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• drag and drop working funny when using variable draggables and droppables

  - by Lina

  Hi, i have some containers that contain some divs like: <div id="container1"> <div id="task1" onMouseOver="DragDrop("+1+");">&nbsp;</div> <div id="task2" onMouseOver="DragDrop("+2+");">&nbsp;</div> <div id="task3" onMouseOver="DragDrop("+3+");">&nbsp;</div> <div id="task4" onMouseOver="DragDrop("+4+");">&nbsp;</div> </div> <div id="container2"> <div id="task5" onMouseOver="DragDrop("+5+");">&nbsp;</div> <div id="task6" onMouseOver="DragDrop("+6+");">&nbsp;</div> </div> <div id="container3"> <div id="task7" onMouseOver="DragDrop("+7+");">&nbsp;</div> <div id="task8" onMouseOver="DragDrop("+8+");">&nbsp;</div> <div id="task9" onMouseOver="DragDrop("+9+");">&nbsp;</div> <div id="task10" onMouseOver="DragDrop("+10+");">&nbsp;</div> </div> i'm trying to drag tasks and drop them in one of the container divs, then reposition the dropped task so that it doesn't affect the other divs nor fall outside one of them and to do that i'm using the event onMouseOver to call the following function: function DragDrop(id) { $("#task" + id).draggable({ revert: 'invalid' }); for (var i = 0; i < nameList.length; i++) { $("#" + nameList[i]).droppable({ drop: function (ev, ui) { var pos = $("#task" + id).position(); if (pos.left <= 0) { $("#task" + id).css("left", "5px"); } else { var day = parseInt(parseInt(pos.left) / 42); var leftPos = (day * 42) + 5; $("#task" + id).css("left", "" + leftPos + "px"); } } }); } } where: nameList = [container1, container2, container3]; the drag is working fine, but the drop is not really, it's just a mess! any help please?? when i hardcode the id and the container, then it works beautifully, but as soon as i use id in drop then it begins to work funny! any suggestions??? thanks a million in advance Lina

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• Oracle Tutor: Top 10 to Implement Sustainable Policies and Procedures

  - by emily.chorba(at)oracle.com

  Overview Your organization (executives, managers, and employees) understands the value of having written business process documents (process maps, procedures, instructions, reference documents, and form abstracts). Policies and procedures should be documented because they help to reduce the range of individual decisions and encourage management by exception: the manager only needs to give special attention to unusual problems, not covered by a specific policy or procedure. As more and more procedures are written to cover recurring situations, managers will begin to make decisions which will be consistent from one functional area to the next.Companies should take a project management approach when implementing an environment for a sustainable documentation program and do the following:1. Identify an Executive Champion2. Put together a winning team3. Assign ownership4. Centralize publishing5. Establish the Document Maintenance Process Up Front6. Document critical activities only7. Document actual practice8. Minimize documentation9. Support continuous improvement10. Keep it simple 1. Identify an Executive ChampionAppoint a top down driver. Select one key individual to be a mentor for the procedure planning team. The individual should be a senior manager, such as your company president, CIO, CFO, the vice-president of quality, manufacturing, or engineering. Written policies and procedures can be important supportive aids when known to express the thinking for the chief executive officer and / or the president and to have his or her full support. 2. Put Together a Winning TeamChoose a strong Project Management Leader and staff the procedure planning team with management members from cross functional groups. Make sure team members have the responsibility - and the authority - to make things happen.The winning team should consist of the Documentation Project Manager, Document Owners (one for each functional area), a Document Controller, and Document Specialists (as needed). The Tutor Implementation Guide has complete job descriptions for these roles. 3. Assign Ownership It is virtually impossible to keep process documentation simple and meaningful if employees who are far removed from the activity itself create it. It is impossible to keep documentation up-to-date when responsibility for the document is not clearly understood.Key to the Tutor methodology, therefore, is the concept of ownership. Each document has a single owner, who is responsible for ensuring that the document is necessary and that it reflects actual practice. The owner must be a person who is knowledgeable about the activity and who has the authority to build consensus among the persons who participate in the activity as well as the authority to define or change the way an activity is performed. The owner must be an advocate of the performers and negotiate, not dictate practices.In the Tutor environment, a document's owner is the only person with the authority to approve an update to that document. 4. Centralize Publishing Although it is tempting (especially in a networked environment and with document management software solutions) to decentralize the control of all documents -- with each owner updating and distributing his own -- Tutor promotes centralized publishing by assigning the Document Administrator (gate keeper) to manage the updates and distribution of the procedures library. 5. Establish a Document Maintenance Process Up Front (and stick to it) Everyone in your organization should know they are invited to suggest changes to procedures and should understand exactly what steps to take to do so. Tutor provides a set of procedures to help your company set up a healthy document control system. There are many document management products available to automate some of the document change and maintenance steps. Depending on the size of your organization, a simple document management system can reduce the effort it takes to track and distribute document changes and updates. Whether your company decides to store the written policies and procedures on a file server or in a database, the essential tasks for maintaining documents are the same, though some tasks are automated. 6. Document Critical Activities Only The best way to keep your documentation simple is to reduce the number of process documents to a bare minimum and to include in those documents only as much detail as is absolutely necessary. The first step to reducing process documentation is to document only those activities that are deemed critical. Not all activities require documentation. In fact, some critical activities cannot and should not be standardized. Others may be sufficiently documented with an instruction or a checklist and may not require a procedure. A document should only be created when it enhances the performance of the employee performing the activity. If it does not help the employee, then there is no reason to maintain the document. Activities that represent little risk (such as project status), activities that cannot be defined in terms of specific tasks (such as product research), and activities that can be performed in a variety of ways (such as advertising) often do not require documentation. Sometimes, an activity will evolve to the point where documentation is necessary. For example, an activity performed by single employee may be straightforward and uncomplicated -- that is, until the activity is performed by multiple employees. Sometimes, it is the interaction between co-workers that necessitates documentation; sometimes, it is the complexity or the diversity of the activity.7. Document Actual Practices The only reason to maintain process documentation is to enhance the performance of the employee performing the activity. And documentation can only enhance performance if it reflects reality -- that is, current best practice. Documentation that reflects an unattainable ideal or outdated practices will end up on the shelf, unused and forgotten.Documenting actual practice means (1) auditing the activity to understand how the work is really performed, (2) identifying best practices with employees who are involved in the activity, (3) building consensus so that everyone agrees on a common method, and (4) recording that consensus.8. Minimize Documentation One way to keep it simple is to document at the highest level possible. That is, include in your documents only as much detail as is absolutely necessary.When writing a document, you should ask yourself, What is the purpose of this document? That is, what problem will it solve?By focusing on this question, you can target the critical information.• What questions are the end users likely to have?• What level of detail is required?• Is any of this information extraneous to the document's purpose? Short, concise documents are user friendly and they are easier to keep up to date. 9. Support Continuous Improvement Employees who perform an activity are often in the best position to identify improvements to the process. In other words, continuous improvement is a natural byproduct of the work itself -- but only if the improvements are communicated to all employees who are involved in the process, and only if there is consensus among those employees.Traditionally, process documentation has been used to dictate performance, to limit employees' actions. In the Tutor environment, process documents are used to communicate improvements identified by employees. How does this work? The Tutor methodology requires a process document to reflect actual practice, so the owner of a document must routinely audit its content -- does the document match what the employees are doing? If it doesn't, the owner has the responsibility to evaluate the process, to build consensus among the employees, to identify "best practices," and to communicate these improvements via a document update. Continuous improvement can also be an outgrowth of corrective action -- but only if the solutions to problems are communicated effectively. The goal should be to solve a problem once and only once, which means not only identifying the solution, but ensuring that the solution becomes part of the process. The Tutor system provides the method through which improvements and solutions are documented and communicated to all affected employees in a cost-effective, timely manner; it ensures that improvements are not lost or confined to a single employee. 10. Keep it Simple Process documents don't have to be complex and unfriendly. In fact, the simpler the format and organization, the more likely the documents will be used. And the simpler the method of maintenance, the more likely the documents will be kept up-to-date. Keep it simply by:• Minimizing skills and training required• Following the established Tutor document format and layout• Avoiding technology just for technology's sake No other rule has as major an impact on the success of your internal documentation as -- keep it simple. Learn More For more information about Tutor, visit Oracle.Com or the Tutor Blog. Post your questions at the Tutor Forum.   Emily Chorba Principle Product Manager Oracle Tutor & BPM 

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• Simple reminder for Android

  - by anta40

  I'm trying to make a simple timer. package com.anta40.reminder; import java.util.Timer; import java.util.TimerTask; import android.app.Activity; import android.os.Bundle; import android.widget.RadioGroup; import android.widget.TabHost; import android.widget.TextView; import android.widget.RadioGroup.OnCheckedChangeListener; import android.widget.TabHost.TabSpec; public class Reminder extends Activity{ public final int TIMER_DELAY = 1000; public final int TIMER_ONE_MINUTE = 60000; public final int TIMER_ONE_SECOND = 1000; Timer timer; TimerTask task; TextView tv; @Override public void onCreate(Bundle icicle) { super.onCreate(icicle); setContentView(R.layout.main); timer = new Timer(); task = new TimerTask() { @Override public void run() { tv = (TextView) findViewById(R.id.textview1); tv.setText("BOOM!!!!"); tv.setVisibility(TextView.VISIBLE); try { this.wait(TIMER_DELAY); } catch (InterruptedException e){ } tv.setVisibility(TextView.INVISIBLE); } }; TabHost tabs=(TabHost)findViewById(R.id.tabhost); tabs.setup(); TabSpec spec = tabs.newTabSpec("tag1"); spec.setContent(R.id.tab1); spec.setIndicator("Clock"); tabs.addTab(spec); spec=tabs.newTabSpec("tag2"); spec.setContent(R.id.tab2); spec.setIndicator("Settings"); tabs.addTab(spec); tabs.setCurrentTab(0); RadioGroup rgroup = (RadioGroup) findViewById(R.id.rgroup); rgroup.setOnCheckedChangeListener(new OnCheckedChangeListener() { @Override public void onCheckedChanged(RadioGroup group, int checkedId) { if (checkedId == R.id.om){ timer.schedule(task, TIMER_DELAY, 3*TIMER_ONE_SECOND); } else if (checkedId == R.id.twm){ timer.schedule(task, TIMER_DELAY, 6*TIMER_ONE_SECOND); } else if (checkedId == R.id.thm){ timer.schedule(task, TIMER_DELAY, 9*TIMER_ONE_SECOND); } } }); } } Each time I click a radio button, the timer should start, right? But why it doesn't start?

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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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• Unlocking Productivity

  - by Michael Snow

  Unlocking Productivity in Life Sciences with Consolidated Content Management by Joe Golemba, Vice President, Product Management, Oracle WebCenter As life sciences organizations look to become more operationally efficient, the ability to effectively leverage information is a competitive advantage. Whether data mining at the drug discovery phase or prepping the sales team before a product launch, content management can play a key role in developing, organizing, and disseminating vital information. The goal of content management is relatively straightforward: put the information that people need where they can find it. A number of issues can complicate this; information sits in many different systems, each of those systems has its own security, and the information in those systems exists in many different formats. Identifying and extracting pertinent information from mountains of farflung data is no simple job, but the alternative—wasted effort or even regulatory compliance issues—is worse. An integrated information architecture can enable health sciences organizations to make better decisions, accelerate clinical operations, and be more competitive. Unstructured data matters Often when we think of drug development data, we think of structured data that fits neatly into one or more research databases. But structured data is often directly supported by unstructured data such as experimental protocols, reaction conditions, lot numbers, run times, analyses, and research notes. As life sciences companies seek integrated views of data, they are typically finding diverse islands of data that seemingly have no relationship to other data in the organization. Information like sales reports or call center reports can be locked into siloed systems, and unavailable to the discovery process. Additionally, in the increasingly networked clinical environment, Web pages, instant messages, videos, scientific imaging, sales and marketing data, collaborative workspaces, and predictive modeling data are likely to be present within an organization, and each source potentially possesses information that can help to better inform specific efforts. Historically, content management solutions that had 21CFR Part 11 capabilities—electronic records and signatures—were focused mainly on content-enabling manufacturing-related processes. Today, life sciences companies have many standalone repositories, requiring different skills, service level agreements, and vendor support costs to manage them. With the amount of content doubling every three to six months, companies have recognized the need to manage unstructured content from the beginning, in order to increase employee productivity and operational efficiency. Using scalable and secure enterprise content management (ECM) solutions, organizations can better manage their unstructured content. These solutions can also be integrated with enterprise resource planning (ERP) systems or research systems, making content available immediately, in the context of the application and within the flow of the employee’s typical business activity. Administrative safeguards—such as content de-duplication—can also be applied within ECM systems, so documents are never recreated, eliminating redundant efforts, ensuring one source of truth, and maintaining content standards in the organization. Putting it in context Consolidating structured and unstructured information in a single system can greatly simplify access to relevant information when it is needed through contextual search. Using contextual filters, results can include therapeutic area, position in the value chain, semantic commonalities, technology-specific factors, specific researchers involved, or potential business impact. The use of taxonomies is essential to organizing information and enabling contextual searches. Taxonomy solutions are composed of a hierarchical tree that defines the relationship between different life science terms. When overlaid with additional indexing related to research and/or business processes, it becomes possible to effectively narrow down the amount of data that is returned during searches, as well as prioritize results based on specific criteria and/or prior search history. Thus, search results are more accurate and relevant to an employee’s day-to-day work. For example, a search for the word "tissue" by a lab researcher would return significantly different results than a search for the same word performed by someone in procurement. Of course, diverse data repositories, combined with the immense amounts of data present in an organization, necessitate that the data elements be regularly indexed and cached beforehand to enable reasonable search response times. In its simplest form, indexing of a single, consolidated data warehouse can be expected to be a relatively straightforward effort. However, organizations require the ability to index multiple data repositories, enabling a single search to reference multiple data sources and provide an integrated results listing. Security and compliance Beyond yielding efficiencies and supporting new insight, an enterprise search environment can support important security considerations as well as compliance initiatives. For example, the systems enable organizations to retain the relevance and the security of the indexed systems, so users can only see the results to which they are granted access. This is especially important as life sciences companies are working in an increasingly networked environment and need to provide secure, role-based access to information across multiple partners. Although not officially required by the 21 CFR Part 11 regulation, the U.S. Food and Drug Administraiton has begun to extend the type of content considered when performing relevant audits and discoveries. Having an ECM infrastructure that provides centralized management of all content enterprise-wide—with the ability to consistently apply records and retention policies along with the appropriate controls, validations, audit trails, and electronic signatures—is becoming increasingly critical for life sciences companies. Making the move Creating an enterprise-wide ECM environment requires moving large amounts of content into a single enterprise repository, a daunting and risk-laden initiative. The first key is to focus on data taxonomy, allowing content to be mapped across systems. The second is to take advantage new tools which can dramatically speed and reduce the cost of the data migration process through automation. Additional content need not be frozen while it is migrated, enabling productivity throughout the process. The ability to effectively leverage information into success has been gaining importance in the life sciences industry for years. The rapid adoption of enterprise content management, both in operational processes as well as in scientific management, are clear indicators that the companies are looking to use all available data to be better informed, improve decision making, minimize risk, and increase time to market, to maintain profitability and be more competitive. As more and more varieties and sources of information are brought under the strategic management umbrella, the ability to divine knowledge from the vast pool of information is increasingly difficult. Simple search engines and basic content management are increasingly unable to effectively extract the right information from the mountains of data available. By bringing these tools into context and integrating them with business processes and applications, we can effectively focus on the right decisions that make our organizations more profitable. More Information Oracle will be exhibiting at DIA 2012 in Philadelphia on June 25-27. Stop by our booth 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:"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;} (#2825) to learn more about the advantages of a centralized ECM strategy and see the Oracle WebCenter Content solution, our 21 CFR Part 11 compliant content management platform.

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• Partner Blog Series: PwC Perspectives Part 2 - Jumpstarting your IAM program with R2

  - by Tanu Sood

  Identity and access management (IAM) isn’t a new concept. Over the past decade, companies have begun to address identity management through a variety of solutions that have primarily focused on provisioning. . The new age workforce is converging at a rapid pace with ever increasing demand to use diverse portfolio of applications and systems to interact and interface with their peers in the industry and customers alike. Oracle has taken a significant leap with their release of Identity and Access Management 11gR2 towards enabling this global workforce to conduct their business in a secure, efficient and effective manner. As companies deal with IAM business drivers, it becomes immediately apparent that holistic, rather than piecemeal, approaches better address their needs. When planning an enterprise-wide IAM solution, the first step is to create a common framework that serves as the foundation on which to build the cost, compliance and business process efficiencies. As a leading industry practice, IAM should be established on a foundation of accurate data for identity management, making this data available in a uniform manner to downstream applications and processes. Mature organizations are looking beyond IAM’s basic benefits to harness more advanced capabilities in user lifecycle management. For any organization looking to embark on an IAM initiative, consider the following use cases in managing and administering user access. Expanding the Enterprise Provisioning Footprint Almost all organizations have some helpdesk resources tied up in handling access requests from users, a distraction from their core job of handling problem tickets. This dependency has mushroomed from the traditional acceptance of provisioning solutions integrating and addressing only a portion of applications in the heterogeneous landscape Oracle Identity Manager (OIM) 11gR2 solves this problem by offering integration with third party ticketing systems as “disconnected applications”. It allows for the existing business processes to be seamlessly integrated into the system and tracked throughout its lifecycle. With minimal effort and analysis, an organization can begin integrating OIM with groups or applications that are involved with manually intensive access provisioning and de-provisioning activities. This aspect of OIM allows organizations to on-board applications and associated business processes quickly using out of box templates and frameworks. This is especially important for organizations looking to fold in users and resources from mergers and acquisitions. Simplifying Access Requests Organizations looking to implement access request solutions often find it challenging to get their users to accept and adopt the new processes.. So, how do we improve the user experience, make it intuitive and personalized and yet simplify the user access process? With R2, OIM helps organizations alleviate the challenge by placing the most used functionality front and centre in the new user request interface. Roles, application accounts, and entitlements can all be found in the same interface as catalog items, giving business users a single location to go to whenever they need to initiate, approve or track a request. Furthermore, if a particular item is not relevant to a user’s job function or area inside the organization, it can be hidden so as to not overwhelm or confuse the user with superfluous options. The ability to customize the user interface to suit your needs helps in exercising the business rules effectively and avoiding access proliferation within the organization. Saving Time with Templates A typical use case that is most beneficial to business users is flexibility to place, edit, and withdraw requests based on changing circumstances and business needs. With OIM R2, multiple catalog items can now be added and removed from the shopping cart, an ecommerce paradigm that many users are already familiar with. This feature can be especially useful when setting up a large number of new employees or granting existing department or group access to a newly integrated application. Additionally, users can create their own shopping cart templates in order to complete subsequent requests more quickly. This feature saves the user from having to search for and select items all over again if a request is similar to a previous one. Advanced Delegated Administration A key feature of any provisioning solution should be to empower each business unit in managing their own access requests. By bringing administration closer to the user, you improve user productivity, enable efficiency and alleviate the administration overhead. To do so requires a federated services model so that the business units capable of shouldering the onus of user life cycle management of their business users can be enabled to do so. OIM 11gR2 offers advanced administrative options for creating, managing and controlling business logic and workflows through easy to use administrative interface and tools that can be exposed to delegated business administrators. For example, these business administrators can establish or modify how certain requests and operations should be handled within their business unit based on a number of attributes ranging from the type of request or the risk level of the individual items requested. Closed-Loop Remediation Security continues to be a major concern for most organizations. Identity management solutions bolster security by ensuring only the right users have the right access to the right resources. To prevent unauthorized access and where it already exists, the ability to detect and remediate it, are key requirements of an enterprise-grade proven solution. But the challenge with most solutions today is that some of this information still exists in silos. And when changes are made to systems directly, not all information is captured. With R2, oracle is offering a comprehensive Identity Governance solution that our customer organizations are leveraging for closed loop remediation that allows for an automated way for administrators to revoke unauthorized access. The change is automatically captured and the action noted for continued management. Conclusion While implementing provisioning solutions, it is important to keep the near term and the long term goals in mind. The provisioning solution should always be a part of a larger security and identity management program but with the ability to seamlessly integrate not only with the company’s infrastructure but also have the ability to leverage the information, business models compiled and used by the other identity management solutions. This allows organizations to reduce the cost of ownership, close security gaps and leverage the existing infrastructure. And having done so a multiple clients’ sites, this is the approach we recommend. In our next post, we will take a journey through our experiences of advising clients looking to upgrade to R2 from a previous version or migrating from a different solution. Meet the Writers:   Praveen Krishna is a Manager in the Advisory Security practice within PwC.  Over the last decade Praveen has helped clients plan, architect and implement Oracle identity solutions across diverse industries.  His experience includes delivering security across diverse topics like network, infrastructure, application and data where he brings a holistic point of view to problem solving. Dharma Padala is a Director in the Advisory Security practice within PwC.  He has been implementing medium to large scale Identity Management solutions across multiple industries including utility, health care, entertainment, retail and financial sectors.   Dharma has 14 years of experience in delivering IT solutions out of which he has been implementing Identity Management solutions for the past 8 years. Scott MacDonald is a Director in the Advisory Security practice within PwC.  He has consulted for several clients across multiple industries including financial services, health care, automotive and retail.   Scott has 10 years of experience in delivering Identity Management solutions. John Misczak is a member of the Advisory Security practice within PwC.  He has experience implementing multiple Identity and Access Management solutions, specializing in Oracle Identity Manager and Business Process Engineering Language (BPEL). Jenny (Xiao) Zhang is a member of the Advisory Security practice within PwC.  She has consulted across multiple industries including financial services, entertainment and retail. Jenny has three years of experience in delivering IT solutions out of which she has been implementing Identity Management solutions for the past one and a half years.

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• Building an OpenStack Cloud for Solaris Engineering, Part 1

  - by Dave Miner

  One of the signature features of the recently-released Solaris 11.2 is the OpenStack cloud computing platform.  Over on the Solaris OpenStack blog the development team is publishing lots of details about our version of OpenStack Havana as well as some tips on specific features, and I highly recommend reading those to get a feel for how we've leveraged Solaris's features to build a top-notch cloud platform.  In this and some subsequent posts I'm going to look at it from a different perspective, which is that of the enterprise administrator deploying an OpenStack cloud.  But this won't be just a theoretical perspective: I've spent the past several months putting together a deployment of OpenStack for use by the Solaris engineering organization, and now that it's in production we'll share how we built it and what we've learned so far.In the Solaris engineering organization we've long had dedicated lab systems dispersed among our various sites and a home-grown reservation tool for developers to reserve those systems; various teams also have private systems for specific testing purposes.  But as a developer, it can still be difficult to find systems you need, especially since most Solaris changes require testing on both SPARC and x86 systems before they can be integrated.  We've added virtual resources over the years as well in the form of LDOMs and zones (both traditional non-global zones and the new kernel zones).  Fundamentally, though, these were all still deployed in the same model: our overworked lab administrators set up pre-configured resources and we then reserve them.  Sounds like pretty much every traditional IT shop, right?  Which means that there's a lot of opportunity for efficiencies from greater use of virtualization and the self-service style of cloud computing.  As we were well into development of OpenStack on Solaris, I was recruited to figure out how we could deploy it to both provide more (and more efficient) development and test resources for the organization as well as a test environment for Solaris OpenStack.At this point, let's acknowledge one fact: deploying OpenStack is hard.  It's a very complex piece of software that makes use of sophisticated networking features and runs as a ton of service daemons with myriad configuration files.  The web UI, Horizon, doesn't often do a good job of providing detailed errors.  Even the command-line clients are not as transparent as you'd like, though at least you can turn on verbose and debug messaging and often get some clues as to what to look for, though it helps if you're good at reading JSON structure dumps.  I'd already learned all of this in doing a single-system Grizzly-on-Linux deployment for the development team to reference when they were getting started so I at least came to this job with some appreciation for what I was taking on.  The good news is that both we and the community have done a lot to make deployment much easier in the last year; probably the easiest approach is to download the OpenStack Unified Archive from OTN to get your hands on a single-system demonstration environment.  I highly recommend getting started with something like it to get some understanding of OpenStack before you embark on a more complex deployment.  For some situations, it may in fact be all you ever need.  If so, you don't need to read the rest of this series of posts!In the Solaris engineering case, we need a lot more horsepower than a single-system cloud can provide.  We need to support both SPARC and x86 VM's, and we have hundreds of developers so we want to be able to scale to support thousands of VM's, though we're going to build to that scale over time, not immediately.  We also want to be able to test both Solaris 11 updates and a release such as Solaris 12 that's under development so that we can work out any upgrade issues before release.  One thing we don't have is a requirement for extremely high availability, at least at this point.  We surely don't want a lot of down time, but we can tolerate scheduled outages and brief (as in an hour or so) unscheduled ones.  Thus I didn't need to spend effort on trying to get high availability everywhere.The diagram below shows our initial deployment design.  We're using six systems, most of which are x86 because we had more of those immediately available.  All of those systems reside on a management VLAN and are connected with a two-way link aggregation of 1 Gb links (we don't yet have 10 Gb switching infrastructure in place, but we'll get there).  A separate VLAN provides "public" (as in connected to the rest of Oracle's internal network) addresses, while we use VxLANs for the tenant networks. One system is more or less the control node, providing the MySQL database, RabbitMQ, Keystone, and the Nova API and scheduler as well as the Horizon console.  We're curious how this will perform and I anticipate eventually splitting at least the database off to another node to help simplify upgrades, but at our present scale this works.I had a couple of systems with lots of disk space, one of which was already configured as the Automated Installation server for the lab, so it's just providing the Glance image repository for OpenStack.  The other node with lots of disks provides Cinder block storage service; we also have a ZFS Storage Appliance that will help back-end Cinder in the near future, I just haven't had time to get it configured in yet.There's a separate system for Neutron, which is our Elastic Virtual Switch controller and handles the routing and NAT for the guests.  We don't have any need for firewalling in this deployment so we're not doing so.  We presently have only two tenants defined, one for the Solaris organization that's funding this cloud, and a separate tenant for other Oracle organizations that would like to try out OpenStack on Solaris.  Each tenant has one VxLAN defined initially, but we can of course add more.  Right now we have just a single /24 network for the floating IP's, once we get demand up to where we need more then we'll add them.Finally, we have started with just two compute nodes; one is an x86 system, the other is an LDOM on a SPARC T5-2.  We'll be adding more when demand reaches the level where we need them, but as we're still ramping up the user base it's less work to manage fewer nodes until then.My next post will delve into the details of building this OpenStack cloud's infrastructure, including how we're using various Solaris features such as Automated Installation, IPS packaging, SMF, and Puppet to deploy and manage the nodes.  After that we'll get into the specifics of configuring and running OpenStack itself.

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• transforming binary data using ssis and sql server 2008

  - by Rick

  Hello All - I have a task to import/transform and extract zipped binary files that contain both text data as well as embeded binary data. Within the data is data that is relational in nature and needs to be processed into a defined database structure. Currently I have a C# single threaded app that essentially grabs all the files from the directory (currently there is 13K files of varying sizes) and extracts the data on a single thread line by line inserts to the database. As you could imagine this is a very slow process and unacceptable. There are several different parsing routines used depending on the header record in the file. There are potentially upto a million rows per file when all the data is extracted to the row level of detail. Follow on task is to parse those rows into their appropriate tables based on is content. i.e. the textual content has to be parsed further into "buckets" of like data in the database. That about sums up the big picture. Now for the problem task list. How do i iterate through a packet of data using SSIS? In the app the file is decompressed and then is parsed using streams data type and byte arrays and is routed to the required parsing routine based on the header data of each packet. There is bit swapping involved as well. Should i wrap up the app code into a script task(s) and let it do the custom processing? The data is seperated by year and the sql server tables is partitioned by year as well. I need to be able to "catch" bad file data as well and process by hand most likely. Should i simply load the zipped file to sql as a blob and parse the file with T-SQL? Would that be multi threaded if done that way? Not sure how to do the parsing in tsql that is involved here. Which do you think would be faster? Potentially the data that is currently processed via files could come to us via a socket. Can SSIS collect that data in real time? How would i go about setting that up? Processing these new files from the directorys will become a daily task. I can manage the data once i get it to sql server. Getting it there in a timely fashion seems to be the long pole in the tent for me. I would appreciate any comments or suggestions from the group. Rick

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• JPA entity design / cannot delete entity

  - by timaschew

  I though its simple what I want, but I cannot find any solution for my problem. I'm using playframework 1.2.3 and it's using Hibernate as JPA. So I think playframework has nothing to do with the problem. I have some classes (I omit the nonrelevant fields) public class User { ... } public class Task { public DataContainer dataContainer; } public class DataContainer { public Session session; public User user; } public class Session { ... } So I have association from Task to DataContainer and from DataContainer to Sesssion and the DataContainer belongs to a User. The DataContainers can have always the same User, but the Session have to be different for each instance. And the DataContainer of a Task have also to be different in each instance. A DataContainer can have a Sesesion or not (it's optinal). I use only unidirectional assoc. It should be sufficient. In other words: Every Task must has one DataContainer. Every DataContainer must has one/the same User and can have one Session. To create a DB schema I use JPA annotations: @Entity public class User extends Model { ... } @Entity public class Task extends Model { @OneToOne(optional = false, cascade = CascadeType.ALL) public DataContainer dataContainer; } @Entity public class DataContainer extends Model { @OneToOne(optional = true, cascade = CascadeType.ALL) public Session session; @ManyToOne(optional = false, cascade = CascadeType.ALL) public User user; } @Entity public class Session extends Model { ... } BTW: Model is a play class and provides the primary id as long type. When I create some for each entity a object and 'connect them', I mean the associations, it works fine. But when I try to delete a Session, I get a constraint violation exception, because a DataContainer still refers to the Session I want to delete. I want that the Session (field) of the DataContainer will be set to null respectively the foreign key (session_id) should be unset in the database. This will be okay, because its optional. I don't know, I think I have multiple problems. Am I using the right annotation @OneToOne ? I found on the internet some additional annotation and attributes: @JoinColumn and a mappedBy attribute for the inverse relationship. But I don't have it, because its not bidirectional. Or is a bidirectional assoc. essentially? Another try was to use @OnDelete(action = OnDeleteAction.CASCADE) the the contraint changed from NO ACTIONs when update or delete to: ADD CONSTRAINT fk4745c17e6a46a56 FOREIGN KEY (session_id) REFERENCES annotation_session (id) MATCH SIMPLE ON UPDATE NO ACTION ON DELETE CASCADE; But in this case, when I delete a session, the DataContainer and User is deleted. That's wrong for me. EDIT: I'm using postgresql 9, the jdbc stuff is included in play, my only db config is db=postgres://app:app@localhost:5432/app

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• Is it correct or incorrect for a Java JAR to contain its own dependencies?

  - by 4herpsand7derpsago

  I guess this is a two-part question. I am trying to write my own Ant task (MyFirstTask) that can be used in other project's build.xml buildfiles. To do this, I need to compile and package my Ant task inside its own JAR. Because this Ant task that I have written is fairly complicated, it has about 20 dependencies (other JAR files), such as using XStream for OX-mapping, Guice for DI, etc. I am currently writing the package task in the build.xml file inside the MyFirstTask project (the buildfile that will package myfirsttask.jar, which is the reusable Ant task). I am suddenly realizing that I don't fully understand the intention of a Java JAR. Is it that a JAR should not contain dependencies, and leave it to the runtime configuration (the app container, the runtime environment, etc.) to supply it with the dependencies it needs? I would assume if this is the case, an executable JAR is an exception to the rule, yes? Or, is it the intention for Java JARs to also include their dependencies? Either way, I don't want to be forcing my users to be copying-n-pasting 25+ JARs into their Ant libs; that's just cruel. I like the way WAR files are set up, where the classpath for dependencies is defined under the classes/ directory. I guess, ultimately, I'd like my JAR structure to look like: myfirsttask.jar/ com/ --> the root package of my compiled binaries config/ --> config files, XML, XSD, etc. classes/ --> all dependencies, guice-3.0.jar, xstream-1.4.3.jar, etc. META-INF/ MANIFEST.MF I assume that in order to accomplish this (and get the runtime classpath to also look into the classes/ directory), I'll need to modify the MANIFEST.MF somehow (I know there's a manifest attribute called ClassPath, I believe?). I'm just having a tough time putting everything together, and have a looming/lingering question about the very intent of JARs to begin with. Can someone please confirm whether Oracle intends for JARs to contain their dependencies or not? And, either way, what I would have to do in the manifest (or anywhere else) to make sure that, at runtime, the classpath can find the dependencies stored under the classes/ directory? Thanks in advance!

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• calling startActivity() inside of a instance method - causing a NullPointerException

  - by Cole

  Heya - I'm trying to call startActivity() from a class that extends AsyncTask in the onPostExecute(). Here's the flow: Class that extends AsyncTask: protected void onPostExecute() { Login login = new Login(); login.pushCreateNewOrChooseExistingFormActivity(); } Class that extends Activity: public void pushCreateNewOrChooseExistingFormActivity() { // start the CreateNewOrChooseExistingForm Activity Intent intent = new Intent(Intent.ACTION_VIEW); **ERROR_HERE*** intent.setClassName(this, CreateNewOrChooseExistingForm.class.getName()); startActivity(intent); } And I get this error… every time: 03-17 16:04:29.579: ERROR/AndroidRuntime(1503): FATAL EXCEPTION: main 03-17 16:04:29.579: ERROR/AndroidRuntime(1503): java.lang.NullPointerException 03-17 16:04:29.579: ERROR/AndroidRuntime(1503): at android.content.ContextWrapper.getPackageName(ContextWrapper.java:120) 03-17 16:04:29.579: ERROR/AndroidRuntime(1503): at android.content.ComponentName.(ComponentName.java:62) 03-17 16:04:29.579: ERROR/AndroidRuntime(1503): at android.content.Intent.setClassName(Intent.java:4850) 03-17 16:04:29.579: ERROR/AndroidRuntime(1503): at com.att.AppName.Login.pushCreateNewOrChooseExistingFormActivity(Login.java:47) For iOS developers - I'm just trying to push a new view controller on to a navigational controller's stack a la pushViewController:animated:. Which apparently - is hard to do on this platform. Any ideas? Thanks in advance! UPDATE - FIXED: per @Falmarri advice, i managed to resolve this issue. first of all, i'm no longer calling Login login = new Login(); to create a new login object. bad. bad. bad. no cookie. instead, when preparing to call .execute(), this tutorial suggests passing the applicationContext to the class the executes the AsyncTask, for my purposes, as shown below: CallWebServiceTask task = new CallWebServiceTask(); // pass the login object to the task task.applicationContext = login; // execute the task in the background, passing the required params task.execute(login); now, in onPostExecute(), i can get to my Login objects methods like so: ((Login) applicationContext).pushCreateNewOrChooseExistingFormActivity(); ((Login) applicationContext).showLoginFailedAlert(result.get("httpResponseCode").toString()); ... hope this helps someone else out there! especially iOS developers transistioning over to Android...

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• codeIgniter: pass parameter to a select query from previous query

  - by krike

  I'm creating a little management tool for the browser game travian. So I select all the villages from the database and I want to display some content that's unique to each of the villages. But in order to query for those unique details I need to pass the id of the village. How should I do this? this is my code (controller): function members_area() { global $site_title; $this->load->model('membership_model'); if($this->membership_model->get_villages()) { $data['rows'] = $this->membership_model->get_villages(); $id = 1;//this should be dynamic, but how? if($this->membership_model->get_tasks($id)): $data['tasks'] = $this->membership_model->get_tasks($id); endif; } $data['title'] = $site_title." | Your account"; $data['main_content'] = 'account'; $this->load->view('template', $data); } and this is the 2 functions I'm using in the model: function get_villages() { $q = $this->db->get('villages'); if($q->num_rows() > 0) { foreach ($q->result() as $row) { $data[] = $row; } return $data; } } function get_tasks($id) { $this->db->select('name'); $this->db->from('tasks'); $this->db->where('villageid', $id); $q = $this->db->get(); if($q->num_rows() > 0) { foreach ($q->result() as $task) { $data[] = $task; } return $data; } } and of course the view: <?php foreach($rows as $r) : ?> <div class="village"> <h3><?php echo $r->name; ?></h3> <ul> <?php foreach($tasks as $task): ?> <li><?php echo $task->name; ?></li> <?php endforeach; ?> </ul> <?php echo anchor('site/add_village/'.$r->id.'', '+ add new task'); ?> </div> <?php endforeach; ?> ps: please do not remove the comment in the first block of code!

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• Nginx and client certificates from hierarchical OpenSSL-based certification authorities

  - by Fmy Oen

  I'm trying to set up root certification authority, subordinate certification authority and to generate the client certificates signed by any of this CA that nginx 0.7.67 on Debian Squeeze will accept. My problem is that root CA signed client certificate works fine while subordinate CA signed one results in "400 Bad Request. The SSL certificate error". Step 1: nginx virtual host configuration: server { server_name test.local; access_log /var/log/nginx/test.access.log; listen 443 default ssl; keepalive_timeout 70; ssl_protocols SSLv3 TLSv1; ssl_ciphers AES128-SHA:AES256-SHA:RC4-SHA:DES-CBC3-SHA:RC4-MD5; ssl_certificate /etc/nginx/ssl/server.crt; ssl_certificate_key /etc/nginx/ssl/server.key; ssl_client_certificate /etc/nginx/ssl/client.pem; ssl_verify_client on; ssl_session_cache shared:SSL:10m; ssl_session_timeout 5m; location / { proxy_pass http://testsite.local/; } } Step 2: PKI infrastructure organization for both root and subordinate CA (based on this article): # mkdir ~/pki && cd ~/pki # mkdir rootCA subCA # cp -v /etc/ssl/openssl.cnf rootCA/ # cd rootCA/ # mkdir certs private crl newcerts; touch serial; echo 01 > serial; touch index.txt; touch crlnumber; echo 01 > crlnumber # cp -Rvp * ../subCA/ Almost no changes was made to rootCA/openssl.cnf: [ CA_default ] dir = . # Where everything is kept ... certificate = $dir/certs/rootca.crt # The CA certificate ... private_key = $dir/private/rootca.key # The private key and to subCA/openssl.cnf: [ CA_default ] dir = . # Where everything is kept ... certificate = $dir/certs/subca.crt # The CA certificate ... private_key = $dir/private/subca.key # The private key Step 3: Self-signed root CA certificate generation: # openssl genrsa -out ./private/rootca.key -des3 2048 # openssl req -x509 -new -key ./private/rootca.key -out certs/rootca.crt -config openssl.cnf Enter pass phrase for ./private/rootca.key: You are about to be asked to enter information that will be incorporated into your certificate request. What you are about to enter is what is called a Distinguished Name or a DN. There are quite a few fields but you can leave some blank For some fields there will be a default value, If you enter '.', the field will be left blank. ----- Country Name (2 letter code) [AU]: State or Province Name (full name) [Some-State]: Locality Name (eg, city) []: Organization Name (eg, company) [Internet Widgits Pty Ltd]: Organizational Unit Name (eg, section) []: Common Name (eg, YOUR name) []:rootca Email Address []: Step 4: Subordinate CA certificate generation: # cd ../subCA # openssl genrsa -out ./private/subca.key -des3 2048 # openssl req -new -key ./private/subca.key -out subca.csr -config openssl.cnf Enter pass phrase for ./private/subca.key: You are about to be asked to enter information that will be incorporated into your certificate request. What you are about to enter is what is called a Distinguished Name or a DN. There are quite a few fields but you can leave some blank For some fields there will be a default value, If you enter '.', the field will be left blank. ----- Country Name (2 letter code) [AU]: State or Province Name (full name) [Some-State]: Locality Name (eg, city) []: Organization Name (eg, company) [Internet Widgits Pty Ltd]: Organizational Unit Name (eg, section) []: Common Name (eg, YOUR name) []:subca Email Address []: Please enter the following 'extra' attributes to be sent with your certificate request A challenge password []: An optional company name []: Step 5: Subordinate CA certificate signing by root CA certificate: # cd ../rootCA/ # openssl ca -in ../subCA/subca.csr -extensions v3_ca -config openssl.cnf Using configuration from openssl.cnf Enter pass phrase for ./private/rootca.key: Check that the request matches the signature Signature ok Certificate Details: Serial Number: 1 (0x1) Validity Not Before: Feb 4 10:49:43 2013 GMT Not After : Feb 4 10:49:43 2014 GMT Subject: countryName = AU stateOrProvinceName = Some-State organizationName = Internet Widgits Pty Ltd commonName = subca X509v3 extensions: X509v3 Subject Key Identifier: C9:E2:AC:31:53:81:86:3F:CD:F8:3D:47:10:FC:E5:8E:C2:DA:A9:20 X509v3 Authority Key Identifier: keyid:E9:50:E6:BF:57:03:EA:6E:8F:21:23:86:BB:44:3D:9F:8F:4A:8B:F2 DirName:/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca serial:9F:FB:56:66:8D:D3:8F:11 X509v3 Basic Constraints: CA:TRUE Certificate is to be certified until Feb 4 10:49:43 2014 GMT (365 days) Sign the certificate? [y/n]:y 1 out of 1 certificate requests certified, commit? [y/n]y ... # cd ../subCA/ # cp -v ../rootCA/newcerts/01.pem certs/subca.crt Step 6: Server certificate generation and signing by root CA (for nginx virtual host): # cd ../rootCA # openssl genrsa -out ./private/server.key -des3 2048 # openssl req -new -key ./private/server.key -out server.csr -config openssl.cnf Enter pass phrase for ./private/server.key: You are about to be asked to enter information that will be incorporated into your certificate request. What you are about to enter is what is called a Distinguished Name or a DN. There are quite a few fields but you can leave some blank For some fields there will be a default value, If you enter '.', the field will be left blank. ----- Country Name (2 letter code) [AU]: State or Province Name (full name) [Some-State]: Locality Name (eg, city) []: Organization Name (eg, company) [Internet Widgits Pty Ltd]: Organizational Unit Name (eg, section) []: Common Name (eg, YOUR name) []:test.local Email Address []: Please enter the following 'extra' attributes to be sent with your certificate request A challenge password []: An optional company name []: # openssl ca -in server.csr -out certs/server.crt -config openssl.cnf Step 7: Client #1 certificate generation and signing by root CA: # openssl genrsa -out ./private/client1.key -des3 2048 # openssl req -new -key ./private/client1.key -out client1.csr -config openssl.cnf Enter pass phrase for ./private/client1.key: You are about to be asked to enter information that will be incorporated into your certificate request. What you are about to enter is what is called a Distinguished Name or a DN. There are quite a few fields but you can leave some blank For some fields there will be a default value, If you enter '.', the field will be left blank. ----- Country Name (2 letter code) [AU]: State or Province Name (full name) [Some-State]: Locality Name (eg, city) []: Organization Name (eg, company) [Internet Widgits Pty Ltd]: Organizational Unit Name (eg, section) []: Common Name (eg, YOUR name) []:Client #1 Email Address []: Please enter the following 'extra' attributes to be sent with your certificate request A challenge password []: An optional company name []: # openssl ca -in client1.csr -out certs/client1.crt -config openssl.cnf Step 8: Client #1 certificate converting to PKCS12 format: # openssl pkcs12 -export -out certs/client1.p12 -inkey private/client1.key -in certs/client1.crt -certfile certs/rootca.crt Step 9: Client #2 certificate generation and signing by subordinate CA: # cd ../subCA/ # openssl genrsa -out ./private/client2.key -des3 2048 # openssl req -new -key ./private/client2.key -out client2.csr -config openssl.cnf Enter pass phrase for ./private/client2.key: You are about to be asked to enter information that will be incorporated into your certificate request. What you are about to enter is what is called a Distinguished Name or a DN. There are quite a few fields but you can leave some blank For some fields there will be a default value, If you enter '.', the field will be left blank. ----- Country Name (2 letter code) [AU]: State or Province Name (full name) [Some-State]: Locality Name (eg, city) []: Organization Name (eg, company) [Internet Widgits Pty Ltd]: Organizational Unit Name (eg, section) []: Common Name (eg, YOUR name) []:Client #2 Email Address []: Please enter the following 'extra' attributes to be sent with your certificate request A challenge password []: An optional company name []: # openssl ca -in client2.csr -out certs/client2.crt -config openssl.cnf Step 10: Client #2 certificate converting to PKCS12 format: # openssl pkcs12 -export -out certs/client2.p12 -inkey private/client2.key -in certs/client2.crt -certfile certs/subca.crt Step 11: Passing server certificate and private key to nginx (performed with OS superuser privileges): # cd ../rootCA/ # cp -v certs/server.crt /etc/nginx/ssl/ # cp -v private/server.key /etc/nginx/ssl/ Step 12: Passing root and subordinate CA certificates to nginx (performed with OS superuser privileges): # cat certs/rootca.crt > /etc/nginx/ssl/client.pem # cat ../subCA/certs/subca.crt >> /etc/nginx/ssl/client.pem client.pem file look like this: # cat /etc/nginx/ssl/client.pem -----BEGIN CERTIFICATE----- MIID6TCCAtGgAwIBAgIJAJ/7VmaN048RMA0GCSqGSIb3DQEBBQUAMFYxCzAJBgNV BAYTAkFVMRMwEQYDVQQIEwpTb21lLVN0YXRlMSEwHwYDVQQKExhJbnRlcm5ldCBX aWRnaXRzIFB0eSBMdGQxDzANBgNVBAMTBnJvb3RjYTAeFw0xMzAyMDQxMDM1NTda ... -----END CERTIFICATE----- Certificate: Data: Version: 3 (0x2) Serial Number: 1 (0x1) ... -----BEGIN CERTIFICATE----- MIID4DCCAsigAwIBAgIBATANBgkqhkiG9w0BAQUFADBWMQswCQYDVQQGEwJBVTET MBEGA1UECBMKU29tZS1TdGF0ZTEhMB8GA1UEChMYSW50ZXJuZXQgV2lkZ2l0cyBQ dHkgTHRkMQ8wDQYDVQQDEwZyb290Y2EwHhcNMTMwMjA0MTA0OTQzWhcNMTQwMjA0 ... -----END CERTIFICATE----- It looks like everything is working fine: # service nginx reload # Reloading nginx configuration: Enter PEM pass phrase: # nginx. # Step 13: Installing *.p12 certificates in browser (Firefox in my case) gives the problem I've mentioned above. Client #1 = 200 OK, Client #2 = 400 Bad request/The SSL certificate error. Any ideas what should I do? Update 1: Results of SSL connection test attempts: # openssl s_client -connect test.local:443 -CAfile ~/pki/rootCA/certs/rootca.crt -cert ~/pki/rootCA/certs/client1.crt -key ~/pki/rootCA/private/client1.key -showcerts Enter pass phrase for tmp/testcert/client1.key: CONNECTED(00000003) depth=1 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = rootca verify return:1 depth=0 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = test.local verify return:1 --- Certificate chain 0 s:/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=test.local i:/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca -----BEGIN CERTIFICATE----- MIIDpjCCAo6gAwIBAgIBAjANBgkqhkiG9w0BAQUFADBWMQswCQYDVQQGEwJBVTET MBEGA1UECBMKU29tZS1TdGF0ZTEhMB8GA1UEChMYSW50ZXJuZXQgV2lkZ2l0cyBQ dHkgTHRkMQ8wDQYDVQQDEwZyb290Y2EwHhcNMTMwMjA0MTEwNjAzWhcNMTQwMjA0 ... -----END CERTIFICATE----- 1 s:/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca i:/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca -----BEGIN CERTIFICATE----- MIID6TCCAtGgAwIBAgIJAJ/7VmaN048RMA0GCSqGSIb3DQEBBQUAMFYxCzAJBgNV BAYTAkFVMRMwEQYDVQQIEwpTb21lLVN0YXRlMSEwHwYDVQQKExhJbnRlcm5ldCBX aWRnaXRzIFB0eSBMdGQxDzANBgNVBAMTBnJvb3RjYTAeFw0xMzAyMDQxMDM1NTda ... -----END CERTIFICATE----- --- Server certificate subject=/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=test.local issuer=/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca --- Acceptable client certificate CA names /C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca /C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=subca --- SSL handshake has read 3395 bytes and written 2779 bytes --- New, TLSv1/SSLv3, Cipher is AES256-SHA Server public key is 2048 bit Secure Renegotiation IS supported Compression: zlib compression Expansion: zlib compression SSL-Session: Protocol : TLSv1 Cipher : AES256-SHA Session-ID: 15BFC2029691262542FAE95A48078305E76EEE7D586400F8C4F7C516B0F9D967 Session-ID-ctx: Master-Key: 23246CF166E8F3900793F0A2561879E5DB07291F32E99591BA1CF53E6229491FEAE6858BFC9AACAF271D9C3706F139C7 Key-Arg : None PSK identity: None PSK identity hint: None SRP username: None TLS session ticket: 0000 - c2 5e 1d d2 b5 6d 40 23-b2 40 89 e4 35 75 70 07 .^...m@#[email protected]. 0010 - 1b bb 2b e6 e0 b5 ab 10-10 bf 46 6e aa 67 7f 58 ..+.......Fn.g.X 0020 - cf 0e 65 a4 67 5a 15 ba-aa 93 4e dd 3d 6e 73 4c ..e.gZ....N.=nsL 0030 - c5 56 f6 06 24 0f 48 e6-38 36 de f1 b5 31 c5 86 .V..$.H.86...1.. ... 0440 - 4c 53 39 e3 92 84 d2 d0-e5 e2 f5 8a 6a a8 86 b1 LS9.........j... Compression: 1 (zlib compression) Start Time: 1359989684 Timeout : 300 (sec) Verify return code: 0 (ok) --- Everything seems fine with Client #2 and root CA certificate but request returns 400 Bad Request error: # openssl s_client -connect test.local:443 -CAfile ~/pki/rootCA/certs/rootca.crt -cert ~/pki/subCA/certs/client2.crt -key ~/pki/subCA/private/client2.key -showcerts Enter pass phrase for tmp/testcert/client2.key: CONNECTED(00000003) depth=1 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = rootca verify return:1 depth=0 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = test.local verify return:1 ... Compression: 1 (zlib compression) Start Time: 1359989989 Timeout : 300 (sec) Verify return code: 0 (ok) --- GET / HTTP/1.0 HTTP/1.1 400 Bad Request Server: nginx/0.7.67 Date: Mon, 04 Feb 2013 15:00:43 GMT Content-Type: text/html Content-Length: 231 Connection: close <html> <head><title>400 The SSL certificate error</title></head> <body bgcolor="white"> <center><h1>400 Bad Request</h1></center> <center>The SSL certificate error</center> <hr><center>nginx/0.7.67</center> </body> </html> closed Verification fails with Client #2 certificate and subordinate CA certificate: # openssl s_client -connect test.local:443 -CAfile ~/pki/subCA/certs/subca.crt -cert ~/pki/subCA/certs/client2.crt -key ~/pki/subCA/private/client2.key -showcerts Enter pass phrase for tmp/testcert/client2.key: CONNECTED(00000003) depth=1 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = rootca verify error:num=19:self signed certificate in certificate chain verify return:0 ... Compression: 1 (zlib compression) Start Time: 1359990354 Timeout : 300 (sec) Verify return code: 19 (self signed certificate in certificate chain) --- GET / HTTP/1.0 HTTP/1.1 400 Bad Request ... Still getting 400 Bad Request error with concatenated CA certificates and Client #2 (but still everything ok with Client #1): # cat certs/rootca.crt ../subCA/certs/subca.crt > certs/concatenatedca.crt # openssl s_client -connect test.local:443 -CAfile ~/pki/rootCA/certs/concatenatedca.crt -cert ~/pki/subCA/certs/client2.crt -key ~/pki/subCA/private/client2.key -showcerts Enter pass phrase for tmp/testcert/client2.key: CONNECTED(00000003) depth=1 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = rootca verify return:1 depth=0 C = AU, ST = Some-State, O = Internet Widgits Pty Ltd, CN = test.local verify return:1 --- ... Compression: 1 (zlib compression) Start Time: 1359990772 Timeout : 300 (sec) Verify return code: 0 (ok) --- GET / HTTP/1.0 HTTP/1.1 400 Bad Request ... Update 2: I've managed to recompile nginx with enabled debug. Here is the part of successfull conection by Client #1 track: 2013/02/05 14:08:23 [debug] 38701#0: *119 accept: <MY IP ADDRESS> fd:3 2013/02/05 14:08:23 [debug] 38701#0: *119 event timer add: 3: 60000:2856497512 2013/02/05 14:08:23 [debug] 38701#0: *119 kevent set event: 3: ft:-1 fl:0025 2013/02/05 14:08:23 [debug] 38701#0: *119 malloc: 28805200:660 2013/02/05 14:08:23 [debug] 38701#0: *119 malloc: 28834400:1024 2013/02/05 14:08:23 [debug] 38701#0: *119 posix_memalign: 28860000:4096 @16 2013/02/05 14:08:23 [debug] 38701#0: *119 http check ssl handshake 2013/02/05 14:08:23 [debug] 38701#0: *119 https ssl handshake: 0x16 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL server name: "test.local" 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_do_handshake: -1 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_get_error: 2 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL handshake handler: 0 2013/02/05 14:08:23 [debug] 38701#0: *119 verify:1, error:0, depth:1, subject:"/C=AU /ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca",issuer: "/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca" 2013/02/05 14:08:23 [debug] 38701#0: *119 verify:1, error:0, depth:0, subject:"/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=Client #1",issuer: "/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca" 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_do_handshake: 1 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL: TLSv1, cipher: "AES256-SHA SSLv3 Kx=RSA Au=RSA Enc=AES(256) Mac=SHA1" 2013/02/05 14:08:23 [debug] 38701#0: *119 http process request line 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_read: -1 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_get_error: 2 2013/02/05 14:08:23 [debug] 38701#0: *119 http process request line 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_read: 1 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_read: 524 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_read: -1 2013/02/05 14:08:23 [debug] 38701#0: *119 SSL_get_error: 2 2013/02/05 14:08:23 [debug] 38701#0: *119 http request line: "GET / HTTP/1.1" And here is the part of unsuccessfull conection by Client #2 track: 2013/02/05 13:51:34 [debug] 38701#0: *112 accept: <MY_IP_ADDRESS> fd:3 2013/02/05 13:51:34 [debug] 38701#0: *112 event timer add: 3: 60000:2855488975 2013/02/05 13:51:34 [debug] 38701#0: *112 kevent set event: 3: ft:-1 fl:0025 2013/02/05 13:51:34 [debug] 38701#0: *112 malloc: 28805200:660 2013/02/05 13:51:34 [debug] 38701#0: *112 malloc: 28834400:1024 2013/02/05 13:51:34 [debug] 38701#0: *112 posix_memalign: 28860000:4096 @16 2013/02/05 13:51:34 [debug] 38701#0: *112 http check ssl handshake 2013/02/05 13:51:34 [debug] 38701#0: *112 https ssl handshake: 0x16 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL server name: "test.local" 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_do_handshake: -1 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_get_error: 2 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL handshake handler: 0 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_do_handshake: -1 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_get_error: 2 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL handshake handler: 0 2013/02/05 13:51:34 [debug] 38701#0: *112 verify:0, error:20, depth:1, subject:"/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=subca",issuer: "/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca" 2013/02/05 13:51:34 [debug] 38701#0: *112 verify:0, error:27, depth:1, subject:"/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=subca",issuer: "/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=rootca" 2013/02/05 13:51:34 [debug] 38701#0: *112 verify:1, error:27, depth:0, subject:"/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=Client #2",issuer: "/C=AU/ST=Some-State/O=Internet Widgits Pty Ltd/CN=subca" 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_do_handshake: 1 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL: TLSv1, cipher: "AES256-SHA SSLv3 Kx=RSA Au=RSA Enc=AES(256) Mac=SHA1" 2013/02/05 13:51:34 [debug] 38701#0: *112 http process request line 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_read: 1 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_read: 524 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_read: -1 2013/02/05 13:51:34 [debug] 38701#0: *112 SSL_get_error: 2 2013/02/05 13:51:34 [debug] 38701#0: *112 http request line: "GET / HTTP/1.1" So I'm getting OpenSSL error #20 and then #27. According to verify documentation: 20 X509_V_ERR_UNABLE_TO_GET_ISSUER_CERT_LOCALLY: unable to get local issuer certificate the issuer certificate could not be found: this occurs if the issuer certificate of an untrusted certificate cannot be found. 27 X509_V_ERR_CERT_UNTRUSTED: certificate not trusted the root CA is not marked as trusted for the specified purpose.

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• SQL SERVER – 3 Challenges for DBA and Smart Solutions

  - by Pinal Dave

  Developer’s life is never easy. DBA’s life is even crazier. DBA’s Life When a developer wakes up in the morning, most of the time have no idea what different challenges they are going to face that day. Of course, most of the developers know the project and roadmap, which they are working on. However, developers have no clue what coding challenges which they are going face for that day. DBA’s life is even crazier. When DBA wakes up in the morning – they often thank that they were not disturbed during the night due to server issues. The very next thing they wish is that they do not want to challenge which they can’t solve for that day. The problems DBA face every single day are mostly unpredictable and they just have to solve them as they come during the day. Though the life of DBA is not always bad. There are always ways and methods how one can overcome various challenges. Let us see three of the challenges and how a DBA can use various tools to overcome them. Challenge #1 Synchronize Data Across Server A Very common challenge DBA receive is that they have to synchronize the data across the servers. If you try to manually write that up, it may take forever to accomplish the task. It is nearly impossible to do the same with the help of the T-SQL. However, thankfully there are tools like dbForge Studio which can save a day and synchronize data across servers. Read my detailed blog post about the same over here: SQL SERVER – Synchronize Data Exclusively with T-SQL. Challenge #2 SQL Report Builder DBA’s are often asked to build reports on the go. It really annoys DBA’s, but hardly people care about it. No matter how busy a DBA is, they are just called upon to build reports on things on very short notice. I personally like to avoid any task which is given to me accidently and personally building report can be boring. I rather spend time with High Availability, disaster recovery, performance tuning rather than building report. I use SQL third party tool when I have to work with SQL Report. Others have extended reporting capabilities. The latter group of products includes the SQL report builder built-in todbForge Studio for SQL Server. I have blogged about this earlier over here: SQL SERVER – SQL Report Builder in dbForge Studio for SQL Server. Challenge #3 Work with the OTHER Database The manager does not understand that MySQL is different from SQL Server and SQL Server is different from Oracle. For them everything is same. In my career hundreds of times I have faced a situation that I am given a database to manage or do some task when their regular DBA is on vacation or leave. When I try to explain I do not understand the underlying the technology, I have been usually told that my manager has trust on me and I can do anything. Honestly, I can’t but I hardly dare to argue. I fall back on the third party tool to manage database when it is not in my comfort zone. For example, I was once given MySQL performance tuning task (at that time I did not know MySQL so well). To simplify search for a problem query let us use MySQL Profiler in dbForge Studio for MySQL. It provides such commands as a Query Profiling Mode and Generate Execution Plan. Here is the blog post discussing about the same: MySQL – Profiler : A Simple and Convenient Tool for Profiling SQL Queries. Well, that’s it! There were many different such occasions when I have been saved by the tool. May be some other day I will write part 2 of this blog post. Reference: Pinal Dave (http://blog.sqlauthority.com)Filed under: MySQL, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, SQL Utility, T SQL Tagged: Devart, SQL Tool

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• Oracle BI and XS Energy Drinks – Don’t Miss the Amway Presentation!

  - by Michelle Kimihira

  By Maria Forney Amway is a global leader in the direct sales industry with $10.9B in annual sales in more than 100 countries and territories. The company has implemented a global BI framework that provides accurate, consistent, and timely insights to support global, regional and local analytical research, business planning, performance measurement and assessment. Oracle BI EE is used by 1500 employees across Amway sales, marketing, finance, and supply chain business units as well as Amway affiliates in Europe, Russia, South Africa, Japan, Australia, Latin America, Malaysia, Vietnam, and Indonesia. Last week, I spoke with Lead Data Analyst with Amway Global Sales, Dan Arganbright, and IT Manager with Amway BI Competency Center, Mike Olson, about their upcoming presentation at Oracle OpenWorld in San Francisco. Scheduled during a prime speaking slot on Monday, October 1 at 12:15pm in Moscone West, 2007, Dan and Mike will discuss their experience building Amway’s Distributor Consulting solution, powered by Oracle BI EE. You can find more information here. As background, Amway offers people an opportunity to own their own businesses and consumers exclusive products in health and wellness, beauty and home care.  The Amway internal Sales organization is charged with consulting leadership-level Distributors to help them with data insights and ultimately grow their business. Until recently, this was a resource-intense process of gathering and formatting data. In some markets, it took over 40 hours to collect the data and produce the analysis needed for one consultation session. Amway began its global BI journey in 2006 and since then the company has migrated from having multiple technology providers and integration points to an integrated strategic vendor approach. Today, the company has standardized on Oracle technology for BI.  Amway has achieved cost savings through the retirement of redundant technology platforms. In addition, Mike’s organization has led the charge to align disparate BI organizations into a BI Competency Center.  The following diagram highlights the simplicity of the standardized architecture of Amway today. Dubbed Distributor Consulting, Amway has developed a BI solution using the Oracle technology stack to help Distributor leaders grow their businesses. The Distributor Consulting solution provides over 40 metrics for Sales staff to provide data-driven insights on the Distributors and organizations they support.  Using Oracle BI EE, Exadata, and Oracle Data Integrator, Amway provides customized and personalized business intelligence, and the Oracle BI EE dashboards were developed by the Amway Sales organization, which demonstrates business empowerment of the technology. Amway is also leveraging the power of BI to drive business growth in all of its markets.  A new set of Distributor Segmentation metrics are enabling a better understanding of distributor behaviors. A Global Scorecard that Amway developed provides key metrics at a market and global level for executive-level discussions. Product Analysis teams can now highlight repeat purchase rates, product penetration and the success of CRM campaigns. In the words of Dan and Mike, the addition of Exadata 11 months ago has been “a game changer.”  Amway has been able to dramatically reduce complexity, improve performance and increase business productivity and cost savings. For example, the number of indexes on the global data warehouse was reduced from more than 1,000 to less than 20.  Pulling data for the highest level distributors or the largest markets in the company now can be done in minutes instead of hours.  As a result, IT has shifted from performance tuning and keeping the system operational to higher-value business-focused activities. •       “The distributors that have been introduced to the BI reports have found them extremely helpful. Because they have never had this kind of information before, when they were presented with the reports, they wanted to take action immediately!”  -     Sales Development Manager in Latin America Without giving away more, the Amway case study presentation will be one of the unique customer sessions at OpenWorld this year. Speakers Dan Arganbright and Mike Olson have planned an interactive and entertaining session on Monday October 1 at 12:15pm in Moscone West, 2007. I’ll see you there!

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• Oracle BI and XS Energy Drinks – Don’t Miss the Amway Presentation!

  - by Maria Forney

  Amway is a global leader in the direct sales industry with $10.9B in annual sales in more than 100 countries and territories. The company has implemented a global BI framework that provides accurate, consistent, and timely insights to support global, regional and local analytical research, business planning, performance measurement and assessment. Oracle BI EE is used by 1500 employees across Amway sales, marketing, finance, and supply chain business units as well as Amway affiliates in Europe, Russia, South Africa, Japan, Australia, Latin America, Malaysia, Vietnam, and Indonesia. Last week, I spoke with Lead Data Analyst with Amway Global Sales, Dan Arganbright, and IT Manager with Amway BI Competency Center, Mike Olson, about their upcoming presentation at Oracle OpenWorld in San Francisco. Scheduled during a prime speaking slot on Monday, October 1 at 12:15pm in Moscone West, 2007, Dan and Mike will discuss their experience building Amway’s Distributor Consulting solution, powered by Oracle BI EE. You can find more information here. As background, Amway offers people an opportunity to own their own businesses and consumers exclusive products in health and wellness, beauty and home care.  The Amway internal Sales organization is charged with consulting leadership-level Distributors to help them with data insights and ultimately grow their business. Until recently, this was a resource-intense process of gathering and formatting data. In some markets, it took over 40 hours to collect the data and produce the analysis needed for one consultation session. Amway began its global BI journey in 2006 and since then the company has migrated from having multiple technology providers and integration points to an integrated strategic vendor approach. Today, the company has standardized on Oracle technology for BI.  Amway has achieved cost savings through the retirement of redundant technology platforms. In addition, Mike’s organization has led the charge to align disparate BI organizations into a BI Competency Center.  The following diagram highlights the simplicity of the standardized architecture of Amway today. Dubbed Distributor Consulting, Amway has developed a BI solution using the Oracle technology stack to help Distributor leaders grow their businesses. The Distributor Consulting solution provides over 40 metrics for Sales staff to provide data-driven insights on the Distributors and organizations they support.  Using Oracle BI EE, Exadata, and Oracle Data Integrator, Amway provides customized and personalized business intelligence, and the Oracle BI EE dashboards were developed by the Amway Sales organization, which demonstrates business empowerment of the technology. Amway is also leveraging the power of BI to drive business growth in all of its markets.  A new set of Distributor Segmentation metrics are enabling a better understanding of distributor behaviors. A Global Scorecard that Amway developed provides key metrics at a market and global level for executive-level discussions. Product Analysis teams can now highlight repeat purchase rates, product penetration and the success of CRM campaigns. In the words of Dan and Mike, the addition of Exadata 11 months ago has been “a game changer.”  Amway has been able to dramatically reduce complexity, improve performance and increase business productivity and cost savings. For example, the number of indexes on the global data warehouse was reduced from more than 1,000 to less than 20.  Pulling data for the highest level distributors or the largest markets in the company now can be done in minutes instead of hours.  As a result, IT has shifted from performance tuning and keeping the system operational to higher-value business-focused activities. •       “The distributors that have been introduced to the BI reports have found them extremely helpful. Because they have never had this kind of information before, when they were presented with the reports, they wanted to take action immediately!”  -     Sales Development Manager in Latin America Without giving away more, the Amway case study presentation will be one of the unique customer sessions at OpenWorld this year. Speakers Dan Arganbright and Mike Olson have planned an interactive and entertaining session on Monday October 1 at 12:15pm in Moscone West, 2007. I’ll see you there!

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• Windows Azure Use Case: Web Applications

  - by BuckWoody

  This is one in a series of posts on when and where to use a distributed architecture design in your organization's computing needs. You can find the main post here: http://blogs.msdn.com/b/buckwoody/archive/2011/01/18/windows-azure-and-sql-azure-use-cases.aspx  Description: Many applications have a requirement to be located outside of the organization’s internal infrastructure control. For instance, the company website for a brick-and-mortar retail company may want to post not only static but interactive content to be available to their external customers, and not want the customers to have access inside the organization’s firewall. There are also cases of pure web applications used for a great many of the internal functions of the business. This allows for remote workers, shared customer/employee workloads and data and other advantages. Some firms choose to host these web servers internally, others choose to contract out the infrastructure to an “ASP” (Application Service Provider) or an Infrastructure as a Service (IaaS) company. In any case, the design of these applications often resembles the following: In this design, a server (or perhaps more than one) hosts the presentation function (http or https) access to the application, and this same system may hold the computational aspects of the program. Authorization and Access is controlled programmatically, or is more open if this is a customer-facing application. Storage is either placed on the same or other servers, hosted within an RDBMS or NoSQL database, or a combination of the options, all coded into the application. High-Availability within this scenario is often the responsibility of the architects of the application, and by purchasing more hosting resources which must be built, licensed and configured, and manually added as demand requires, although some IaaS providers have a partially automatic method to add nodes for scale-out, if the architecture of the application supports it. Disaster Recovery is the responsibility of the system architect as well. Implementation: In a Windows Azure Platform as a Service (PaaS) environment, many of these architectural considerations are designed into the system. The Azure “Fabric” (not to be confused with the Azure implementation of Application Fabric - more on that in a moment) is designed to provide scalability. Compute resources can be added and removed programmatically based on any number of factors. Balancers at the request-level of the Fabric automatically route http and https requests. The fabric also provides High-Availability for storage and other components. Disaster recovery is a shared responsibility between the facilities (which have the ability to restore in case of catastrophic failure) and your code, which should build in recovery. In a Windows Azure-based web application, you have the ability to separate out the various functions and components. Presentation can be coded for multiple platforms like smart phones, tablets and PC’s, while the computation can be a single entity shared between them. This makes the applications more resilient and more object-oriented, and lends itself to a SOA or Distributed Computing architecture. It is true that you could code up a similar set of functionality in a traditional web-farm, but the difference here is that the components are built into the very design of the architecture. The API’s and DLL’s you call in a Windows Azure code base contains components as first-class citizens. For instance, if you need storage, it is simply called within the application as an object.  Computation has multiple options and the ability to scale linearly. You also gain another component that you would either have to write or bolt-in to a typical web-farm: the Application Fabric. This Windows Azure component provides communication between applications or even to on-premise systems. It provides authorization in either person-based or claims-based perspectives. SQL Azure provides relational storage as another option, and can also be used or accessed from on-premise systems. It should be noted that you can use all or some of these components individually. Resources: Design Strategies for Scalable Active Server Applications - http://msdn.microsoft.com/en-us/library/ms972349.aspx  Physical Tiers and Deployment  - http://msdn.microsoft.com/en-us/library/ee658120.aspx

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• Big Data – Beginning Big Data – Day 1 of 21

  - by Pinal Dave

  What is Big Data? I want to learn Big Data. I have no clue where and how to start learning about it. Does Big Data really means data is big? What are the tools and software I need to know to learn Big Data? I often receive questions which I mentioned above. They are good questions and honestly when we search online, it is hard to find authoritative and authentic answers. I have been working with Big Data and NoSQL for a while and I have decided that I will attempt to discuss this subject over here in the blog. In the next 21 days we will understand what is so big about Big Data. Big Data – Big Thing! Big Data is becoming one of the most talked about technology trends nowadays. The real challenge with the big organization is to get maximum out of the data already available and predict what kind of data to collect in the future. How to take the existing data and make it meaningful that it provides us accurate insight in the past data is one of the key discussion points in many of the executive meetings in organizations. With the explosion of the data the challenge has gone to the next level and now a Big Data is becoming the reality in many organizations. Big Data – A Rubik’s Cube I like to compare big data with the Rubik’s cube. I believe they have many similarities. Just like a Rubik’s cube it has many different solutions. Let us visualize a Rubik’s cube solving challenge where there are many experts participating. If you take five Rubik’s cube and mix up the same way and give it to five different expert to solve it. It is quite possible that all the five people will solve the Rubik’s cube in fractions of the seconds but if you pay attention to the same closely, you will notice that even though the final outcome is the same, the route taken to solve the Rubik’s cube is not the same. Every expert will start at a different place and will try to resolve it with different methods. Some will solve one color first and others will solve another color first. Even though they follow the same kind of algorithm to solve the puzzle they will start and end at a different place and their moves will be different at many occasions. It is  nearly impossible to have a exact same route taken by two experts. Big Market and Multiple Solutions Big Data is exactly like a Rubik’s cube – even though the goal of every organization and expert is same to get maximum out of the data, the route and the starting point are different for each organization and expert. As organizations are evaluating and architecting big data solutions they are also learning the ways and opportunities which are related to Big Data. There is not a single solution to big data as well there is not a single vendor which can claim to know all about Big Data. Honestly, Big Data is too big a concept and there are many players – different architectures, different vendors and different technology. What is Next? In this 31 days series we will be exploring many essential topics related to big data. I do not claim that you will be master of the subject after 31 days but I claim that I will be covering following topics in easy to understand language. Architecture of Big Data Big Data a Management and Implementation Different Technologies – Hadoop, Mapreduce Real World Conversations Best Practices Tomorrow In tomorrow’s blog post we will try to answer one of the very essential questions – What is Big Data? Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Big Data, PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL

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• Cox Communications' Strategic Approach to Enterprise User Experience: How Change Management and Usab

  - by Applications User Experience

  Author: Anna Wichansky, Senior Director, Applications User Experience, and Chair, Oracle Usability Advisory Board As part of our work in the User Experience group, our teams often go to Customer events such as the Higher Education User Group (HEUG) conference, Alliance 2010. This year's event was held in San Antonio, Texas, and was attended by hundreds of higher education, government, and public sector users of Oracle applications. The User Assistance team used this opportunity to reach out to customers in the Educational and Government sectors to better understand how their organizations are currently approaching help, messages, and other forms of user assistance. What is User Assistance? For us, user assistance is more than the old books of users' manuals and documentation. User assistance is anything that helps users get their jobs done quickly and efficiently. Instead of expecting users to stop and look through a guide or manual, we have been developing solutions that are embedded within the interface. We know that when people are having difficulty with a task, they want to be able to search efficiently for solutions and collaborate with coworkers. We know that they want to find their answers right there, right then, so that they can get on with their work. In our interviews at Alliance, we wanted to learn what the participants could tell us about what was happening on their campuses and in their institutions. Figure 1. For Oracle User Assistance, it's not just about books any more. So what did we do? Off to Texas, we recruited 10 people from nine different government and education organizations to come to our Oracle User Experience Onsite Usability Labs. We conducted one-hour interviews with these folks and asked them all about User Assistance--what people are doing, what they would like to do, what technologies they are using, what they would like to use, and ultimately what should we as a company be planning for our future products. We used this as an opportunity also to show them some of our design concepts for Fusion User Assistance, our next generation of user assistance based on the best of our user assistance in other products. Figure 2. Interviewing a technical user at Alliance. What we learned... People are not using paper or online manuals anymore. They don't want to see a manual that is written for technical users and that doesn't make sense to the ordinary end user. They really don't want to have to flip through a manual trying to find an answer to their question. Even when the answer might be tailored to their organization, they don't want to dig through documentation. When they need an answer now, they don't have the patience to dig for something that might or might not be clearly written. What does it mean to an organization when users don't want to deal with documentation? In many cases, it means that frustrated users make phone calls to try to find the answers that they need immediately. Phone calls are expensive to an organization and frustrating to the technical support staff who have provided documentation that no one wants to read anymore. If they don't call, they email for help often, and many users are asking for the same information. The bottom line is that if they could get that help immediately in the interface, they wouldn't have to make those calls or send those emails -- and that saves time and money. Our Fusion User Assistance options to customize help and get help for the task immediately were seen as an opportunity by these technical users to build the solutions that their users need and want. Figure 3. Joyce Ohgi and Laurie Pattison of Applications UX. Chicken Fried Steak. That was huge. But then, this was Texas, where we discovered a lot of things come very big. Drinks are served in quart-size glasses and dishes like Chicken Fried Steaks are served on platters not plates. We saw three-pound cinnamon rolls that you down with tea sweet enough to curl your hair. Deep in the heart of Texas, we learned a lot, and we ate even more.

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• initrd.lz is corrupted error occured while installing 11.10

  - by zubendra

  C:\ubuntu\install\boot\initrd.lz is corrupted. Error pop-up comes up every time i am trying to install ubuntu-11.10-desktop-i386 using wubi. error comes when the installation process is almost completed. can anyone suggest a solution for this problem. Its occurring regularly. 03-19 18:01 DEBUG TaskList: ## Running copy_installation_files... 03-19 18:01 DEBUG WindowsBackend: Copying C:\DOCUME~1\HP_OWN~1.YOU\LOCALS~1\Temp\pyl59.tmp\data\custom-installation -> C:\ubuntu\install\custom-installation 03-19 18:01 DEBUG WindowsBackend: Copying C:\DOCUME~1\HP_OWN~1.YOU\LOCALS~1\Temp\pyl59.tmp\winboot -> C:\ubuntu\winboot 03-19 18:01 DEBUG WindowsBackend: Copying C:\DOCUME~1\HP_OWN~1.YOU\LOCALS~1\Temp\pyl59.tmp\data\images\Ubuntu.ico -> C:\ubuntu\Ubuntu.ico 03-19 18:01 DEBUG TaskList: ## Finished copy_installation_files 03-19 18:01 DEBUG TaskList: ## Running get_iso... 03-19 18:01 DEBUG CommonBackend: Trying to use pre-specified ISO X:\ubuntu-11.10-desktop-i386.iso 03-19 18:01 DEBUG TaskList: New task is_valid_iso 03-19 18:01 DEBUG TaskList: ### Running is_valid_iso... 03-19 18:01 DEBUG Distro: checking Ubuntu ISO X:\ubuntu-11.10-desktop-i386.iso 03-19 18:01 INFO Distro: Found a valid iso for Ubuntu: X:\ubuntu-11.10-desktop-i386.iso 03-19 18:01 DEBUG TaskList: ### Finished is_valid_iso 03-19 18:01 DEBUG TaskList: New task check_iso 03-19 18:01 DEBUG TaskList: ### Running check_iso... 03-19 18:01 DEBUG CommonBackend: Checking X:\ubuntu-11.10-desktop-i386.iso 03-19 18:01 DEBUG Distro: checking Ubuntu ISO X:\ubuntu-11.10-desktop-i386.iso 03-19 18:01 INFO Distro: Found a valid iso for Ubuntu: X:\ubuntu-11.10-desktop-i386.iso 03-19 18:01 DEBUG CommonBackend: Using distro Ubuntu i386 instead of Ubuntu amd64 03-19 18:01 DEBUG TaskList: New task get_metalink 03-19 18:01 DEBUG TaskList: #### Running get_metalink... 03-19 18:01 DEBUG downloader: downloading http://releases.ubuntu.com/11.10/ubuntu-11.10-desktop-i386.metalink > C:\ubuntu\install 03-19 18:01 ERROR CommonBackend: Cannot download metalink file http://releases.ubuntu.com/11.10/ubuntu-11.10-desktop-i386.metalink err=[Errno 4] IOError: <urlopen error (7, 'getaddrinfo failed')> 03-19 18:01 DEBUG downloader: downloading http://cdimage.ubuntu.com/daily-live/current/oneiric-desktop-i386.metalink > C:\ubuntu\install 03-19 18:01 ERROR CommonBackend: Cannot download metalink file2 http://cdimage.ubuntu.com/daily-live/current/oneiric-desktop-i386.metalink err=[Errno 4] IOError: <urlopen error (7, 'getaddrinfo failed')> 03-19 18:01 DEBUG TaskList: #### Finished get_metalink 03-19 18:01 ERROR CommonBackend: ERROR: the metalink file is not available, cannot check the md5 for X:\ubuntu-11.10-desktop-i386.iso, ignoring 03-19 18:01 DEBUG TaskList: ### Finished check_iso 03-19 18:01 DEBUG TaskList: New task copy_file 03-19 18:01 DEBUG CommonBackend: Copying X:\ubuntu-11.10-desktop-i386.iso > C:\ubuntu\install\installation.iso 03-19 18:01 DEBUG TaskList: ### Running copy_file... 03-19 18:01 DEBUG TaskList: ### Finished copy_file 03-19 18:01 DEBUG TaskList: ## Finished get_iso 03-19 18:01 DEBUG TaskList: ## Running extract_kernel... 03-19 18:01 DEBUG CommonBackend: Extracting files from ISO C:\ubuntu\install\installation.iso 03-19 18:01 DEBUG WindowsBackend: extracting md5sum.txt from C:\ubuntu\install\installation.iso 03-19 18:01 DEBUG WindowsBackend: extracting casper\vmlinuz from C:\ubuntu\install\installation.iso 03-19 18:01 DEBUG WindowsBackend: extracting casper\initrd.lz from C:\ubuntu\install\installation.iso 03-19 18:01 DEBUG CommonBackend: Checking kernel, initrd and md5sums 03-19 18:01 DEBUG CommonBackend: checking C:\ubuntu\install\boot\vmlinuz 03-19 18:01 DEBUG CommonBackend: C:\ubuntu\install\boot\vmlinuz md5 = fde150f5c6fd2de66ed7876efbfcc4c7 == fde150f5c6fd2de66ed7876efbfcc4c7 03-19 18:01 DEBUG CommonBackend: checking C:\ubuntu\install\boot\initrd.lz 03-19 18:01 DEBUG CommonBackend: C:\ubuntu\install\boot\initrd.lz md5 = 8900200c764438c1b124dff5ae92c763 != d6baee1e11f1d6de6eba6bd43dbde352 03-19 18:01 ERROR TaskList: File C:\ubuntu\install\boot\initrd.lz is corrupted Traceback (most recent call last): File "\lib\wubi\backends\common\tasklist.py", line 197, in __call__ File "\lib\wubi\backends\common\backend.py", line 623, in extract_kernel Exception: File C:\ubuntu\install\boot\initrd.lz is corrupted 03-19 18:01 DEBUG TaskList: # Cancelling tasklist 03-19 18:01 ERROR root: File C:\ubuntu\install\boot\initrd.lz is corrupted Traceback (most recent call last): File "\lib\wubi\application.py", line 58, in run File "\lib\wubi\application.py", line 132, in select_task File "\lib\wubi\application.py", line 158, in run_installer File "\lib\wubi\backends\common\tasklist.py", line 197, in __call__ File "\lib\wubi\backends\common\backend.py", line 623, in extract_kernel Exception: File C:\ubuntu\install\boot\initrd.lz is corrupted 03-19 18:01 DEBUG TaskList: # Finished tasklist

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• Oracle Fusion CRM Implementation Bootcamp for EMEA Systems Integrators - Paris July 24-26th

  - by Richard Lefebvre

  To support partner success and increase win potential with Fusion CRM, we are organizing a unique bootcamp on Fusion CRM intended for Oracle EMEA partners on July 24th to 26th. Join us for this outstanding Bootcamp and learn from Oracle Corporation in-depth know-how on Fusion CRM. The official announcement will be forthcoming, yet we wanted you to determine the appropriate candidate to attend this workshop. Further to this we will send the actual invitation to the selected candidate. Due to the limited number of seats, we will be limiting the number of registrations per SI company and will be selecting the participants. If you are interested to have one or more representatives of your company to attend this bootcamp, please send an email to [email protected] by June 18th indicating the name and email address of the participants you would like to nominate, ranked by priority. What will we cover: This Bootcamp presents the fundamental concepts of the Oracle Fusion CRM applications. It introduces you to each functional area of the product, how it is used, and what you need to consider when implementing it for an organization. While we do examine implementation considerations, we do not address the detailed steps of implementation. Instead, we direct you to the relevant resources to learn more. Topics covered: Fusion CRM Introduction Fusion CRM Security Introduction Fusion Functional Setup Manager Introduction Customer Model Introduction Customer Center Introduction Customer Data Management Introduction Marketing & Campaigns Introduction Lead Management Introduction Territory Management Introduction Territory Modeling Introduction with Exercise Opportunity Management Introduction Forecasting Introduction Analytics Introduction CRM For Microsoft Outlook Introduction Customizing with Composers Introduction Roundtable Discussions, and time for hands-on labs (day 2, 3, 4) Next Steps, available resources, ongoing learning path, partner environments, keeping in touch and feedback Bootcamp Goals: Enable a new Fusion CRM implementation team member to: Describe the scope of Oracle Fusion CRM applications Describe the basic security model Describe the customer model Perform common sales and marketing user transactions Access and navigate the Functional Setup Manager Model territories in Fusion CRM using sample business requirements Do necessary planning before implementing the offerings and options Describe the analytics available with the Fusion CRM product Describe the basic page customizations that can be done to meet business requirements Find documentation and other courses to assist in performing setup tasks Expectations: This Bootcamp program should prime the SI organization implementation consultants to attain the basic skills necessary to support a consulting practice in the delivery, scoping, pricing, and planning of your Fusion CRM Implementations. Oracle University will begin to offer additional deep skill training, starting this summer, designed to follow the Introduction Bootcamp. Participants will be expected to participate in labs, exercises, workshops and roundtable discussions with the Oracle Product Managers. Who should attend: This class is designed for your lead CRM Implementation consultants, those who will support your Fusion CRM consulting practice as it grows. These individuals may be members of a centre of excellence, or skills leadership office. The individual who is attending the bootcamp must have prior experience implementing a CRM solution. Intended Audience: Oracle Diamond, Platinum and Gold Level SIs (Top SIs) with specialization in Oracle Applications CRM implementations, with a commitment to achieving Fusion CRM Implementation Specialization. Commitment expressed through an investment in a Center of Excellence/Innovation Center for Fusion CRM Applications. Individuals who will support the implementation practice as it is forming and will deliver Fusion CRM On Premise and Cloud Services implementations. Functional practice leaders, the future Fusion Application Wizards within the SI's organization. This Bootcamp is designed for people who: Will deliver Fusion CRM implementations Have had little or no exposure to Fusion CRM applications Are familiar with at least one other CRM application Have a business analyst level of technical background Prerequisites: Please note, that participants will be asked to take self-service-trainings (video format) and pass the related assessments prior to joining the Bootcamp. Fees: This event is FREE of charge for Oracle partners. When: 24 July – 26 July, 2012 (8:30 - 18:00 each day, including the last day; with recommended but optional evening events on all three days from 18:00 - 20:00 hrs) Where: Paris, France (Location to be defined) Travel: To make your travel hassel free, we kindly suggest you to plan your arrival to Paris on July 23rd and your departure on the 27th. Agenda: The final agenda and registration details will be issued closer to the event date.  

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• Three Key Tenets of Optimal Social Collaboration

  - by kellsey.ruppel

  Today's blog post comes to us from John Bruswick! This post is an abridged version of John’s white paper in which he discusses three principals to optimize social collaboration within an enterprise.   By [email protected], Oracle Principal Sales Consultant Effective social collaboration is actionable, deeply contextual and inherently derives its value from business entities outside of itself. How does an organization begin the journey from traditional, siloed collaboration to natural, business entity based social collaboration? Successful enablement of enterprise social collaboration requires that organizations embrace the following tenets and understand that traditional collaborative functionality has inherent limits - it is innovation and integration in accordance with the following tenets that will provide net-new efficiency benefits. Key Tenets of Optimal Social Collaboration Leverage a Ubiquitous Social Fabric - Collaborative activities should be supported through a ubiquitous social fabric, providing a personalized experience, broadcasting key business events and connecting people and business processes.  This supports education of participants working in and around a specific business entity that will benefit from an implicit capture of tacit knowledge and provide continuity between participants.  In the absence of this ubiquitous platform activities can still occur but are essentially siloed causing frequent duplication of effort across similar tasks, with critical tacit knowledge eluding capture. Supply Continuous Context to Support Decision Making and Problem Solving - People generally engage in collaborative behavior to obtain a decision or the resolution for a specific issue.  The time to achieve resolution is referred to as "Solve Time".  Users have traditionally been forced to switch or "alt-tab" between business systems and synthesize their own context across disparate systems and processes.  The constant loss of context forces end users to exert a large amount of effort that could be spent on higher value problem solving. Extend the Collaborative Lifecycle into Back Office - Beyond the solve time from decision making efforts, additional time is expended formalizing the resolution that was generated from collaboration in a system of record.  Extending collaboration to result in the capture of an explicit decision maximizes efficiencies, creating a closed circuit for a particular thread.  This type of structured action may exist today within your organization's customer support system around opening, solving and closing support issues, but generally does not extend to Sales focused collaborative activities. Excelling in the Unstructured Future We will always have to deal with unstructured collaborative processes within our organizations.  Regardless of the participants and nature of the collaborate process, two things are certain – the origination and end points are generally known and relate to a business entity, perhaps a customer, opportunity, order, shipping location, product or otherwise. Imagine the benefits if an organization's key business systems supported a social fabric, provided continuous context and extended the lifecycle around the collaborative decision making to include output into back office systems of record.   The technical hurdle to embracing optimal social collaboration would fall away, leaving the company with an opportunity to focus on and refine how processes were approached.  Time and resources previously required could then be reallocated to focusing on innovation to support competitive differentiation unique to your business. How can you achieve optimal social collaboration? Oracle Social Network enables business users to collaborate with each other using a broad range of collaboration styles and integrates data from a variety of sources and business applications -- allowing you to achieve optimal social collaboration. Looking to learn more? Read John's white paper, where he discusses in further detail the three principals to optimize social collaboration within an enterprise. 

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• Do MORE with WebCenter

  - by Michael Snow

  WEBCAST THURSDAY!! 03/22/12 Do you need to lower costs? Raise Productivity? Foster Innovation? Improve Online Engagement? But you’re still stuck with Documentum? Step away from the ledge – there is hope – let us help you. Top 4 Content Imperatives · Lower Costs - Reduce labor, maintenance fees, storage and electrical consumption · Raise Productivity - Automation and integration, communication, findability · Foster Innovation - Enable collaboration, expertise location · Improve Online Engagement – enable user-driven, dynamic marketing initiatives With the coming technology wave we see four content imperatives. Every organization has had to reduce costs, cost cutting has become a way of life. Everyone is working three jobs as positions are eliminated. And so we have to reduce labor, reduce maintenance, and reduce money we are wasting on things like storing content that is redundant or no longer useful. We also, to fill that gap, need to raise productivity. Knowledge workers represent the fastest growing segment of the workforce, accounting for 40%-75% of the employees at organizations in sectors like financial services, life sciences, healthcare and retail.  What’s more, their wages total 18 percent of the United States GDP. And so we can’t afford information systems that don’t let our top performers be the best they can be. We look to automate the content processes, provide ways to integrate that content into our processes, provide communication to make decisions, and to make content more findable so people can make the right decision and move the process forward. And really to get ourselves out of the current financial status, we can only cut costs so far. We have to innovate out of economic tough times – to find new products and new markets. And to enable the innovation process, we have to enable collaboration and expertise location. So much of innovation is about building on innovations that have come before. To solve problems, we have to be able to find what our organization has already created. We find that problems we need to solve have already been solved if we can find the right document, the right person. So we have to provide systems that enable us to stand on the shoulders of our organization’s accomplishments. Good content drives great marketing. Online engagement is growing as an absolute necessity for modern growing marketing organizations that require the business users be enabled for dynamic marketing content creation, updates and targeted content creation and management. Unfortunately – if you are currently stuck with Documentum, you are really lacking in your Web Experience Management capabilities. Documentum previously used FatWire for web publishing. Now FatWire is part of Oracle. Oracle provides powerful web engagement capabilities: Increase sales and loyalty by optimizing online engagement Create, manage and moderate contextually relevant, targeted and interactive online experiences Optimize customer engagement across, web, mobile and social channels Manage large scale multichannel global online presence with integration to enterprise applications Enable business users to control their content and make their own updates Publish content from native files – enable navigation of project documents, procedures, policy information Enable content display and updates from existing web applications – one click to drag and drop content management functionality So you get the ability to self-publish information and make it navigable, to move the process of publishing from IT to business users, and the ability to address a whole new area of user engagement with web experience management. So… if you are still stuck with Documentum and don’t know what to do – contact us – not only will Oracle help you step away from the ledge, but also with the MoveOff Documentum program, we are offering you a way – trade-in your Documentum licenses for a 100% credit on Oracle WebCenter. How’s that for a nice bonus? It’s time to stop maintaining Documentum, and to start innovating with Oracle WebCenter. Learn More Here! To learn more about what Oracle WebCenter can offer you today – join us for a webcast – your eyes will be opened to all that’s possible. Do More with WebCenter: Extend Beyond Content Management

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• Stuck with Documentum Still? Do MORE with Oracle WebCenter!

  - by Michael Snow

  WEBCAST TODAY!! 03/22/12 Do you need to lower costs? Raise Productivity? Foster Innovation? Improve Online Engagement? But you’re still stuck with Documentum? Step away from the ledge – there is hope – let us help you. Top 4 Content Imperatives · Lower Costs - Reduce labor, maintenance fees, storage and electrical consumption · Raise Productivity - Automation and integration, communication, findability · Foster Innovation - Enable collaboration, expertise location · Improve Online Engagement – enable user-driven, dynamic marketing initiatives With the coming technology wave we see four content imperatives. Every organization has had to reduce costs, cost cutting has become a way of life. Everyone is working three jobs as positions are eliminated. And so we have to reduce labor, reduce maintenance, and reduce money we are wasting on things like storing content that is redundant or no longer useful. We also, to fill that gap, need to raise productivity. Knowledge workers represent the fastest growing segment of the workforce, accounting for 40%-75% of the employees at organizations in sectors like financial services, life sciences, healthcare and retail.  What’s more, their wages total 18 percent of the United States GDP. And so we can’t afford information systems that don’t let our top performers be the best they can be. We look to automate the content processes, provide ways to integrate that content into our processes, provide communication to make decisions, and to make content more findable so people can make the right decision and move the process forward. And really to get ourselves out of the current financial status, we can only cut costs so far. We have to innovate out of economic tough times – to find new products and new markets. And to enable the innovation process, we have to enable collaboration and expertise location. So much of innovation is about building on innovations that have come before. To solve problems, we have to be able to find what our organization has already created. We find that problems we need to solve have already been solved if we can find the right document, the right person. So we have to provide systems that enable us to stand on the shoulders of our organization’s accomplishments. Good content drives great marketing. Online engagement is growing as an absolute necessity for modern growing marketing organizations that require the business users be enabled for dynamic marketing content creation, updates and targeted content creation and management. Unfortunately – if you are currently stuck with Documentum, you are really lacking in your Web Experience Management capabilities. Documentum previously used FatWire for web publishing. Now FatWire is part of Oracle. Oracle provides powerful web engagement capabilities: Increase sales and loyalty by optimizing online engagement Create, manage and moderate contextually relevant, targeted and interactive online experiences Optimize customer engagement across, web, mobile and social channels Manage large scale multichannel global online presence with integration to enterprise applications Enable business users to control their content and make their own updates Publish content from native files – enable navigation of project documents, procedures, policy information Enable content display and updates from existing web applications – one click to drag and drop content management functionality So you get the ability to self-publish information and make it navigable, to move the process of publishing from IT to business users, and the ability to address a whole new area of user engagement with web experience management. So… if you are still stuck with Documentum and don’t know what to do – contact us – not only will Oracle help you step away from the ledge, but also with the MoveOff Documentum program, we are offering you a way – trade-in your Documentum licenses for a 100% credit on Oracle WebCenter. How’s that for a nice bonus? It’s time to stop maintaining Documentum, and to start innovating with Oracle WebCenter. Learn More Here! To learn more about what Oracle WebCenter can offer you today – join us for a webcast – your eyes will be opened to all that’s possible. Do More with WebCenter: Extend Beyond Content Management

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• New features in TFS Demo Setup 1.0.0.2

  - by Tarun Arora

  Release Notes – http://tfsdemosetup.codeplex.com/ | Download | Source Code | Report a Bug | Ideas Just pushed out the 2nd release of the TFS Demo setup on CodePlex, below a quick look at some of the new features/improvements in the tool… Details of the existing features can be found here. Feature 1 – Set up Work Items Queries as Team Favorites The task board looks cooler when the team favourite work item queries show up on the task board. The demo setup console application now has the ability to set up the work item queries as team favorites for you. If you want to see how you can add Team Favorites programmatically, refer to this blogpost here. Image 1 – Task board without Team Favorites Let’s see how the TFS Demo Setup application sets-up team favorites as part of the run… Open up the DemoDictionary.xml and you should be able to see the new node <TeamFavorites> this accepts multiple <TeamFavorite>. You simply need to specify the <Type> as Query and in the <Name> specify the name of the work item query that you would like added as a favorite. Image 2 – Highlighting the TeamFavorites block in DemoDictionary.xml So, when the demo set up application is run with the above config, work item queries “Blocked Tasks” and “Open Impediments” are added as team favorites. They then show up on the task board, as highlighted in the screen shot below. Image 3 – Team Favorites setup during the TFS demo setup app execution Feature 2 – Choose what you want to setup and exclude the rest I had a great feature request come in requesting the ability to exclude parts of the setup at the sole discretion of the executioner. To accommodate this, I have added an attribute with each block, the attribute “Run” accepts “true” or “false”. If you set the flag to true then at the time of execution that block would be considered for setup and if you set the flag to false, the block will be ignored during the setup. So, lets look at an example below… The attribute "Run” is set to true for TeamSettings, Team Favorites, TeamMembers and WorkItems. So, all of these would be setup as part of the demo setup application execution. Image 4 – New Attribute Run added to all blocks in DemoDictionary.xml If I did not want to recreate the team and did not want to add new work items but only wanted to add favorites and team members to the existing team “AgileChamps1” then I could simple run the application with below DemoDictionary.xml. Note – TeamSettings Run=”false” and WorkItems Run=”false”. Image 5 – TeamFavorites and TeamMembers set as true and others set to false Feature 3 – Usability Improvement If you try and assign a work item to a team member that does not exist then the application throws a nasty exception. This behaviour has now been changed, upon adding such a work item, the work items will be created and not assigned to any user. The work item id will be printed to the console making it simple for you to assign the work item manually. As you can see in the screen shot below, I am trying to assign the work item to a user “Tarun” and a user “v2” both are *not valid users in my team project collection* so the tool creates the work items and provides me the work item id and lets me know that since the user is invalid the work item could not be assigned to the user. Better user experience ae Image 6 – Behaviour if work item assigned to users are in valid users in team project That’s about it for the current release. I have some new features planned for the next release. Mean while if you have any ideas/comments please feel free to leave a comment. Stay tuned for more… Enjoy! Other posts on TFS Demo Setup can be found here.

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