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Manager Self Service at your Fingertips

- by Elaine Clement

Last week we released new and improved Manager Self Service capabilities in PeopleSoft HCM 9.1. We delivered a new Manager Dashboard, streamlined many Manager Self Service transactions, provided new Pivot Grid capabilities, and implemented one-click Related Actions accessible from multiple places – all with the goal of improving every Manager’s self service experience. Manager Dashboard These new capabilities have the potential to significantly impact an organization’s bottom line, and here is why. Increased Efficiency The Manager Dashboard provides a ‘one-stop shop’ for your Managers with all of the key data they need consolidated into a single view. Alerts notifying managers of important tasks are immediately viewable and actionable. Administrators can configure the dashboard to include the most important pagelets needed for their organization, and Managers can personalize it to fit within their personal way of conducting their tasks. The Related Actions feature further improves the ease with which Managers get their work done by providing one-click access to Manager Self Service transactions. Increased Job Satisfaction The streamlined Manager transactions, related actions, and the new Manager Dashboard provide an enhanced user experience. Managers are able to quickly get in, get the information they need, complete their transactions, and get out. Managers can spend their time focusing on getting the business results they need instead of their day to day HR tasks. Enhanced Decision Support Administrators can ensure the information and analytics they want their Managers to use are available from the Manager Dashboard, establishing best business practices. Additional pivot grids relevant to your own organization can be added to the Manager Dashboard. With this easy access to the relevant information in an easily understood format, Managers can make the right business decisions needed to improve their team and their team’s productivity. For more details on the Manager Dashboard and some of the other newly posted features, such as a new Talent Summary, check out this video and others: Oracle PeopleSoft Webcasts

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SQL Server v.Next (Denali) : Another SSMS bug that should be fixed

- by AaronBertrand

Sorry to call this out in a separate post (I talked about a bunch of SSMS Connect items the other day), but Aaron Nelson ( blog | twitter ) jogged my memory today about an issue that has gone unfixed for years: the custom coloring for Registered Servers is neither consistent nor global. For one of my servers, I've chosen a red color to show in the status bar. Let's pretend this is a production server, and I want the red to remind me to use caution. I can set this up by right-clicking a Registered...(read more)

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Solo vs Team development and the consequences

- by Mathieu

Hi, I've been programming for a while on different languages. I never really studied that at school nor worked on a team of more than 2 (me included). Still, I've been a professional developper for over three years. Last year, I took over my first C# project and it ended up being fine. I can't help but think that because I learned and worked alone I must be missing some concepts/hints/edge. For those who've been solo developpers before being part of a team, can you share your experience? Did you realize you were missing something? Did you find it hard? Did you learn faster after? Thank you!

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What options do individual have to fork a project?

- by skrco

Let's assume our example individual has an idea, engagement, ... to fork project. By project I mean any kind of software - thick client, web site, portal, service, driver, plc, ... - anything that can be programmed. Motto of question: What options do our example individual have to fork this project from the early beginning through getting collaborators and users to mature software? Here are the main subquestions: Sandbox phase: Where can he announce his idea and proposal and receive positive/negative critic and feedback? Development phase: Where can he build his team to work on this project? Yet deployed phase: Where can he schedule tasks, assign tickets and bugs to be solved? and the list can go on... What really interests me is the "sandbox phase question".

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When to delete a branch in Git

- by Jo-Herman Haugholt

I have a script project I've been managing with Git. Besides two main branches, several minor branches have been introduced over time to cover minor features, tweaks or temporary changes. Some of these branches are nearing end-of-life, and I won't be updating them any more. What's the different philosophies for handling branches like this? Should they be removed, or left in the repository unmaintained? If I do, won't I end up with a cluttered repository?

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How to manage a developer who has poor communication skills

- by djcredo

I manage a small team of developers on an application which is in the mid-point of its lifecycle, within a big firm. This unfortunately means there is commonly a 30/70 split of Programming tasks to "other technical work". This work includes: Working with DBA / Unix / Network / Loadbalancer teams on various tasks Placing & managing orders for hardware or infrastructure in different regions Running tests that have not yet been migrated to CI Analysis Support / Investigation Its fair to say that the Developers would all prefer to be coding, rather than doing these more mundane tasks, so I try to hand out the fun programming jobs evenly amongst the team. Most of the team was hired because, though they may not have the elite programming skills to write their own compiler / game engine / high-frequency trading system etc., they are good communicators who "can get stuff done", work with other teams, and somewhat navigate the complex beaurocracy here. They are good developers, but they are also good all-round technical staff. However, one member of the team probably has above-average coding skills, but below-average communication skills. Traditionally, the previous Development Manager tended to give him the Programming tasks and not the more mundane tasks listed above. However, I don't feel that this is fair to the rest of the team, who have shown an aptitute for developing a well-rounded skillset that is commonly required in a big-business IT department. What should I do in this situation? If I continue to give him more programming work, I know that it will be done faster (and conversly, I would expect him to complete the other work slower). But it goes against my principles, and promotes the idea that you can carve out a "comfortable niche" for yourself simply by being bad at the tasks you don't like.

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How to measure the right time to bring a new client?

- by Byron Sommardahl

My growing company has a team of developers working on a number of separate projects. Our developers depend on us to keep them working, and we depend on them to make our clients happy. Our projects have differing start and end dates, as you can imagine. The company's responsibility to the developers is to make sure we have clients waiting in the wings so that when one project ends, another can start. For now, finding clients is not a problem and not the topic of this question. What I'm trying to think through right now is, how can I best measure/view/evaluate the end dates of projects so that I know when I need to start courting the next client. Is there a tool that does this? If it's just a spreadsheet, what might it look like?

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How do I convince my team that a requirements specification is unnecessary if we adopt user-stories?

- by Nupul

We are planning to adopt user-stories to capture stakeholder 'intent' in a lightweight fashion rather than a heavy SRS (software requirements specifications). However, it seems that though they understand the value of stories, there is still a desire to 'convert' the stories into an SRS-like language with all the attributes, priorities, input, outputs, source, destination etc. User-stories 'eliminate' the need for a formal SRS like artifact to begin with so what's the point in having an SRS? How should I convince my team (who are all very qualified CS folks by the way - both by education and practice) that the SRS would be 'eliminated' if we adopted user-stories for capturing the functional requirements of the system? (NFRs etc can be captured too, but that's not the intent of the question). So here's my 'work-flow' argument: Capture initial requirements as user-stories and later elaborate them to use-cases (which are required to be documented at a low level i.e. describing interactions with the UI prototypes/mockups and are a deliverable post deployment). Thus going from user-stories to use-cases rather than user-stories to SRS to use-cases. How are you all currently capturing user-stories at your workplace (if at all) and how do you suggest I 'make a case' for absence of SRS in presence of user-stories?

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alternative to environment variables

- by tonyl7126

The amount of servers and the complexity of our application is growing and we now have servers in different regions (hosted on AWS). Certain database operations require low latency so we have stuck a database in each region (which is basically a user cache) to keep the network latency low. The way the application server currently knows which user cache/database to make its call to depends on an environemnt variable set in it. This has been working fine, but it seems hacky and not optimal. Is there any way for this to be done automatically? I was considering using a package like fping and pinging each database when the app server reloads (or caching it the first time) and using the corresponding latencies to decide which database has the lowest latency for each app server. Not sure if this is the best idea though.

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How do you keep cool when production system goes down?

- by Mag20

This has happened to most of us... You come to work one day. Everything seems normal: the sun is shining, birds are chirping, but you notice a couple of weird things on your way to work like deja vu with cat in matrix. You get into office, there are a lot of phones ringing, but could be that they are just doing a new sales promotion. You settle in, when you notice a dark cloud hovering over you. It takes you a couple of moments, but you recognize the cloud is your boss. Usually he checks on you every morning with his "Soooo Peeeeter, how about those TCP/IP reports?" routine, but today he forgot everything about common manners and rudely invaded your personal space. No "Good Morning", just some drooling, grunts and curses. He reminds you a bit of neanderthal who is trying to get away from cyber tooth tiger, fear and panic all compressed in a tight ball. You try to decipher the new language that he created since yesterday and you start understanding that something bad happened overnight - production system went down. Now, your system is usually used by clients during regular working hours from 9-5, but for whatever reason you didn't get any alerts on your beeper (for people under 30 - beeper was like a mobile phone that could only ring and tell you who beeped you). Need to remember to charge it next time. So it is 8:45am, the system MUST be up at 9am. Every 10 seconds, your boss lets out yet another curse which communicates to you that another customer is having problems getting into the system. Also several account managers are now hovering over your boss trying to make him understand how clients are REALLY REALLY suffering. Everyone is depending on you to get the system up ASAP and at the same time hinder your progress by constantly distracting you. How do you keep cool in a situation like this?

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How to let screen time out on sign in screen

- by Aren Cambre

I have Ubuntu 13.10 set up on an older PC. If I am logged in as a user, then the screen timeout and power saving mode works as expected. However, if nobody is logged in, the screen never times out, and the monitor stays on all the time with the login screen. How can I adjust Ubuntu 13.10 so that the login screen also times out after a minute or so? I don't want the monitor's power saving mode to be disabled just because nobody is currently logged in.

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How can I disable usb-autosuspend for a specific device?

- by black_puppydog

This is related to the issue discussed in this question. Summary: the mouse freezes when operating on battery since it is autosuspended after a certain time and needs more time to wake up. Disabling usb-autosuspend for the mouse's receiver in powertop is a temporary solution but does not survive a reboot. How can I permanently disable the usb autosuspend for only one specific device? A solution that does not involve installing additional packages is preferred (after all, I want to disable something) but not required. Removing powertop (which seems to be a solution for some) is not what I want - I like poertop... And installing laptop-mode-tools to disable usb_autosuspend alltogether is not what I want, either, thus the new question. Also: will this affect the battery of my notebook? The logitech unifying receiver for the mouse stays connected all the time, so if that prevents the autosuspend from happening for all devices that would probably be bad.

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High level project workflow

- by user775060

We are a small software company trying our hand at our second game. Since our first games' process was a living nightmare (since we used webdevelopment workflow) I have decided to educate myself on how to manage a game project on a high level. How does your process work, from idea to launch? Preferably in situations where you have a team that needs to cooperate. I've seen these 2 links, which are useful in a way, but was wondering if there are better/more comprehensive ways to do this? http://www.goodcontroller.com/blog/?p=136 http://gogogic.wordpress.com/2009/02/09/symbol6-how-we-created-an-iphone-game/ All input would be infinitely appreciated.

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How to share problem solving knowledge in a multiteam group?

- by jonathan

I've been working in multiteam groups for as long as I'm a webdeveloper, for me a team can be a lonely soldier or several people, generally a company will have multiple teams working in different projects and once the project is out in the wild, any team can perform the maintenance. This is a small picture since I'm not talking only about project wise knowledge, but "craft wise" knowledge, but it gives the picture of how I'm used to work, so: Since we work on modularised teams, sometimes I feel like the teams are too tightly enclosed in their projects, I've seen cases where after an hour of discussion, someone asked the question aloud and other person totally unrelated answered in a much simpler fashion. The problem is not so simple to solve as people tend not to be available all the time, also sometimes people can't afford the time to go through a problem with the "asker", but could do it alone. I've thought about software based solutions, something in the lines of SE, but I'd like to know other programmers opinions on the subject. EDIT I don't know if this is a wikipedia complex, but I feel that Wikis don't encourage the user to actually ask questions, but rather to write articles, and sometimes we don't know the knowledge we need, before needing it.

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Are you ready for the needed changes to your Supply Chain for 2013?

- by Stephen Slade

With the initiation of the Dodd-Frank Act, companies need to determine if their products contain 'conflict materials' from certain global markets as the Rep of Congo. The materials include metals such as gold, tin, tungsten and tantalum. Compaines with global sourcing face new disclosure requirements in Feb'13 related to business being done in Iran. Public companies are required to disclose to U.S. security regulators if they or their affiliates are engaged in business in Iran either directly or indirectly. Is your supply chain compliant? Do you have sourcing reports to validate? Where are the materials in your chips & circuit boards coming from? In the next few weeks, responsible companies will be scrutinizing their supply chains, subs, JVs, and affiliates to search for exposure. Source: Brian Lane, Atty at Gibson Dunn Crutcher, as printed in the WSJ Tues, Dec 11, 2012 p.B8

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3 Weeks Left to Save $100 for the Oracle Value Chain Summit

- by Stephen Slade

Projected to be sellout event, for the next 3 weeks you can save $100 with the Early-Bird Registration rate for the Oracle Value Chain Summit. Attend and experience 6 pillar product Conferences under one roof. Bring your supply chain team and receive a group discount (4+ attendees). The site hotel has a dedicated room block (at a discounted rate) that is filling fast - so be sure to take advantage of these great offers! A new agenda was just published this week with an exciting lineup of best practices and success stories that I'm sure many of you can benefit from. REGISTER_TODAY!

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More About PeopleSoft Feature Packs

- by john.webb(at)oracle.com

In my previous PeopleSoft Feature Pack post I introduced the new PeopleSoft Feature Pack delivery process. The response has been fantastic. It appears our customers agree that this new offering benefits them in many ways. Since there has been so much interest in our Feature Pack strategy and since so many customers have been referencing our PeopleSoft FAQ in which we explain this new delivery mechanism, we've created the short presentation below to further explain Feature Packs.

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How to fully remove a package?

- by user471011

I installed Eclipse via command apt-get install eclipse. this command completed correct. After this I run eclipse add some configurations: Added new url for "Available Software Sites". On the next step I try removed Eclipse via apt-get remove eclipse. and install eclipse again. And here I see surprise: in new installed eclipse I see my old url for "Available Software Sites". So, I guess, that configuration files not removed! After this I tried different commands: something like this: sudo dpkg -r eclipse sudo apt-get --purge remove eclipse sudo apt-get autoremove but after I again install Eclipse I see my Url. So, How I can fully remove eclipse with configuration files???

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Build one to throw away vs Second-system effect

- by m3th0dman

One one hand there is an advice that says "Build one to throw away". Only after finishing a software system and seeing the end product we realize what went wrong in the design phase and understand how we should have really done it. On the other hand there is the "second-system effect" which says that the second system of the same kind that is designed is usually worse than the first one; there are many features that did not fit in the first project and were pushed into the second version usually leading to overly complex and overly engineered. Isn't here some contradiction between these principles? What is the correct view over the problems and where is the border between these two? I believe that these "good practices" are were firstly promoted in the seminal book The Mythical Man-Month by Fred Brooks. I know that some of these issues are solved by Agile methodologies, but deep down, the problem is still the principles still stand; for example we would not make important design changes 3 sprints before going live.

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How to Deal with a Difficult Boss?

- by Anonymous

I have some problems with my boss, it's quite a long story :) About one year ago, I'm working as team leader of project X. Everything work fine until one of my fellow (staff) flame me that I have problem with ALL member in our team, that guy also flame me to other staff that I report them with a poor performance. My boss call me and blame me without ask a single question. I try to explain everything to my boss but she doesn't listen to me. One month later, we have a meeting. This is only team leader's meeting, my boss talk about this problem with other team leader. There are two person who have worked with this guy, they all say "This guy cannot trust". That guy had do same thing same problem with his former team leader. Finally, everything's clear and I think I gain some trust from her. I can say that I'm the best team leader in her hand, as only project that archive more than 120% profit. Then I move to new project, this is bigger project and I can manage it quite good. But I have a problem again. One of my staff always leave and does not follow our company rule, I call him to talk and tell him that you cannot do this because that's not allow in our company. He also changed working time record file of himself, then I call him to warn again. This time he ask me to move to another project so I go to talk to my boss. She come to my building when I'm not there (other staff call me) and talk with that guy (who have problem with me); I think she still not trust me. And AGAIN, she believe what that guy said and I got blamed. I want to know how can I deal with this kind of boss, or is it better to find a new job, or any other suggestion about this problem? Thank you :) Additional information: Even my job title is "Team Leader" but it's my responsibility to manage staff working time and their behavior. This responsible is my company's rule.

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Activist shared printing material gallery

- by Dave

What would you say would be the best way to do this: We would like to create a section on our activist community FB page and website in order to share with everyone images and files ready for printing panflets, brochures, t-shirts, stickers, etc. Let's say we have some cool slogans for t-shirts, so we would like to show them on a gallery, and offer for download the original design files needed for a print shop to create the t-shirts. And the same thing for all other kinds of media. We want to enable anyone to be able to just download the files for free, and easily create printed materials with them. But besides offering this hybrid between picture gallery and downloads manager, we would also like to make it very easy for anyone to upload and share their own files with the community, to make it a true collaboration initiative, be it that they get posted automatically, or that we first review and approve all uploads. Cafepress or Spreadshirt let you upload your design and sell your own merchandise. We need something similar, but where people can then download working files for making quality printings and materials. What apps, tools, services or methods are out there with which you think this could be best done?? We have some ideas, but we would like to hear some more!!

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What to do when a project is too difficult to continue developing?

- by MaxWell

As a developer, can you tell your project manager that an application is unworkable? Or, if you're a project manager, how would you need this presented to you in order to be compelled? This isn't about "how to work on a poor project", it's assuming you cannot. I can provide an example of the situation if anyone thinks it's important, but I'm trying to avoid proposed solutions to "plodding through".

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Are all "Important security updates", updates to already installed packages?

- by Omnicomment

I'm running 12.04, and I've never downloaded any drivers for the installation of any peripheral devices. Yet, I noticed a fair few "Important security updates" involving drivers/utilities for HP devices/software. I understand if the default installation of Ubuntu came with a set of drivers for these devices - and the update manager, having noticed that they live on my system, went and found newer versions, but still - given I don't use any devices - I'm either forced to download an irrelevant update, sift through the updates to check applicability, or turn off Update Manager altogether: none of which are desirable. First; the obvious - can someone confirm that the list of "Important security updates" on the server that Update manager connects to, is not actually populated with every patch ever written (i.e. for all Ubuntu packages regardless of whether they're installed or not)? Unlikely, but..

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Error message during update from 13.04 to 13.10

- by layonhands

The following was reported after I attempted to report the problem back to Ubuntu: The problem cannot be reported: You have some obsolete package versions installed. Please upgrade the following packages and check if the problem still occurs: ubuntu-release-upgrader-gtk, apport, apport-gtk, apport-symptoms, apt, apt-utils, at-spi2-core, binutils, dbus, gcc-4.7-base, gdb, gir1.2-atk-1.0, gir1.2-gtk-3.0, glib-networking, glib-networking-common, glib-networking-services, gnupg, gpgv, ifupdown, initramfs-tools, initramfs-tools-bin, kmod, libappindicator3-1, libapt-inst1.5, libapt-pkg4.12, libasound2, libatk-bridge2.0-0, libatk1.0-0, libatk1.0-data, libatspi2.0-0, libc-bin, libc6, libcups2, libdbus-1-3, libdbusmenu-glib4, libdbusmenu-gtk3-4, libdrm-intel1, libdrm-nouveau2, libdrm-radeon1, libdrm2, libgail-3-0, libgcc1, libgcrypt11, libglib2.0-0, libglib2.0-data, libgnutls26, libgomp1, libgstreamer-plugins-base1.0-0, libgstreamer1.0-0, libgtk-3-0, libgtk-3-bin, libgtk-3-common, libgudev-1.0-0, libicu48, libindicator3-7, libkmod2, liblcms2-2, libpci3, libplymouth2, libpolkit-agent-1-0, libpolkit-backend-1-0, libpolkit-gobject-1-0, libprocps0, libpython-stdlib, libpython2.7, libpython2.7-minimal, libpython2.7-stdlib, libpython3-stdlib, libpython3.3-minimal, libpython3.3-stdlib, libssl1.0.0, libstdc++6, libtiff5, libudev1, libx11-6, libx11-data, libx11-xcb1, libxcb-dri2-0, libxcb-glx0, libxcb-render0, libxcb-shm0, libxcb1, libxcursor1, libxext6, libxfixes3, libxi6, libxinerama1, libxml2, libxrandr2, libxrender1, libxres1, libxt6, libxtst6, libxxf86vm1, lsb-base, lsb-release, module-init-tools, multiarch-support, openssl, passwd, pciutils, perl, perl-base, perl-modules, plymouth, plymouth-theme-ubuntu-text, policykit-1, procps, python, python-gi, python-minimal, python2.7, python2.7-minimal, python3, python3-apport, python3-distupgrade, python3-gi, python3-minimal, python3-problem-report, python3-software-properties, python3-update-manager, python3.3, python3.3-minimal, rsyslog, shared-mime-info, software-properties-common, software-properties-gtk, tar, tzdata, ubuntu-release-upgrader-core, ubuntu-release-upgrader-gtk, udev, update-manager, update-manager-core, update-notifier, update-notifier-common If this question has already been answered, I'm sorry for the repost, but I would appreciate a link to the fix. Thanks. FYI: Dell Latitude D630, Intel Centrino processor. Also, the updater is currently running what seems to be the update. I will report back when it is done going through its process to let you know if it is in fact the 13.10 update. Update 2: System went through an update, but it wasn't for the OS. I think it was an update for the error message mentioned above. Now the OS update is currently running the 'distribution upgrade' portion of the update. This is further than it had gone before. Again I will report back once this is done to let you know whether or not the update was successful. Final Update: Don't know for sure what happened, but I'm almost sure that the error mentioned above was resolved in the first update prior to the 13.10 update. All set.

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How do software projects go over budget and under-deliver?

- by Carlos

I've come across this story quite a few times here in the UK: NHS Computer System Summary: We're spunking £12 Billion on some health software with barely anything working. I was sitting the office discussing this with my colleagues, and we had a little think about. From what I can see, all the NHS needs is a database + middle tier of drugs/hospitals/patients/prescriptions objects, and various GUIs for doctors and nurses to look at. You'd also need to think about security and scalability. And you'd need to sit around a hospital/pharmacy/GPs office for a bit to figure out what they need. But, all told, I'd say I could knock together something with that kind of structure in a couple of days, and maybe throw in a month or two to make it work in scale. * If I had a few million quid, I could probably hire some really excellent designers to make a maintainable codebase, and also buy appropriate hardware to run the system on. I hate to trivialize something that seems to have caused to much trouble, but to me it looks like just a big distributed CRUD + UI system. So how on earth did this project bloat to £12B without producing much useful software? As I don't think the software sounds so complicated, I can only imagine that something about how it was organised caused this mess. Is it outsourcing that's the problem? Is it not getting the software designers to understand the medical business that caused it? What are your experiences with projects gone over budget, under delivered? What are best practices for large projects? Have you ever worked on such a project? EDIT *This bit seemed to get a lot of attention. What I mean is I could probably do this for say, 30 users, spending a few tens of thousands of pounds. I'm not including stuff I don't know about the medical industry and government, but I think most people who've been around programming are familiar with that kind of database/front end kind of design. My point is the NHS project looks like a BIG version of this, with bells and whistles, notably security. But surely a budget millions of times larger than mine could provide this?

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