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  • Wo finde ich was im OPN?

    - by A&C Redaktion
    Oracle Partner haben Zugriff auf verschiedenste Tools, Ressourcen und Services, die die tägliche Arbeit erleichtern und einen signifikanten Wettbewerbsvorteil bieten. Für unsere neuen, und vielleicht auch manchen altgedienten Partner, hier ein kleiner Wegweiser zu den wichtigsten Angeboten. Welche Ressourcen kann ich mit welchem Level der Spezialisierung nutzen?Einen englischsprachigen Überblick über alle Angebote aus den Bereichen Enablement, Development, Marketing, Sales und Support finden Sie hier unter „OPN Benefits Table Details“. Wo kann ich mich über bestimmte Oracle Produkte informieren und weiterbilden?Die Knowledge Zones sind lösungsorientierte Webseiten für den Einstieg in die Spezialisierung. Sie finden dort detaillierte Informationen zu Entwicklung, Verkauf und Implementierung von Oracle Lösungen – aufgeschlüsselt nach den Themen Datenbank, Middleware, Anwendungen, Server- und Speichersysteme sowie nach Branchen. Je nach Interesse und Spezialisierung können Sie hier bestimmten Knowledge Zones beitreten. Wie können Kunden mich und meine Leistungen als Oracle Partner finden und Kontakt aufnehmen?Dafür gibt es den Solutions Catalog: Diese Plattform gehört zu den wichtigsten Tools, um Kunden an den für sie idealen Oracle Partner zu vermitteln. Jeder spezialisierte Partner weltweit hat im Solutions Catalog ein suchmaschinenoptimiertes Profil, das er über das OPN selbst pflegt und ausbaut. Kunden filtern das Angebot nach Region und gewünschter Lösung und nehmen direkt Kontakt auf. Besuche auf der Webseite werden evaluiert und können zur individuellen Lead-Generierung genutzt werden. Wie kann ich meine Oracle Spezialisierung nutzen, um neue Kunden zu gewinnen?Im Marketing-Bereich des OPN-Portals finden Sie diverse Möglichkeiten der Werbung und Demand Generation. Einige Beispiele: Die deutschsprachigen Marketing Kits bieten Werbematerial, Templates, Schulungsmaterial und Anleitungen für das Marketing der Partner. Sie helfen dabei, eigene Kampagnen, z.B. Mailings oder Telemarketing zu einzelnen Themen, wie etwa aktuell Exadata, durchzuführen und die Demand Generation voranzutreiben. Mit den Partner Logos können Sie auf Ihrer eigenen Webseite damit werben, dass und wie intensiv Sie mit Oracle zusammenarbeiten. Es gibt Logos für jedes Partner Level sowie für jede einzelne Zertifizierung aus dem Oracle Universum. Der Partner Event Publishing Service hilft dabei, Ihre Veranstaltungen global und öffentlichkeitswirksam auf der Oracle Webseite zu präsentieren. So funktioniert's: Einfach das Excel-Formular downloaden, in deutsch oder englisch ausfüllen und mit Ihrem Logo an das Event Publishing Team senden. Ihre Event-Seite wird erstellt und ist auf dem Eventportal von Oracle suchbar. Sie erhalten für Ihre Prmotion den Link und schon haben sich einen neuen Kreis potenzieller Teilnehmer erschlossen.

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  • Should devs, testers and business users have one unified test script?

    - by Carlos Jaime C. De Leon
    In development, I would normally have my own test scripts that would document the data, scenarios and execution steps that I plan to test; this is my dev test plan. When the functionality has been deployed to Test, testers test it using their own test script that they wrote. In UAT, the business user then tests using their own test plan. In retrospect, it looks like this provides a better coverage, with dev tests having a mix of black and white box testing, while testers and business users focus on black box testing. But on the other hand, this brings up distinct test cases that only are executed per stage (ie. some cases which testers thought of are only executed on Test stage) and it would like the dev missed it, which makes it a finding/bug. Is it worth consolidating the test scripts from the start? Thus using one unified test script, or is it abit difficult to do this upfront?

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  • New at TRC: Networking Products

    - by uwes
    The new category "Networking Products" has been added last week at Oracle Hardware Technical Resource Center (HW TRC). The following list summarize the different areas which are included. Feel free to explore. Oracle Virtual Networking customer and technical presentation, Datasheets, partner FAQ and more 10 GbE Network Adapters and Switches customer and technical presentations, Datasheets, partner FAQ, Documentation and more Gigabit Ethernet customer presentations, partner FAQ, Documentation and more InfiniBand Datasheets, partner FAQ and Documentation Blade Server Network Express Modules (NEMs) technical presentation, Datasheets, partner FAQ, White Paper and more Storage Networking customer presentations, Datasheets, partner FAQ and more Please be aware that you need to be registered at the Oracel HW TRC. To register click here ... and follow the instructions..

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  • WebCenter Customer Spotlight: College of American Pathologists

    - by me
    Author: Peter Reiser - Social Business Evangelist, Oracle WebCenter  Solution Summary College of American Pathologists Goes Live with OracleWebCenter - Imaging, AP Invoice Automation, and EBS Managed Attachment with Support for Imaging ContentThe College of American Pathologists (CAP), the leading organization of board-certified pathologists serving more then 18,000 physician members, 7,000 laboratories are accredited by the CAP, and approximately 22,000 laboratories are enrolled in the College’s proficiency testing programs. The business objective was to content-enable their Oracle E-Business Suite (EBS) enterprise application by combining the best of Imaging and Manage Attachment functionality providing a unique opportunity for the business to have unprecedented access to both structure and unstructured content from within their enterprise application. The solution improves customer services turnaround time, provides better compliance and improves maintenance and management of the technology infrastructure. Company OverviewThe College of American Pathologists (CAP), celebrating 50 years as the gold standard in laboratory accreditation, is a medical society serving more than 17,000 physician members and the global laboratory community. It is the world’s largest association composed exclusively of board certified pathologists and is the worldwide leader in laboratory quality assurance. The College advocates accountable, high-quality, and cost-effective patient care. The more than 17,000 pathologist members of the College of American Pathologists represent board-certified pathologists and pathologists in training worldwide. More than 7,000 laboratories are accredited by the CAP, and approximately 23,000 laboratories are enrolled in the College’s proficiency testing programs.  Business ChallengesThe CAP business objective was to content-enable their Oracle E-Business Suite (EBS) enterprise application by combining the best of Imaging and Manage Attachment functionality providing a unique opportunity for the business to have unprecedented access to both structure and unstructured content from within their enterprise application.  Bring more flexibility to systems and programs in order to adapt quickly Get a 360 degree view of the customer Reduce cost of running the business Solution DeployedWith the help of Oracle Consulting, the customer implemented Oracle WebCenter Content as the centralized E-Business Suite Document Repository.  The solution enables to capture, present and manage all unstructured content (PDFs,word processing documents, scanned images, etc.) related to Oracle E-Business Suite transactions and exposing the related content using the familiar EBS User Interface. Business ResultsThe CAP achieved following benefits from the implemented solution: Managed Attachment Solution Align with strategic Oracle Fusion Middleware platform Integrate with the CAP existing data capture capabilities Single user interface provided by the Managed Attachment solution for all content Better compliance and improved collaboration  Account Payables Invoice Processing Imaging Solution Automated invoice management eliminating dependency on paper materials and improving compliance, collaboration and accuracy A single repository to house and secure scanned invoices and all supplemental documents Greater management visibility of invoice entry process Additional Information CAP OpenWorld Presentation Oracle WebCenter Content Oracle Webcenter Capture Oracle WebCenter Imaging Oracle  Consulting

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  • What decent small-office level routers are there

    - by Glenn Slaven
    So let's say I have a network of less than 20 computers including a server that needs to be accessed externally. What router/firewall solutions would you recommend? It can be either hardware or software and would need to be able to do NAT Firewall DMZ Native VPN if possible Some form of network bandwidth monitoring Update: I've accepted the answer I liked but this question probably doesn't have a definitive answer, it would depend on your requirements. Please leave more suggestions with an explanation as to why it works well in your situation.

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  • Have Your Cake and Eat it Too: Industry Best Practices + Flexibility

    - by Oracle Accelerate for Midsize Companies
    By Richard Garraputa, VP of Sales & Marketing, brij Richard joined brij in 1996 after graduating from the University of North Carolina at Greensboro with degrees in Information Systems and Accounting. He directs brij’s overall strategies of both the business development and marketing departments. Companies looking for new ERP systems spend so much time comparing features and functions of software products but too often short change the value of their own processes.  Company managers I meet often claim that they are implementing a new ERP system so they can perform better and faster.  When asked how, the answer is often “by implementing best practices”.  But the term ‘best practices’ is frequently used to mean ‘doing things the way everyone else does them’ rather than a starting point or benchmark to build upon by adding your own value. Of course, implementing standardized processes across an enterprise is an important step in improving operational efficiencies.  But not all companies are alike.  Do you ever tell your customers “We are just like our competition and have no competitive differentiation”?  Probably not.  So why should the implementation of your business processes be just like your competitor’s?  Even within the same industry, companies differentiate themselves by leveraging their unique expertise and approach to business.  These unique aspects—the competitive differentiators that companies use to thrive in a crowded marketplace—can and should be supported by the implementation of business systems like ERP. Modern ERP systems like Oracle’s JD Edwards EnterpriseOne have a broad and deep functional footprint designed to integrate a company’s core operations.  But how can a company take advantage of this footprint without blowing up their implementation budget?  Some ERP vendors claim to solve this challenge by stating that their systems come pre-configured with ‘best practices’.  Too often what they are really saying is that you will have to abandon your key operational differentiators to fit a vendor’s template for your business—or extend your implementation and postpone the realization of any benefits. Thankfully for midsize companies, there is an alternative to the undesirable options of extended implementation projects or abandoning their competitive differentiators.  Oracle Accelerate Solutions speed the time it takes to implement JD Edwards EnterpriseOne solution based on your unique business characteristics, getting your new ERP system up and running faster without forcing your business to fit a cookie-cutter solution. We’ve been a JD Edwards implementation partner since 1986 and we now leverage Oracle Business Accelerators—cloud based rapid implementation tools built and maintained by Oracle. Oracle Business Accelerators deliver the benefits of embedded industry best practices without forcing every customer in to one set of processes like many template or “clone and go” approaches do. You retain the ability to reconfigure your applications—without customization—as your business changes. Wielded by Oracle partners with industry-specific domain expertise, Oracle Accelerate Solution implementations powered by Oracle Business Accelerators help automate the application configuration to fit your business better, faster. For example, on a recent project at a manufacturing company, the project manager told me that Oracle Business Accelerators helped get them to Conference Room Pilot 20% faster than with a traditional approach. Time savings equal cost savings. And if ‘better and faster’ is your goal for your business performance, shouldn’t it be the goal for your ERP implementation as well? Established in 1986, brij has been dedicated solely to helping its customers implement Oracle’s JD Edwards solutions and to maximize the value of those customers’ IT investments. They are a Gold level member in Oracle PartnerNetwork and an Oracle Accelerate Solution provider.

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  • Recent Updates on Oracle Hardware Technical Resource Center

    - by uwes
    Over the last two weeks there have been some updates on the Oracle Hardware Technical Resource Center (HW TRC). The following list summarize the categories which have been added or changed. Feel free to explore. SPARC Netra T4 Servers customer and technical presentation, partner FAQ and more Oracle Solaris added: 4 customer presentations, technical presentation StorageTek Virtual Storage Manager (VSM) and Virtual Library Extension (VLE) added presentations: customer, technical, value virtual tape, role of tape in mainframe, partner FAQ, config guide T10000 Tape Drives added: sales and technical presentation, partner FAQ T9840D Tape Drives added: sales and technical presentation, FAQ LTO Tape Drives added: customer and technical presentation, partner FAQ, ordering guide and more Netra ATCA Blade Servers Netra x86 Servers added: technical presentation, partner FAQ, configuration hints and more Netra 6000 Modular System added: customer and technical presentation, partner FAQ, order menu and more

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  • How do I get security updates for restricted/partner packages?

    - by laramichaels
    I want to perform just security updates on Ubuntu 12.04 LTS, keeping the rest of the system unchanged. I need to do this from the command line, no the GUI update manager. I have implemented the solution described here, which seems to work great for this purpose. I merely substituted 'precise' for 'lucid' given that I am on 12.04. My question is: by using apt pinning as described in that answer, will I still receive security updates for packages distributed through the "other" repositories - partner, restricted, multiverse, etc? Or will it only get me updates for the packages in the "core" distribution? thanks! ~l

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  • How not to send all traffic over SBS connection?

    - by Niels R.
    Hi, My girlfriend uses SBS Connection Manager to connect to her company's network. The problem is that the internet connection is überslow at work, so she wants to use the home internet connection to surf the web and use the SBS Connection to get to her work stuff. Normally with a VPN connection you just have to uncheck a box "Send all traffic over VPN connection" or "Use VPN as default gateway" or something like that. As I've never seen this SBS Connection Manager-thing before, I've no idea where to uncheck a similar box. (I've checked the properties of the connection in Network Connections, but it only has a few options about logging and firewall). Thanks for any help in advance! Kind regards, Niels R.

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  • OBIEE 11g 11.1.1.7.1 is Available For BI Enterprise

    - by p.anda
    (in via Ian) The Business Intelligence Enterprise Edition (OBIEE) 11.1.1.7.1 patch set has been released.  This patch set is available for all customers who are using Oracle Business Intelligence Enterprise Edition 11.1.1.7.0. Now available to download from My Oracle Support Patch 16556157: OBIEE BUNDLE PATCH 11.1.1.7.1 This single OBIEE 11.1.1.7.1 patch set download is comprised of the following: 1 of 6 Oracle Business Intelligence Installer (BIINST) 2 of 6 Oracle Business Intelligence Publisher (BIP) 3 of 6 EPM Components Installed from BI Installer 11.1.1.7.0 (BIFNDNEPM)) 4 of 6 Oracle Business Intelligence Server (BIS) 5 of 6 Oracle Business Intelligence Presentation Services (BIPS) 6 of 6 Oracle Business Intelligence Platform Client Installers and MapViewer Ensure to review the readme file on the Installer download for important installation instructions The following is also required to be downloaded and applied: Patch 16569379: Dynamic Monitoring Service patch Additional important notes are available in  the following document: Document 1566124.1: OBIEE 11g 11.1.1.7.1 is Available for Oracle Business Intelligence Enterprise Edition

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  • New Exadata, Exalogic, Exalytics Public References

    - by Javier Puerta
    Deutschetelekom (Germany) Exalytics, OBIEE, Essbase, ACS (with partners T-Systems and Deloitte Consulting) - Published: June 04, 2014 Daelim Industrial (Korea) [Korean] Oracle Exalytics, Oracle Exadata, Oracle Hyperion (with partner Kolon Benit) - Published: May 29, 2014 Algar Telecom (Brazil) [also in Portuguese] Oracle Exadata, Oracle Advanced Customer Support Services - Published: May 23, 2014 Globacom (Nigeria) [also in Spanish] Big Data Appliance, NoSQL DB Community Edition, ACS (with partner mCentric, Ltd.) - Published: May 22, 2014 MagtiCom LTD (Georgia) Oracle Exadata, Oracle Consulting (with partner UGT) - Published: May 21, 2014 Hospital Alemão Oswaldo Cruz (Brazil - local language) Oracle Exadata, Oracle Active Data Guard, Oracle ZFS (with partner Teiko) - Published: May 13, 2014 Accelya Kale (India) Oracle Exadata (with partner Softcell Technologies Limited) - Published: May 12, 2014 Autoridade Tributária e Aduaneira (Portugal) [also Portuguese] Exadata, Exalogic (with partner Timestamp) - Published: May 06, 2014 Reliance Commercial Finance (India) Oracle Exadata, Oracle Exalogic, Oracle WebLogic Suite, Oracle Advanced Customer Support Services - Published: May 01, 2014

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  • Connection error when trying to browse SSAS cube in BIDS

    - by lance
    SQL Server 2008 db instance is installed on a win 2003 server, networked (but no domain) VM. I can browse a cube from BIDS on the same VM, but when I try to browse the same cube on a windows 7 (home premium) networked machine, I get a connection error. The error suggests checking the datasource settings which I have, and when I click "test connection" on the datasource it is successful. Looking for probably causes and solutions?

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  • Managed Service Architectures Part I

    - by barryoreilly
    Instead of thinking about service oriented architecture, a concept that is continually defined, redefined, abused and mistreated, perhaps it is time to drop the acronym and consider what we actually need to get the job done.   ‘Pure’ SOA involves the modeling of an organisation’s processes, the so called ‘Top Down’ approach, followed by the implementation of these processes as services.     Another approach, more commonly seen in the wild, is the bottom up approach. This usually involves services that simply start popping up in the organization, and SOA in this case is often just an attempt to rein in these services. Such projects, although described as SOA projects for a variety of reasons, have clearly little relation to process driven architecture. Much has been written about these two approaches, with many deciding that a hybrid of both methods is needed to succeed with SOA.   These hybrid methods are a sensible compromise, but one gets the feeling that there is too much focus on ‘Succeeding with SOA’. Organisations who focus too much on bottom up development, or who waste too much time and money on top down approaches that don’t produce results, are often recommended to attempt an ‘agile’(Erl) or ‘middle-out’ (Microsoft) approach in order to succeed with SOA.  The problem with recommending this approach is that, in most cases, succeeding with SOA isn’t the aim of the project. If a project is started with the simple aim of ‘Succeeding with SOA’ then the reasons for the projects existence probably need to be questioned.   There are a number of things we can be sure of: ·         An organisation will have a number of disparate IT systems ·         Some of these systems will have redundant data and functionality ·         Integration will give considerable ROI ·         Integration will already be under way. ·         Services will already exist in the organisation ·         These services will be inconsistent in their implementation and in their governance   So there are three goals here: 1.       Alignment between the business and IT 2.     Integration of disparate systems 3.     Management of services.   2 and 3 are going to happen,  in fact they must happen if any degree of return is expected from the IT department. Ignoring 1 is considered a typical mistake in SOA implementations, as it ignores the business implications. However, the business implication of this approach is the money saved in more efficient IT processes. 2 and 3 are ongoing, and they will continue happening, even if a large project to produce a SOA metamodel is started. The result will then be an unstructured cackle of services, and a metamodel that is already going out of date. So we get stuck in and rebuild our services so that they match the metamodel, with the far reaching consequences that this will have on all our LOB systems are current. Lets imagine that this actually works ( how often do we rip and replace working software because it doesn't fit a certain pattern? Never -that's the point of integration), we will now be working with a metamodel that is out of date, and most likely incomplete if the organisation is large.      Accepting that an object can have more than one model over time, with perhaps more than one model being  at any given time will help us realise the limitations of the top down model. It is entirely normal , and perhaps necessary, for an organisation to be able to view an entity from different perspectives.   So, instead of trying to constantly force these goals in a straight line, why not let them happen in parallel, and manage the changes in each layer.     If  company A has chosen to model their business processes and create a business architecture, there will be a reason behind this. Often the aim is to make the business more flexible and able to cope with change, through alignment between the business and the IT department.   If company B’s IT department recognizes the problem of wild services springing up everywhere, and decides to do something about it, by designing a platform and processes for the introduction of services, is this not a valid approach?   With the hybrid approach, it is recommended that company A begin deploying services as quickly as possible. Based on models that are clearly incomplete, and which will therefore change rapidly and often in the near future. Natural business evolution will also mean that the models can be guaranteed to change in the not so near future. To ‘Succeed with SOA’ Company B needs to go back to the drawing board and start modeling processes and objects. So, in effect, we are telling business analysts to start developing code based on a model they are unsure of, and telling programmers to ignore the obvious and growing problems in their IT department and start drawing lines and boxes.     Could the problem be that there are two different problem domains? And the whole concept of SOA as it being described by clever salespeople today creates an example of oft dreaded ‘tight coupling’ between these two domains?   Could it be that we have taken two large problem areas, and bundled the solution together in order to create a magic bullet? And then convinced ourselves that the bullet actually exists?   Company A wants to have a closer relationship between the business and its IT department, in order to become a more flexible organization. Company B wants to decrease the maintenance costs of its IT infrastructure. If both companies focus on succeeding with SOA, then they aren’t focusing on their actual goals.   If Company A starts building services from incomplete models, without a gameplan, they will end up in the same situation as company B, with wild services. If company B focuses on modeling, they could easily end up with the same problems as company A.   Now we have two companies, who a short while ago had one problem each, that now have two problems each. This has happened because of a focus on ‘Succeeding with SOA’, rather than solving the problem at hand.   This is not to suggest that the two problem domains are unrelated, a strategy that encompasses both will obviously be good for the organization. But only if the organization realizes this and can develop such a strategy. This strategy cannot be bought in a box.       Anyone who has worked with SOA for a while will be used to analyzing the solutions to a problem and judging the solution’s level of coupling. If we have two applications that each perform separate functions, but need to communicate with each other, we create a integration layer between them, perhaps with a service, but we do all we can to reduce the dependency between the two systems. Using the same approach, we can separate the modeling (business architecture) and the service hosting (technical architecture).     The business architecture describes the processes and business objects in the business domain.   The technical architecture describes the hosting and management and implementation of services.   The glue that binds these together, the integration layer in our analogy, is the service contract, where the operations map the processes to their technical implementation, and the messages map business concepts to software objects in the implementation.   If we reduce the coupling between these layers, we should be able to allow developers to develop services, and business analysts to develop models, without the changes rippling through from one side to the other.   This would allow company A to carry on modeling, and company B to develop a service platform, each achieving their intended goal, without necessarily creating the problems seen in pure top down or bottom up approaches. Company B could then at a later date map their service infrastructure to a unified model, and company A could carry on modeling, insulating deployed services from changes in the ongoing modeling.   How do we do this?  The concept of service virtualization has been around for a while, and is instantly realizable in Microsoft’s Managed Services Engine. Here we can create a layer of virtual services, which represent the business analyst’s view, presenting uniform contracts to the outside world. These services can then transform and route messages to the actual service implementations. I like to think of the virtual services with their beautifully modeled interfaces as ‘SOA services’, and the implementations as simple integration ‘adapter’ services providing an interface to a technical implementation. The Managed Services Engine also provides policy based control over services, regardless of where they are deployed, simplifying handling of security, logging, exception handling etc.   This solves a big problem. The pressure to deliver services quickly is always there in projects. It is very important to quickly show value when implementing service architectures. There is also pressure to deliver quality, and you can’t easily do both at the same time. This approach allows quick delivery with quality increasing over time, allowing modeling and service development to occur in parallel and independent of each other. The link between business modeling and service implementation is not one that is obvious to many organizations, and requires a certain maturity to realize and drive forward. It is also completely possible that a company can benefit from one without the other, even if this approach is frowned upon today, there are many companies doing so and seeing ROI.   Of course there are disadvantages to this. The biggest one being the transformations necessary between the virtual interfaces and the service implementations. Bad choices in developing the services in the service implementation could mean that it is impossible to map the modeled processes to the implementation with redevelopment of the service. In many cases the architect will not have a choice here anyway, as proprietary systems are often delivered with predeveloped services. The alternative is to wait until the model is finished and then build the service according the model. However, if that approach worked we wouldn’t be having this discussion! And even when it does work, natural business evolution will mean that the two concepts (model and implementation) will immediately start to drift away from each other, so coupling them tightly together so that they are forever bound to the model that only applies at the time of the modeling work will not really achieve a great deal. Architecture is all about trade offs, and here a choice has to be made. The choice is between something will initially be of low quality but will work, or something that may well be impossible to achieve in most situations.         In conclusion, top-down is a natural approach for business analysts, and bottom-up  is a natural approach for developers. Instead of trying to force something on both that neither want, and which has not shown itself to be successful,  why not let them get on with their jobs, and let an enterprise architect coordinate the processes?

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  • Jagran Prakashan Increases Staff Productivity by 40%

    - by Michael Snow
    Jagran Prakashan Increases Staff Productivity by 40%, Launches New IT Projects up to 4x Faster, Enables Mobile Service, and Improves Business Agility Oracle Customer: JPL Location:  Uttar Pradesh, India Industry: Media and Entertainment Employees:  10,000 Annual Revenue:  $100 to $500 Million Jagran Prakashan Ltd. (JPL) is one of India's premier media and communications groups with interests spanning print, advertising, event management, and mobile services for weather, cricket scores, and educational activities. It is a major media enterprise, with 300 locations across 15 states. Its impressive stable of print publications includes Dainik Jagran, the world’s most widely read daily newspaper––with a readership of over 55 million––the country’s leading afternoon dailies, and a range of popular local, bilingual, and English language newspapers. JPL was using multiple systems to manage its business processes. Users were resistant to using multiple passwords for various applications, preferring to continue their less efficient, legacy work practices. In addition, there was no single repository for sharing documents across the organization, such as company announcements or project documents. The company relied on e-mail to disseminate up-to-date company information, often missing employees. It was also time-consuming and difficult for managers to track the status of ongoing assignments or projects because collaboration and document sharing was inefficient and ineffective.With diverse businesses and many geographic locations, JPL needed to implement a centralized and user-friendly enterprise portal to improve document sharing and collaboration and increase business agility. The company implemented Oracle WebCenter Portal to create a dynamic, secure, and intuitive self-service enterprise portal to improve the user experience and increase operating efficiency. It improved staff productivity by 40%, accelerated new IT projects by up to 4x, boosted staff morale, and increased business agility.   Increases Staff Productivity by 40%, Launches New Products up to 2x Faster A word from JPL "With Oracle WebCenter Portal, we gained a dynamic, secure, and intuitive self-service enterprise portal that provided an exceptional user experience and enabled us to engage employees in a collaborative environment. It increased IT staff productivity by 40%, delivered new projects up to 4x faster, and enabled mobile service to improve our business agility.” Sarbani Bhatia, Vice President IT, Jagran Prakashahn Ltd Before implementing Oracle WebCenter Portal, JPL stored project-critical information, such as page planning of daily newspaper editions and the launch of new editions or supplements on individual laptops or in the e-mail system. Collaboration between colleagues was limited to physical meetings, telephone discussions, and e-mail. It was difficult to trace and recover important project documents when a staff member resigned, which represented a significant risk to business continuity. Employees were also averse to multiple passwords and resisted using the systems, affecting staff productivity. With Oracle WebCenter Portal, JPL created a dynamic, secure, and intuitive self-service enterprise portal with business activity streams. The portal allowed users to navigate, discover, and access information, such as advertising rates, requisition approvals, ad-hoc queries, and employee surveys from a single entry point with a single password. Managers can also upload important documents, such as new pricing for advertisers or newspaper distributors, and share them through the information and instruction section in the portal. In addition, managers can now easily track and review timelines for projects online rather than gathering information from meetings and e-mails. The company gained the ability to centrally manage information, ensured business continuity, and improved staff productivity by 40%.“In the media industry, news has a very short shelf life, so speed is crucial. Information delayed is like information lost,” said Sarbani Bhatia, vice president IT, Jagran Prakashahn Ltd. “Thanks to Oracle WebCenter Portal’s contextual collaboration tools, we can provide and share feedback for new project launches, such as career or education supplements, up to 2x faster through discussion forums or knowledge groups. Tasks that previously required four months, we now complete in one month.”In addition, the company can broadcast announcements, flash employee birthdays, and promote important events through the message section on the webpage, instead of using the e-mail system. The company can also conduct opinion polls to gauge employee response to organizational issues and improve management decision-making.“With over 10,000 employees across 300 locations, it is critical for management to hear the voice of employees and develop a cohesive organizational culture. Oracle WebCenter Portal enables employees to engage with business processes and systems in a collaborative environment, providing users with an exceptional experience,” Bhatia said. Enables Mobility Access and Increases Business Agility Newspaper advertisements generate the majority of JPL’s revenue. With most sales staff on the move, the company needed to ensure timely approval of print advertisement discounts for specific clients and meet tight publication deadlines.  By integrating Oracle WebCenter Portal seamlessly with its enterprise resource planning (ERP) system and other applications, such as the organizational mass mailing system, business intelligence, and management information system, JPL embedded its approval workflow processes into the enterprise portal and provided users with an integrated and intuitive interface. About 30% of JPL’s sales staff members now have tablets and receive advertising discount approval from managers while in the field and no longer need to return to the office, which has significantly improved efficiency and increased business agility.“Application mobility was critical for sales representatives in the field to meet stringent auditing requirements for online accountability, particularly for our newspaper advertising business. Staff member satisfaction has improved significantly now that the sales team can use tablets to access the portal––a capability we will extend to smart phones in the second stage of the implementation,” Bhatia said. Accelerates Application Development by up to 4x and Cuts Costs by up to 60% With Oracle WebCenter Portal, users can easily create, modify, and upload information to their personalized webpages without IT assistance. By seamlessly integrating Oracle WebCenter Portal with the payroll database, managers can decide which members of their team can access the page and with whom they will share information, a decision based on role or geographical location. A sales representative selling advertising space for a local language daily newspaper, for example, can upload an updated advertising rate relevant only to that particular publication. Users can also easily adapt to the new platform, thanks to its intuitive design and look, reducing the need for training and lowering resistance to using the system.Using Oracle WebCenter Portal’s out-of-the-box reusable components, such as portal pages and templates, provided JPL’s developers with a comprehensive and flexible user experience platform and increased the speed of application development. In less than five months, JPL developed more than 55 workflows. The IT team accelerated deployment of new applications by up to 4x, as they do not need to install them on individual machines now that they have a web-based environment.   “Previously, we would have spent a whole day deploying a new application for each department or location. With a browser-based environment, we have cut costs by up to 60% by reducing deployment time to zero, because our IT team can roll out a new application from a single point, thanks to Oracle WebCenter Portal,” Bhatia said. Challenges Provide a dynamic, secure, and intuitive self-service enterprise portal to improve staff productivity and ensure business continuity Enable seamless integration with multiple enterprise applications to improve workflow efficiency—including approval of print advertisement discounts—and increase business agility Improve engagement with employees and enable collaboration to enhance management decision-making Accelerate time-to-market for new services, such as new advertising programs Solutions Oracle Product and ServicesOracle WebCenter Portal 11g Increased staff productivity by 40% and enhanced user satisfaction by enabling employees to easily navigate, discover, and access information from a single, self-service enterprise portal without IT assistance Launched new products, such as career or education supplements, up to 2x faster by enabling peer collaboration and incorporating feedback generated through discussion forums, thanks to Oracle WebCenter Portal’s out-of-the-box collaboration tools Accelerated application development up to 4x by enabling developers to optimize reusable components for managing and deploying new applications in a browser-based environment rather than spending one day to install applications for each department, cutting costs by up to 60% Ensured business continuity by enabling managers to easily track and review project timelines online rather than storing important documents on individual laptops or relying on the e-mail system Increased business agility and operational efficiency by seamlessly integrating with the in-house, ERP system and embedding business processes into a single portal Boosted company revenue by enabling sales team members to submit print-advertising discount requests through mobile devices instead of waiting to return to office, ensuring timely approval from managers to meet tight publication deadlines Improved management decision-making by enabling employees to easily share and access feedback through opinion polls or forums, boosting staff morale Introduced the single sign-on capability and enhanced security by enabling managers to decide access level for staff members based on role or geographical location Reduced the need for staff training and minimized user resistance to systems by providing a dynamic and intuitive user experience Why Oracle JPL did not consider other products because the company was already using Oracle Database, Enterprise Edition with Real Application Clusters and had a positive experience with Oracle. JPL chose Oracle WebCenter Portal to ensure no compatibility issues for integration with its existing Oracle products and to take advantage of the experience and support of a reputable vendor to ensure business continuity. “We chose Oracle because we knew we could rely on its support and experience. In addition, Oracle WebCenter Portal’s speed, agility, and mobile access features were a perfect fit for our business requirements,” Bhatia said. Implementation Process JPL launched the enterprise portal to 500 users in the first phase of the project, and plans to extend this to 2,000 users when the portal is fully launched. Oracle partner PricewaterhouseCoopers used Oracle Application Development Framework for the intial set-up, user training and to develop and design sample workflows. JPL’s internal IT staff then took charge of the implementation, bringing it to completion on budget. Partner Oracle PartnerPricewaterhouseCoopers (India)

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  • EBS 11i and 12.1 Support Timeline Changes

    - by Steven Chan (Oracle Development)
    Two important changes to the Oracle Lifetime Support policies for Oracle E-Business Suite were announced at OpenWorld last week.  These changes affect EBS Releases 11i and 12.1. The changes are detailed in this My Oracle Support document: E-Business Suite 11.5.10 Sustaining Support Exception & 12.1 Extended Support Now to Dec. 2018 (Note 1495337.1) 1. Changes for EBS 11i Sustaining Support The first change is that  we will be providing an exception for the first 13 months of Sustaining Support on Oracle E-Business Suite Release 11.5.10 (11i10), valid from December 1, 2013 – December 31, 2014. This exception support will be comprised of three components: New fixes for Severity 1 production issues United States Form 1099 2013 year-end updates Payroll regulatory updates for the United States, Canada, United Kingdom, and Australia for fiscal years ending in 2014 Customers environments must have the minimum baseline patches (or above) for new Severity 1 production bug fixes as documented here: Patch Requirements for Extended Support of Oracle E-Business Suite Release 11.5.10 (Note 883202.1) 2. Changes for EBS 12.1 Extended Support More time:  Extended Support period for E-Business Suite Release 12.1 has been extended by nineteen months through December, 2018. Customers with an active Oracle Premier Support for Software contract will automatically be entitled to Extended Support for E-Business Suite 12.1. Fees waived:  Uplift fees are waived for all years of Extended Support (June, 2014 – December. 2018) for customers with an active Oracle Premier Support for Software contract. During this period, customers will receive all of the components of Extended Support at no additional cost other than their fees for Software Update License & Support. Where can I learn more? There are two interlocking policies that affect the E-Business Suite:  Oracle's Lifetime Support policies for each EBS release (timelines which were updated by this announcement), and the Error Correction Support policies (which state the minimum baselines for new patches). For more information about how these policies interact, see: Understanding Support Windows for E-Business Suite Releases What about E-Business Suite technology stack components?Things get more complicated when one considers individual techstack components such as Oracle Forms or the Oracle Database.  To learn more about the interlocking EBS+techstack component support windows, see these two articles: On Apps Tier Patching and Support: A Primer for E-Business Suite Users On Database Patching and Support: A Primer for E-Business Suite Users Related Articles Extended Support Fees Waived for E-Business Suite 11i and 12.0 EBS 12.0 Minimum Requirements for Extended Support Finalized

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  • Cannot Login to SBS 2008

    - by Ryan Holt
    Hi All, I'm hoping someone has an answer for me... I installed a new Microsoft SBS 2008 server last week and everything appeared to be working normally. I went to reboot the server yesterday to finish the install for Microsoft Windows Installer 4.5 and upon reboot could no longer login to the server via either RDP or local console. The error message I get states that there are no logon servers available to service the logon request. I'm able to login to the server fine via Safe Mode with Networking but cannot login via a normal method. The server is currently at SP1. I attempted to install SP2 inside of safe mode after enabling the installation services via a registry edit but the install failed and rolled back after 2 or 3 hours. It appears that one of the services is not starting for some reason. I believe it's LSASS but can't actually login to see the active services during a normal boot. Does anyone have any suggestions?

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  • It is possible to use the Exchange 2010 web client with an Exchange 2007 mail server?

    - by michielvoo
    We are evaluating our options to upgrade our Windows SBS 2003 server. We are considering Windows SBS 2008, which comes with Exchange 2007 and an extra Windows Server 2008 Standard license. If we also bought Exchange 2010, could we install it on the Windows Server 2008 Standard machine and use the web client in combination with the Exchange 2007 server (that would be hosting the mailboxes)? Is that a supported server role for Exchange 2010? I remember reading about so called front-end server configurations, but I have no experience with that. Thanks!

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  • How to stay financially organized easily when running a small web development company

    - by jls33fsls
    So I'm a programmer and I run my own web development company. In the past I have been able to get away with just doing some simple number crunching at the end of each year to do my taxes, but my company has grown substantially over the last year, and now that I am sitting down to do my taxes it has become an absolute nightmare because none of my information is organized at all. I want to be abel to easily keep track of my monthly and yearly financial data for my company (I use a Mac), any suggestions?

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  • Architecture: Bringing Value to the Table

    - by Bob Rhubart
    A recent TechTarget article features an interview with Business Architecture expert William Ulrich (Take a business-driven approach to application modernization ). In that article Ulrich offers this advice: "Moving from one technical architecture might be perfectly viable on a project by project basis, but when you're looking at the big picture and you want to really understand how to drive business value so that the business is pushing money into IT instead of IT pulling money back, you have to understand the business architecture. When we do that we're going to really be able to start bringing value to the table." In many respects that big picture view is what software architecture is all about. As an architect, your technical skills must be top-notch. But if you don't apply that technical knowledge within the larger context of moving the business forward, what are you accomplishing? If you're interested in more insight from William Ulrich, you can listen to the ArchBeat Podcast interview he did last year, in which he and co-author Neal McWhorter talked about their book, Business Architecture: The Art and Practice of Business Transformation.

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  • Exchange backup verification shows no files

    - by Olaf
    [SBS2003SP2] If i read the exhange log it shows the backup contains no files just folders and the total size seems to be Ok. I i try to restore the folders are empty... But the 14 files that where backupped dissapeared in the verification log?! Other backups on the same medium turned out to be fine. Any idea what's wrong here? This is my log: Backup Status Operation: Backup Active backup destination: File Media name: "testbackup.bkf created 2-6-2010 at 11:25" Volume shadow copy creation: Attempt 1. Backup of "SERVER1\Microsoft Information Store\First Storage Group" Backup set #1 on media #1 Backup description: "Set created 2-6-2010 at 11:25" Media name: "testbackup.bkf created 2-6-2010 at 11:25" Backup Type: Normal Backup started on 2-6-2010 at 11:26. Backup completed on 2-6-2010 at 12:21. Directories: 4 Files: 14 Bytes: 26.842.932.104 Time: 55 minutes and 38 seconds Verify Status Operation: Verify After Backup Active backup destination: File Active backup destination: \backup\Server1\Backup Files\testbackup.bkf Verify of "SERVER1\Microsoft Information Store\First Storage Group" Backup set #1 on media #1 Backup description: "Set created 2-6-2010 at 11:25" Verify started on 2-6-2010 at 12:21. Verify completed on 2-6-2010 at 12:47. Directories: 4 Files: 0 Different: 0 Bytes: 26.842.932.104 Time: 25 minutes and 46 seconds

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  • How to connect SharePoint Online with Dynamics CRM Online using BDC?

    - by ripperus
    I try to connect SharePoint Online with Dynamics CRM Online using BDC. But without any results. I'll try to using Account's from CRM in SharePoint Online like a list. I mean - when I have 100 account's (customers) in CRM I want to export this account's to SharePoint Online like a list. And when I will bed edited account in CRM the elements in the list will be update (and when I edited element on SharePoint list it will update in CRM). Is there any possibility to connect in this way? If if what I should use - SharePoint Designer 2010, Visual Studio or do this on web interface?

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  • Gartner prévoit une forte croissance de la Business Intelligence sur 2011, et un changement en profondeur des solutions

    Gartner prévoit une croissance de 9,7 % du marché de la Business Intelligence Sur 2011, et un changement en profondeur des solutions Le cabinet d'études Gartner prévoit une croissance de 9,7 % du marché de la Business Intelligence (BI) sur 2011. Une croissance qui devrait ensuite se poursuivre jusqu'en 2014, sur une rythme légèrement inférieur. La BI devrait donc être un des secteurs du marché du logiciel qui progresse le plus rapidement, en dépit du ralentissement économique. « Les organisations continuent leurs projets de BI », explique Ian Bertram, vice- président de Gartner, et ce pour une raison simple, « elles espèrent qu'ils leur permettront de réduire leurs coûts, d'amél...

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  • Small office network setups

    - by user39822
    I work at a small office and we're overhauling our network setup there. We're a web dev company and at the moment we have 50+ production sites running on the same machine that runs our internal email, which is just plain stupid. We're moving all our client hosting off site and are now looking for something to run our internal office requirement. Below is a brain dump: Equal amount of Mac & PC, about 25 machines in total. We need a central "server" to host files that should be accessible everyone as a "network drive". If possible we'd like to use low cost hardware for this (Mac or Win based). Disk space should be upward of 1TB. Ideally we should also be able to run a small web server on this machine (LAMP stack) to run some planning and billing applications we wrote ourselves. We need some sort of MS Exchange alternative for things like a shared calendar and especially being able to set Out of Office replies. We have one printer that is connected to the network Setup should be something can preferably be managed easily via a graphical interface and NOT require command line skills. Users want to keep using Apple Mail or MS Outlook After a quick google I came across the Zimbra collaboration suite, can anyone recommend this or any other solution for our office?

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  • Handling SMS/email convergence: how does a good business app do it?

    - by Tim Cooper
    I'm writing a school administration software package, but it strikes me that many developers will face this same issue: when communicating with users, should you use email or SMS or both, and should you treat them as fundamentally equivalent channels such that any message can get sent using any media, (with long and short forms of the message template obviously) or should different business functions be specifically tailored to each of the 3? This question got kicked off "StackOverflow" for being overly general, so I'm hoping it's not too general for this site - the answers will no doubt be subjective but "you don't need to write a whole book to answer the question". I'm particularly interested in people who have direct experience of having written comparable business applications. Sub-questions: Do I treat SMS as "moderately secure" and email as less secure? (I'm thinking about booking tokens for parent/teacher nights, permission slips for excursions, absence explanation notes - so high security is not a requirement for us, although medium security is) Is it annoying for users to receive the same message on multiple channels? Should we have a unified framework that reports on delivery or lack thereof of emails and SMS's?

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