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  • PASS Summit Feedback

    - by Rob Farley
    PASS Feedback came in last week. I also saw my dentist for some fillings... At the PASS Summit this year, I delivered a couple of regular sessions and a Lightning Talk. People told me they enjoyed it, but when the rankings came out, they showed that I didn’t score particularly well. Brent Ozar was keen to discuss it with me. Brent: PASS speaker feedback is out. You did two sessions and a Lightning Talk. How did you go? Rob: Not so well actually, thanks for asking. Brent: Ha! Sorry. Of course you know that's why I wanted to discuss this with you. I was in one of your sessions at SQLBits in the UK a month before PASS, and I thought you rocked. You've got a really good and distinctive delivery style.  Then I noticed your talks were ranked in the bottom quarter of the Summit ratings and wanted to discuss it. Rob: Yeah, I know. You did ask me if we could do this...  I should explain – my presentation style is not the stereotypical IT conference one. I throw in jokes, and try to engage the audience thoroughly. I find many talks amazingly dry, and I guess I try to buck that trend. I also run training courses, and find that I get a lot of feedback from people thanking me for keeping things interesting. That said, I also get feedback criticising me for my style, and that’s basically what’s happened here. For the rest of this discussion, let’s focus on my talk about the Incredible Shrinking Execution Plan, which I considered to be my main talk. Brent: I thought that session title was the very best one at the entire Summit, and I had it on my recommended sessions list.  In four words, you managed to sum up the topic and your sense of humor.  I read that and immediately thought, "People need to be in this session," and then it didn't score well.  Tell me about your scores. Rob: The questions on the feedback form covered the usefulness of the information, the speaker’s presentation skills, their knowledge of the subject, how well the session was described, the amount of time allocated, and the quality of the presentation materials. Brent: Presentation materials? But you don’t do slides.  Did they rate your thong? Rob: No-one saw my flip-flops in this talk, Brent. I created a script in Management Studio, and published that afterwards, but I think people will have scored that question based on the lack of slides. I wasn’t expecting to do particularly well on that one. That was the only section that didn’t have 5/5 as the most popular score. Brent: See, that sucks, because cookbook-style scripts are often some of my favorites.  Adam Machanic's Service Broker workbench series helped me immensely when I was prepping for the MCM.  As an attendee, I'd rather have a commented script than a slide deck.  So how did you rank so low? Rob: When I look at the scores that you got (based on your blog post), you got very few scores below 3 – people that felt strong enough about your talk to post a negative score. In my scores, between 5% and 10% were below 3 (except on the question about whether I knew my stuff – I guess I came as knowledgeable). Brent: Wow – so quite a few people really didn’t like your talk then? Rob: Yeah. Mind you, based on the comments, some people really loved it. I’d like to think that there would be a certain portion of the room who may have rated the talk as one of the best of the conference. Some of my comments included “amazing!”, “Best presentation so far!”, “Wow, best session yet”, “fantastic” and “Outstanding!”. I think lots of talks can be “Great”, but not so many talks can be “Outstanding” without the word losing its meaning. One wrote “Pretty amazing presentation, considering it was completely extemporaneous.” Brent: Extemporaneous, eh? Rob: Yeah. I guess they don’t realise how much preparation goes into coming across as unprepared. In many ways it’s much easier to give a written speech than to deliver a presentation without slides as a prompt. Brent: That delivery style, the really relaxed, casual, college-professor approach was one of the things I really liked about your presentation at SQLbits.  As somebody who presents a lot, I "get" it - I know how hard it is to come off as relaxed and comfortable with your own material.  It's like improv done by jazz players and comedians - if you've never tried it, you don't realize how hard it is.  People also don't realize how hard it is to make a tough subject fun. Rob: Yeah well... There will be people writing comments on this post that say I wasn't trying to make the subject fun, and that I was making it all about me. Sometimes the style works, sometimes it doesn't. Most of the comments mentioned the fact that I tell jokes, some in a nice way, but some not so much (and it wasn't just a PASS thing - that's the mix of feedback I generally get). One comment at PASS was: “great stand up comedian - not what I'm looking for at pass”, and there were certainly a few that said “too many jokes”. I’m not trying to do stand-up – jokes are my way of engaging with the audience while I demonstrate some of the amazing things that the Query Optimizer can do if you write your queries the right way. Some people didn’t think it was technical enough, but I’ve also had some people tell me that the concepts I’m explaining are deep and profound. Brent: To me, that's a hallmark of a great explanation - when someone says, "But of course it has to work that way - how could it work any other way?  It seems so simple and logical."  Well, sure it does when it's explained correctly, but now pick up any number of thick SQL Server books and try to understand the Redundant Joins concept.  I guarantee it'll take more than 45 minutes. Rob: Some people in my audiences realise that, but definitely not everyone. There's only so much you can tell someone that something is profound. Generally it's something that they either have an epiphany on or not. I like to lull my audience into knowing what's going on, and do something that surprises them. Gain their trust, build a rapport, and then show them the deeper truth of what just happened. Brent: So you've learned your lesson about presentation scores, right?  From here on out, you're going to be dry, humorless, and all your presentations will consist of you reading bullet points off the screen. Rob: No Brent, I’m not. I'm also not going to suggest that most presentations at PASS are like that. No-one tries to present like that. There's a big space to occupy between what "dry and humourless" and me. My difference is to focus on the relationship I have with the crowd, rather than focussing on delivering the perfect session. I want to see people smiling and know they're relaxed. I think most presenters focus on the material, which is completely reasonable and safe. I remember once hearing someone talking about product creation. They talked about mediocrity. They said that one of the worst things that people can ever say about your product is that it’s “good”. What you want is for 10% of the world to love it enough to want to buy it. If 10% the world gave me a dollar, I’d have more money than I could ever use (assuming it wasn’t the SAME dollar they were giving me I guess). Brent: It's the Raving Fans theory.  It's better to have a small number of raving customers than a large number of almost-but-not-really customers who don't care that much about your product or service.  I know exactly how you feel - when I got survey feedback from my Quest video presentation when I was dressed up in a Richard Simmons costume, some of the attendees said I was unprofessional and distracting.  Some of the attendees couldn't get enough and Photoshopped all kinds of stuff into the screen captures.  On a whole, I probably didn't score that well, and I'm fine with that.  It sucks to look at the scores though - do those lower scores bother you? Rob: Of course they do. It hurts deeply. I open myself up and give presentations in a very personal way. All presenters do that, and we all feel the pain of negative feedback. I hate coming 146th & 162nd out of 185, but have to acknowledge that many sessions did worse still. Plus, once I feel the wounds have healed, I’ll be able to remember that there are people in the world that rave about my presentation style, and figure that people will hopefully talk about me. One day maybe those people that don’t like my presentation style will stay away and I might be able to score better. You don’t pay to hear country music if you prefer western... Lots of people find chili too spicy, but it’s still a popular food. Brent: But don’t you want to appeal to everyone? Rob: I do, but I don’t want to be lukewarm as in Revelation 3:16. I’d rather disgust and be discussed. Well, maybe not ‘disgust’, but I don’t want to conform. Conformity just isn’t the same any more. I’m not sure I’ve ever been one to do that. I try not to offend, but definitely like to be different. Brent: Count me among your raving fans, sir.  Where can we see you next? Rob: Considering I live in Adelaide in Australia, I’m not about to appear at anyone’s local SQL Saturday. I’m still trying to plan which events I’ll get to in 2011. I’ve submitted abstracts for TechEd North America, but won’t hold my breath. I’m also considering the SQLBits conferences in the UK in April, PASS in October, and I’m sure I’ll do some LiveMeeting presentations for user groups. Online, people download some of my recent SQLBits presentations at http://bit.ly/RFSarg and http://bit.ly/Simplification though. And they can download a 5-minute MP3 of my Lightning Talk at http://www.lobsterpot.com.au/files/Collation.mp3, in which I try to explain the idea behind collation, using thongs as an example. Brent: I was in the audience for http://bit.ly/RFSarg. That was a great presentation. Rob: Thanks, Brent. Now where’s my dollar?

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  • EM12c Release 4: New EMCLI Verbs

    - by SubinDaniVarughese
    Here are the new EM CLI verbs in Enterprise Manager 12c Release 4 (12.1.0.4). This helps you in writing new scripts or enhancing your existing scripts for further automation. Basic Administration Verbs invoke_ws - Invoke EM web service.ADM Verbs associate_target_to_adm - Associate a target to an application data model. export_adm - Export Application Data Model to a specified .xml file. import_adm - Import Application Data Model from a specified .xml file. list_adms - List the names, target names and application suites of existing Application Data Models verify_adm - Submit an application data model verify job for the target specified.Agent Update Verbs get_agent_update_status -  Show Agent Update Results get_not_updatable_agents - Shows Not Updatable Agents get_updatable_agents - Show Updatable Agents update_agents - Performs Agent Update Prereqs and submits Agent Update JobBI Publisher Reports Verbs grant_bipublisher_roles - Grants access to the BI Publisher catalog and features. revoke_bipublisher_roles - Revokes access to the BI Publisher catalog and features.Blackout Verbs create_rbk - Create a Retro-active blackout.CFW Verbs cancel_cloud_service_requests -  To cancel cloud service requests delete_cloud_service_instances -  To delete cloud service instances delete_cloud_user_objects - To delete cloud user objects. get_cloud_service_instances - To get information about cloud service instances get_cloud_service_requests - To get information about cloud requests get_cloud_user_objects - To get information about cloud user objects.Chargeback Verbs add_chargeback_entity - Adds the given entity to Chargeback. assign_charge_plan - Assign a plan to a chargeback entity. assign_cost_center - Assign a cost center to a chargeback entity. create_charge_entity_type - Create  charge entity type export_charge_plans - Exports charge plans metadata to file export_custom_charge_items -  Exports user defined charge items to a file import_charge_plans - Imports charge plans metadata from given file import_custom_charge_items -  Imports user defined charge items metadata from given file list_charge_plans - Gives a list of charge plans in Chargeback. list_chargeback_entities - Gives a list of all the entities in Chargeback list_chargeback_entity_types - Gives a list of all the entity types that are supported in Chargeback list_cost_centers - Lists the cost centers in Chargeback. remove_chargeback_entity - Removes the given entity from Chargeback. unassign_charge_plan - Un-assign the plan associated to a chargeback entity. unassign_cost_center - Un-assign the cost center associated to a chargeback entity.Configuration/Association History disable_config_history - Disable configuration history computation for a target type. enable_config_history - Enable configuration history computation for a target type. set_config_history_retention_period - Sets the amount of time for which Configuration History is retained.ConfigurationCompare config_compare - Submits the configuration comparison job get_config_templates - Gets all the comparison templates from the repositoryCompliance Verbs fix_compliance_state -  Fix compliance state by removing references in deleted targets.Credential Verbs update_credential_setData Subset Verbs export_subset_definition - Exports specified subset definition as XML file at specified directory path. generate_subset - Generate subset using specified subset definition and target database. import_subset_definition - Import a subset definition from specified XML file. import_subset_dump - Imports dump file into specified target database. list_subset_definitions - Get the list of subset definition, adm and target nameDelete pluggable Database Job Verbs delete_pluggable_database - Delete a pluggable databaseDeployment Procedure Verbs get_runtime_data - Get the runtime data of an executionDiscover and Push to Agents Verbs generate_discovery_input - Generate Discovery Input file for discovering Auto-Discovered Domains refresh_fa - Refresh Fusion Instance run_fa_diagnostics - Run Fusion Applications DiagnosticsFusion Middleware Provisioning Verbs create_fmw_domain_profile - Create a Fusion Middleware Provisioning Profile from a WebLogic Domain create_fmw_home_profile - Create a Fusion Middleware Provisioning Profile from an Oracle Home create_inst_media_profile - Create a Fusion Middleware Provisioning Profile from Installation MediaGold Agent Image Verbs create_gold_agent_image - Creates a gold agent image. decouple_gold_agent_image - Decouples the agent from gold agent image. delete_gold_agent_image - Deletes a gold agent image. get_gold_agent_image_activity_status -  Gets gold agent image activity status. get_gold_agent_image_details - Get the gold agent image details. list_agents_on_gold_image - Lists agents on a gold agent image. list_gold_agent_image_activities - Lists gold agent image activities. list_gold_agent_image_series - Lists gold agent image series. list_gold_agent_images - Lists the available gold agent images. promote_gold_agent_image - Promotes a gold agent image. stage_gold_agent_image - Stages a gold agent image.Incident Rules Verbs add_target_to_rule_set - Add a target to an enterprise rule set. delete_incident_record - Delete one or more open incidents remove_target_from_rule_set - Remove a target from an enterprise rule set. Job Verbs export_jobs - Export job details in to an xml file import_jobs - Import job definitions from an xml file job_input_file - Supply details for a job verb in a property file resume_job - Resume a job or set of jobs suspend_job - Suspend a job or set of jobs Oracle Database as Service Verbs config_db_service_target - Configure DB Service target for OPCPrivilege Delegation Settings Verbs clear_default_privilege_delegation_setting - Clears the default privilege delegation setting for a given list of platforms set_default_privilege_delegation_setting - Sets the default privilege delegation setting for a given list of platforms test_privilege_delegation_setting - Tests a Privilege Delegation Setting on a hostSSA Verbs cleanup_dbaas_requests - Submit cleanup request for failed request create_dbaas_quota - Create Database Quota for a SSA User Role create_service_template - Create a Service Template delete_dbaas_quota - Delete the Database Quota setup for a SSA User Role delete_service_template - Delete a given service template get_dbaas_quota - List the Database Quota setup for all SSA User Roles get_dbaas_request_settings - List the Database Request Settings get_service_template_detail - Get details of a given service template get_service_templates -  Get the list of available service templates rename_service_template -  Rename a given service template update_dbaas_quota - Update the Database Quota for a SSA User Role update_dbaas_request_settings - Update the Database Request Settings update_service_template -  Update a given service template. SavedConfigurations get_saved_configs  - Gets the saved configurations from the repository Server Generated Alert Metric Verbs validate_server_generated_alerts  - Server Generated Alert Metric VerbServices Verbs edit_sl_rule - Edit the service level rule for the specified serviceSiebel Verbs list_siebel_enterprises -  List Siebel enterprises currently monitored in EM list_siebel_servers -  List Siebel servers under a specified siebel enterprise update_siebel- Update a Siebel enterprise or its underlying serversSiteGuard Verbs add_siteguard_aux_hosts -  Associate new auxiliary hosts to the system configure_siteguard_lag -  Configure apply lag and transport lag limit for databases delete_siteguard_aux_host -  Delete auxiliary host associated with a site delete_siteguard_lag -  Erases apply lag or transport lag limit for databases get_siteguard_aux_hosts -  Get all auxiliary hosts associated with a site get_siteguard_health_checks -  Shows schedule of health checks get_siteguard_lag -  Shows apply lag or transport lag limit for databases schedule_siteguard_health_checks -  Schedule health checks for an operation plan stop_siteguard_health_checks -  Stops all future health check execution of an operation plan update_siteguard_lag -  Updates apply lag and transport lag limit for databasesSoftware Library Verbs stage_swlib_entity_files -  Stage files of an entity from Software Library to a host target.Target Data Verbs create_assoc - Creates target associations delete_assoc - Deletes target associations list_allowed_pairs - Lists allowed association types for specified source and destination list_assoc - Lists associations between source and destination targets manage_agent_partnership - Manages partnership between agents. Used for explicitly assigning agent partnershipsTrace Reports generate_ui_trace_report  -  Generate and download UI Page performance report (to identify slow rendering pages)VI EMCLI Verbs add_virtual_platform - Add Oracle Virtual PLatform(s). modify_virtual_platform - Modify Oracle Virtual Platform.To get more details about each verb, execute$ emcli help <verb_name>Example: $ emcli help list_assocNew resources in list verbThese are the new resources in EM CLI list verb :Certificates  WLSCertificateDetails Credential Resource Group  PreferredCredentialsDefaultSystemScope - Preferred credentials (System Scope)   PreferredCredentialsSystemScope - Target preferred credentialPrivilege Delegation Settings  TargetPrivilegeDelegationSettingDetails  - List privilege delegation setting details on a host  TargetPrivilegeDelegationSetting - List privilege delegation settings on a host   PrivilegeDelegationSettings  - Lists all Privilege Delegation Settings   PrivilegeDelegationSettingDetails - Lists details of  Privilege Delegation Settings To get more details about each resource, execute$ emcli list -resource="<resource_name>" -helpExample: $ emcli list -resource="PrivilegeDelegationSettings" -helpDeprecated Verbs:Agent Administration Verbs resecure_agent - Resecure an agentTo get the complete list of verbs, execute:$ emcli help Stay Connected: Twitter | Facebook | YouTube | Linkedin | Newsletter Download the Oracle Enterprise Manager 12c Mobile app

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  • Improving the Industry’s Best Cloud Project Portfolio Management (PPM) Solution – New Release of Instantis EnterpriseTrack

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} By Yasser Mahmud, Vice President of Product Strategy & Industry Marketing, Oracle Primavera We know that in today’s rapidly changing world, organizations and leaders must adapt to fierce competition, business climate change and customers consistently demanding more for less. And project portfolio management (PPM) initiatives are a key component to help organizations thrive and stand out among competitors. That’s why I’m excited to announce Instantis EnterpriseTrack 8.5. Since Oracle’s acquisition of Instantis late last year, we’ve been busy working to enhance the leading cloud PPM solution. Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Here’s what’s new: Perform more precise resource planning and management  Gain more precise capacity visibility for resource planning and project execution with resource calendars that capture vacation, LOA and part-time resource availability Ensure compliance and governance processes  with activity labor cost capitalization Improve project labor cost estimation, tracking and administration with variable resource rates Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Optimize Project Demand Management And Execution Enhance productivity and analysis with project request flexible staffing plan and simplified finance estimation Improve project status communication and execution with estimated time to complete (ETC) in timesheets and projects Achieve audit compliance and governance with field change history for key project and project request fields Enforce proper financial accounting processes with the new strict finance lock/close period option Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Improve Reporting and the User Experience Enhance user productivity and analysis with improved listing pages Improve program reporting with new program filters in listing pages and reports Run large data volume user defined Excel reports with MS Excel 2010 support Accelerate user productivity and satisfaction with an improved user interface for project issues, risks, and scope changes Enjoy faster system response and improved user experience with  optimized listing pages, resource planning, and application cache Deliver user self-service training on demand with UPK support And if that wasn’t enough, we’ve also made additional improvements to timesheets, field change history and finance lock/close period. Learn more about Instantis EnterpriseTrack 8.5.

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  • SPARC T3-1 Record Results Running JD Edwards EnterpriseOne Day in the Life Benchmark with Added Batch Component

    - by Brian
    Using Oracle's SPARC T3-1 server for the application tier and Oracle's SPARC Enterprise M3000 server for the database tier, a world record result was produced running the Oracle's JD Edwards EnterpriseOne applications Day in the Life benchmark run concurrently with a batch workload. The SPARC T3-1 server based result has 25% better performance than the IBM Power 750 POWER7 server even though the IBM result did not include running a batch component. The SPARC T3-1 server based result has 25% better space/performance than the IBM Power 750 POWER7 server as measured by the online component. The SPARC T3-1 server based result is 5x faster than the x86-based IBM x3650 M2 server system when executing the online component of the JD Edwards EnterpriseOne 9.0.1 Day in the Life benchmark. The IBM result did not include a batch component. The SPARC T3-1 server based result has 2.5x better space/performance than the x86-based IBM x3650 M2 server as measured by the online component. The combination of SPARC T3-1 and SPARC Enterprise M3000 servers delivered a Day in the Life benchmark result of 5000 online users with 0.875 seconds of average transaction response time running concurrently with 19 Universal Batch Engine (UBE) processes at 10 UBEs/minute. The solution exercises various JD Edwards EnterpriseOne applications while running Oracle WebLogic Server 11g Release 1 and Oracle Web Tier Utilities 11g HTTP server in Oracle Solaris Containers, together with the Oracle Database 11g Release 2. The SPARC T3-1 server showed that it could handle the additional workload of batch processing while maintaining the same number of online users for the JD Edwards EnterpriseOne Day in the Life benchmark. This was accomplished with minimal loss in response time. JD Edwards EnterpriseOne 9.0.1 takes advantage of the large number of compute threads available in the SPARC T3-1 server at the application tier and achieves excellent response times. The SPARC T3-1 server consolidates the application/web tier of the JD Edwards EnterpriseOne 9.0.1 application using Oracle Solaris Containers. Containers provide flexibility, easier maintenance and better CPU utilization of the server leaving processing capacity for additional growth. A number of Oracle advanced technology and features were used to obtain this result: Oracle Solaris 10, Oracle Solaris Containers, Oracle Java Hotspot Server VM, Oracle WebLogic Server 11g Release 1, Oracle Web Tier Utilities 11g, Oracle Database 11g Release 2, the SPARC T3 and SPARC64 VII+ based servers. This is the first published result running both online and batch workload concurrently on the JD Enterprise Application server. No published results are available from IBM running the online component together with a batch workload. The 9.0.1 version of the benchmark saw some minor performance improvements relative to 9.0. When comparing between 9.0.1 and 9.0 results, the reader should take this into account when the difference between results is small. Performance Landscape JD Edwards EnterpriseOne Day in the Life Benchmark Online with Batch Workload This is the first publication on the Day in the Life benchmark run concurrently with batch jobs. The batch workload was provided by Oracle's Universal Batch Engine. System RackUnits Online Users Resp Time (sec) BatchConcur(# of UBEs) BatchRate(UBEs/m) Version SPARC T3-1, 1xSPARC T3 (1.65 GHz), Solaris 10 M3000, 1xSPARC64 VII+ (2.86 GHz), Solaris 10 4 5000 0.88 19 10 9.0.1 Resp Time (sec) — Response time of online jobs reported in seconds Batch Concur (# of UBEs) — Batch concurrency presented in the number of UBEs Batch Rate (UBEs/m) — Batch transaction rate in UBEs/minute. JD Edwards EnterpriseOne Day in the Life Benchmark Online Workload Only These results are for the Day in the Life benchmark. They are run without any batch workload. System RackUnits Online Users ResponseTime (sec) Version SPARC T3-1, 1xSPARC T3 (1.65 GHz), Solaris 10 M3000, 1xSPARC64 VII (2.75 GHz), Solaris 10 4 5000 0.52 9.0.1 IBM Power 750, 1xPOWER7 (3.55 GHz), IBM i7.1 4 4000 0.61 9.0 IBM x3650M2, 2xIntel X5570 (2.93 GHz), OVM 2 1000 0.29 9.0 IBM result from http://www-03.ibm.com/systems/i/advantages/oracle/, IBM used WebSphere Configuration Summary Hardware Configuration: 1 x SPARC T3-1 server 1 x 1.65 GHz SPARC T3 128 GB memory 16 x 300 GB 10000 RPM SAS 1 x Sun Flash Accelerator F20 PCIe Card, 92 GB 1 x 10 GbE NIC 1 x SPARC Enterprise M3000 server 1 x 2.86 SPARC64 VII+ 64 GB memory 1 x 10 GbE NIC 2 x StorageTek 2540 + 2501 Software Configuration: JD Edwards EnterpriseOne 9.0.1 with Tools 8.98.3.3 Oracle Database 11g Release 2 Oracle 11g WebLogic server 11g Release 1 version 10.3.2 Oracle Web Tier Utilities 11g Oracle Solaris 10 9/10 Mercury LoadRunner 9.10 with Oracle Day in the Life kit for JD Edwards EnterpriseOne 9.0.1 Oracle’s Universal Batch Engine - Short UBEs and Long UBEs Benchmark Description JD Edwards EnterpriseOne is an integrated applications suite of Enterprise Resource Planning (ERP) software. Oracle offers 70 JD Edwards EnterpriseOne application modules to support a diverse set of business operations. Oracle's Day in the Life (DIL) kit is a suite of scripts that exercises most common transactions of JD Edwards EnterpriseOne applications, including business processes such as payroll, sales order, purchase order, work order, and other manufacturing processes, such as ship confirmation. These are labeled by industry acronyms such as SCM, CRM, HCM, SRM and FMS. The kit's scripts execute transactions typical of a mid-sized manufacturing company. The workload consists of online transactions and the UBE workload of 15 short and 4 long UBEs. LoadRunner runs the DIL workload, collects the user’s transactions response times and reports the key metric of Combined Weighted Average Transaction Response time. The UBE processes workload runs from the JD Enterprise Application server. Oracle's UBE processes come as three flavors: Short UBEs < 1 minute engage in Business Report and Summary Analysis, Mid UBEs > 1 minute create a large report of Account, Balance, and Full Address, Long UBEs > 2 minutes simulate Payroll, Sales Order, night only jobs. The UBE workload generates large numbers of PDF files reports and log files. The UBE Queues are categorized as the QBATCHD, a single threaded queue for large UBEs, and the QPROCESS queue for short UBEs run concurrently. One of the Oracle Solaris Containers ran 4 Long UBEs, while another Container ran 15 short UBEs concurrently. The mixed size UBEs ran concurrently from the SPARC T3-1 server with the 5000 online users driven by the LoadRunner. Oracle’s UBE process performance metric is Number of Maximum Concurrent UBE processes at transaction rate, UBEs/minute. Key Points and Best Practices Two JD Edwards EnterpriseOne Application Servers and two Oracle Fusion Middleware WebLogic Servers 11g R1 coupled with two Oracle Fusion Middleware 11g Web Tier HTTP Server instances on the SPARC T3-1 server were hosted in four separate Oracle Solaris Containers to demonstrate consolidation of multiple application and web servers. See Also SPARC T3-1 oracle.com SPARC Enterprise M3000 oracle.com Oracle Solaris oracle.com JD Edwards EnterpriseOne oracle.com Oracle Database 11g Release 2 Enterprise Edition oracle.com Disclosure Statement Copyright 2011, Oracle and/or its affiliates. All rights reserved. Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners. Results as of 6/27/2011.

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  • Building KPIs to monitor your business Its not really about the Technology

    When I have discussions with people about Business Intelligence, one of the questions the inevitably come up is about building KPIs and how to accomplish that. From a technical level the concept of a KPI is very simple, almost too simple in that it is like the tip of an iceberg floating above the water. The key to that iceberg is not really the tip, but the mass of the iceberg that is hidden beneath the surface upon which the tip sits. The analogy of the iceberg is not meant to indicate that the foundation of the KPI is overly difficult or complex. The disparity in size in meant to indicate that the larger thing that needs to be defined is not the technical tip, but the underlying business definition of what the KPI means. From a technical perspective the KPI consists of primarily the following items: Actual Value This is the actual value data point that is being measured. An example would be something like the amount of sales. Target Value This is the target goal for the KPI. This is a number that can be measured against Actual Value. An example would be $10,000 in monthly sales. Target Indicator Range This is the definition of ranges that define what type of indicator the user will see comparing the Actual Value to the Target Value. Most often this is defined by stoplight, but can be any indicator that is going to show a status in a quick fashion to the user. Typically this would be something like: Red Light = Actual Value more than 5% below target; Yellow Light = Within 5% of target either direction; Green Light = More than 5% higher than Target Value Status\Trend Indicator This is an optional attribute of a KPI that is typically used to show some kind of trend. The vast majority of these indicators are used to show some type of progress against a previous period. As an example, the status indicator might be used to show how the monthly sales compare to last month. With this type of indicator there needs to be not only a definition of what the ranges are for your status indictor, but then also what value the number needs to be compared against. So now we have an idea of what data points a KPI consists of from a technical perspective lets talk a bit about tools. As you can see technically there is not a whole lot to them and the choice of technology is not as important as the definition of the KPIs, which we will get to in a minute. There are many different types of tools in the Microsoft BI stack that you can use to expose your KPI to the business. These include Performance Point, SharePoint, Excel, and SQL Reporting Services. There are pluses and minuses to each technology and the right technology is based a lot on your goals and how you want to deliver the information to the users. Additionally, there are other non-Microsoft tools that can be used to expose KPI indicators to your business users. Regardless of the technology used as your front end, the heavy lifting of KPI is in the business definition of the values and benchmarks for that KPI. The discussion about KPIs is very dependent on the history of an organization and how much they are exposed to the attributes of a KPI. Often times when discussing KPIs with a business contact who has not been exposed to KPIs the discussion tends to also be a session educating the business user about what a KPI is and what goes into the definition of a KPI. The majority of times the business user has an idea of what their actual values are and they have been tracking those numbers for some time, generally in Excel and all manually. So they will know the amount of sales last month along with sales two years ago in the same month. Where the conversation tends to get stuck is when you start discussing what the target value should be. The actual value is answering the What and How much questions. When you are talking about the Target values you are asking the question Is this number good or bad. Typically, the user will know whether or not the value is good or bad, but most of the time they are not able to quantify what is good or bad. Their response is usually something like I just know. Because they have been watching the sales quantity for years now, they can tell you that a 5% decrease in sales this month might actually be a good thing, maybe because the salespeople are all waiting until next month when the new versions come out. It can sometimes be very hard to break the business people of this habit. One of the fears generally is that the status indicator is not subjective. Thus, in the scenario above, the business user is going to be fearful that their boss, just looking at a negative red indicator, is going to haul them out to the woodshed for a bad month. But, on the flip side, if all you are displaying is the amount of sales, only a person with knowledge of last month sales and the target amount for this month would have any idea if $10,000 in sales is good or not. Here is where a key point about KPIs needs to be communicated to both the business user and any user who might be viewing the results of that KPI. The KPI is just one tool that is used to report on business performance. The KPI is meant as a quick indicator of one business statistic. It is not meant to tell the entire story. It does not answer the question Why. Its primary purpose is to objectively and quickly expose an area of the business that might warrant more review. There is always going to be the need to do further analysis on any potential negative or neutral KPI. So, hopefully, once you have convinced your business user to come up with some target numbers and ranges for status indicators, you then need to take the next step and help them answer the Why question. The main question here to ask is, Okay, you see the indicator and you need to discover why the number is what is, where do you go?. The answer is usually a combination of sources. A sales manager might have some of the following items at their disposal (Marketing report showing a decrease in the promotional discounts for the month, Pricing Report showing the reduction of prices of older models, an Inventory Report showing the discontinuation of a particular product line, or a memo showing the ending of a large affiliate partnership. The answers to the question Why are never as simple as a single indicator value. Bring able to quickly get to this information is all about designing how a user accesses the KPIs and then also how easily they can get to the additional information they need. This is where a Dashboard mentality can come in handy. For example, the business user can have a dashboard that shows their KPIs, but also has links to some of the common reports that they run regarding Sales Data. The users boss may have the same KPIs on their dashboard, but instead of links to individual reports they are going to have a link to a status report that was created by the user that pulls together all the data about the KPI in a summary format the users boss can review. So some of the key things to think about when building or evaluating KPIs for your organization: Technology should not be the driving factor KPIs are of little value without some indicator for whether a value is good, bad or neutral. KPIs only give an answer to the Is this number good\bad? question Make sure the ability to drill into the Why of a KPI is close at hand and relevant to the user who is viewing the KPI. The KPI is a key business tool when defined properly to help monitor business performance across the enterprise in an objective and consistent manner. At times it might feel like the process of defining the business aspects of a KPI can sometimes be arduous, the payoff in the end can far outweigh the costs. Some of the benefits of going through this process are a better understanding of the key metrics for an organization and the measure of those metrics and a consistent snapshot of business performance that can be utilized across the organization. And I think that these are benefits to any organization regardless of the technology or the implementation.Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • Getting your bearings and defining the project objective

    - by johndoucette
    I wrote this two years ago and thought it was worth posting… Some may think this is a daunting task and some may even say “what a waste of time” and want to open MS Project and start typing out tasks because someone asked for an estimate and a task list. Hell, maybe you even use Excel and pump out a spreadsheet with some real scientific formula for guessing how long it will take to code a bunch of classes. However, this short exercise will provide the basis for the entire project, whether small or large and be a great friend when communicating to anyone on your team or even your client. I call this the Project Brief. If you find yourself going beyond a single page, then you must decompose the sections and summarize your findings so there is a complete and clear picture of the project you are working on in a relatively short statement. Here is a great quote from the PMBOK (Project Management Body of Knowledge) relative to what a project is;   A project is a temporary endeavor undertaken to create a unique product, service or result. With this in mind, the project brief should encompass the entirety (objective) of the endeavor in its explanation and what it will take (goals) to create the product, service or result (deliverables). Normally the process of identifying the project objective is done during the first stage of a project called the Project Kickoff, but you can perform this very important step anytime to help you get a bearing. There are many more parts to helping a project stay on course, but this is usually the foundation where it can be grounded on. Through a series of 3 exercises, you should be able to come up with the objective, goals and deliverables on your project. Follow these steps, and in no time (about &frac12; hour), you will have the foundation of your project plan. (See examples below) Exercise 1 – Objectives Begin with the end in mind. Think about your project in business terms with a couple things to help you understand the objective; Reference the business benefit in terms of cost, speed and / or quality, Provide a higher level of what the outcome will look like (future sense) It should be non-measurable, that’s what the goals are all about The output should be a single paragraph with three sentences and take 10 minutes to write. *Typically, agreement must be reached on the objectives of the project before you would proceed to the next steps of the project. Exercise 2 – Goals A project goal is a statement that answers questions about who, what, why, where and when. A good project goal statement; Answers the five “W” questions for the project Is measurable in each of its parts Is published and agreed on by all the owners This helps the Project Manager receive confirmation on defining the project target. Using the established project objective done in the first exercise, think about the things it will take to get the job done. Think about tangible activities which are the top level tasks in a typical Work Breakdown Structure (WBS). The overall goal statement plus all the deliverables (next exercise) can be seen as the project team’s contract with the project owners. Write 3 - 5 goals in about 10 minutes. You should not write the words “Who, what, why, where and when, but merely be able to answer the questions when you read a goal. Exercise 3 – Deliverables Every project creates some type of output and these outputs are called deliverables. There are two classes of deliverables; Internal – produced for project team members to meet their goals External – produced for project owners to meet their expectations The list you enter here provides a checklist for the team’s delivery and/or is a statement of all the expectations of the project owners. Here are some typical project deliverables; Product and product documentation End product/system Requirements/feature documents Installation guides Demo/prototype System design documents User guides/help files Plans Project plan Training plan Conversion/installation/delivery plan Test plans Documentation plan Communication plan Reports and general documentation Progress reports System acceptance tests Outstanding bug list Procedures Risk and issue logs Project history Deliverables should go with each of the goals. Have 3-5 deliverables for each goal. When you are done, you will have established a great foundation for the clarity of your project. This exercise can take some time, but with practice, you should be able to whip this one out in 10 minutes as well, especially if you are intimate with an ongoing project. Samples  Objective [Client] is implementing a series of MOSS sites to support external public (Internet), internal employee (Intranet) and an external secure (password protected Internet) applications. This project will focus on the public-facing web site and will provide [Client] with architectural recommendations based on the current design being done by their design partner [Partner] and the internal Content Team. In addition, it will provide [Client] with a development plan and confidence they need to deploy a world class public Internet website. Goals 1.  [Consultant] will provide technical guidance and set project team expectations for the implementation of the MOSS Internet site based on provided features/functions within three weeks. 2.  [Consultant] will understand phase 2 secure password-protected Internet site design and provide recommendations.   Deliverables 1.1  Public Internet (unsecure) Architectural Recommendation Plan 1.2  Physical Site construction Work Breakdown Structure and plan (Time, cost and resources needed) 2.1  Two Factor authentication recommendation document   Objective [Client] is currently using an application developed by [Consultant] many years ago called "XXX". This application, although functional, does not meet their new updated business requirements and contains a few defects which [Client] has developed work-around processes. [Client] would like to have a "new and improved" system to support their membership management needs by expanding membership and subscription capabilities, provide accounting integration with internal (GL) and external (VeriSign) systems, and implement hooks to the current CRM solution. This effort will take place through a series of phases, beginning with envisioning. Goals 1. Through discussions with users, [Consultant] will discover current issues/bugs which need to be resolved which must meet the current functionality requirements within three weeks. 2. [Consultant] will gather requirements from the users about what is "needed" vs. "what they have" for enhancements and provide a high level document supporting their needs. 3. [Consultant] will meet with the team members through a series of meetings and help define the overall project plan to deliver a new and improved solution. Deliverables 1.1 Prioritized list of Current application issues/bugs that need to be resolved 1.2 Provide a resolution plan on the issues/bugs identified in the current application 1.3 Risk Assessment Document 2.1 Deliver a Requirements Document showing high-level [Client] needs for the new XXX application. · New feature functionality not in the application today · Existing functionality that will remain in the new functionality 2.2 Reporting Requirements Document 3.1 A Project Plan showing the deliverables and cost for the next (second) phase of this project. 3.2 A Statement of Work for the next (second) phase of this project. 3.3 An Estimate of any work that would need to follow the second phase.

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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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  • Webalizer causing high CPU load

    - by Tom
    We use webalizer to generate reports on our Apache access logs - it is useful in conjunction with Google Analytics. The problem is that webalizer uses ALOT of CPU when running. If I run top I can see two perl processes with 90% CPU - this slows down the machine and therefore the website for our users. Webalizer is run via a daily cron job (/etc/cron.daily/00webalizer): #! /bin/bash # update access statistics for the web site if [ -s /var/log/httpd/access_log ]; then exec /usr/bin/webalizer -Q fi Does anyone know how to limit how much CPU webalizer can use? For example, would nice help and how would I use it?

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  • Spikes of 99% disk activity in Windows 8 Task Manager

    - by Jonathan Chan
    For some reason Windows 8's Task Manager reports spikes of 99% disk activity for hours at a time. Looking at the entries in that column, however, data doesn't seem to be getting written any more quickly than when the disk activity is around 25-50% (which it seem to idle at most of the time). Furthermore, when these 99% disk activity spikes are happening, the average response time reported in the Performance tab becomes 4000-6000ms. Is there a good way to find out what is causing the disk activity? I've tried using Process Explorer, but I said above, the rate at which data is reportedly being written doesn't seem to correspond (Dropbox and Google Chrome are constantly the top two, but the spikes are not dependent on their being open). Thanks in advance for any help. It gets very annoying when the computer stutters to a halt.

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  • Why does ssh hang after "debug1: loaded 3 keys"

    - by James Moore
    Trying to log in to an Amazon EC2 instance running Ubuntu 10.04.1. I can log in just fine, no issues. A different user, coming from a different network just gets this: OpenSSH_4.3p2, OpenSSL 0.9.8e-fips-rhel5 01 Jul 2008 debug1: Reading configuration data /etc/ssh/ssh_config debug1: Applying options for * debug1: Connecting to xxxx [xxxx] port 80. debug1: Connection established. debug1: identity file /.ssh/identity type -1 debug1: identity file /.ssh/id_rsa type -1 debug1: identity file /.ssh/id_dsa type -1 debug1: loaded 3 keys And then it hangs. We've tried running sshd on port 22 and port 80 I'm guessing that it's not a firewall problem since the verbose output reports that the connection is established. I don't see anything in /var/log/auth.log when the failing user connects. I do see entries when I log in successfully.

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  • "Outlook must be online or connected to complete this action" windows XP, outlook 2007, connect to e

    - by bob franklin smith harriet
    Hey, I can't connect to an exchange server using windows XP and outlook 2007, using the "connect anywhere over HTTP" process, it has been working until recently and the user reports no recent changes to his environment. The error is "Outlook must be online or connected to complete this action" It will prompt me for the username and password which I can enter, then it will give the errorm however this only happens when I delete the account and enter all details for the excahnge server again. The client computer that is unable to connect using outlook can connect to the HTTPS mail service and login send/receive fine. Nobody else has reported issues. making a test environment with a clean install of XP and outlook 2007 gives the same error, but using windows 7 and outlook 2007 connects perfectly fine everytime. I also removed all passwords using control keymgr.dll which didnt help. Any assistance or ideas would be appreciated, at this point nothing I've tried from technet or google works <_<

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  • The Application was unable to start correctly (0xc0000142)

    - by Guy Thomas
    System = Windows 7 64-bit Various programs, notably Regedit, won't start. Instead I get: The Application was unable to start correctly (0xc0000142). Strangly, at least to my thinking, I can launch them via Task Manager. I am also grappling with AVG errors or over-activity, e.g. reports of Broken digital Signature. I am also having problems with Excel Update KB978474 I mention these just incase anyone thinks there is a connection, rather than expecting people to solve 3 problems at once.

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  • HTTP response time profiling

    - by Sparsh Gupta
    Hello I have a nginx reverse proxy. The server is close to serving 600-700 requests per second. I have a Munin HTTP load time plugin which is outputting this: http://monitor.wingify.com/munin/visualwebsiteoptimizer.com/lb1.visualwebsiteoptimizer.com-http_loadtime.html Now, the problem is I am seeing some spikes in the graph. Expected response times should always be under 200ms. I am keeping an eye on syslog and messages but I am unable to figure out the actual cause of this. I was wondering if there is any good HTTP response time profiling system which I can install / embed with this nginx server and get a detailed reports / logs on the breakup of time taken by different things and what exactly is the cause of the spikes. The profiling system would also help me understand bottlenecks and how can I further optimize the latency. Most important right now is to investigate the cause of the spikes in the HTTP load time graphs (similar pattern is reported by external monitors - Pingdom) and to fix it to get consistent response times Thanks

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  • "No active network adapters found" Hyper-V 2008 R2

    - by mnemosyn
    I fiddled around with the virtual network settings of my Hyper-V server, because Windows Update failed to run in the VMs. I set the flag that makes the NIC exclusively usable by the VM. Now, the host system tells me it has no active network adapters. What does that even mean? According to netsh, there are three enabled network connections. I tried to restart the NICs using devcon.exe (the correct x64 version), but that doesn't make any difference - still, devcon reports the NICs are there and they are activated?! Is there any way I can force the host to re-enable the NICs?

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  • Microsoft Office document is "locked for editing by 'another user'"

    - by Chris
    A few of my users are in and out of various Excel 2007 spreadsheets all day. One of them reports that "50% of the time" she tries to open a spreadsheet from the file server, an information message comes up stating: foo.xlsx is locked for editing by 'another user'. Open "Read-Only" or click "Notify" to open read-only and receive notification when the document is no longer in use. Nine times out of ten the document is not open by another user. My users immediately try to open the same document again, and it works. I imagine this is caused by Excel leaving owner files on the server, but I do not know why. An added clue: When one of my users selects "Notify," a dialog pops up in a moment informing them the file is available for them to edit. Any guidance on how to solve this issue and make my users' days flow better?

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  • exchange server 2010 Outlook Web Access - Exchange Control Panel WEB Interface

    - by Aceth
    from what i can gather the mailbox bit of the web interface works fine.. when any of the users go to options (top right) and try to use some of the features such as the Organise Mail Delivery Reports to find messages etc... it comes up with a message .. "An item with the same key has already been added" I've looked in the event viewer and i think its this error - Watson report about to be sent for process id: 7016, with parameters: E12IIS, c-RTL-AMD64, 14.00.0639.021, ECP, ECP.Powershell, https://x.x.x.x/ecp/PersonalSettings/Accounts.svc/GetList, UnexpectedCondition:ArgumentException, c09, 14.00.0639.021. ErrorReportingEnabled: False and Request for URL 'https://x.x.x.x/ecp/PersonalSettings/Accounts.svc/GetList' failed with the following error: System.ArgumentException: An item with the same key has already been added. at System.ServiceModel.AsyncResult.End[TAsyncResult](IAsyncResult result) at System.ServiceModel.Activation.HostedHttpRequestAsyncResult.End(IAsyncResult result) at System.ServiceModel.Activation.HostedHttpRequestAsyncResult.ExecuteSynchronous(HttpApplication context, Boolean flowContext) at Microsoft.Exchange.Management.ControlPanel.WebServiceHandler.ProcessRequest(HttpContext context) at System.Web.HttpApplication.CallHandlerExecutionStep.System.Web.HttpApplication.IExecutionStep.Execute() at System.Web.HttpApplication.ExecuteStep(IExecutionStep step, Boolean& completedSynchronously) I've tried googling but no luck that's relevant :(

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  • Rotate monitor to portrait on Windows Server 2003 with ATI card

    - by Eli
    Does anyone know if it is possible to rotate a monitor from landscape to portrait mode on Windows Server 2003 32-bit with an ATI video card? According to Dell's site, I should be able to rotate my Dell P2310H monitor by installing drivers from their website, but they don't have drivers for Windows Server 2003. I let Windows Update search for the driver (with the driver CD that came with the monitor in my drive) and it did install drivers, but I still don't see any options for rotating. Some people say that the ATI Catalyst Control Center allows for monitor rotation, but I've never been able to run that software on Windows Server 2003. A google search reports that others have the same problem. Has anyone successfully figured out how to rotate a monitor on Windows Server 2003 with an ATI card?

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  • iPhone - Open excel from SSRS 2008

    - by milesmcgehee
    We're currently having a problem with our 2008 SSRS server sending excel reports to users with iPhones. They get the email with no problems, but when the XLS file is opened on the phone, it returns an error of: Invalid format. Everyone else can open the report with no problems (email/blackberry) The odd thing, is I can drag the file to my desktop from the message, open it, save it, and then email it again and it opens just fine on the phone. Does anyone know of hotfix that can be applied to the SSRS server to create the XLS files correctly? Or something I can change to make this work? I know we can send all the attachments in PDF but I'd like to keep them XLS if at all possible.

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  • Reporting Services Returning HTTP 401 Unauthorized

    - by Chris Arnold
    I have just ported an existing ASP.NET application to a new web server (Windows Server 2008 R2 and SQL Server 2008). It is successfully running on 4 other servers of varying O/S (which I also setup). My ASP.NET app calls into the Reporting Services Web Service (ReportExecution2005.asmx) to generate a report and save it as a pdf to the file system. I consistently receive "System.Net.WebException - The request failed with HTTP status 401: Unauthorized." In UTTER desperation I have performed the following... Granted all Users complete access to SSRS via the Reports web page. Granted all Users 'Full control' to <%ProgramFiles%\Microsoft SQL Server\MSRS10.MSSQLSERVER I am not a network / server specialist but I'm the only one that can deal with this and it's driving me batty. Help!

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  • Cisco Anyconnect Issue on HTC HD2

    - by Myles
    Hello, We've just got a HTC HD2 handset through (UK - T-mobile); and we've installed the Cisco Anyconnect client. It connects ok but then after a few seconds disconnects, then reconnects. It then keeps cycling through in this way, and at no point can we even attempt to sync Exchange! Our ASA 5510 reports; Group User IP <149.254.217.2 SVC Message: 17/ERROR: Reconnecting to recover from error.. And from the phone log; 10:56:03Debug Function: CSocketTransport::getTransportMTU File: ..\IPC\SocketTransport.cpp Line: 1058 Invoked Function: CNetInterface::GetTcpIpMTU Return Code: -32571377 (0xFE0F000F) Description: NETINTERFACE_ERROR_INTERFACE_NOT_AVAILABLE Does anyone have any advice on why it's constantly disconnecting? The phone log does suggest a lack of service; but the phone can browse the net, make calls, etc and appears to have good signal throughout. We did try the Anyconnect software on a Windows 7 PC which worked fine, no drop outs. Any help would be greatly appreciated! Thank you, Myles

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  • Access Denied using TakeOwn.exe

    - by Magnus
    I have got this file that I can't delete. It happened after a system crash, so the CHKDSK kicked in upon next reboot. After that, I can't delete the file. THis is on Windows Home Server, and the file is one of those hidden Thumbs.db, and my WHS reports a "File conflict" on the file, the reason: Access Denied" What I have tried so far, running as an Administrator: Delete: Access Denied TakeOwn.exe : Access Denied Attrib.exe -s -h : Access Denied Icacls.exe : Access Denied Re-boot in to safe mode and tried the above: Access Denied I have used the CHKDSK /f again, rebooted since some suggestions is that the file has been corrupted, but that didn't change anything. Any suggestions ?

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  • Troubleshooting PXE-E11: ARP Timeout error under VMware ESXi 4 and HPSA 7.8

    - by warren
    I am running HP Server Automation v7.8 in a lab environment on VMware ESXi, managed via vSphere 4. On the same host I have several small VMs for OS provisioning testing (512MB RAM, 10GB hdd, one NIC on the same vSwitch that HPSA is running on). DHCP is configured to hand-out addresses in the 192.168.10.151-200 range. On boot of the VM, it receives an IP (eg 192.168.10.198) within seconds. However, after it receives its IP, a PXE-E11: ARP Timeout error occurs in trying to boot from the DHCP server. I do not know if this is a HPSA-specific error, as I have seen reports of the PXE-E11 error on various forums. Proposed solutions I have seen so far (changing VLAN settings, for example) have not been applicable to my environment. Are there any pointers/troubleshooting steps that can be taken to resolve this?

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  • Web Client Service constantly in 'Stopping' state

    - by Mark
    I have a user who's Web Client service constantly reports that it's in the 'Stopping' state and it's hindering her ability to save JMP files to a SharePoint site using the UNC path. She's running Windows XP Service Pack 3. I've tried modifying the Web Client parameters in the registry for UseBasicAuth and FileAttributesLimitInBytes with no luck. When I set the service to Manual and then try to start it after Windows boots up, it starts and then immediately goes into the Stopping state again. Other things I've tried: Removing/Reinstalling her network card Removing/Reinstalling the Client for Microsoft Networks and File and Print Sharing Checked that the BITS and RPC services are running fine (not sure if they're related) Does anyone have any other ideas? Is there a way to repair/rebuild the Web Client service?

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  • How do I find out what the Finder is busy with?

    - by Peter S Magnusson
    I'm running Snow Leopard on a MacBook Pro. My Finder has decided to be very busy, and neither restarting Finder nor a reboot cools it down. Spotlight doesn't report activity, Time Machine isn't busy, yet top -ocpu reports Finder is running between 30% and 100%. Update: none of the suggestions have worked. At this point (three months after first asking the question), I'm resigned to wait until the new MacBook Pro comes out and start with a clean install. Very frustrating that there's no way to investigate what the Finder gets stuck on.

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  • Problem with regsvr32 on Windows Server 2008

    - by Chris Anton
    Hi all! I am attempting to register a basic COM dll on a Windows Server 2008 standard box. I run regsvr32 capicom.dll and it reports DllRegisterServer in capicom.dll succeeded. This is the same process we've used for years on Windows Server 2003. Sadly, when I attempt to create the object via a very very basic Microsoft vbscript example Set oStore = CreateObject("CAPICOM.Store") it throws a "ActiveX component can't create object" error. Thinking maybe it was a problem with this dll, I tried a few other DLLs we use with the same result. I tried using the regsvr32 in system, system32, and syswow64 all with the same result. I don't know too much about the differences between each of those, but figured it was worth a shot. The dll is being stored on the d:\ and seems to have correct permissions (though that'd be a different error altogether). Thanks to any help or thoughts you might have!

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