nothing* in the computer department pointing you to the Windows 8 devices. Like in Staples, the Win 8 laptops were mixed in with the Win 7 ones and there was nothing notable calling out which ones were running Win 8. I happened to hit up the St. James Street location today, thinking since its a busier store they must have more options. To their credit, they did have two staff members decked out in Windows 8 shirts and who were helping a customer understand Windows 8. But otherwise, there was nothing highlighting the Windows 8 devices and they were again mixed in with the rest of the Win 7 machines. Finally, we have the St. James Street Best Buy location here in Winnipeg. I’m sure Best Buy will have their act together. Nope, not even close. Same story as the others: minimal signage (there was a sign as you walked in with a link to this schedule of demo days), Windows 8 hardware mixed with the rest of the PC offerings, and no visible call-outs identifying which were Win 8 based. This meant that, like Future Shop and Staples, if you wanted to know which machine had Windows 8 you had to go and scrutinize each machine. Also, there was nothing identifying which ones were touch based and which were not. Just Another Day… To these retailers, it seemed that the Windows 8 launch was just another day, with another product to add to the showroom floor. Meanwhile, Apple has their dedicated areas *in all three stores*. It was dead simple to find where the Apple products were compared to the Windows 8 products. No wonder Microsoft is starting to push their own retail stores. No wonder Microsoft is trying to funnel orders through them instead of relying on these bloated retail big box stores who obviously can’t manage a product launch. It’s Not Just The Retailers… Remember when the Acer CEO, Founder, and President of Computer Global Operations all weighed in on how Microsoft releasing the Surface would have a “huge negative impact for the ecosystem and other brands may take a negative reaction”? Also remember the CEO stating “[making hardware] is not something you are good at so please think twice”? Well the launch day has come and gone, and so far Microsoft is the only one that delivered on having hardware available on the October 26th date. Oh sure, there are laptops running Windows 8 – but all in one desktop PCs? I’ve only seen one or two! And tablets are *non existent*, with some showing an early to late November availability on Best Buy’s website! So while the retailers could be doing more to make it easier to find Windows 8 devices, the manufacturers could help by *getting devices into stores*! That’s supposedly something that these companies are good at, according to the Acer CEO. So Here’s What the Retailers and Manufacturers Need To Do… Get Product Out The pivotal timeframe will be now to the end of November. We need to start seeing all these fantastic pieces of hardware ship – including the Samsung ATIV Smart PC Pro, the Acer Iconia, the Asus TAICHI 21, and the sexy Samsung Series 7 27” desktop. It’s not enough to see product announcements, we need to see actual devices. Make It Easy For Customers To Find Win8 Devices You want to make it easy to sell these things? Make it easy for people to find them! Have staff on hand that really know how these devices run and what can be done with them. Don’t just have a single demo day, have people who can demo it every day! Make It Easy to See the Features There’s touch screen desktops, touch screen laptops, tablets, non-touch laptops, etc. People need to easily find the features for each machine. If I’m looking for a touch-laptop, I shouldn’t need to sift through all the non-touch laptops to find them – at the least, I need to quickly be able to see which ones are touch. I feel silly even typing this because this should be retail 101 and I have no retail background (but I do have an extensive background as a customer). In Summary… Microsoft launching the Surface and selling them through their own channels isn’t slapping its OEM and retail partners in the face; its slapping them to wake the hell up and stop coasting through Windows launch events like they don’t matter. Unless I see some improvements from vendors and retailers in November, I may just hold onto my money for a Surface Pro even if I have to wait until early 2013. Your move OEM/Retailers. *Update – While my experience has been in Winnipeg, similar experiences have been voiced from colleagues in Calgary and Edmonton.

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• Master Data

  - by david.butler(at)oracle.com

  Let's take a deeper look at what we mean when we talk about 'Master' data. In its most general sense, master data is data that exists in more than one operational application. These are the applications that automate business processes. These applications require significant amounts of data to function correctly.  This includes data about the objects that are involved in transactions, as well as the transaction data itself.  For example, when a customer buys a product, the transaction is managed by a sales application.  The objects of the transaction are the Customer and the Product.  The transactional data is the time, place, price, discount, payment methods, etc. used at the point of sale. Many thousands of transactional data attributes are needed within the application. These important data elements are local to the applications and have no bearing on other applications. Harmonization and synchronization across applications is not necessary. The Customer and Product objects of the transaction also have a large number of attributes. Customer for example, includes hierarchies, hierarchical and matrixed relationships, contacts, classifications, preferences, accounts, identifiers, profiles, and addresses galore for 'ship to', 'mail to'; 'service at'; etc. Dozens of attributes exist for individuals, hundreds for organizations, and thousands for products. This data has meaning beyond any particular application. It exists in many applications and drives the vital cross application enterprise business processes. These are the processes that define and differentiate the organization. At every decision point, information about the objects of the process determines the direction of the process flow. This is the nature of the data that exists in more than one application, and this is why we call it 'master data'. Let me elaborate. Parties Oracle has developed a party schema to model all participants in your daily business operations. It models people, organizations, groups, customers, contacts, employees, and suppliers. It models their accounts, locations, classifications, and preferences.  And most importantly, it models the vast array of hierarchical and matrixed relationships that exist between all the participants in your real world operations.  The model logically separates people and organizations from their relationships and accounts.  This separation creates flexibility unmatched in the industry and accounts for the fact that the Oracle schema for Customers, Suppliers, and Accounts is a true superset of the wide variety of commercial and homegrown customer models in existence. Sites Sites are places where business is conducted. They can be addresses, clusters such as retail malls, locations within a cluster, floors within a building, places where meters are located, rooms on floors, etc.  Fully understanding all attributes of a site is key to many business processes. Attributes such as 'noise abatement policy' at a point of delivery, or the size of an oven in a business kitchen drive day-to-day activities such as delivery schedules or food promotions. Typically this kind of data is siloed in departments and scattered across applications and spreadsheets.  This leads to conflicting information and poor operational efficiencies. Oracle's Global Single Schema can hold all site attributes in one place and enables a single version of authoritative site information across the enterprise. Products and Services The Oracle Global Single Schema also includes a number of entities that define the products and services a company creates and offers for sale. Key entities include Items organized into Catalogs and Price Lists. The Catalog structures provide for the ability to capture different views of a product such as engineering, manufacturing, and service which are based on a unified product model. As a result, designers, manufacturing engineers, purchasers and partners can work simultaneously on a common product definition. The Catalog schema allows for unlimited attributes, combines them into meaningful groups, and maps them to catalog categories to track these different types of information. The model also maps an unlimited number of functional structures for each item. For example, multiple Bills of Material (BOMs) can be constructed representing requirements BOM, features BOM, and packaging BOM for an item. The Catalog model also supports hierarchical information about each item and all standard Global Data Synchronization attributes. Business Processes Utilizing Linked Data Entities Each business entity codified into a centralized master data environment significantly improves the efficiency of the automated business processes that use the consolidated data.  When all the key business entities used by an organization's process are so consolidated, the advantages are multiplied.  The primary reason for business process breakdowns (i.e. data errors across application boundaries) is eliminated. All processes are positively impacted and business process automation is itself automated.  I like to use the "Call to Resolution" business process as an example to help illustrate this important point. It involves call center applications, service applications, RMA applications, transportation applications, inventory applications, etc. Customer, Site, Product and Supplier master data must all be correct and consistent across these applications.  What's more, the data relationships between customer and product, and product and suppliers must be right. This is the minimum quality needed to insure the business process flows without error. But that is not the end of the story. Critical master data attributes such as customer loyalty, profitability, credit worthiness, and propensity to buy can optimize the call center point of contact component of the process. Critical product information such as alternative parts or equivalent products can optimize the resolution selected by the process. A comprehensive understanding of the 'service at' location can help insure multiple trips are avoided in the process. Full supplier information on reliability, delivery delays, and potential alternates can prevent supplier exceptions and play a significant role in optimizing the process.  In other words, these master data attributes enable the optimization of the "Call to Resolution" enterprise business process. Master data supports and guides business process flows. Thus the phrase 'Master Data' is indeed appropriate. MDM is the software that houses, manages, and governs the master data that resides in all applications and controls the enterprise business processes. A complete master data solution takes a data model that holds fully attributed master data entities and their inter-relationships. Oracle has this model. Oracle, with its deep understanding of application data is the logical choice for managing all your master data within the enterprise whether or not your organization actually runs any Oracle Applications.

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• Evaluating Solutions to Manage Product Compliance? Don't Wait Much Longer

  - by Kerrie Foy

  Depending on severity, product compliance issues can cause all sorts of problems from run-away budgets to business closures. But effective policies and safeguards can create a strong foundation for innovation, productivity, market penetration and competitive advantage. If you’ve been putting off a systematic approach to product compliance, it is time to reconsider that decision, or indecision. Why now?  No matter what industry, companies face a litany of worldwide and regional regulations that require proof of product compliance and environmental friendliness for market access.  For example, Restriction of Hazardous Substances (RoHS) is a regulation that restricts the use of six dangerous materials used in the manufacture of electronic and electrical equipment.  ROHS was originally adopted by the European Union in 2003 for implementation in 2006, and it has evolved over time through various regional versions for North America, China, Japan, Korea, Norway and Turkey.  In addition, the RoHS directive allowed for material exemptions used in Medical Devices, but that exemption ends in 2014.   Additional regulations worth watching are the Battery Directive, Waste Electrical and Electronic Equipment (WEEE), and Registration, Evaluation, Authorization and Restriction of Chemicals (REACH) directives.  Additional evolving regulations are coming from governing bodies like the Food and Drug Administration (FDA) and the International Organization for Standardization (ISO). Corporate sustainability initiatives are also gaining urgency and influencing product design. In a survey of 405 corporations in the Global 500 by Carbon Disclosure Project, co-written by PwC (CDP Global 500 Climate Change Report 2012 entitled Business Resilience in an Uncertain, Resource-Constrained World), 48% of the respondents indicated they saw potential to create new products and business services as a response to climate change. Just 21% reported a dedicated budget for the research. However, the report goes on to explain that those few companies are winning over new customers and driving additional profits by exploiting their abilities to adapt to environmental needs. The article cites Dell as an example – Dell has invested in research to develop new products designed to reduce its customers’ emissions by more than 10 million metric tons of CO2e per year. This reduction in emissions should save Dell’s customers over $1billion per year as a result! Over time we expect to see many additional companies prove that eco-design provides marketplace benefits through differentiation and direct customer value. How do you meet compliance requirements and also successfully invest in eco-friendly designs? No doubt companies struggle to answer this question. After all, the journey to get there may involve transforming business models, go-to-market strategies, supply networks, quality assurance policies and compliance processes per the rapidly evolving global and regional directives. There may be limited executive focus on the initiative, inability to quantify noncompliance, or not enough resources to justify investment. To make things even more difficult to address, compliance responsibility can be a passionate topic within an organization, making the prospect of change on an enterprise scale problematic and time-consuming. Without a single source of truth for product data and without proper processes in place, ensuring product compliance burgeons into a crushing task that is cost-prohibitive and overwhelming to an organization. With all the overhead, certain markets or demographics become simply inaccessible. Therefore, the risk to consumer goodwill and satisfaction, revenue, business continuity, and market potential is too great not to solve the compliance challenge. Companies are beginning to adapt and even thrive in today’s highly regulated and transparent environment by implementing systematic approaches to product compliance that are more than functional bandages but revenue-generating engines. Consider partnering with Oracle to help you address your compliance needs. Many of the world’s most innovative leaders and pioneers are leveraging Oracle’s Agile Product Lifecycle Management (PLM) portfolio of enterprise applications to manage the product value chain, centralize product data, automate processes, and launch more eco-friendly products to market faster.   Particularly, the Agile Product Governance & Compliance (PG&C) solution provides out-of-the-box functionality to integrate actionable regulatory information into the enterprise product record from the ideation to the disposal/recycling phase. Agile PG&C makes it possible to efficiently manage compliance per corporate green initiatives as well as regional and global directives. Options are critical, but so is ease-of-use. Anyone who’s grappled with compliance policy knows legal interpretation plays a major role in determining how an organization responds to regulation. Agile PG&C gives you the freedom to configure product compliance per your needs, while maintaining rigorous control over the product record in an easy-to-use interface that facilitates adoption efforts. It allows you to assign regulations as specifications for a part or BOM roll-up. Each specification has a threshold value that alerts you to a non-compliance issue if the threshold value is exceeded. Set however many regulations as specifications you need to make sure a product can be sold in your target countries. Another option is to implement like one of our leading consumer electronics customers and define your own “catch-all” specification to ensure compliance in all markets. You can give your suppliers secure access to enter their component data or integrate a third party’s data. With Agile PG&C you are able to design compliance earlier into your products to reduce cost and improve quality downstream when stakes are higher. Agile PG&C is a comprehensive solution that makes product compliance more reliable and efficient. Throughout product lifecycles, use the solution to support full material disclosures, efficiently manage declarations with your suppliers, feed compliance data into a corrective action if a product must be changed, and swiftly satisfy audits by showing all due diligence tracked in one solution. Given the compounding regulation and consumer focus on urgent environmental issues, now is the time to act. Implementing an enterprise, systematic approach to product compliance is a competitive investment. From the start, Agile Product Governance & Compliance enables companies to confidently design for compliance and sustainability, reduce the cost of compliance, minimize the risk of business interruption, deliver responsible products, and inspire new innovation.  Don’t wait any longer! To find out more about Agile Product Governance & Compliance download the data sheet, contact your sales representative, or call Oracle at 1-800-633-0738. Many thanks to Shane Goodwin, Senior Manager, Oracle Agile PLM Product Management, for contributions to this article. 

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• 6 Facts About GlassFish Announcement

  - by Bruno.Borges

  Since Oracle announced the end of commercial support for future Oracle GlassFish Server versions, the Java EE world has started wondering what will happen to GlassFish Server Open Source Edition. Unfortunately, there's a lot of misleading information going around. So let me clarify some things with facts, not FUD. Fact #1 - GlassFish Open Source Edition is not dead GlassFish Server Open Source Edition will remain the reference implementation of Java EE. The current trunk is where an implementation for Java EE 8 will flourish, and this will become the future GlassFish 5.0. Calling "GlassFish is dead" does no good to the Java EE ecosystem. The GlassFish Community will remain strong towards the future of Java EE. Without revenue-focused mind, this might actually help the GlassFish community to shape the next version, and set free from any ties with commercial decisions. Fact #2 - OGS support is not over As I said before, GlassFish Server Open Source Edition will continue. Main change is that there will be no more future commercial releases of Oracle GlassFish Server. New and existing OGS 2.1.x and 3.1.x commercial customers will continue to be supported according to the Oracle Lifetime Support Policy. In parallel, I believe there's no other company in the Java EE business that offers commercial support to more than one build of a Java EE application server. This new direction can actually help customers and partners, simplifying decision through commercial negotiations. Fact #3 - WebLogic is not always more expensive than OGS Oracle GlassFish Server ("OGS") is a build of GlassFish Server Open Source Edition bundled with a set of commercial features called GlassFish Server Control and license bundles such as Java SE Support. OGS has at the moment of this writing the pricelist of U$ 5,000 / processor. One information that some bloggers are mentioning is that WebLogic is more expensive than this. Fact 3.1: it is not necessarily the case. The initial edition of WebLogic is called "Standard Edition" and falls into a policy where some “Standard Edition” products are licensed on a per socket basis. As of current pricelist, US$ 10,000 / socket. If you do the math, you will realize that WebLogic SE can actually be significantly more cost effective than OGS, and a customer can save money if running on a CPU with 4 cores or more for example. Quote from the price list: “When licensing Oracle programs with Standard Edition One or Standard Edition in the product name (with the exception of Java SE Support, Java SE Advanced, and Java SE Suite), a processor is counted equivalent to an occupied socket; however, in the case of multi-chip modules, each chip in the multi-chip module is counted as one occupied socket.” For more details speak to your Oracle sales representative - this is clearly at list price and every customer typically has a relationship with Oracle (like they do with other vendors) and different contractual details may apply. And although OGS has always been production-ready for Java EE applications, it is no secret that WebLogic has always been more enterprise, mission critical application server than OGS since BEA. Different editions of WLS provide features and upgrade irons like the WebLogic Diagnostic Framework, Work Managers, Side by Side Deployment, ADF and TopLink bundled license, Web Tier (Oracle HTTP Server) bundled licensed, Fusion Middleware stack support, Oracle DB integration features, Oracle RAC features (such as GridLink), Coherence Management capabilities, Advanced HA (Whole Service Migration and Server Migration), Java Mission Control, Flight Recorder, Oracle JDK support, etc. Fact #4 - There’s no major vendor supporting community builds of Java EE app servers There are no major vendors providing support for community builds of any Open Source application server. For example, IBM used to provide community support for builds of Apache Geronimo, not anymore. Red Hat does not commercially support builds of WildFly and if I remember correctly, never supported community builds of former JBoss AS. Oracle has never commercially supported GlassFish Server Open Source Edition builds. Tomitribe appears to be the exception to the rule, offering commercial support for Apache TomEE. Fact #5 - WebLogic and GlassFish share several Java EE implementations It has been no secret that although GlassFish and WebLogic share some JSR implementations (as stated in the The Aquarium announcement: JPA, JSF, WebSockets, CDI, Bean Validation, JAX-WS, JAXB, and WS-AT) and WebLogic understands GlassFish deployment descriptors, they are not from the same codebase. Fact #6 - WebLogic is not for GlassFish what JBoss EAP is for WildFly WebLogic is closed-source offering. It is commercialized through a license-based plus support fee model. OGS although from an Open Source code, has had the same commercial model as WebLogic. Still, one cannot compare GlassFish/WebLogic to WildFly/JBoss EAP. It is simply not the same case, since Oracle has had two different products from different codebases. The comparison should be limited to GlassFish Open Source / Oracle GlassFish Server versus WildFly / JBoss EAP. But the message now is much clear: Oracle will commercially support only the proprietary product WebLogic, and invest on GlassFish Server Open Source Edition as the reference implementation for the Java EE platform and future Java EE 8, as a developer-friendly community distribution, and encourages community participation through Adopt a JSR and contributions to GlassFish. In comparison Oracle's decision has pretty much the same goal as to when IBM killed support for Websphere Community Edition; and to when Red Hat decided to change the name of JBoss Community Edition to WildFly, simplifying and clarifying marketing message and leaving the commercial field wide open to JBoss EAP only. Oracle can now, as any other vendor has already been doing, focus on only one commercial offer. Some users are saying they will now move to WildFly, but it is important to note that Red Hat does not offer commercial support for WildFly builds. Although the future JBoss EAP versions will come from the same codebase as WildFly, the builds will definitely not be the same, nor sharing 100% of their functionalities and bug fixes. This means there will be no company running a WildFly build in production with support from Red Hat. This discussion has also raised an important and interesting information: Oracle offers a free for developers OTN License for WebLogic. For other environments this is different, but please note this is the same policy Red Hat applies to JBoss EAP, as stated in their download page and terms. Oracle had the same policy for OGS. TL;DR; GlassFish Server Open Source Edition isn’t dead. Current and new OGS 2.x/3.x customers will continue to have support (respecting LSP). WebLogic is not necessarily more expensive than OGS. Oracle will focus on one commercially supported Java EE application server, like other vendors also limit themselves to support one build/product only. Community builds are hardly supported. Commercially supported builds of Open Source products are not exactly from the same codebase as community builds. What's next for GlassFish and the Java EE community? There are conversations in place to tackle some of the community desires, most of them stated by Markus Eisele in his blog post. We will keep you posted.

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• The Sensemaking Spectrum for Business Analytics: Translating from Data to Business Through Analysis

  - by Joe Lamantia

  One of the most compelling outcomes of our strategic research efforts over the past several years is a growing vocabulary that articulates our cumulative understanding of the deep structure of the domains of discovery and business analytics. Modes are one example of the deep structure we’ve found.  After looking at discovery activities across a very wide range of industries, question types, business needs, and problem solving approaches, we've identified distinct and recurring kinds of sensemaking activity, independent of context.  We label these activities Modes: Explore, compare, and comprehend are three of the nine recognizable modes.  Modes describe *how* people go about realizing insights.  (Read more about the programmatic research and formal academic grounding and discussion of the modes here: https://www.researchgate.net/publication/235971352_A_Taxonomy_of_Enterprise_Search_and_Discovery) By analogy to languages, modes are the 'verbs' of discovery activity.  When applied to the practical questions of product strategy and development, the modes of discovery allow one to identify what kinds of analytical activity a product, platform, or solution needs to support across a spread of usage scenarios, and then make concrete and well-informed decisions about every aspect of the solution, from high-level capabilities, to which specific types of information visualizations better enable these scenarios for the types of data users will analyze. The modes are a powerful generative tool for product making, but if you've spent time with young children, or had a really bad hangover (or both at the same time...), you understand the difficult of communicating using only verbs.  So I'm happy to share that we've found traction on another facet of the deep structure of discovery and business analytics.  Continuing the language analogy, we've identified some of the ‘nouns’ in the language of discovery: specifically, the consistently recurring aspects of a business that people are looking for insight into.  We call these discovery Subjects, since they identify *what* people focus on during discovery efforts, rather than *how* they go about discovery as with the Modes. Defining the collection of Subjects people repeatedly focus on allows us to understand and articulate sense making needs and activity in more specific, consistent, and complete fashion.  In combination with the Modes, we can use Subjects to concretely identify and define scenarios that describe people’s analytical needs and goals.  For example, a scenario such as ‘Explore [a Mode] the attrition rates [a Measure, one type of Subject] of our largest customers [Entities, another type of Subject] clearly captures the nature of the activity — exploration of trends vs. deep analysis of underlying factors — and the central focus — attrition rates for customers above a certain set of size criteria — from which follow many of the specifics needed to address this scenario in terms of data, analytical tools, and methods. We can also use Subjects to translate effectively between the different perspectives that shape discovery efforts, reducing ambiguity and increasing impact on both sides the perspective divide.  For example, from the language of business, which often motivates analytical work by asking questions in business terms, to the perspective of analysis.  The question posed to a Data Scientist or analyst may be something like “Why are sales of our new kinds of potato chips to our largest customers fluctuating unexpectedly this year?” or “Where can innovate, by expanding our product portfolio to meet unmet needs?”.  Analysts translate questions and beliefs like these into one or more empirical discovery efforts that more formally and granularly indicate the plan, methods, tools, and desired outcomes of analysis.  From the perspective of analysis this second question might become, “Which customer needs of type ‘A', identified and measured in terms of ‘B’, that are not directly or indirectly addressed by any of our current products, offer 'X' potential for ‘Y' positive return on the investment ‘Z' required to launch a new offering, in time frame ‘W’?  And how do these compare to each other?”.  Translation also happens from the perspective of analysis to the perspective of data; in terms of availability, quality, completeness, format, volume, etc. By implication, we are proposing that most working organizations — small and large, for profit and non-profit, domestic and international, and in the majority of industries — can be described for analytical purposes using this collection of Subjects.  This is a bold claim, but simplified articulation of complexity is one of the primary goals of sensemaking frameworks such as this one.  (And, yes, this is in fact a framework for making sense of sensemaking as a category of activity - but we’re not considering the recursive aspects of this exercise at the moment.) Compellingly, we can place the collection of subjects on a single continuum — we call it the Sensemaking Spectrum — that simply and coherently illustrates some of the most important relationships between the different types of Subjects, and also illuminates several of the fundamental dynamics shaping business analytics as a domain.  As a corollary, the Sensemaking Spectrum also suggests innovation opportunities for products and services related to business analytics. The first illustration below shows Subjects arrayed along the Sensemaking Spectrum; the second illustration presents examples of each kind of Subject.  Subjects appear in colors ranging from blue to reddish-orange, reflecting their place along the Spectrum, which indicates whether a Subject addresses more the viewpoint of systems and data (Data centric and blue), or people (User centric and orange).  This axis is shown explicitly above the Spectrum.  Annotations suggest how Subjects align with the three significant perspectives of Data, Analysis, and Business that shape business analytics activity.  This rendering makes explicit the translation and bridging function of Analysts as a role, and analysis as an activity. Subjects are best understood as fuzzy categories [http://georgelakoff.files.wordpress.com/2011/01/hedges-a-study-in-meaning-criteria-and-the-logic-of-fuzzy-concepts-journal-of-philosophical-logic-2-lakoff-19731.pdf], rather than tightly defined buckets.  For each Subject, we suggest some of the most common examples: Entities may be physical things such as named products, or locations (a building, or a city); they could be Concepts, such as satisfaction; or they could be Relationships between entities, such as the variety of possible connections that define linkage in social networks.  Likewise, Events may indicate a time and place in the dictionary sense; or they may be Transactions involving named entities; or take the form of Signals, such as ‘some Measure had some value at some time’ - what many enterprises understand as alerts.   The central story of the Spectrum is that though consumers of analytical insights (represented here by the Business perspective) need to work in terms of Subjects that are directly meaningful to their perspective — such as Themes, Plans, and Goals — the working realities of data (condition, structure, availability, completeness, cost) and the changing nature of most discovery efforts make direct engagement with source data in this fashion impossible.  Accordingly, business analytics as a domain is structured around the fundamental assumption that sense making depends on analytical transformation of data.  Analytical activity incrementally synthesizes more complex and larger scope Subjects from data in its starting condition, accumulating insight (and value) by moving through a progression of stages in which increasingly meaningful Subjects are iteratively synthesized from the data, and recombined with other Subjects.  The end goal of  ‘laddering’ successive transformations is to enable sense making from the business perspective, rather than the analytical perspective.Synthesis through laddering is typically accomplished by specialized Analysts using dedicated tools and methods. Beginning with some motivating question such as seeking opportunities to increase the efficiency (a Theme) of fulfillment processes to reach some level of profitability by the end of the year (Plan), Analysts will iteratively wrangle and transform source data Records, Values and Attributes into recognizable Entities, such as Products, that can be combined with Measures or other data into the Events (shipment of orders) that indicate the workings of the business.  More complex Subjects (to the right of the Spectrum) are composed of or make reference to less complex Subjects: a business Process such as Fulfillment will include Activities such as confirming, packing, and then shipping orders.  These Activities occur within or are conducted by organizational units such as teams of staff or partner firms (Networks), composed of Entities which are structured via Relationships, such as supplier and buyer.  The fulfillment process will involve other types of Entities, such as the products or services the business provides.  The success of the fulfillment process overall may be judged according to a sophisticated operating efficiency Model, which includes tiered Measures of business activity and health for the transactions and activities included.  All of this may be interpreted through an understanding of the operational domain of the businesses supply chain (a Domain).   We'll discuss the Spectrum in more depth in succeeding posts.

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• Community Outreach - Where Should I Go

  - by Roger Brinkley

  A few days ago I was talking to person new to community development and they asked me what guidelines I used to determine the worthiness of a particular event. After our conversation was over I thought about it a little bit more and figured out there are three ways to determine if any event (be it conference, blog, podcast or other social medias) is worth doing: Transferability, Multiplication, and Impact. Transferability - Is what I have to say useful to the people that are going to hear it. For instance, consider a company that has product offering that can connect up using a number of languages like Scala, Grovey or Java. Sending a Scala expert to talk about Scala and the product is not transferable to a Java User Group, but a Java expert doing the same talk with a Java slant is. Similarly, talking about JavaFX to any Java User Group meeting in Brazil was pretty much a wasted effort until it was open sourced. Once it was open sourced it was well received. You can also look at transferability in relation to the subject matter that you're dealing with. How transferable is a presentation that I create. Can I, or a technical writer on the staff, turn it into some technical document. Could it be converted into some type of screen cast. If we have a regular podcast can we make a reference to the document, catch the high points or turn it into a interview. Is there a way of using this in the sales group. In other words is the document purely one dimensional or can it be re-purposed in other forms. Multiplication - On every trip I'm looking for 2 to 5 solid connections that I can make with developers. These are long term connections, because I know that once that relationship is established it will lead to another 2 - 5 from that connection and within a couple of years were talking about some 100 connections from just one developer. For instance, when I was working on JavaHelp in 2000 I hired a science teacher with a programming background. We've developed a very tight relationship over the year though we rarely see each other more than once a year. But at this JavaOne, one of his employees came up to me and said, "Richard (Rick Hard in Czech) told me to tell you that he couldn't make it to JavaOne this year but if I saw you to tell you hi". Another example is from my Mobile & Embedded days in Brasil. On our very first FISL trip about 5 years ago there were two university students that had created a project called "Marge". Marge was a Bluetooth framework that made connecting bluetooth devices easier. I invited them to a "Sun" dinner that evening. Originally they were planning on leaving that afternoon, but they changed their plans recognizing the opportunity. Their eyes were as big a saucers when they realized the level of engineers at the meeting. They went home started a JUG in Florianoplis that we've visited more than a couple of times. One of them went to work for Brazilian government lab like Berkley Labs, MIT Lab, John Hopkins Applied Physicas Labs or Lincoln Labs in the US. That presented us with an opportunity to show Embedded Java as a possibility for some of the work they were doing there. Impact - The final criteria is how life changing is what I'm going to say be to the individuals I'm reaching. A t-shirt is just a token, but when I reach down and tug at their developer hearts then I know I've succeeded. I'll never forget one time we flew all night to reach Joan Pasoa in Northern Brazil. We arrived at 2am went immediately to our hotel only to be woken up at 6 am to travel 2 hours by car to the presentation hall. When we arrived we were totally exhausted. Outside the facility there were 500 people lined up to hear 6 speakers for the day. That itself was uplifting.  I delivered one of my favorite talks on "I have passion". It was a talk on golf and embedded java development, "Find your passion". When we finished a couple of first year students came up to me and said how much my talk had inspired them. FISL is another great example. I had been about 4 years in a row. FISL is a very young group of developers so capturing their attention is important. Several of the students will come back 2 or 3 years later and ask me questions about research or jobs. And then there's Louis. Louis is one my favorite Brazilians. I can only describe him as a big Brazilian teddy bear. I see him every year at FISL. He works primarily in Java EE but he's attended every single one of my talks over the last 4 years. I can't tell you why, but he always greets me and gives me a hug. For some reason I've had a real impact. And of course when it comes to impact you don't just measure a presentation but every single interaction you have at an event. It's the hall way conversations, the booth conversations, but more importantly it's the conversations at dinner tables or in the cars when you're getting transported to an event. There's a good story that illustrates this. Last year in the spring I was traveling to Goiânia in Brazil. I've been there many times and leaders there no me well. One young man has picked me up at the airport on more than one occasion. We were going out to dinner one evening and he brought his girl friend along. One thing let to another and I eventually asked him, in front of her, "Why haven't you asked her to marry you?" There were all kinds of excuses and she just looked at him and smiled. When I came back in December for JavaOne he came and sought me. "I just want to tell you that I thought a lot about what you said, and I asked her to marry me. We're getting married next Spring." Sometimes just one presentation is all it takes to make an impact. Other times it takes years. Some impacts are directly related to the company and some are more personal in nature. It doesn't matter which it is because it's having the impact that matters.

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• Oracle SOA Suite - Highlighted Travel and Transportation Customer References

  - by Bruce Tierney

  0 0 1 1137 6483 - 54 15 7605 14.0 Normal 0 false false false EN-US JA X-NONE /* 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-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:Cambria; mso-ascii-font-family:Cambria; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Cambria; mso-hansi-theme-font:minor-latin;} Next in this series on industry-specific highlights of Oracle SOA Suite customers is the Travel and Transportation industry.  If you are in the travel or transportation industry, take a look at how these Oracle SOA Suite integration customers have addressed common business requirements to enable better customer service, lower costs, and deliver new business services. For example, All Nippon Airways (ANA) has significantly lowered management costs associated with their hybrid on-premise/cloud ticketing system deployments for domestic and international flights. Their lead-time for changes or new applications has been greatly reduced compared to their old mainframe-based systems, enabling ANA to rapidly develop new services in response to changing market needs. Another example is Schneider National, a leading provider of truckload logistics, and how they have integrated Oracle E-Business Suite, Siebel CRM, Oracle Transportation Management and customers applications using Oracle SOA Suite. Schneider National has 400 BPEL processes that generate over 60 million composite instances over five SOA clusters.  Take a deeper look into any of these case studies, videos, and Oracle Magazine articles that closely align with your industry:  Customers fly and airline succeeds with an IT transformation. Company:  All Nippon Airways  Customer Oracle or Profit Magazine Article   |   Travel and Transportation   |   Published on January 06, 2014 Any successful business must ensure ongoing customer satisfaction, respond to increased competition, and minimize costs. Running a successful airline in today’s economic climate requires all of those things, as well a... Openmatics Revolutionizes Fleet Management with Standards-Based Vehicle Telematics Platform New Company:  Openmatics s.r.o.  Customer Snapshot   |   Automotive   |   Published on May 20, 2014 Openmatics uses Oracle WebCenter Portal and Oracle Application Development Framework as a foundation for Openmatics, a vehicle telematics service for next-generation fleet management. It integrated its own app shop wi... Future Proof: To keep pace with mobile, social, and location-based services, smart technologists are using middleware to innovate Company:  SFpark  Customer Oracle or Profit Magazine Article   |   Professional Services   |   Published on August 01, 2012 Oracle Fusion Middleware is at the heart of a recently completed and very ambitious project to change how people handle the challenge of finding a parking space in San Francisco, California. “Parking is a universal is... Globalia Corporación Empresarial Accelerates Hotel Bookings, Boosts Sales by 40% with In-Memory Data Grid Solution Company:  Globalia Corporación Empresarial S.A.  Customer Snapshot   |   Travel and Transportation   |   Published on April 29, 2013 Globalia Corporación Empresarial S.A. deployed Oracle Coherence to reengineer the group’s core system for hotel bookings, now serving booking requests involving 80 hotels within an average response time of 100 millise... Choice Hotels Uses Oracle SOA Suite and Oracle BPM Suite to Modernize Global IT Architecture Company:  Choice Hotels  Press Release   |   Travel and Transportation   |   Published on August 07, 2012 Choice Hotels International, one of the largest and most successful hotel franchises in the world, has implemented Oracle SOA Suite and Oracle BPM Suite. Sascar Consolidates Fleet Management Infrastructure and Accelerates Customers’ Data Access Company:  Sascar  Customer Case Study   |   Travel and Transportation   |   Published on February 07, 2014 Description – Sascar used Oracle Exadata Database Machine, Oracle Exalogic Elastic Cloud and Oracle WebLogic Suite 11g to consolidate fleet management and perform real-time vehicle tracking 4x faster. Directorate General of Civil Aviation Streamlines Key Aviation Applications Access, Improves Productivity and Reduces Maintenance Costs Company:  Directorate General of Civil Aviation (DGAC)  Customer Snapshot   |   Travel and Transportation   |   Published on May 24, 2013 With Oracle Fusion Middleware, the Directorate General of Civil Aviation (DGAC) provided its 12,500 employees a virtual office environment that integrates team workspaces, business applications, and e-mails within a n... Schneider National Implements Next-Generation IT Infrastructure to Continue Leadership in Transportation and Logistics Industry Company:  Schneider National, Inc.  Customer Snapshot   |   Travel and Transportation   |   Published on February 26, 2013 Schneider National, Inc. deployed Oracle applications, Oracle Fusion Middleware, and Oracle development tools as the foundation for its next-generation IT environment, which is driving new levels of efficiency, profit... DGAC Cuts Subscription Costs with Oracle Company:  DGAC  Video   |   Travel and Transportation   |   Published on October 31, 2012 Using Oracle WebCenter Portal, Oracle SOA Suite, and Oracle Exalogic, DGAC reduces the cost of subscriptions to newsletters and provide to its 12,500 employees a collaborative workspace portal. Asiana Airlines Builds PIP System with Oracle Solutions Company:  Asiana Airlines  Video   |   Travel and Transportation   |   Published on July 26, 2012 With Oracle Exalogic and the Oracle SOA Suite, Asiana Airlines builds a passenger service integrated platform providing various services such as integration between its interface and internal systems and a data wareho... Choice Hotels Reduces Time to Market with Oracle WebCenter Company:  Choice Hotels  Video   |   Travel and Transportation   |   Published on April 11, 2014 Using Oracle WebCenter and Oracle SOA standardization, Choice Hotels consolidated multiple platforms, reduced IT dependency and realized tremendous benefits in total cost of ownership and faster time to market support... An Interview with Schneider National's Judy Lemke Company:  Schneider National  Video   |   Travel and Transportation   |   Published on December 17, 2013 Judy Lemke talks with Mark Sunday about the challenges Schneider National faced and how they overcame them through a companywide transformational change. For more details on these case studies, you can use this pre-filtered search on “Travel and Transportation” / “Middleware” / “Service Oriented Architecture” or browse on your own at www.oracle.com/customers

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• Orchestrating the Virtual Enterprise

  - by John Murphy

  During the American Industrial Revolution, the Ford Motor Company did it all. It turned raw materials into a showroom full of Model Ts. It owned a steel mill, a glass factory, and an automobile assembly line. The company was both self-sufficient and innovative and went on to become one of the largest and most profitable companies in the world. Nowadays, it's unusual for any business to follow this vertical integration model because its much harder to be best in class across such a wide a range of capabilities and services. Instead, businesses focus on their core competencies and outsource other business functions to specialized suppliers. They exchange vertical integration for collaboration. When done well, all parties benefit from this arrangement and the collaboration leads to the creation of an agile, lean and successful "virtual enterprise." Case in point: For Sun hardware, Oracle outsources most of its manufacturing and all of its logistics to third parties. These are vital activities, but ones where Oracle doesn't have a core competency, so we shift them to business partners who do. Within our enterprise, we always retain the core functions of product development, support, and most of the sales function, because that's what constitutes our core value to our customers. This is a perfect example of a virtual enterprise.  What are the implications of this? It means that we must exchange direct internal control for indirect external collaboration. This fundamentally changes the relative importance of different business processes, the boundaries of security and information sharing, and the relationship of the supply chain systems to the ERP. The challenge is that the systems required to support this virtual paradigm are still mired in "island enterprise" thinking. But help is at hand. Developments such as the Web, social networks, collaboration, and rules-based orchestration offer great potential to fundamentally re-architect supply chain systems to better support the virtual enterprise.  Supply Chain Management Systems in a Virtual Enterprise Historically enterprise software was constructed to automate the ERP - and then the supply chain systems extended the ERP. They were joined at the hip. In virtual enterprises, the supply chain system needs to be ERP agnostic, sitting above each of the ERPs that are distributed across the virtual enterprise - most of which are operating in other businesses. This is vital so that the supply chain system can manage the flow of material and the related information through the multiple enterprises. It has to have strong collaboration tools. It needs to be highly flexible. Users need to be able to see information that's coming from multiple sources and be able to react and respond to events across those sources.  Oracle Fusion Distributed Order Orchestration (DOO) is a perfect example of a supply chain system designed to operate in this virtual way. DOO embraces the idea that a company's fulfillment challenge is a distributed, multi-enterprise problem. It enables users to manage the process and the trading partners in a uniform way and deliver a consistent user experience while operating over a heterogeneous, virtual enterprise. This is a fundamental shift at the core of managing supply chains. It forces virtual enterprises to think architecturally about how best to construct their supply chain systems.  Case in point, almost everyone has ordered from Amazon.com at one time or another. Our orders are as likely to be fulfilled by third parties as they are by Amazon itself. To deliver the order promptly and efficiently, Amazon has to send it to the right fulfillment location and know the availability in that location. It needs to be able to track status of the fulfillment and deal with exceptions. As a virtual enterprise, Amazon's operations, using thousands of trading partners, requires a very different approach to fulfillment than the traditional 'take an order and ship it from your own warehouse' model. Amazon had no choice but to develop a complex, expensive and custom solution to tackle this problem as there used to be no product solution available. Now, other companies who want to follow similar models have a better off-the-shelf choice -- Oracle Distributed Order Orchestration (DOO).  Consider how another of our customers is using our distributed orchestration solution. This major airplane manufacturer has a highly complex business and interacts regularly with the U.S. Government and major airlines. It sits in the middle of an intricate supply chain and needed to improve visibility across its many different entities. Oracle Fusion DOO gives the company an orchestration mechanism so it could improve quality, speed, flexibility, and consistency without requiring an organ transplant of these highly complex legacy systems. Many retailers face the challenge of dealing with brick and mortar, Web, and reseller channels. They all need to be knitted together into a virtual enterprise experience that is consistent for their customers. When a large U.K. grocer with a strong brick and mortar retail operation added an online business, they turned to Oracle Fusion DOO to bring these entities together. Disturbing the Peace with Acquisitions Quite often a company's ERP system is disrupted when it acquires a new company. An acquisition can inject a new set of processes and systems -- or even introduce an entirely new business like Sun's hardware did at Oracle. This challenge has been a driver for some of our DOO customers. A large power management company is using Oracle Fusion DOO to provide the flexibility to rapidly integrate additional products and services into its central fulfillment operation. The Flip Side of Fulfillment Meanwhile, we haven't ignored similar challenges on the supply side of the equation. Specifically, how to manage complex supply in a flexible way when there are multiple trading parties involved? How to manage the supply to suppliers? How to manage critical components that need to merge in a tier two or tier three supply chain? By investing in supply orchestration solutions for the virtual enterprise, we plan to give users better visibility into their network of suppliers to help them drive down costs. We also think this technology and full orchestration process can be applied to the financial side of organizations. An example is transactions that flow through complex internal structures to minimize tax exposure. We can help companies manage those transactions effectively by thinking about the internal organization as a virtual enterprise and bringing the same solution set to this internal challenge.  The Clear Front Runner No other company is investing in solving the virtual enterprise supply chain issues like Oracle is. Oracle is in a unique position to become the gold standard in this market space. We have the infrastructure of Oracle technology. We already have an Oracle Fusion DOO application which embraces the best of what's required in this area. And we're absolutely committed to extending our Fusion solution to other use cases and delivering even more business value.

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• Delivering the Integrated Portal Experience!

  - by Michael Snow

  v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} Guest post by Richard Maldonado, Principal Product Manager, Oracle WebCenter Portal Organizations are still struggling to standardize on a user interaction platform which can meet the needs of all their target audiences.  This has not only resulted in inefficient and inconsistent experiences for their users, but it also creates inefficiencies (productivity and costs) for the departments that manage the applications and information systems.  Portals have historically been the unifying platform that provide IT with a common interface which can securely surface the most relevant interactions for a given user and/or group of users.  However, organizations have found that the technologies available have either not provided the flexibility necessary to address all of their use cases, or they rely too much on IT resources to manage, maintain, and evolve.  Empowering  the Business Groups The core issue that IT departments face with delivering portal experiences is having enough resources to respond and address the influx of requirements which come in from the business.  Commonly, when a business group wants a new portal site established for their group, they will submit a request to the IT dept, the IT dept then assigns a resource to an administrator and/or developer to build.  Unfortunately, this approach is not scalable, it can be a time consuming activity which requires significant interaction between the business owner and the IT resource.  A modern user interaction platforms should empower the business groups by providing them tools which they can use to build and manage the portal experiences without the need for IT's involvement.  And because business groups rarely have technical resources (developers) on staff, the tools must be easy enough that virtually any business user could use.  In addition, the tool must be powerful enough to allow them to build the experience that they need, things such as creating a whole new portal, add/manage page and page hierarchy, manage user/group access, add/modify components within the page, etc.  This balance between ease-of-use and flexibility is key to the successful adoption of tools which will ultimately reduce the burden on IT, respond to the needs of the business, and deliver high-value experiences for the users.  Ready or Not, Here They Come: Smartphones and Tablets Recently, several studies have highlighted that smartphone and tablet-style devices have overtaken PC's in both sales and usage.  This shift is further driving organizations to revaluate how they're delivering data, information, and applications to their users.  Users are expecting to get the same level of access and interaction, but in a ways which are optimized for the capabilities of the device that they are using.  Expect More With the ever growing number of new IT projects and flat/shrinking budgets, organizations are looking for comprehensive solutions which can deliver integrated web experiences that are tailored for the users and optimized for mobile devices.  Piecing together a number of point solutions is no longer an option.  A modern portal technology should not only address the traditional needs of integrating and surfacing back-end applications/information, but it should enable the business through easy-to-use tools and accelerate the delivery of mobile optimized experiences.   v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} 12.00 Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} 12.00 Normal 0 false false false EN-US X-NONE X-NONE /* 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-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} WebCenter in Action Series: Qualcomm Provides a Seamless Experience for Customers with Oracle WebCenter Featuring Qualcomm & Keste 12.00 Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 -"/ /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:Calibri; mso-fareast-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;} 12.00 Normal 0 false false false false EN-US X-NONE X-NONE /* 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-family:"Calibri","sans-serif"; mso-fareast- mso-bidi-font-family:"Times New Roman";}

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• Introduction to Human Workflow 11g

  - by agiovannetti

  Human Workflow is a component of SOA Suite just like BPEL, Mediator, Business Rules, etc. The Human Workflow component allows you to incorporate human intervention in a business process. You can use Human Workflow to create a business process that requires a manager to approve purchase orders greater than $10,000; or a business process that handles article reviews in which a group of reviewers need to vote/approve an article before it gets published. Human Workflow can handle the task assignment and routing as well as the generation of notifications to the participants. There are three common patterns or usages of Human Workflow: 1) Approval Scenarios: manage documents and other transactional data through approval chains . For example: approve expense report, vacation approval, hiring approval, etc. 2) Reviews by multiple users or groups: group collaboration and review of documents or proposals. For example, processing a sales quote which is subject to review by multiple people. 3) Case Management: workflows around work management or case management. For example, processing a service request. This could be routed to various people who all need to modify the task. It may also incorporate ad hoc routing which is unknown at design time. SOA 11g Human Workflow includes the following features: Assignment and routing of tasks to the correct users or groups. Deadlines, escalations, notifications, and other features required for ensuring the timely performance of a task. Presentation of tasks to end users through a variety of mechanisms, including a Worklist application. Organization, filtering, prioritization and other features required for end users to productively perform their tasks. Reports, reassignments, load balancing and other features required by supervisors and business owners to manage the performance of tasks. Human Workflow Architecture The Human Workflow component is divided into 3 modules: the service interface, the task definition and the client interface module. The Service Interface handles the interaction with BPEL and other components. The Client Interface handles the presentation of task data through clients like the Worklist application, portals and notification channels. The task definition module is in charge of managing the lifecycle of a task. Who should get the task assigned? What should happen next with the task? When must the task be completed? Should the task be escalated?, etc Stages and Participants When you create a Human Task you need to specify how the task is assigned and routed. The first step is to define the stages and participants. A stage is just a logical group. A participant can be a user, a group of users or an application role. The participants indicate the type of assignment and routing that will be performed. Stages can be sequential or in parallel. You can combine them to create any usage you require. See diagram below: Assignment and Routing There are different ways a task can be assigned and routed: Single Approver: task is assigned to a single user, group or role. For example, a vacation request is assigned to a manager. If the manager approves or rejects the request, the employee is notified with the decision. If the task is assigned to a group then once one of managers acts on it, the task is completed. Parallel : task is assigned to a set of people that must work in parallel. This is commonly used for voting. For example, a task gets approved once 50% of the participants approve it. You can also set it up to be a unanimous vote. Serial : participants must work in sequence. The most common scenario for this is management chain escalation. FYI (For Your Information) : task is assigned to participants who can view it, add comments and attachments, but can not modify or complete the task. Task Actions The following is the list of actions that can be performed on a task: Claim : if a task is assigned to a group or multiple users, then the task must be claimed first to be able to act on it. Escalate : if the participant is not able to complete a task, he/she can escalate it. The task is reassigned to his/her manager (up one level in a hierarchy). Pushback : the task is sent back to the previous assignee. Reassign :if the participant is a manager, he/she can delegate a task to his/her reports. Release : if a task is assigned to a group or multiple users, it can be released if the user who claimed the task cannot complete the task. Any of the other assignees can claim and complete the task. Request Information and Submit Information : use when the participant needs to supply more information or to request more information from the task creator or any of the previous assignees. Suspend and Resume :if a task is not relevant, it can be suspended. A suspension is indefinite. It does not expire until Resume is used to resume working on the task. Withdraw : if the creator of a task does not want to continue with it, for example, he wants to cancel a vacation request, he can withdraw the task. The business process determines what happens next. Renew : if a task is about to expire, the participant can renew it. The task expiration date is extended one week. Notifications Human Workflow provides a mechanism for sending notifications to participants to alert them of changes on a task. Notifications can be sent via email, telephone voice message, instant messaging (IM) or short message service (SMS). Notifications can be sent when the task status changes to any of the following: Assigned/renewed/delegated/reassigned/escalated Completed Error Expired Request Info Resume Suspended Added/Updated comments and/or attachments Updated Outcome Withdraw Other Actions (e.g. acquiring a task) Here is an example of an email notification: Worklist Application Oracle BPM Worklist application is the default user interface included in SOA Suite. It allows users to access and act on tasks that have been assigned to them. For example, from the Worklist application, a loan agent can review loan applications or a manager can approve employee vacation requests. Through the Worklist Application users can: Perform authorized actions on tasks, acquire and check out shared tasks, define personal to-do tasks and define subtasks. Filter tasks view based on various criteria. Work with standard work queues, such as high priority tasks, tasks due soon and so on. Work queues allow users to create a custom view to group a subset of tasks in the worklist, for example, high priority tasks, tasks due in 24 hours, expense approval tasks and more. Define custom work queues. Gain proxy access to part of another user's tasks. Define custom vacation rules and delegation rules. Enable group owners to define task dispatching rules for shared tasks. Collect a complete workflow history and audit trail. Use digital signatures for tasks. Run reports like Unattended tasks, Tasks productivity, etc. Here is a screenshoot of what the Worklist Application looks like. On the right hand side you can see the tasks that have been assigned to the user and the task's detail. References Introduction to SOA Suite 11g Human Workflow Webcast Note 1452937.2 Human Workflow Information Center Using the Human Workflow Service Component 11.1.1.6 Human Workflow Samples Human Workflow APIs Java Docs

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• Simplifying Human Capital Management with Mobile Applications

  - by HCM-Oracle

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

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• Right-Time Retail Part 1

  - by David Dorf

  This is the first in a three-part series. Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Right-Time Revolution Technology enables some amazing feats in retail. I can order flowers for my wife while flying 30,000 feet in the air. I can order my groceries in the subway and have them delivered later that day. I can even see how clothes look on me without setting foot in a store. Who knew that a TV, diamond necklace, or even a car would someday be as easy to purchase as a candy bar? Can technology make a mattress an impulse item? Wake-up and your back is hurting, so you rollover and grab your iPad, then a new mattress is delivered the next day. Behind the scenes the many processes are being choreographed to make the sale happen. This includes moving data between systems with the least amount for friction, which in some cases is near real-time. But real-time isn’t appropriate for all the integrations. Think about what a completely real-time retailer would look like. A consumer grabs toothpaste off the shelf, and all systems are immediately notified so that the backroom clerk comes running out and pushes the consumer aside so he can replace the toothpaste on the shelf. Such a system is not only cost prohibitive, but it’s also very inefficient and ineffectual. Retailers must balance the realities of people, processes, and systems to find the right speed of execution. That’ what “right-time retail” means. Retailers used to sell during the day and count the money and restock at night, but global expansion and the Web have complicated that simplistic viewpoint. Our 24hr society demands not only access but also speed, which constantly pushes the boundaries of our IT systems. In the last twenty years, there have been three major technology advancements that have moved us closer to real-time systems. Networking is the first technology that drove the real-time trend. As systems became connected, it became easier to move data between them. In retail we no longer had to mail the daily business report back to corporate each day as the dial-up modem could transfer the data. That was soon replaced with trickle-polling, when sale transactions were occasionally sent from stores to corporate throughout the day, often through VSAT. Then we got terrestrial networks like DSL and Ethernet that allowed the constant stream of data between stores and corporate. When corporate could see the sales transactions coming from stores, it could better plan for replenishment and promotions. That drove the need for speed into the supply chain and merchandising, but for many years those systems were stymied by the huge volumes of data. Nordstrom has 150 million SKU/Store combinations when planning (RPAS); The Gap generates 110 million price changes during end-of-season (RPM); Argos does 1.78 billion calculations executed each day for replenishment planning (AIP). These areas are now being alleviated by the second technology, storage. The typical laptop disk drive runs at 5,400rpm with PCs stepping up to 7,200rpm and servers hitting 15,000rpm. But the platters can only spin so fast, so to squeeze more performance we’ve had to rely on things like disk striping. Then solid state drives (SSDs) were introduced and prices continue to drop. (Augmenting your harddrive with a SSD is the single best PC upgrade these days.) RAM continues to be expensive, but compressing data in memory has allowed more efficient use. So a few years back, Oracle decided to build a box that incorporated all these advancements to move us closer to real-time. This family of products, often categorized as engineered systems, combines the hardware and software so that they work together to provide better performance. How much better? If Exadata powered a 747, you’d go from New York to Paris in 42 minutes, and it would carry 5,000 passengers. If Exadata powered baseball, games would last only 18 minutes and Boston’s Fenway would hold 370,000 fans. The Exa-family enables processing more data in less time. So with faster networks and storage, that brings us to the third and final ingredient. If we continue to process data in traditional ways, we won’t be able to take advantage of the faster networks and storage. Enter what Harvard calls “The Sexiest Job of the 21st Century” – the data scientist. New technologies like the Hadoop-powered Oracle Big Data Appliance, Oracle Advanced Analytics, and Oracle Endeca Information Discovery change the way in which we organize data. These technologies allow us to extract actionable information from raw data at incredible speeds, often ad-hoc. So the foundation to support the real-time enterprise exists, but how does a retailer begin to take advantage? The most visible way is through real-time marketing, but I’ll save that for part 3 and instead begin with improved integrations for the assets you already have in part 2.

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• ???????????????

  - by Todd Bao

  ?????????,???????????????????,??????????,???????,??????,?????????????: SYS@fmw//Scripts> @showfkparent hr employees---------------|             ||DEPARTMENT_ID| +>-->HR.DEPARTMENTS.DEPARTMENT_ID|             ||JOB_ID       | +>-->HR.JOBS.JOB_ID|             ||MANAGER_ID   | +>-->HR.EMPLOYEES.EMPLOYEE_ID|             |--------------- SYS@fmw//Scripts> @showfkparent sh sales------------|          ||CHANNEL_ID| +>-->SH.CHANNELS.CHANNEL_ID|          ||CUST_ID   | +>-->SH.CUSTOMERS.CUST_ID|          ||PROD_ID   | +>-->SH.PRODUCTS.PROD_ID|          ||PROMO_ID  | +>-->SH.PROMOTIONS.PROMO_ID|          ||TIME_ID   | +>-->SH.TIMES.TIME_ID|          |------------ ????????? ??? 30-08-2012 set echo offset verify offset serveroutput ondefine table_owner='&1'define table_name='&2'declare        type info_typ is record (ct varchar2(30),cc varchar2(30),po varchar2(30),pt varchar2(30),pc varchar2(30));        type info_tab_typ is table of info_typ index by pls_integer;        info_tab info_tab_typ;        max_col_length number := 0;beginwith        cons_child as (select                        owner,constraint_name,table_name,                        r_owner,r_constraint_name                from dba_constraints                where                        constraint_type='R' and                        owner=upper('&table_owner') and                        table_name=upper('&table_name')),        cons_parent as (select owner,constraint_name,table_name                from dba_constraints                where                        (owner,constraint_name) in                        (select r_owner,r_constraint_name from cons_child))select        child.table_name child_table_name,        child.column_name child_column_name,        parent.owner parent_owner,        parent.table_name parent_table_name,        parent.column_name parent_column_name        bulk collect into info_tabfrom        cons_child cc,        cons_parent cp,        dba_cons_columns parent,        dba_cons_columns childwhere        cc.owner = child.owner and        cc.constraint_name = child.constraint_name and        cp.owner = parent.owner and        cp.constraint_name = parent.constraint_name and        cc.r_owner = cp.owner and        cc.r_constraint_name = cp.constraint_name and        parent.position = child.positionorder by 2;if (info_tab is not null and info_tab.count >0) then        for i in 1..info_tab.count loop                if length(info_tab(i).cc) > max_col_length then                        max_col_length := length(info_tab(i).cc);                end if;        end loop;        dbms_output.put_line(rpad('-',max_col_length+2,'-'));                dbms_output.put_line(' '||'|'||rpad(' ',max_col_length,' ')||'|');        for i in 1..info_tab.count loop                dbms_output.put('|'||rpad(info_tab(i).cc,max_col_length,' ')||'|');                dbms_output.put_line(' +>-->'||info_tab(i).po||'.'||info_tab(i).pt||'.'||info_tab(i).pc);                dbms_output.put_line('|'||rpad(' ',max_col_length,' ')||'|');        end loop;        dbms_output.put_line(rpad('-',max_col_length+2,'-'));else        dbms_output.put_line('### No foreign key defined on this table! ###');end if;end;/undefine table_ownerundefine table_nameset serveroutput off Todd

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• How to write a XSLT for this XML?

  - by atrueguy

  <?xml version="1.0" encoding="utf-8"?> <!-- Generator: Adobe Illustrator 14.0.0, SVG Export Plug-In . SVG Version: 6.00 Build 43363) --> <!DOCTYPE svg PUBLIC "-//W3C//DTD SVG 1.1//EN" "http://www.w3.org/Graphics/SVG/1.1/DTD/svg11.dtd"> <svg version="1.1" xmlns="http://www.w3.org/2000/svg" xmlns:xlink="http://www.w3.org/1999/xlink" x="0px" y="0px" width="612px" height="792px" viewBox="0 0 612 792" enable-background="new 0 0 612 792" xml:space="preserve"> <g id="Original_Text"> <line x1="92.676" y1="500.913" x2="92.676" y2="500.262"/> <line x1="15.208" y1="500.913" x2="15.208" y2="500.262"/> <line x1="92.676" y1="500.262" x2="92.676" y2="500.913"/> <line x1="15.208" y1="510.329" x2="15.208" y2="509.678"/> <line x1="92.676" y1="500.913" x2="92.676" y2="500.262"/> <rect x="15.208" y="574.678" display="none" width="77.468" height="0.651"/> <text transform="matrix(1 0 0 1 258.6782 28.9111)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="8.4629">Bartlet</tspan><tspan x="24.459" y="0" font-family="'ArialMT'" font-size="8.4629">t</tspan><tspan x="26.895" y="0" font-family="'ArialMT'" font-size="8.4629"> </tspan><tspan x="29.035" y="0" font-family="'ArialMT'" font-size="8.4629">Managemen</tspan><tspan x="76.081" y="0" font-family="'ArialMT'" font-size="8.4629">t</tspan><tspan x="78.601" y="0" font-family="'ArialMT'" font-size="8.4629"> </tspan><tspan x="80.741" y="0" font-family="'ArialMT'" font-size="8.4629">Services</tspan></text> <text transform="matrix(1 0 0 1 522.9805 39.562)"><tspan x="0" y="0" fill="#0000FF" font-family="'ArialMT'" font-size="7.1609">Report</tspan><tspan x="21.493" y="0" fill="#0000FF" font-family="'ArialMT'" font-size="7.1609">s</tspan><tspan x="25.382" y="0" fill="#0000FF" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="27.343" y="0" fill="#0000FF" font-family="'ArialMT'" font-size="7.1609">Home</tspan></text> <line fill="none" stroke="#0000FF" stroke-width="0.651" stroke-miterlimit="10" x1="522.98" y1="40.213" x2="569.852" y2="40.213"/> <text transform="matrix(1 0 0 1 261.2822 39.3267)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Consolidate</tspan><tspan x="37.818" y="0" font-family="'ArialMT'" font-size="7.1609">d</tspan><tspan x="41.901" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="44.105" y="0" font-family="'ArialMT'" font-size="7.1609">Weekl</tspan><tspan x="64.001" y="0" font-family="'ArialMT'" font-size="7.1609">y</tspan><tspan x="67.975" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="70.18" y="0" font-family="'ArialMT'" font-size="7.1609">Sales</tspan><tspan x="88.092" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="90.297" y="0" font-family="'ArialMT'" font-size="7.1609">Report</tspan></text> <text transform="matrix(1 0 0 1 522.9775 49.3267)"><tspan x="0" y="0" fill="#0000FF" font-family="'ArialMT'" font-size="7.1609">Stor</tspan><tspan x="13.133" y="0" fill="#0000FF" font-family="'ArialMT'" font-size="7.1609">e</tspan><tspan x="17.566" y="0" fill="#0000FF" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="19.527" y="0" fill="#0000FF" font-family="'ArialMT'" font-size="7.1609">Finder</tspan></text> <line fill="none" stroke="#0000FF" stroke-width="0.651" stroke-miterlimit="10" x1="521.98" y1="49.978" x2="562.341" y2="49.978"/> <text transform="matrix(1 0 0 1 282.7881 49.9775)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">P</tspan><tspan x="4.776" y="0" font-family="'ArialMT'" font-size="7.1609">D</tspan><tspan x="10.27" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="12.475" y="0" font-family="'ArialMT'" font-size="7.1609"> / </tspan></text> <text transform="matrix(1 0 0 1 123.5044 60.8589)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Wee</tspan><tspan x="14.724" y="0" font-family="'ArialMT'" font-size="7.1609">k</tspan><tspan x="18.949" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="21.153" y="0" font-family="'ArialMT'" font-size="7.1609">1</tspan></text> <text transform="matrix(1 0 0 1 190.1138 60.8589)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Wee</tspan><tspan x="14.724" y="0" font-family="'ArialMT'" font-size="7.1609">k</tspan><tspan x="18.949" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="21.153" y="0" font-family="'ArialMT'" font-size="7.1609">2</tspan></text> <text transform="matrix(1 0 0 1 261.6782 60.8589)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Wee</tspan><tspan x="14.724" y="0" font-family="'ArialMT'" font-size="7.1609">k</tspan><tspan x="18.949" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="21.153" y="0" font-family="'ArialMT'" font-size="7.1609">3</tspan></text> <text transform="matrix(1 0 0 1 331.377 60.8589)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Wee</tspan><tspan x="14.724" y="0" font-family="'ArialMT'" font-size="7.1609">k</tspan><tspan x="18.949" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="21.153" y="0" font-family="'ArialMT'" font-size="7.1609">4</tspan></text> <text transform="matrix(1 0 0 1 400.3164 60.8589)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Wee</tspan><tspan x="14.724" y="0" font-family="'ArialMT'" font-size="7.1609">k</tspan><tspan x="18.949" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="21.153" y="0" font-family="'ArialMT'" font-size="7.1609">5</tspan></text> <text transform="matrix(1 0 0 1 461.751 60.9487)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">P</tspan><tspan x="4.805" y="0" font-family="'ArialMT'" font-size="7.1609">-</tspan><tspan x="7.404" y="0" font-family="'ArialMT'" font-size="7.1609">T</tspan><tspan x="11.808" y="0" font-family="'ArialMT'" font-size="7.1609">-</tspan><tspan x="14.406" y="0" font-family="'ArialMT'" font-size="7.1609">D</tspan><tspan x="19.864" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="22.068" y="0" font-family="'ArialMT'" font-size="7.1609">Total</tspan></text> <text transform="matrix(1 0 0 1 527.6309 60.8589)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Yea</tspan><tspan x="12.741" y="0" font-family="'ArialMT'" font-size="7.1609">r</tspan><tspan x="15.699" y="0" font-family="'ArialMT'" font-size="7.1609">-</tspan><tspan x="18.298" y="0" font-family="'ArialMT'" font-size="7.1609">T</tspan><tspan x="22.673" y="0" font-family="'ArialMT'" font-size="7.1609">o</tspan><tspan x="27.12" y="0" font-family="'ArialMT'" font-size="7.1609">-</tspan><tspan x="29.72" y="0" font-family="'ArialMT'" font-size="7.1609">Dat</tspan><tspan x="40.863" y="0" font-family="'ArialMT'" font-size="7.1609">e</tspan><tspan x="45.419" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="47.623" y="0" font-family="'ArialMT'" font-size="7.1609">Total</tspan></text> <text transform="matrix(1 0 0 1 112.853 72.6265)" font-family="'ArialMT'" font-size="7.1609">$</text> <text transform="matrix(1 0 0 1 148.0059 72.6265)" font-family="'ArialMT'" font-size="7.1609">%</text> <text transform="matrix(1 0 0 1 184.4619 72.6265)" font-family="'ArialMT'" font-size="7.1609">$</text> <text transform="matrix(1 0 0 1 218.9629 72.6265)" font-family="'ArialMT'" font-size="7.1609">%</text> <text transform="matrix(1 0 0 1 255.4194 72.6265)" font-family="'ArialMT'" font-size="7.1609">$</text> <text transform="matrix(1 0 0 1 289.9204 72.6265)" font-family="'ArialMT'" font-size="7.1609">%</text> <text transform="matrix(1 0 0 1 326.377 72.6265)" font-family="'ArialMT'" font-size="7.1609">$</text> <text transform="matrix(1 0 0 1 360.8779 72.6265)" font-family="'ArialMT'" font-size="7.1609">%</text> <text transform="matrix(1 0 0 1 397.334 72.6265)" font-family="'ArialMT'" font-size="7.1609">$</text> <text transform="matrix(1 0 0 1 431.835 72.6265)" font-family="'ArialMT'" font-size="7.1609">%</text> <text transform="matrix(1 0 0 1 470.2461 72.6265)" font-family="'ArialMT'" font-size="7.1609">$</text> <text transform="matrix(1 0 0 1 506.0508 72.6265)" font-family="'ArialMT'" font-size="7.1609">%</text> <text transform="matrix(1 0 0 1 546.4092 72.6265)" font-family="'ArialMT'" font-size="7.1609">$</text> <text transform="matrix(1 0 0 1 584.1689 72.6265)" font-family="'ArialMT'" font-size="7.1609">%</text> <text transform="matrix(1 0 0 1 15.1997 83.394)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Ne</tspan><tspan x="9.154" y="0" font-family="'ArialMT'" font-size="7.1609">t</tspan><tspan x="11.716" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="13.677" y="0" font-family="'ArialMT'" font-size="7.1609">-</tspan><tspan x="16.277" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="18.237" y="0" font-family="'ArialMT'" font-size="7.1609">KFC</tspan></text> <text transform="matrix(1 0 0 1 15.1997 94.1616)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Ne</tspan><tspan x="9.154" y="0" font-family="'ArialMT'" font-size="7.1609">t</tspan><tspan x="11.716" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="13.677" y="0" font-family="'ArialMT'" font-size="7.1609">-</tspan><tspan x="16.277" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="18.237" y="0" font-family="'ArialMT'" font-size="7.1609">A&amp;W</tspan></text> <text transform="matrix(1 0 0 1 15.1997 104.9287)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Ne</tspan><tspan x="9.154" y="0" font-family="'ArialMT'" font-size="7.1609">t</tspan><tspan x="11.716" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="13.677" y="0" font-family="'ArialMT'" font-size="7.1609">-</tspan><tspan x="16.277" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="18.237" y="0" font-family="'ArialMT'" font-size="7.1609">LJS</tspan></text> <text transform="matrix(1 0 0 1 15.1924 115.6963)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Ne</tspan><tspan x="9.154" y="0" font-family="'ArialMT'" font-size="7.1609">t</tspan><tspan x="11.716" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="13.677" y="0" font-family="'ArialMT'" font-size="7.1609">-</tspan><tspan x="16.277" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="18.237" y="0" font-family="'ArialMT'" font-size="7.1609">TB</tspan></text> <text transform="matrix(1 0 0 1 15.1924 126.9639)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Tota</tspan><tspan x="14.329" y="0" font-family="'ArialMT'" font-size="7.1609">l</tspan><tspan x="16.457" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="18.661" y="0" font-family="'ArialMT'" font-size="7.1609">Net</tspan></text> <text transform="matrix(1 0 0 1 15.1851 149.2949)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Las</tspan><tspan x="11.545" y="0" font-family="'ArialMT'" font-size="7.1609">t</tspan><tspan x="13.671" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="15.632" y="0" font-family="'ArialMT'" font-size="7.1609">Yea</tspan><tspan x="28.374" y="0" font-family="'ArialMT'" font-size="7.1609">r</tspan><tspan x="31.252" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="33.213" y="0" font-family="'ArialMT'" font-size="7.1609">Sales</tspan></text> <text transform="matrix(1 0 0 1 15.1855 161.0625)" font-family="'ArialMT'" font-size="7.1609">Increase</text> <text transform="matrix(1 0 0 1 15.2065 171.8296)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Las</tspan><tspan x="11.545" y="0" font-family="'ArialMT'" font-size="7.1609">t</tspan><tspan x="13.671" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="15.632" y="0" font-family="'ArialMT'" font-size="7.1609">yea</tspan><tspan x="27.178" y="0" font-family="'ArialMT'" font-size="7.1609">r</tspan><tspan x="29.949" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="31.91" y="0" font-family="'ArialMT'" font-size="7.1609">Nex</tspan><tspan x="44.644" y="0" font-family="'ArialMT'" font-size="7.1609">t</tspan><tspan x="46.884" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="48.845" y="0" font-family="'ArialMT'" font-size="7.1609">Week</tspan></text> <text transform="matrix(1 0 0 1 15.2065 193.3574)" font-family="'ArialMT'" font-size="7.1609">Chicken</text> <text transform="matrix(1 0 0 1 15.1997 205.125)" font-family="'ArialMT'" font-size="7.1609">Filets</text> <text transform="matrix(1 0 0 1 15.1997 215.8926)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Popcor</tspan><tspan x="22.689" y="0" font-family="'ArialMT'" font-size="7.1609">n</tspan><tspan x="26.686" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="28.646" y="0" font-family="'ArialMT'" font-size="7.1609">Chicken</tspan></text> <text transform="matrix(1 0 0 1 15.1997 226.6602)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Crisp</tspan><tspan x="16.71" y="0" font-family="'ArialMT'" font-size="7.1609">y</tspan><tspan x="20.828" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="22.788" y="0" font-family="'ArialMT'" font-size="7.1609">Strips</tspan></text> <text transform="matrix(1 0 0 1 15.1997 237.4272)" font-family="'ArialMT'" font-size="7.1609">Special</text> <text transform="matrix(1 0 0 1 15.1924 248.1948)" font-family="'ArialMT'" font-size="7.1609">Wings</text> <text transform="matrix(1 0 0 1 15.1924 257.9624)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Subtota</tspan><tspan x="24.686" y="0" font-family="'ArialMT'" font-size="7.1609">l</tspan><tspan x="26.448" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="28.652" y="0" font-family="'ArialMT'" font-size="7.1609">Chicken</tspan></text> <text transform="matrix(1 0 0 1 15.1851 280.2935)" font-family="'ArialMT'" font-size="7.1609">Shortening</text> <text transform="matrix(1 0 0 1 15.1851 291.5605)" font-family="'ArialMT'" font-size="7.1609">Flour</text> <text transform="matrix(1 0 0 1 15.1851 302.3281)" font-family="'ArialMT'" font-size="7.1609">Biscuits</text> <text transform="matrix(1 0 0 1 15.1851 313.0957)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Frie</tspan><tspan x="12.332" y="0" font-family="'ArialMT'" font-size="7.1609">s</tspan><tspan x="16.278" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="18.239" y="0" font-family="'ArialMT'" font-size="7.1609">/</tspan><tspan x="20.844" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="22.805" y="0" font-family="'ArialMT'" font-size="7.1609">Onio</tspan><tspan x="37.931" y="0" font-family="'ArialMT'" font-size="7.1609">n</tspan><tspan x="42.329" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="44.29" y="0" font-family="'ArialMT'" font-size="7.1609">Rings</tspan></text> <text transform="matrix(1 0 0 1 15.1851 323.9385)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Potatoe</tspan><tspan x="24.686" y="0" font-family="'ArialMT'" font-size="7.1609">s</tspan><tspan x="28.646" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="30.606" y="0" font-family="'ArialMT'" font-size="7.1609">-</tspan><tspan x="33.206" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="35.167" y="0" font-family="'ArialMT'" font-size="7.1609">Mashed</tspan></text> <text transform="matrix(1 0 0 1 15.1851 334.6309)" font-family="'ArialMT'" font-size="7.1609">Desserts</text> <text transform="matrix(1 0 0 1 15.1851 345.3979)" font-family="'ArialMT'" font-size="7.1609">Drinks</text> <text transform="matrix(1 0 0 1 15.1851 357.1655)" font-family="'ArialMT'" font-size="7.1609">Corn</text> <text transform="matrix(1 0 0 1 15.1851 367.4331)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Ms</tspan><tspan x="9.545" y="0" font-family="'ArialMT'" font-size="7.1609">c</tspan><tspan x="13.663" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="15.624" y="0" font-family="'ArialMT'" font-size="7.1609">Entrees</tspan></text> <text transform="matrix(1 0 0 1 15.1846 378.2002)" font-family="'ArialMT'" font-size="7.1609">Salads</text> <text transform="matrix(1 0 0 1 15.1846 388.9678)" font-family="'ArialMT'" font-size="7.1609">Condiments</text> <text transform="matrix(1 0 0 1 15.1846 400.2354)" font-family="'ArialMT'" font-size="7.1609">Paper</text> <text transform="matrix(1 0 0 1 15.2012 410.9385)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">A&amp;</tspan><tspan x="9.553" y="0" font-family="'ArialMT'" font-size="7.1609">W</tspan><tspan x="16.927" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="18.888" y="0" font-family="'ArialMT'" font-size="7.1609">Sandwiches</tspan></text> <text transform="matrix(1 0 0 1 15.1943 421.2051)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">LJ</tspan><tspan x="7.563" y="0" font-family="'ArialMT'" font-size="7.1609">S</tspan><tspan x="12.368" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="14.329" y="0" font-family="'ArialMT'" font-size="7.1609">Product</tspan></text> <text transform="matrix(1 0 0 1 15.1938 431.4736)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">T</tspan><tspan x="4.374" y="0" font-family="'ArialMT'" font-size="7.1609">B</tspan><tspan x="9.766" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="11.727" y="0" font-family="'ArialMT'" font-size="7.1609">Product</tspan></text> <text transform="matrix(1 0 0 1 15.208 441.2402)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Tota</tspan><tspan x="14.329" y="0" font-family="'ArialMT'" font-size="7.1609">l</tspan><tspan x="16.457" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="18.661" y="0" font-family="'ArialMT'" font-size="7.1609">C.O.S</tspan></text> <text transform="matrix(1 0 0 1 15.187 465.0713)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Hourl</tspan><tspan x="17.112" y="0" font-family="'ArialMT'" font-size="7.1609">y</tspan><tspan x="20.829" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="22.79" y="0" font-family="'ArialMT'" font-size="7.1609">Labor</tspan></text> <text transform="matrix(1 0 0 1 15.1797 474.8389)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Mgm</tspan><tspan x="15.913" y="0" font-family="'ArialMT'" font-size="7.1609">t</tspan><tspan x="18.225" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="20.186" y="0" font-family="'ArialMT'" font-size="7.1609">Labor</tspan></text> <text transform="matrix(1 0 0 1 15.1724 486.6064)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Tota</tspan><tspan x="14.329" y="0" font-family="'ArialMT'" font-size="7.1609">l</tspan><tspan x="16.457" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="18.661" y="0" font-family="'ArialMT'" font-size="7.1609">Labor</tspan></text> <text transform="matrix(1 0 0 1 15.1655 507.7412)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Tota</tspan><tspan x="14.329" y="0" font-family="'ArialMT'" font-size="7.1609">l</tspan><tspan x="16.457" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="18.661" y="0" font-family="'ArialMT'" font-size="7.1609">Controllable</tspan></text> <text transform="matrix(1 0 0 1 15.1655 530.2686)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Charg</tspan><tspan x="19.503" y="0" font-family="'ArialMT'" font-size="7.1609">e</tspan><tspan x="24.088" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="26.048" y="0" font-family="'ArialMT'" font-size="7.1609">Count</tspan></text> <text transform="matrix(1 0 0 1 15.1729 542.0361)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Charg</tspan><tspan x="19.503" y="0" font-family="'ArialMT'" font-size="7.1609">e</tspan><tspan x="24.088" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="26.048" y="0" font-family="'ArialMT'" font-size="7.1609">Ticke</tspan><tspan x="43.157" y="0" font-family="'ArialMT'" font-size="7.1609">t</tspan><tspan x="45.576" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="47.537" y="0" font-family="'ArialMT'" font-size="7.1609">Average</tspan></text> <text transform="matrix(1 0 0 1 15.1553 563.5635)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Coupo</tspan><tspan x="21.102" y="0" font-family="'ArialMT'" font-size="7.1609">n</tspan><tspan x="25.385" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="27.346" y="0" font-family="'ArialMT'" font-size="7.1609">Count</tspan></text> <text transform="matrix(1 0 0 1 15.1479 574.3311)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Coupo</tspan><tspan x="21.102" y="0" font-family="'ArialMT'" font-size="7.1609">n</tspan><tspan x="25.385" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="27.346" y="0" font-family="'ArialMT'" font-size="7.1609">$</tspan></text> <text transform="matrix(1 0 0 1 15.1582 595.8594)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Ticke</tspan><tspan x="17.108" y="0" font-family="'ArialMT'" font-size="7.1609">t</tspan><tspan x="19.528" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="21.489" y="0" font-family="'ArialMT'" font-size="7.1609">Average</tspan></text> <text transform="matrix(1 0 0 1 15.1582 617.3867)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Hea</tspan><tspan x="13.136" y="0" font-family="'ArialMT'" font-size="7.1609">d</tspan><tspan x="17.57" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="19.531" y="0" font-family="'ArialMT'" font-size="7.1609">Average</tspan></text> <text transform="matrix(1 0 0 1 15.1582 628.1543)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Piece</tspan><tspan x="17.913" y="0" font-family="'ArialMT'" font-size="7.1609">s</tspan><tspan x="22.138" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="24.099" y="0" font-family="'ArialMT'" font-size="7.1609">Scrapped</tspan></text> <text transform="matrix(1 0 0 1 15.1514 639.4219)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Piece</tspan><tspan x="17.913" y="0" font-family="'ArialMT'" font-size="7.1609">s</tspan><tspan x="22.138" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="24.099" y="0" font-family="'ArialMT'" font-size="7.1609">Unacc</tspan><tspan x="44.396" y="0" font-family="'ArialMT'" font-size="7.1609">.</tspan><tspan x="46.887" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="48.848" y="0" font-family="'ArialMT'" font-size="7.1609">For</tspan></text> <text transform="matrix(1 0 0 1 15.1514 650.6895)" font-family="'ArialMT'" font-size="7.1609">Efficiency</text> <text transform="matrix(1 0 0 1 15.1514 671.2168)"><tspan x="0" y="0" font-family="'ArialMT'" font-size="7.1609">Cas</tspan><tspan x="12.734" y="0" font-family="'ArialMT'" font-size="7.1609">h</tspan><tspan x="16.925" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="18.885" y="0" font-family="'ArialMT'" font-size="7.1609">ove</tspan><tspan x="30.431" y="0" font-family="'ArialMT'" font-size="7.1609">r</tspan><tspan x="33.202" y="0" font-family="'ArialMT'" font-size="7.1609"> </tspan><tspan x="35.163" y="0" font-family="'ArialMT'" font-size="7.1609">/(short)</tspan></text> <path stroke="#000000" d="M10,488.932"/> </g> <g id="Pieces_Unaccounted"> <g id="l_x5F_u_x5F_pieces_x5F_unaccounted"> <line id="UnaccountedFor_1_" fill="none" stroke="#000000" stroke-width="0.5" x1="10" y1="640" x2="599.5" y2="640"/> </g> </g> <g id="Total_Labor"> <g id="Double_Lines"> <line id="Btm_Line" stroke="#000000" stroke-width="0.5" x1="11" y1="490.932" x2="600.5" y2="490.932"/> <line id="Top_Line" stroke="#000000" stroke-width="0.5" x1="11" y1="488.932" x2="600.5" y2="488.932"/> </g> <line id="Line_Above" stroke="#000000" stroke-width="0.5" x1="10.5" y1="477.5" x2="600" y2="477.5"/> </g> <g id="Total_Cos"> <g id="Double_Line_3_"> <line id="Btm_Line_3_" stroke="#000000" stroke-width="0.5" x1="11" y1="444.932" x2="600.5" y2="444.932"/> <line id="Top_Line_3_" stroke="#000000" stroke-width="0.5" x1="11" y1="442.932" x2="600.5" y2="442.932"/> </g> <line id="Line_Above_6_" stroke="#000000" stroke-width="0.5" x1="10.34" y1="433.097" x2="599.84" y2="433.097"/> </g> <g id="SubTotal_Chicken"> <g id="Double_Line_2_"> <line id="Btm_Line_1_" stroke="#000000" stroke-width="0.5" x1="7" y1="261.932" x2="596.5" y2="261.932"/> <line id="Top_Line_1_" stroke="#000000" stroke-width="0.5" x1="7" y1="259.932" x2="596.5" y2="259.932"/> </g> <line id="Line_Above_1_" stroke="#000000" stroke-width="0.5" x1="7" y1="250.097" x2="596.5" y2="250.097"/> </g> <g id="total_Net"> <g id="Double_Line_1_"> <line id="Btm_Line_2_" stroke="#000000" stroke-width="0.5" x1="7" y1="130.932" x2="596.5" y2="130.932"/> <line id="Top_Line_2_" stroke="#000000" stroke-width="0.5" x1="7" y1="128.932" x2="596.5" y2="128.932"/> </g> <line id="Line_Above_3_" stroke="#000000" stroke-width="0.5" x1="7" y1="119.097" x2="596.5" y2="119.097"/> </g> <g id="Header_Underline"> <line id="Line_Above_4_" stroke="#000000" stroke-width="0.5" x1="8.34" y1="74.5" x2="597.84" y2="74.5"/> </g> <g id="Total_Controllable"> <line id="Line_Above_2_" stroke="#000000" x1="7" y1="498.066" x2="600.5" y2="498.066"/> <line id="Line_Under" stroke="#000000" x1="7" y1="509.329" x2="600.5" y2="509.329"/> </g> </svg> The above code is generated xml file, and i need to write a xslt transformation to get the fo file, for the PDF generation, how do I do it?? The doubt I have is, that I dont now how to represent the tags in xslt, and also I need to represent the line, path and text in the form of xslt. how can I do this any ideas, with really get me going... Actually I have to use a style sheet like this: <fo:root xmlns:fo="http://www.w3.org/1999/XSL/Format" > <fo:layout-master-set> <fo:simple-page-master margin-right="1.5cm" margin-left="1.5cm" margin-bottom="2cm" margin-top="1cm" page-width="21cm" page-height="29.7cm" master-name="first"> <fo:region-body margin-top="1cm"/> <fo:region-before extent="1cm"/> <fo:region-after extent="1.5cm"/> </fo:simple-page-master> </fo:layout-master-set> <fo:page-sequence master-reference="first"> <fo:static-content flow-name="xsl-region-before"> <fo:block line-height="14pt" font-size="10pt" text-align="end">Embedding SVG examples - Practise</fo:block> </fo:static-content> <fo:static-content flow-name="xsl-region-after"> <fo:block line-height="14pt" font-size="10pt" text-align="end">Page <fo:page-number/> </fo:block> </fo:static-content> <fo:flow flow-name="xsl-region-body"> <fo:block text-align="center" font-weight="bold" font-size="14pt" space-before.optimum="3pt" space-after.optimum="15pt">Embedding SVG</fo:block> <fo:block space-before.optimum="3pt" space-after.optimum="20pt"> <fo:instream-foreign-object> <svg:svg xmlns:svg="http://www.w3.org/2000/svg" width="542px" height="505px"> <svg:title>A less cute tiger</svg:title> <xsl:for-each select="svg/switch/g/g/path"> <svg:g style="fill: #ffffff; stroke:#000000; stroke-width:0.25"> <svg:path> <xsl:variable name="s"> <xsl:value-of select="translate(@d,' ','')"/> </xsl:variable> <xsl:attribute name="d"><xsl:value-of select="translate($s,',',' ')"/></xsl:attribute> </svg:path> </svg:g> </xsl:for-each> <xsl:for-each select="svg/switch/g/g/g/path"> <svg:g style="fill: #ffffff; stroke:#000000; stroke-width:0.5; fill-rule=evenodd; clip-rule=evenodd; stroke-linejoin=round"> <svg:path> <xsl:variable name="s"> <xsl:value-of select="translate(@d,' ','')"/> </xsl:variable> <xsl:attribute name="d"><xsl:value-of select="translate($s,',',' ')"/></xsl:attribute> </svg:path> </svg:g> </xsl:for-each> </svg:svg> </fo:instream-foreign-object> </fo:block> <fo:block><xsl:apply-templates/></fo:block> </fo:flow> </fo:page-sequence> </fo:root>

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• Postfix configuration - Uing virtual min but server is bouncing back my mail.

  - by brodiebrodie

  I have no experience in setting up postfix, and thought virtualmin minght do the legwork for me. Appears not. When I try to send mail to the domain (either [email protected] [email protected] or [email protected]) I get the following message returned This is the mail system at host dedq239.localdomain. I'm sorry to have to inform you that your message could not be delivered to one or more recipients. It's attached below. For further assistance, please send mail to <postmaster> If you do so, please include this problem report. You can delete your own text from the attached returned message. The mail system <[email protected]> (expanded from <[email protected]>): User unknown in virtual alias table Final-Recipient: rfc822; [email protected] Original-Recipient: rfc822;[email protected] Action: failed Status: 5.0.0 Diagnostic-Code: X-Postfix; User unknown in virtual alias table How can I diagnose the problem here? It seems that the mail gets to my server but the server fails to locally deliver the message to the correct user. (This is a guess, truthfully I have no idea what is happening). I have checked my virtual alias table and it seems to be set up correctly (I can post if this would be helpful). Can anyone give me a clue as to the next step? Thanks alias_database = hash:/etc/aliases alias_maps = hash:/etc/aliases broken_sasl_auth_clients = yes command_directory = /usr/sbin config_directory = /etc/postfix daemon_directory = /usr/libexec/postfix debug_peer_level = 2 html_directory = no local_recipient_maps = $virtual_mailbox_maps mailq_path = /usr/bin/mailq.postfix manpage_directory = /usr/share/man mydestination = $myhostname, localhost.$mydomain, localhost, $mydomain myorigin = $mydomain newaliases_path = /usr/bin/newaliases.postfix readme_directory = /usr/share/doc/postfix-2.3.3/README_FILES sample_directory = /usr/share/doc/postfix-2.3.3/samples sendmail_path = /usr/sbin/sendmail.postfix setgid_group = postdrop smtpd_recipient_restrictions = permit_mynetworks reject_unauth_destination smtpd_sasl_auth_enable = yes soft_bounce = no unknown_local_recipient_reject_code = 550 virtual_alias_maps = hash:/etc/postfix/virtual My mail log file (the last entry) Sep 30 15:13:47 dedq239 postfix/cleanup[7237]: 207C6B18158: message-id=<[email protected]> Sep 30 15:13:47 dedq239 postfix/qmgr[7177]: 207C6B18158: from=<[email protected]>, size=1805, nrcpt=1 (queue active) Sep 30 15:13:47 dedq239 postfix/error[7238]: 207C6B18158: to=<[email protected]>, orig_to=<[email protected]>, relay=none, delay=0.64, delays=0.61/0.01/0/0.02, dsn=5.0.0, status=bounced (User unknown in virtual alias table) Sep 30 15:13:47 dedq239 postfix/cleanup[7237]: 8DC13B18169: message-id=<[email protected]> Sep 30 15:13:47 dedq239 postfix/qmgr[7177]: 8DC13B18169: from=<>, size=3691, nrcpt=1 (queue active) Sep 30 15:13:47 dedq239 postfix/bounce[7239]: 207C6B18158: sender non-delivery notification: 8DC13B18169 Sep 30 15:13:47 dedq239 postfix/qmgr[7177]: 207C6B18158: removed Sep 30 15:13:48 dedq239 postfix/smtp[7240]: 8DC13B18169: to=<[email protected]>, relay=gmail-smtp-in.l.google.com[209.85.216.55]:25, delay=1.3, delays=0.02/0.01/0.58/0.75, dsn=2.0.0, status=sent (250 2.0.0 OK 1254348828 36si15082901pxi.91) Sep 30 15:13:48 dedq239 postfix/qmgr[7177]: 8DC13B18169: removed Sep 30 15:14:17 dedq239 postfix/smtpd[7233]: disconnect from mail-bw0-f228.google.com[209.85.218.228] etc.aliases file below I have not touched this file - myvirtualdomain is a replacement for my real domain name # Aliases in this file will NOT be expanded in the header from # Mail, but WILL be visible over networks or from /bin/mail. # # >>>>>>>>>> The program "newaliases" must be run after # >> NOTE >> this file is updated for any changes to # >>>>>>>>>> show through to sendmail. # # Basic system aliases -- these MUST be present. mailer-daemon: postmaster postmaster: root # General redirections for pseudo accounts. bin: root daemon: root adm: root lp: root sync: root shutdown: root halt: root mail: root news: root uucp: root operator: root games: root gopher: root ftp: root nobody: root radiusd: root nut: root dbus: root vcsa: root canna: root wnn: root rpm: root nscd: root pcap: root apache: root webalizer: root dovecot: root fax: root quagga: root radvd: root pvm: root amanda: root privoxy: root ident: root named: root xfs: root gdm: root mailnull: root postgres: root sshd: root smmsp: root postfix: root netdump: root ldap: root squid: root ntp: root mysql: root desktop: root rpcuser: root rpc: root nfsnobody: root ingres: root system: root toor: root manager: root dumper: root abuse: root newsadm: news newsadmin: news usenet: news ftpadm: ftp ftpadmin: ftp ftp-adm: ftp ftp-admin: ftp www: webmaster webmaster: root noc: root security: root hostmaster: root info: postmaster marketing: postmaster sales: postmaster support: postmaster # trap decode to catch security attacks decode: root # Person who should get root's mail #root: marc abuse-myvirtualdomain.com: [email protected] My etc/postfix/virtual file is below - again myvirtualdomain is a replacement. I think this file was generated by Virtualmin and I have tried messing around with is with no success... This is the version without my changes. myunixusername@myvirtualdomain .com myunixusername myvirtualdomain .com myvirtualdomain.com [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]

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• How to install MariaDB rpms in CentOS 6.4 using rpm (not yum cmd) + handling mysql-libs conflicts

  - by Pat C

  I need to script the install of MariaDB using the rpm command in CentOS 6.4. I can't use yum since it's going to be an offline install so there's no access to the repository. The only MySQL package installed is mysql-libs as various other packages in CentOS depend on it. When I did a test install of MariaDB with yum it correctly accounted for mysql-libs and uninstalled it at the end as MariaDB could handle the dependencies after it was installed: [root@new-host-6 ~]# yum install MariaDB-client MariaDB-common MariaDB-compat MariaDB-devel MariaDB-server MariaDB-shared Loaded plugins: downloadonly, fastestmirror, refresh-packagekit, security, verify Loading mirror speeds from cached hostfile * base: mirrors.kernel.org * extras: mirror.keystealth.org * updates: mirror.umd.edu Setting up Install Process Resolving Dependencies --> Running transaction check ---> Package MariaDB-client.x86_64 0:5.5.32-1 will be installed ---> Package MariaDB-common.x86_64 0:5.5.32-1 will be installed ---> Package MariaDB-compat.x86_64 0:5.5.32-1 will be obsoleting ---> Package MariaDB-devel.x86_64 0:5.5.32-1 will be installed ---> Package MariaDB-server.x86_64 0:5.5.32-1 will be installed ---> Package MariaDB-shared.x86_64 0:5.5.32-1 will be obsoleting ---> Package mysql-libs.x86_64 0:5.1.66-2.el6_3 will be obsoleted --> Finished Dependency Resolution Dependencies Resolved ==================================================================================================================================================================== Package Arch Version Repository Size ==================================================================================================================================================================== Installing: MariaDB-client x86_64 5.5.32-1 mariadb 10 M MariaDB-common x86_64 5.5.32-1 mariadb 23 k MariaDB-compat x86_64 5.5.32-1 mariadb 2.7 M replacing mysql-libs.x86_64 5.1.66-2.el6_3 MariaDB-devel x86_64 5.5.32-1 mariadb 5.6 M MariaDB-server x86_64 5.5.32-1 mariadb 34 M MariaDB-shared x86_64 5.5.32-1 mariadb 1.1 M replacing mysql-libs.x86_64 5.1.66-2.el6_3 Transaction Summary ==================================================================================================================================================================== Install 6 Package(s) Total download size: 53 M Is this ok [y/N]: y Downloading Packages: (1/6): MariaDB-5.5.32-centos6-x86_64-client.rpm | 10 MB 00:06 (2/6): MariaDB-5.5.32-centos6-x86_64-common.rpm | 23 kB 00:00 (3/6): MariaDB-5.5.32-centos6-x86_64-compat.rpm | 2.7 MB 00:02 (4/6): MariaDB-5.5.32-centos6-x86_64-devel.rpm | 5.6 MB 00:06 (5/6): MariaDB-5.5.32-centos6-x86_64-server.rpm | 34 MB 00:23 (6/6): MariaDB-5.5.32-centos6-x86_64-shared.rpm | 1.1 MB 00:00 -------------------------------------------------------------------------------------------------------------------------------------------------------------------- Total 1.3 MB/s | 53 MB 00:40 warning: rpmts_HdrFromFdno: Header V4 DSA/SHA1 Signature, key ID 1bb943db: NOKEY Retrieving key from https://yum.mariadb.org/RPM-GPG-KEY-MariaDB Importing GPG key 0x1BB943DB: Userid: "Daniel Bartholomew (Monty Program signing key) <[email protected]>" From : https://yum.mariadb.org/RPM-GPG-KEY-MariaDB Is this ok [y/N]: y Running rpm_check_debug Running Transaction Test Transaction Test Succeeded Running Transaction Warning: RPMDB altered outside of yum. Installing : MariaDB-compat-5.5.32-1.x86_64 1/7 Installing : MariaDB-common-5.5.32-1.x86_64 2/7 Installing : MariaDB-server-5.5.32-1.x86_64 3/7 chown: cannot access `/var/lib/mysql': No such file or directory PLEASE REMEMBER TO SET A PASSWORD FOR THE MariaDB root USER ! To do so, start the server, then issue the following commands: '/usr/bin/mysqladmin' -u root password 'new-password' '/usr/bin/mysqladmin' -u root -h new-host-6 password 'new-password' Alternatively you can run: '/usr/bin/mysql_secure_installation' which will also give you the option of removing the test databases and anonymous user created by default. This is strongly recommended for production servers. See the MariaDB Knowledgebase at http://kb.askmonty.org or the MySQL manual for more instructions. Please report any problems with the '/usr/bin/mysqlbug' script! The latest information about MariaDB is available at http://mariadb.org/. You can find additional information about the MySQL part at: http://dev.mysql.com Support MariaDB development by buying support/new features from Monty Program Ab. You can contact us about this at [email protected]. Alternatively consider joining our community based development effort: http://kb.askmonty.org/en/contributing-to-the-mariadb-project/ Installing : MariaDB-devel-5.5.32-1.x86_64 4/7 Installing : MariaDB-client-5.5.32-1.x86_64 5/7 Installing : MariaDB-shared-5.5.32-1.x86_64 6/7 Erasing : mysql-libs-5.1.66-2.el6_3.x86_64 7/7 Verifying : MariaDB-common-5.5.32-1.x86_64 1/7 Verifying : MariaDB-server-5.5.32-1.x86_64 2/7 Verifying : MariaDB-devel-5.5.32-1.x86_64 3/7 Verifying : MariaDB-client-5.5.32-1.x86_64 4/7 Verifying : MariaDB-compat-5.5.32-1.x86_64 5/7 Verifying : MariaDB-shared-5.5.32-1.x86_64 6/7 Verifying : mysql-libs-5.1.66-2.el6_3.x86_64 7/7 Installed: MariaDB-client.x86_64 0:5.5.32-1 MariaDB-common.x86_64 0:5.5.32-1 MariaDB-compat.x86_64 0:5.5.32-1 MariaDB-devel.x86_64 0:5.5.32-1 MariaDB-server.x86_64 0:5.5.32-1 MariaDB-shared.x86_64 0:5.5.32-1 Replaced: mysql-libs.x86_64 0:5.1.66-2.el6_3 Complete! My question is, what is the equivalent way to install the MariaDB packages using the rpm command only as opposed to yum? If I do rpm -ivh MariaDB*.rpm, I will get a ton of messages like the following about conflicts with mysql-libs: file /etc/my.cnf from install of MariaDB-common-5.5.32-1.x86_64 conflicts with file from package mysql-libs-5.1.66-2.el6_3.x86_64 file /usr/share/mysql/charsets/Index.xml from install of MariaDB-common-5.5.32-1.x86_64 conflicts with file from package mysql-libs-5.1.66-2.el6_3.x86_64 I then used the --force option to install the MariaDB rpms and uninstalled mysql-lib, I didn't get any weird messages but I'm not sure that is the cleanest method to handle the conflicts and do the install. So can someone confirm that installing MariaDB with the following rpm commands would be the same as using yum to install the packages and handle mysql-libs conflicts/removal: rpm -ivh --force MariaDB*.rpm rpm -e mysql-libs Thanks for any input!

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• Paying great programmers more than average programmers

  - by Kelly French

  It's fairly well recognized that some programmers are up to 10 times more productive than others. Joel mentions this topic on his blog. There is a whole blog devoted to the idea of the "10x productive programmer". In years since the original study, the general finding that "There are order-of-magnitude differences among programmers" has been confirmed by many other studies of professional programmers (Curtis 1981, Mills 1983, DeMarco and Lister 1985, Curtis et al. 1986, Card 1987, Boehm and Papaccio 1988, Valett and McGarry 1989, Boehm et al 2000). Fred Brooks mentions the wide range in the quality of designers in his "No Silver Bullet" article, The differences are not minor--they are rather like the differences between Salieri and Mozart. Study after study shows that the very best designers produce structures that are faster, smaller, simpler, cleaner, and produced with less effort. The differences between the great and the average approach an order of magnitude. The study that Brooks cites is: H. Sackman, W.J. Erikson, and E.E. Grant, "Exploratory Experimental Studies Comparing Online and Offline Programming Performance," Communications of the ACM, Vol. 11, No. 1 (January 1968), pp. 3-11. The way programmers are paid by employers these days makes it almost impossible to pay the great programmers a large multiple of what the entry-level salary is. When the starting salary for a just-graduated entry-level programmer, we'll call him Asok (From Dilbert), is $40K, even if the top programmer, we'll call him Linus, makes $120K that is only a multiple of 3. I'd be willing to be that Linus does much more than 3 times what Asok does, so why wouldn't we expect him to get paid more as well? Here is a quote from Stroustrup: "The companies are complaining because they are hurting. They can't produce quality products as cheaply, as reliably, and as quickly as they would like. They correctly see a shortage of good developers as a part of the problem. What they generally don't see is that inserting a good developer into a culture designed to constrain semi-skilled programmers from doing harm is pointless because the rules/culture will constrain the new developer from doing anything significantly new and better." This leads to two questions. I'm excluding self-employed programmers and contractors. If you disagree that's fine but please include your rationale. It might be that the self-employed or contract programmers are where you find the top-10 earners, but please provide a explanation/story/rationale along with any anecdotes. [EDIT] I thought up some other areas in which talent/ability affects pay. Financial traders (commodities, stock, derivatives, etc.) designers (fashion, interior decorators, architects, etc.) professionals (doctor, lawyer, accountant, etc.) sales Questions: Why aren't the top 1% of programmers paid like A-list movie stars? What would the industry be like if we did pay the "Smart and gets things done" programmers 6, 8, or 10 times what an intern makes? [Footnote: I posted this question after submitting it to the Stackoverflow podcast. It was included in episode 77 and I've written more about it as a Codewright's Tale post 'Of Rockstars and Bricklayers'] Epilogue: It's probably unfair to exclude contractors and the self-employed. One aspect of the highest earners in other fields is that they are free-agents. The competition for their skills is what drives up their earning power. This means they can not be interchangeable or otherwise treated as a plug-and-play resource. I liked the example in one answer of a major league baseball team trying to field two first-basemen. Also, something that Joel mentioned in the Stackoverflow podcast (#77). There are natural dynamics to shrink any extreme performance/pay ranges between the highs and lows. One is the peer pressure of organizations to pay within a given range, another is the likelyhood that the high performer will realize their undercompensation and seek greener pastures.

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• Does anyone have database, programming language/framework suggestions for a GUI point of sale system

  - by Jason Down

  Our company has a point of sale system with many extras, such as ordering and receiving functionality, sales and order history etc. Our main issue is that the system was not designed properly from the ground up, so it takes too long to make fixes and handle requests from our customers. Also, the current technology we are using (Progress database, Progress 4GL for the language) incurs quite a bit of licensing expenses on our customers due to mutli-user license fees for database connections etc. After a lot of discussion it is looking like we will probably start over from scratch (while maintaining the current product at least for the time being). We are looking for a couple of things: Create the system with a nice GUI front end (it is currently CHUI and the application was not built in a way that allows us to redesign the front end... no layering or separation of business logic and gui...shudder). Create the system with the ability to modularize different functionality so the product doesn't have to include all features. This would keep the cost down for our current customers that want basic functionality and a lower price tag. The bells and whistles would be available for those that would want them. Use proper design patterns to make the product easy to add or change any part at any time (i.e. change the database or change the front end without needing to rewrite the application or most of it). This is a problem today because the Progress 4GL code is directly compiled against the database. Small changes in the database requires lots of code recompiling. Our new system will be Linux based, with a possibility of a client application providing functionality from one or more windows boxes. So what I'm looking for is any suggestions on which database and/or framework or programming language(s) someone might recommend for this sort of product. Anyone that has experience in this field might be able to point us in the right direction or even have some ideas of what to avoid. We have considered .NET and SQL Express (we don't need an enterprise level DB), but that would limit us to windows (as far as I know anyway). I have heard of Mono for writing .NET code in a Linux environment, but I don't know much about it yet. We've also considered a Java and MySql based implementation. To summarize we are looking to do the following: Keep licensing costs down on the technology we will use to develop the product (Oracle, yikes! MySQL, nice.) Deliver a solution that is easily maintainable and supportable. A solution that has a component capable of running on "old" hardware through a CHUI front end. (some of our customers have 40+ terminals which would be a ton of cash in order to convert over to a PC). Suggestions would be appreciated. Thanks [UPDATE] I should note that we are currently performing a total cost analysis. This question is intended to give us a couple of "educated" options to look into to include in or analysis. Anyone who could share experiences/suggestions about client/server setups would be appreciated (not just those who have experience with point of sale systems... that would just be a bonus).

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• Is SQL Server DRI (ON DELETE CASCADE) slow?

  - by Aaronaught

  I've been analyzing a recurring "bug report" (perf issue) in one of our systems related to a particularly slow delete operation. Long story short: It seems that the CASCADE DELETE keys were largely responsible, and I'd like to know (a) if this makes sense, and (b) why it's the case. We have a schema of, let's say, widgets, those being at the root of a large graph of related tables and related-to-related tables and so on. To be perfectly clear, deleting from this table is actively discouraged; it is the "nuclear option" and users are under no illusions to the contrary. Nevertheless, it sometimes just has to be done. The schema looks something like this: Widgets | +--- Anvils (1:1) | | | +--- AnvilTestData (1:N) | +--- WidgetHistory (1:N) | +--- WidgetHistoryDetails (1:N) Nothing too scary, really. A Widget can be different types, an Anvil is a special type, so that relationship is 1:1 (or more accurately 1:0..1). Then there's a large amount of data - perhaps thousands of rows of AnvilTestData per Anvil collected over time, dealing with hardness, corrosion, exact weight, hammer compatibility, usability issues, and impact tests with cartoon heads. Then every Widget has a long, boring history of various types of transactions - production, inventory moves, sales, defect investigations, RMAs, repairs, customer complaints, etc. There might be 10-20k details for a single widget, or none at all, depending on its age. So, unsurprisingly, there's a CASCADE DELETE relationship at every level here. If a Widget needs to be deleted, it means something's gone terribly wrong and we need to erase any records of that widget ever existing, including its history, test data, etc. Again, nuclear option. Relations are all indexed, statistics are up to date. Normal queries are fast. The system tends to hum along pretty smoothly for everything except deletes. Getting to the point here, finally, for various reasons we only allow deleting one widget at a time, so a delete statement would look like this: DELETE FROM Widgets WHERE WidgetID = @WidgetID Pretty simple, innocuous looking delete... that takes over 2 minutes to run, for a widget with no data! After slogging through execution plans I was finally able to pick out the AnvilTestData and WidgetHistoryDetails deletes as the sub-operations with the highest cost. So I experimented with turning off the CASCADE (but keeping the actual FK, just setting it to NO ACTION) and rewriting the script as something very much like the following: DECLARE @AnvilID int SELECT @AnvilID = AnvilID FROM Anvils WHERE WidgetID = @WidgetID DELETE FROM AnvilTestData WHERE AnvilID = @AnvilID DELETE FROM WidgetHistory WHERE HistoryID IN ( SELECT HistoryID FROM WidgetHistory WHERE WidgetID = @WidgetID) DELETE FROM Widgets WHERE WidgetID = @WidgetID Both of these "optimizations" resulted in significant speedups, each one shaving nearly a full minute off the execution time, so that the original 2-minute deletion now takes about 5-10 seconds - at least for new widgets, without much history or test data. Just to be absolutely clear, there is still a CASCADE from WidgetHistory to WidgetHistoryDetails, where the fanout is highest, I only removed the one originating from Widgets. Further "flattening" of the cascade relationships resulted in progressively less dramatic but still noticeable speedups, to the point where deleting a new widget was almost instantaneous once all of the cascade deletes to larger tables were removed and replaced with explicit deletes. I'm using DBCC DROPCLEANBUFFERS and DBCC FREEPROCCACHE before each test. I've disabled all triggers that might be causing further slowdowns (although those would show up in the execution plan anyway). And I'm testing against older widgets, too, and noticing a significant speedup there as well; deletes that used to take 5 minutes now take 20-40 seconds. Now I'm an ardent supporter of the "SELECT ain't broken" philosophy, but there just doesn't seem to be any logical explanation for this behaviour other than crushing, mind-boggling inefficiency of the CASCADE DELETE relationships. So, my questions are: Is this a known issue with DRI in SQL Server? (I couldn't seem to find any references to this sort of thing on Google or here in SO; I suspect the answer is no.) If not, is there another explanation for the behaviour I'm seeing? If it is a known issue, why is it an issue, and are there better workarounds I could be using?

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• using xml type attribute for derived complex types

  - by David Michel

  Hi All, I'm trying to get derived complex types from a base type in an xsd schema. it works well when I do this (inspired by this): xml file: <person xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:type="Employee"> <name>John</name> <height>59</height> <jobDescription>manager</jobDescription> </person> xsd file: <xs:element name="person" type="Person"/> <xs:complexType name="Person" abstract="true"> <xs:sequence> <xs:element name= "name" type="xs:string"/> <xs:element name= "height" type="xs:double" /> </xs:sequence> </xs:complexType> <xs:complexType name="Employee"> <xs:complexContent> <xs:extension base="Person"> <xs:sequence> <xs:element name="jobDescription" type="xs:string" /> </xs:sequence> </xs:extension> </xs:complexContent> </xs:complexType> However, if I want to have the person element inside, for example, a sequence of another complex type, it doesn't work anymore: xml: <staffRecord> <company>mycompany</company> <dpt>sales</dpt> <person xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:type="Employee"> <name>John</name> <height>59</height> <jobDescription>manager</jobDescription> </person> </staffRecord> xsd file: <xs:element name="staffRecord"> <xs:complexType> <xs:sequence> <xs:element name="company" type="xs:string"/> <xs:element name="dpt" type="xs:string"/> <xs:element name="person" type="Person"/> <xs:complexType name="Person" abstract="true"> <xs:sequence> <xs:element name= "name" type="xs:string"/> <xs:element name= "height" type="xs:double" /> </xs:sequence> </xs:complexType> <xs:complexType name="Employee"> <xs:complexContent> <xs:extension base="Person"> <xs:sequence> <xs:element name="jobDescription" type="xs:string" /> </xs:sequence> </xs:extension> </xs:complexContent> </xs:complexType> </xs:sequence> </xs:complexType> </xs:element> When validating the xml with that schema with xmllint (under linux), I get this error message then: config.xsd:12: element complexType: Schemas parser error : Element '{http://www.w3.org/2001/XMLSchema}sequence': The content is not valid. Expected is (annotation?, (element | group | choice | sequence | any)*). WXS schema config.xsd failed to compile Any idea what is wrong ? David

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• print individual tables ??

  - by LiveEn

  I am getting values from a database and displaying in a table. Im trying to print the results as individual . Im using the below javascript <script type="text/javascript"> function print_parent(element) { element.parentNode.className = 'print'; window.print(); element.parentNode.className = ''; return false; } </script> The problem that i have is when i try to print all the results it works great.can some one please tell me how can i print each individual table in each result please? below is my php code $sql="select * from cisdb where pids LIKE '%$pids%'"; $result=mysql_query($sql) or die(mysql_error()); if (mysql_num_rows($result)==0) { echo '<b><center>There was no records !</center></b>'."<br>"; } while ($row=mysql_fetch_array($result)) { $cat=str_replace('+', ' ', $row['category']); print "<center>"; print "<table width='472' border='1' align='center' class='noprint'>"; print "<tr>"; print "<td width='150'><div align='center'><a href='#' onclick='return print_parent(this)'>Print</a> </div></td>"; print "<td width='150'><div align='center'><a href='process.php?mode=ed&id={$row['id']}'>Edit</div></td>"; print "<td width='150'><div align='center'><a href='process.php?mode=del&id={$row['id']}' onclick='return confirm('Are you sure you want to delete?')'>Delete</a></div></td>"; print "</tr>"; print "</table><br>"; print "<div id='divToPrint'>"; print"<table width=700 style=height:900 border=1 cellpadding=1 cellspacing=1 bordercolor=#D6D6D6 class=sss title={$row['title']}> <tr> <td height=25 colspan=2 align=left valign=top><strong>Customer:{$row['name']}</strong></td> <td width=183 align=left valign=top><strong>Sales ID:{$row['said']} </strong></td> <td width=100 align=left valign=top><strong>Phone Cord. ID:{$row['pcid']}</strong></td> <td align=left valign=top><strong>Type:{$row['classtype']}</strong></td> </tr> <tr> <td height=25 colspan=2 valign=top><strong>Contact Name: </strong></td> <td colspan=2 valign=top><strong>Email:</strong></td> <td width=154 valign=top><strong>Phone:</strong></td> </tr <tr> <td height=15 colspan=5 valign=top><strong>Remarks:</strong></td> </tr> <tr> <td height=15 colspan=2 valign=top><strong>Date Added: </strong></td> <td valign=top><strong>Date Edited : </strong></td> <td colspan=2 valign=top><strong>Printed : </strong></td> </tr> </table></div><br>"; print "</center>"; }

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• Trying to sentinel loop this program.

  - by roger34

  Okay, I spent all this time making this for class but I have one thing that I can't quite get: I need this to sentinel loop continuously (exiting upon entering x) so that the System.out.println("What type of Employee? Enter 'o' for Office " + "Clerical, 'f' for Factory, or 's' for Saleperson. Enter 'x' to exit." ); line comes back up after they enter the first round of information. Also, I can't leave this up long on the (very) off chance a classmate might see this and steal the code. Full code following: import java.util.Scanner; public class Project1 { public static void main (String args[]){ Scanner inp = new Scanner( System.in ); double totalPay; System.out.println("What type of Employee? Enter 'o' for Office " + "Clerical, 'f' for Factory, or 's' for Saleperson. Enter 'x' to exit." ); String response= inp.nextLine(); while (!response.toLowerCase().equals("o")&&!response.toLowerCase().equals("f") &&!response.toLowerCase().equals("s")&&!response.toLowerCase().equals("x")){ System.out.print("\nInvalid selection,please enter your choice again:\n"); response=inp.nextLine(); } char choice = response.toLowerCase().charAt( 0 ); switch (choice){ case 'o': System.out.println("Enter your hourly rate:"); double officeRate=inp.nextDouble(); System.out.println("Enter the number of hours worked:"); double officeHours=inp.nextDouble(); totalPay = officeCalc(officeRate,officeHours); taxCalc(totalPay); break; case 'f': System.out.println("How many Widgets did you produce during the week?"); double widgets=inp.nextDouble(); totalPay=factoryCalc(widgets); taxCalc(totalPay); break; case 's': System.out.println("What were your total sales for the week?"); double totalSales=inp.nextDouble(); totalPay=salesCalc(totalSales); taxCalc(totalPay); break; } } public static double taxCalc(double totalPay){ double federal=totalPay*.22; double state =totalPay*.055; double netPay = totalPay - federal - state; federal =federal*Math.pow(10,2); federal =Math.round(federal); federal= federal/Math.pow(10,2); state =state*Math.pow(10,2); state =Math.round(state); state= state/Math.pow(10,2); totalPay =totalPay*Math.pow(10,2); totalPay =Math.round(totalPay); totalPay= totalPay/Math.pow(10,2); netPay =netPay*Math.pow(10,2); netPay =Math.round(netPay); netPay= netPay/Math.pow(10,2); System.out.printf("\nTotal Pay \t: %1$.2f.\n", totalPay); System.out.printf("State W/H \t: %1$.2f.\n", state); System.out.printf("Federal W/H : %1$.2f.\n", federal); System.out.printf("Net Pay \t: %1$.2f.\n", netPay); return totalPay; } public static double officeCalc(double officeRate,double officeHours){ double overtime=0; if (officeHours>=40) overtime = officeHours-40; else overtime = 0; if (officeHours >= 40) officeHours = 40; double otRate = officeRate * 1.5; double totalPay= (officeRate * officeHours) + (otRate*overtime); return totalPay; } public static double factoryCalc(double widgets){ double totalPay=widgets*.35 +300; return totalPay; } public static double salesCalc(double totalSales){ double totalPay = totalSales * .05 + 500; return totalPay; } }

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• jQuery hide/show with select tag

  - by Ozzy

  I'm relative new to jQuery and I've been asked to create a hide/show function with a select tag. The function pretty much would be when you click on one of the options in the select tag it will open a div associate with the div of course. To be honest I have no idea how approach this function. I need help urgently, I have already tried many online but none have seem to work. Find below the html code. Thanks. <div class="adwizard"> <select id="selectdrop" name="selectdrop" class="adwizard-bullet"> <option value="adwizard">AdWizard</option> <option value="collateral">Collateral Ordering Tool</option> <option value="ebrochure">eBrochures</option> <option value="brand">Brand Center</option> <option value="funtees">FunTees</option> </select> </div> <div class="panels"> <div id="adwizard" class="sub-box showhide"> <img src="../images/bookccl/img-adwizard.gif" width="95" height="24" alt="AdWizard" /> <p>Let Carnival help you grow your business with our great tools! Lor ipsum dolor sit amet. <a href="https://www.carnivaladwizard.com/home.asp">Learn More</a></p> </div> <div id="collateral" class="sub-box showhide"> <p>The Collateral Ordering Tool makes it easy for you to order destination brochures and the sales DVD for that upcoming event. <a href="http://carnival.litorders.com/workplace.asp">Learn More</a></p> </div> <div id="ebrochure" class="sub-box showhide"> <img src="../images/bookccl/img-ebrochure.gif" width="164" height="39" alt="Brochures" /> <p>Show your clients that you're listening to their specific vacation needs by delivering relevant planning info quickly. <a href="http://productiontrade.carnivalbrochures.com/start.aspx">Learn More</a></p> </div> <div id="brand" class="sub-box showhide"> <p>Carnival Brand Center is where you'll find information on our strategy, guidlines, templates and artwork. <a href="https://carnival.monigle2.net/user_info.asp?login_type=agent">Learn More</a></p> </div> <div id="funtees" class="sub-box showhide"> <img src="../images/bookccl/img-funtees.gif" width="164" height="39" alt="Funtees" /> <p>Create your very own Fun Design shirts to commemorate that special occasion aboard a Carnival "Fun Ship!" <a href="http://carnival.victorydyo.com/">Learn More</a></p> </div> </div><!-- ends .panel --> <a class="view" href="#">See All Marketing Tools</a> </div>

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