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  • Social Business Forum Milano: Day 2

    - by me
    @YourService. The business world has flipped and small business can capitalize  by Frank Eliason (twitter: @FrankEliason ) Technology and social media tools have made it easier than ever for companies to communicate with consumers. They can listen and join in on conversations, solve problems, get instant feedback about their products and services, and more. So why, then, are most companies not doing this? Instead, it seems as if customer service is at an all time low, and that the few companies who are choosing to focus on their customers are experiencing a great competitive advantage. At Your Service explains the importance of refocusing your business on your customers and your employees, and just how to do it. Explains how to create a culture of empowered employees who understand the value of a great customer experience Advises on the need to communicate that experience to their customers and potential customers Frank Eliason, recognized by BusinessWeek as the 'most famous customer service manager in the US, possibly in the world,' has built a reputation for helping large businesses improve the way they connect with customers and enhance their relationships Quotes from the Audience: Bertrand Duperrin ?@bduperrin social service is not about shutting up the loudest cutsomers ! #sbf12 @frankeliason Paolo Pelloni ?@paolopelloniGautam Ghosh ?@GautamGhosh RT @cecildijoux: #sbf12 @frankeliason you need to change things and fix the approach it's not about social media it's about driving change  Peter H. Reiser ?@peterreiser #sbf12 Company Experience = Product Experience + Customer Interactions + Employee Experience @yourservice Engage or lose! Socialize, mobilize, conversify: engage your employees to improve business performance Christian Finn (twitter: @cfinn) First Christian was presenting the flying monkey   Then he outlined the four principals to fix the Intranet: 1. Socalize the Intranet 2. Get Thee to a Single Repository 3. Mobilize the Intranet 4. Conversationalize Your Processes Quotes from the Audience: Oscar Berg ?@oscarberg Engaged employees think their work bring out the best of their ideas @cfinn #sbf12 http://pic.twitter.com/68eddp48 John Stepper ?@johnstepper I like @cfinn's "conversify your processes" A nice related concept to "narrating your work", part of working out loud. http://johnstepper.com/2012/05/26/working-out-loud-your-personal-content-strategy/ Oscar Berg ?@oscarberg Organizations are talent markets - socializing your intranet makes this market function better @cfinn #sbf12 For profit, productivity, and personal benefit: creating a collaborative culture at Deutsche Bank John Stepper (twitter:@johnstepper) Driving adoption of collaboration + social media platforms at Deutsche Bank. John shared some great best practices on how to deploy an enterprise wide  community model  in a large company. He started with the most important question What is the commercial value of adding social ? Then he talked about the success of Community of Practices deployment and outlined some key use cases including the relevant measures to proof the ROI of the investment. Examples:  Community of practice -> measure: systematic collection of value stories  Self-service website  -> measure: based on representative models Optimizing asset inventory - > measure: Actual counts  This use case was particular interesting.  It is a crowd sourced spending/saving of infrastructure model.  User can cancel IT services they don't need (as example Software xx).  5% of the saving goes to social responsibility projects. The John outlined some  best practices on how to address the WIIFM (What's In It For Me) question of the individual users:  - change from hierarchy to graph -  working out loud = observable work + narrating  your work  - add social skills to career objectives - example: building a purposeful social network course/training as part of the job development curriculum And last but not least John gave some important tips on how to get senior management buy-in by establishing management sponsored division level collaboration boards which defines clear uses cases and measures. This divisional use cases are then implemented using a common social platform.  Thanks John - I learned a lot from your presentation!   Quotes from the Audience: Ana Silva ?@AnaDataGirl #sbf12 what's in it for individuals at Deutsche Bank? Shapping their reputations in a big org says @johnstepper #e20Ana Silva ?@AnaDataGirl Any reason why not? MT @magatorlibero #sbf12 is Deutsche B. experience on applying social inside company applicable to Italian people? Oscar Berg ?@oscarberg Your career is not a ladder, it is a network that opens up opportunities - @johnstepper #sbf12 Oscar Berg ?@oscarberg @johnstepper: Institutionalizing collaboration is next - collaboration woven into the fabric of daily work #sbf12 Ana Silva ?@AnaDataGirl #sbf12 @johnstepper talking about how Deutsche Bank is using #socbiz to build purposeful CoP & save money

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  • And the Winners of Fusion Middleware Innovation Awards in Data Integration are…

    - by Irem Radzik
    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-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;} At OpenWorld, we announced the winners of Fusion Middleware Innovation Awards 2012. Raymond James and Morrison Supermarkets were selected for the data integration category for their innovative use of Oracle’s data integration products and the great results they have achieved. In this blog I would like to briefly introduce you to these award winning projects. Raymond James is a diversified financial services company, which provides financial planning, wealth management, investment banking, and asset management. They are using Oracle GoldenGate and Oracle Data Integrator to feed their operational data store (ODS), which supports application services across the enterprise. A major requirement for their project was low data latency, as key decisions are made based on the data in the ODS. They were able to fulfill this requirement due to the Oracle Data Integrator’s integrated solution with Oracle GoldenGate. Oracle GoldenGate captures changed data from different systems including Oracle Database, HP NonStop and Microsoft SQL Server into a single data store on SQL Server 2008. Oracle Data Integrator provides data transformations for the ODS. Leveraging ODI’s integration with GoldenGate, Raymond James now sees a 9 second median latency (from source commit to ODS target commit). The ODS solution delivers high quality, accurate data for consuming applications such as Raymond James’ next generation client and portfolio management systems as well as real-time operational reporting. It enables timely information for making better decisions. There are more benefits Raymond James achieved with this implementation of Oracle’s data integration solution. The software developers and architects of this solution, Tim Garrod and Ryan Fonnett, have told us during their presentation at OpenWorld that they also reduced application complexity significantly while improving developer productivity through trusted operational services. They were able to utilize CDC to generate alerts for business users, and for applications (for example for cache hydration mechanisms). One cool innovation example among many in this project is that using ODI's flexible architecture, Tim and Ryan could build 24/7 self-healing processes. And these processes have hardly failed. Integration processes fixes the errors itself. Pretty amazing; and a great solution for environments that need such reliability and availability. (You can see Tim and Ryan’s photo with the Innovation Award above.) The other winner of this year in the data integration category, Morrison Supermarkets, is the UK’s 4th largest grocery retailer. The company has been migrating all their legacy applications on to a new-world application set based on Oracle and consolidating all BI on to a single Oracle platform. The company recently implemented Oracle Exadata as the data warehouse engine and uses Oracle Business Intelligence EE. Their goal with deploying GoldenGate and ODI was to provide BI data to the enterprise in a way that it also supports operational decision making requirements from a wide range of Oracle based ERP applications such as E-Business Suite, PeopleSoft, Oracle Retail Suite. They use GoldenGate’s log-based change data capture capabilities and Oracle Data Integrator to populate the Oracle Retail Data Model. The electronic point of sale (EPOS) integration solution they built processes over 80 million transactions/day at busy periods in near real time (15 mins). It provides valuable insight to Retail and Commercial teams for both intra-day and historical trend analysis. As I mentioned in yesterday’s blog, the right data integration platform can transform the business. Here is another example: The point-of-sale integration enabled the grocery chain to optimize its stock management, leading to another award: Morrisons won the Grocer 33 award in 2012 - beating all other major UK supermarkets in product availability. Congratulations, Morrisons,on another award! Celebrating the innovation and the success of our customers with Oracle’s data integration products was definitely a highlight of Oracle OpenWorld for me. I look forward to hearing more from Raymond James, Morrisons, and the other customers that presented their data integration projects at OpenWorld, on how they are creating more value for their organizations.

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  • Verizon Wireless Supports its Mission-Critical Employee Portal with MySQL

    - by Bertrand Matthelié
    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:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Cambria","serif"; mso-ascii-font-family:Cambria; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Cambria; mso-hansi-theme-font:minor-latin;} Verizon Wireless, the #1 mobile carrier in the United States, operates the nation’s largest 3G and 4G LTE network, with the most subscribers (109 millions) and the highest revenue ($70.2 Billion in 2011). Verizon Wireless built the first wide-area wireless broadband network and delivered the first wireless consumer 3G multimedia service in the US, and offers global voice and data services in more than 200 destinations around the world. To support 4.2 million daily wireless transactions and 493,000 calls and emails transactions produced by 94.2 million retail customers, Verizon Wireless employs over 78,000 employees with area headquarters across the United States. The Business Challenge Seeing the stupendous rise in social media, video streaming, live broadcasting…etc which redefined the scope of technology, Verizon Wireless, as a technology savvy company, wanted to provide a platform to its employees where they could network socially, view and host microsites, stream live videos, blog and provide the latest news. The IT team at Verizon Wireless had abundant experience with various technology platforms to support the huge number of applications in the company. However, open-source products weren’t yet widely used in the organization and the team had the ambition to adopt such technologies and see if the architecture could meet Verizon Wireless’ rigid requirements. After evaluating a few solutions, the IT team decided to use the LAMP stack for Vzweb, its mission-critical, 24x7 employee portal, with Drupal as the front end and MySQL on Linux as the backend, and for a few other internal websites also on MySQL. The MySQL Solution Verizon Wireless started to support its employee portal, Vzweb, its online streaming website, Vztube, and internal wiki pages, Vzwiki, with MySQL 5.1 in 2010. Vzweb is the main internal communication channel for Verizon Wireless, while Vztube hosts important company-wide webcasts regularly for executive-level announcements, so both channels have to be live and accessible all the time for its 78,000 employees across the United States. However during the initial deployment of the MySQL based Intranet, the application experienced performance issues. High connection spikes occurred causing slow user response time, and the IT team applied workarounds to continue the service. A number of key performance indexes (KPI) for the infrastructure were identified and the operational framework redesigned to support a more robust website and conform to the 99.985% uptime SLA (Service-Level Agreement). The MySQL DBA team made a series of upgrades in MySQL: Step 1: Moved from MyISAM to InnoDB storage engine in 2010 Step 2: Upgraded to the latest MySQL 5.1.54 release in 2010 Step 3: Upgraded from MySQL 5.1 to the latest GA release MySQL 5.5 in 2011, and leveraging MySQL Thread Pool as part of MySQL Enterprise Edition to scale better After making those changes, the team saw a much better response time during high concurrency use cases, and achieved an amazing performance improvement of 1400%! In January 2011, Verizon CEO, Ivan Seidenberg, announced the iPhone launch during the opening keynote at Consumer Electronic Show (CES) in Las Vegas, and that presentation was streamed live to its 78,000 employees. The event was broadcasted flawlessly with MySQL as the database. Later in 2011, Hurricane Irene attacked the East Coast of United States and caused major life and financial damages. During the hurricane, the team directed more traffic to its west coast data center to avoid potential infrastructure damage in the East Coast. Such transition was executed smoothly and even though the geographical distance became longer for the East Coast users, there was no impact in the performance of Vzweb and Vztube, and the SLA goal was achieved. “MySQL is the key component of Verizon Wireless’ mission-critical employee portal application,” said Shivinder Singh, senior DBA at Verizon Wireless. “We achieved 1400% performance improvement by moving from the MyISAM storage engine to InnoDB, upgrading to the latest GA release MySQL 5.5, and using the MySQL Thread Pool to support high concurrent user connections. MySQL has become part of our IT infrastructure, on which potentially more future applications will be built.” To learn more about MySQL Enterprise Edition, Get our Product Guide.

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  • Oracle SQL Developer v3.2.1 Now Available

    - by thatjeffsmith
    Oracle SQL Developer version 3.2.1 is now available. I recommend that everyone now upgrade to this release. It features more than 200 bug fixes, tweaks, and polish applied to the 3.2 edition. The high profile bug fixes submitted by customers and users on our forums are listed in all their glory for your review. I want to highlight a few of the changes though, as I recognize many of you lack the time and/or patience to ‘read the docs.’ That would include me, which is why I enjoy writing these kinds of blog posts. I’m lazy – just like you! No more artificial line breaks between CREATE OR REPLACE and your PL/SQL In versions 3.2 and older, when you pull up your stored procedural objects in our editor, you would see a line break inserted between the CREATE OR REPLACE and then the body of your code. In version 3.2.1, we have removed the line break. 3.1 3.2.1 Trivia Did You Know? The database doesn’t store the ‘CREATE’ or ‘CREATE OR REPLACE’ bit of your PL/SQL code in the database. If we look at the USER_SOURCE view, we can see that the code begins with the object name. So the CREATE OR REPLACE bit is ‘artificial’ The intent is to give you the code necessary to recreate your object – and have it ‘compile’ into the database. We pretty much HAVE to add the ‘CREATE OR REPLACE.’ From now on it will appear inline with the first line of your code. Exporting Tables & Views When exporting data from your tables or views, previous versions of SQL Developer presented a 3 step wizard. It allows you to choose your columns and apply data filters for what is exported. This was kind of redundant. The grids already allowed you to select your columns and apply filters. Wouldn’t it be more intuitive AND efficient to just make the grids behave in a What You See Is What You Get (WYSIWYG) fashion? In version 3.2.1, that is exactly what will happen. The wizard now only has two steps and the grid will export the data and columns as defined in the visible grid. Let the grid properties define what is actually exported! And here is what is pasted into my worksheet: "BREWERY"|"CITY" "3 Brewers Restaurant Micro-Brewery"|"Toronto" "Amsterdam Brewing Co."|"Toronto" "Ball Brewing Company Ltd."|"Toronto" "Big Ram Brewing Company"|"Toronto" "Black Creek Historic Brewery"|"Toronto" "Black Oak Brewing"|"Toronto" "C'est What?"|"Toronto" "Cool Beer Brewing Company"|"Toronto" "Denison's Brewing"|"Toronto" "Duggan's Brewery"|"Toronto" "Feathers"|"Toronto" "Fermentations! - Danforth"|"Toronto" "Fermentations! - Mount Pleasant"|"Toronto" "Granite Brewery & Restaurant"|"Toronto" "Labatt's Breweries of Canada"|"Toronto" "Mill Street Brew Pub"|"Toronto" "Mill Street Brewery"|"Toronto" "Molson Breweries of Canada"|"Toronto" "Molson Brewery at Air Canada Centre"|"Toronto" "Pioneer Brewery Ltd."|"Toronto" "Post-Production Bistro"|"Toronto" "Rotterdam Brewing"|"Toronto" "Steam Whistle Brewing"|"Toronto" "Strand Brasserie"|"Toronto" "Upper Canada Brewing"|"Toronto" JUST what I wanted And One Last Thing Speaking of export, sometimes I want to send data to Excel. And sometimes I want to send multiple objects to Excel – to a single Excel file that is. In version 3.2.1 you can now do that. Let’s export the bulk of the HR schema to Excel, with each table going to it’s own workbook in the same worksheet. Select many tables, put them in in a single Excel worksheet If you try this in previous versions of SQL Developer it will just write the first table to the Excel file. This is one of the bugs we addressed in v3.2.1. Here is what the output Excel file looks like now: Many tables - Many workbooks in an Excel Worksheet I have a sneaky suspicion that this will be a frequently used feature going forward. Excel seems to be the cornerstone of many of our popular features. Imagine that!

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  • Red Gate in the Community

    - by Nick Harrison
    Much has been said recently about Red Gate's community involvement and commitment to the DotNet community. Much of this has been unduly negative. Before you start throwing stones and spewing obscenities, consider some additional facts: Red Gate's software is actually very good. I have worked on many projects where Red Gate's software was instrumental in finishing successfully. Red Gate is VERY good to the community. I have spoken at many user groups and code camps where Red Gate has been a sponsor. Red Gate consistently offers up money to pay for the venue or food, and they will often give away licenses as door prizes. There are many such community events that would not take place without Red Gate's support. All I have ever seen them ask for is to have their products mentioned or be listed as a sponsor. They don't insist on anyone following a specific script. They don't monitor how their products are showcased. They let their products speak for themselves. Red Gate sponsors the Simple Talk web site. I publish there regularly. Red Gate has never exerted editorial pressure on me. No one has ever told me we can't publish this unless you mention Red Gate products. No one has ever said, you need to say nice things about Red Gate products in order to be published. They have told me, "you need to make this less academic, so you don't alienate too many readers. "You need to actually write an introduction so people will know what you are talking about". "You need to write this so that someone who isn't a reflection nut will follow what you are trying to say." In short, they have been good editors worried about the quality of the content and what the readers are likely to be interested in. For me personally, Red Gate and Simple Talk have both been excellent to work with. As for the developer outrage… I am a little embarrassed by so much of the response that I am seeing. So much of the complaints remind me of little children whining "but you promised" Semantics aside. A promise is just a promise. It's not like they "pinky sweared". Sadly no amount name calling or "double dog daring" will change the economics of the situation. Red Gate is not a multibillion dollar corporation. They are a mid size company doing the best they can. Without a doubt, their pockets are not as deep as Microsoft's. I honestly believe that they did try to make the "freemium" model work. Sadly it did not. I have no doubt that they intended for it to work and that they tried to make it work. I also have no doubt that they labored over making this decision. This could not have been an easy decision to make. Many people are gleefully proclaiming a massive backlash against Red Gate swearing off their wonderful products and promising to bash them at every opportunity from now on. This is childish behavior that does not represent professionals. This type of behavior is more in line with bullies in the school yard than professionals in a professional community. Now for my own prediction… This back lash against Red Gate is not likely to last very long. We will all realize that we still need their products. We may look around for alternatives, but realize that they really do have the best in class for every product that they produce, and that they really are not exorbitantly priced. We will see them sponsoring Code Camps and User Groups and be reminded, "hey this isn't such a bad company". On the other hand, software shops like Red Gate, will remember this back lash and give a second thought to supporting open source projects. They will worry about getting involved when an individual wants to turn over control for a product that they developed but can no longer support alone. Who wants to run the risk of not being able to follow through on their best intentions. In the end we may all suffer, even the toddlers among us throwing the temper tantrum, "BUT YOU PROMISED!" Disclaimer Before anyone asks or jumps to conclusions, I do not get paid by Red Gate to say any of this. I have often written about their products, and I have long thought that they are a wonderful company with amazing products. If they ever open an office in the SE United States, I will be one of the first to apply.

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  • Oracle WebCenter at the Enterprise 2.0 Conference

    - by Brian Dirking
    We had a great week at the E20 Conference, presenting in four sessions – Andy MacMillan gave a session titled Today’s Successful Enterprises are Social Enterprises and was on a panel that Tony Byrne moderated; Christian Finn spoke on a panel on Unified Communications Unified Communications + Social Computing = Best of Both Worlds?, Mark Bennett spoke on a panel on The Evolution of Talent Management. The key areas of focus this year were sentiment analysis, adoption and community building, the benefits of failure, and social’s role in process applications. Sentiment analysis. This was focused not on external audiences but more on employee sentiment. Tim Young showed his internal "NikoNiko" project, where employees use smilies to report their current mood. The result was a dashboard that showed the company mood by department. Since the goal is to improve productivity, people can see which departments are running into issues and try and address them. A company might otherwise wait until the end of the quarter financials to find out that there was a problem and product didn’t ship. This is a way to identify issues immediately. Tim is great – he had the crowd laughing as soon as he hit the stage, with his proposed hastag for his session: by making it 138 characters long, people couldn’t say much behind his back. And as I tweeted during his session, I loved his comment that complexity diffuses energy - it sounds like something Sun Tzu would say. Another example of employee sentiment analysis was CubeVibe. Founder and CEO Aaron Aycock, in his 3 minute pitch or die session talked about how engaged employees perform better. It was too bad he got gonged, he was just picking up speed, but CubeVibe did win the vote – congratulations to them. Internal adoption, community building, and involvement. On this topic I spoke to Terri Griffith, and she said there is some good work going on at University of Indiana regarding this, and hinted that she might be blogging about it in the near future. This area holds lots of interest for me. Amongst our customers, - CPAC stands out as an organization that has successfully built a community. So, I wonder - what are the building blocks? A strong leader? A common or unifying purpose? A certain level of engagement? I imagine someone has created an equation that says “for a community to grow at 30% per month, there must be an engagement level x to the square root of y, where x equals current community size, and y equals the expected growth rate, and the result is how many engagements the average user must contribute to maintain that growth.” Does anyone have a framework like that? The net result of everyone’s experience is that there is nothing to do but start early and fail often. Kevin Jones made this the focus of his keynote. He talked about the types of failure and what they mean. And he showed his famous kids at work video: Kevin’s blog also has this post: Social Business Failure #8: Workflow Integration. This is something that we’ve been working on at Oracle. Since so much of business is based in enterprise applications such as ERP and CRM (and since Oracle offers e-Business Suite, Siebel, PeopleSoft, and JD Edwards, as well as Fusion Applications), it makes sense that the social capabilities of Oracle WebCenter is built right into these applications. There are two types of social collaboration – ad-hoc, and exception handling. When you are in a business process and encounter an exception, you immediately look for 1) the document that tells you how to handle it, or 2) the person who can tell you how to handle it. With WebCenter built into these processes, people either search their content management system, or engage in expertise location and conversation. The great thing is, THEY DON’T HAVE TO LEAVE THE APPLICATION TO DO IT. Oracle has built the social capabilities right into the applications and business processes. I don’t think enough folks were able to see that at the event, but I expect that over the next six months folks will become very aware of it. WebCenter also provides the ability to have ad-hoc collaboration, search, and expertise location that folks need when they are innovating or collaborating. We demonstrated Oracle Social Network. It’s built on our Oracle WebCenter product to provide social collaboration inside and outside of your company. When we showed it to people, there were a number of areas that they commented on that were different from the other products being shown at the conference: Screenshots from within the product Many authors working on documents simultaneously Flagging people for follow up Direct ability to call out to people Ability to see presence not just if someone is online, but which conversation they are actively in Great stuff, the conference was full of smart people that that we enjoy spending time with. We’ll keep up in the meantime, but we look forward to seeing you in Boston.

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  • How to build a great relationship with your colleagues

    - by Maria Sandu
    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:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} When you start new job, you worry about your performance, about being able to do what the manager asks you to do, but you also worry about the relations with your colleagues. How will you get along with them? What if they don’t like you? Have you ever felt you’re „the new guy” and your colleagues have already their own way of talking one to each other, their own jokes? It’s a common feeling and can actually become stressful. I am Norbert, Middleware Presales Intern in Hungary and I’ve been working within Oracle for only 1 month. Joining such a big company has been a challenge from many perspectives. One of them was adapting with the environment and getting to know all my colleagues. You know it’s quite difficult to introduce yourself, to try to liaise with them and find some common topics, so I felt very lucky and comfortable when my manager introduced me to all of my colleagues. It was easier to accommodate and we basically we had a starting point for our discussions. We started to talk about what my position means, for how many years they’ve been within Oracle, other Oracle related topics, but also more personal stuff like what they do after work. Having this opportunity of talking with all of them helped me introduce myself in a proper way and actually I told them many things about myself. Networking wasn’t my best skill, but these first days were really helpful from a network point of view. What else can you do to get along with your colleagues? One second thing I consider as being really helpful in networking is asking work-related questions. For instance, when you don’t know how to do something or don’t understand it, asking one of your colleagues will also help you to make a connection with him and you could easily continue the discussion with some other topics which are more personal. It’s a very effective strategy and in a company like Oracle people are very willing to help you with your tasks and perform at a high level. If you see your colleagues going to lunch, you should join them. It will help you become part of their community, finding out what’s new in their lives, you’ll, step-by-step, take part in their conversations and be up to date with the hot topics they talk about. One other opportunity of becoming part of your colleagues’ community are the internal events. Subscribing to the local free time activities mailing list is very useful for finding out information about when they’re going out and have a drink or attending all sorts of events. For instance, this is how I’ve found out about a party within Oracle that most of the employees here attend. It’s a wonderful opportunity for chatting and make a stronger connection to some of them. How important is attending these events? Think about how much time you spend at work. You’d like to enjoy your work and the environment, so getting along with your colleagues is a nice thing to have. I recently attended a corporate party whose purpose was to facilitate the interaction and communication between employees. It was a real success and we had a lot of fun, especially because it was a costume party.  All the fancy dresses and funny clothes we wore made the atmosphere really enjoyable. It was easy to liaise with colleague with whom I had never interacted with before. There was a friendly spirit among us, chatting about personal stuff and about various pleasant things. Working in an international company is not an easy thing because you interact with many people and they have different styles, but all these opportunities of informal interaction are a good way to adapt to the new working environment.

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  • Customer Engagement: Are Your Customers Engaged With Your Brands?

    - by Michael Snow
    Engaging Customers is Critical for Business Growth This week we'll be spending some time looking at Customer Engagement. We all have stories about how we try to engage our customers better than ever before.  We all know that successfully engaging customers is critical to an organization’s business success. We also know that engaging our customers is more challenging today than ever before. There is so much noise to compete with for getting anyone's attention. Over the last decade and a half we’ve watched as the online channel became a primary one for conducting our business and even managing our lives. And during this whole process or evolution, the customer journey has grown increasingly complex. Customers themselves have assumed increasing power and influence over the purchase process and for setting the tone and pace of the relationships they have with brands and you see the evidence of this in the really high expectations that customers have today. They expect brand experiences that are personalized and relevant -- In other words they want experiences that demonstrate that the brand understands their interests, preferences and past interactions with them. They also expect their experience with a brand and the community surrounding it to be social and interactive – it’s no longer acceptable to have a static, one-way dialogue with your customer base or to fail to connect your customers with fellow customers, or with your employees and partners. And on top of all this, customers expect us to deliver this rich and engaging, personalized and interactive experience, in a consistent way across a variety of channels including web, mobile and social channels or even offline venues such as in-store or via a call center. And as a result, we see that delivery on these expectations and successfully engaging your customers is a great challenge today. Customers expect a personal, engaging and consistent online customer experience. Today’s consumer expects to engage with your brand and the community surrounding it in an interactive and social way. Customers have come to expect a lot for the online customer experience.  ·        They expect it to be personal: o   Accessible:  - Regardless of my device  Via my existing online identities  o   Relevant:  Content that interests me  o   Customized:  To be able to tailor my online experience  ·        They expect it to be engaging: o   Social:  So I can share content with my social networks  o   Intuitive:  To easily find what I need   o   Interactive:  So I can interact with online communities And they expect it to be consistent across the online experience – so you better have your brand and information ducks in a row. These expectations are not only limited to your customers by any means. Your employees (and partners) are also expecting to be empowered with engagement tools across their internal and external communications and interactions with customers, partners and other employees. We had a great conversation with Ted Schadler from Forrester Research entitled: "Mobile is the New Face of Engagement" that is now available On-Demand. Take a look at all the webcasts available to watch from our Social Business Thought Leader Series. Social capabilities have become so pervasive and changed customers’ expectations for their online experiences. The days of one-direction communication with customers are at an end. Today’s customers expect to engage in a dialogue with your brand and the community surrounding it in an interactive and social way. You have at a very short window of opportunity to engage a customer before they go to another site in their pursuit of information, product, or services. In fact, customers who engage with brands via social media tend to spend more that customers who don’t, between 20% and 40% more.  And your customers are also increasingly influenced by their social networks too – 40% of consumers say they factor in Facebook recommendations when making purchasing decisions.  This means a few different things for today’s businesses. Incorporating forms of social interaction such as commenting or reviews as well as tightly integrating your online experience with your customers’ social networking experiences into the online customer experience are crucial for maintaining the eyeballs on your desired pages. --- Notes/Sources: 93% - Cone Finds that Americans Expect Companies to Have a Presence in Social Media - http://www.coneinc.com/content1182 40% of consumers factor in Facebook recommendations when making decisions about purchasing (Increasing Campaign Effectiveness with Social Media, Syncapse, March 2011) 20%-40% - Customers who engage with a company via social media spend this percentage more with that company than other customers (Source: Bain & Company Report – Putting Social Media to Work)

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  • How to tell whether your programmers are under-performing?

    - by A Team Lead
    I am a team lead with 5+ developers. I have a developer (let's call him A) who is a good programmer, who writes good clean, easy to understand code. However he is somewhat difficult to manage, and sometimes I wonder whether he is really under-performing or not. Our company requires the developers to indicate the work progress in the bug tracker we use, not so much as to monitor the programmers but to let the stackholders know the progress. The thing is, A only updates a task progress when it is done ( maybe 3 weeks after it is first worked on) and this leaves everyone wondering what is going on in the middle of the development week. He wouldn't change his habit despite repeated probing. ( It's OK, developers hate paperwork, I do, too) Recent 2-3 months he on leave quite often due to various events-- either he is sick, or have to attend a lot of personal events etc. ( It's OK, bad things happen in a string. It's just a coincidence) We define sprints, or roadmaps for each month. And in the beginning of the sprint, we will discuss the amount of work each of the developers have to do in a sprint and the developers get to set the amount of time they need for each task. He usually won't be able to complete all of them. (It's OK, the developers are regularly missing deadlines not due to their fault). If only one or two of the above events happen, I won't feel that A is under-performing, but they all happen together. So I have the feeling that A is under-performing and maybe-- God forbid--- slacking off. This is just a feeling based on my years of experience as programmer. But I could be wrong. It is notoriously hard to measure the work of a programmer, given that not all two tasks are alike, and there lacks a standard objective to measure the commitment of a programmer to your company. It is downright impossible to tell whether the programmer is doing his job or slacking off. All you can do, is to trust them-- yeah, trusting and giving them autonomy is the best way for programmers to work, I know that, so don't start a lecture on why you need to trust your programmers, thank you every much-- but if they abuse your trust, can you know? My question is, how can you tell whether your programmers are under-performing? Surely there are experience team leads who know better than me on this? Outcome: I've a straight talk with him regarding my perception on his performance. He was indignant when I suggested that I had the feeling that he wasn't performing at his best level. He felt that this was a completely unfair feeling. I then replied that this was my feeling and I didn't know whether my feeling was right or not. He would have none of this and ended the discussion immediately. Before he left he said that he "would try to give more to the company" in a very cold tone. I was taken aback by his reaction. I am sure that I offended him in some ways. Not too sure whether that was the right thing to do for me to be so frank with him, though. Extra notes: I hate micromanaging. So all that we have for our software process is Sprint ( where tasks get prioritized and assigned, and at the end of the month, a review of the amount of work done). Developers would require to update the tasks as they go along everyday. There is no standup meeting, or anything of the sort. Mainly because we have the freedom to work from home and everyone cherishes this freedom. Although I am the one who sets the deadline, but the developers will provide the estimate for each tasks and I will decide-- based on the estimate-- the tasks that go into a particular sprint. If they can't finish the tasks at the end of the sprint, I will push them to the next. So theoretically one can just do only 1 or 2 tasks during the whole sprint and then push the remaining 99 tasks to the next sprint and still he will be fine as long as justifies this-- in the form of daily work progress updates

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  • How to Apply a Business Card Template to a Contact and Customize it in Outlook 2013

    - by Lori Kaufman
    If you want to add a business card template to an existing contact in Outlook, you can do so without having to enter all of the information again. We will also show you how to customize the layout and format of the text on the card. Microsoft provides a couple of business card templates you can use. We will use their Blue Sky template as an example. To open the archive file for the template you downloaded, double-click on the .cab file. NOTE: You can also use a tool like 7-Zip to open the archive. A new Extract tab becomes available under Compressed Folder Tools and the files in the archive are listed. Select the .vcf file in the list of files. This automatically activates the Extract tab. Click Extract To and select a location or select Choose location if the desired location is not on the drop-down menu. Select a folder in which you want to save the .vcf file on the Copy Items dialog box and click Copy. NOTE: Use the Make New Folder button to create a new folder for the location, if desired. Double-click on the .vcf file that you copied out of the .cab archive file. By default, .vcf files are associated with Outlook so, when you double-click on a .vcf file, it automatically opens in a Contact window in Outlook. Change the Full Name to match the existing contact to which you want to apply this template. Delete the other contact info from the template. If you want to add any additional information not in the existing contact, enter it. Click Save & Close to save the contact with the new template. The Duplicate Contact Detected dialog box displays. To update the existing contact, select the Update information of selected Contact option. Click Update. NOTE: If you want to create a new contact from this template, select the Add new contact option. With the Contacts folder open (the People link on the Navigation Bar), click Business Card in the Current View section of the Home tab. You may notice that not all the fields from your contact display on the business card you just updated. Double-click on the contact to update the contact and the business card. On the Contact window, right-click on the image of the business card and select Edit Business Card from the popup menu. The Edit Business Card dialog box displays. You can change the design of the card, including changing he background color or image. The Fields box allows you to specify which fields display on the business card and in what order. Notice, in our example, that Company is listed below the Full Name, but no text displays on the business card below the name. That’s because we did not enter any information for Company in the Contact. We have information in Job Title. So, we select Company and click Remove to remove that field. Now, we want to add Job Title. First, select the field below which you want to add the new field. We select Full Name to add the Job Title below that. Then, we click Add and select Organization | Job Title from the popup menu to insert the Job Title. To make the Job Title white like the name, we select Job Title in the list of Fields and click the Font Color button in the Edit section. On the Color dialog box, select the color you want to use for the text in the selected field. Click OK. You can also make text bold, italic, or underlined. We chose to make the Job Title bold and the Full Name bold and italic. We also need to remove the Business Phone because this contact only has a mobile phone number. So, we add a Mobile Phone from the Phone submenu. Then, we need to remove enough blank lines so the Mobile Phone is visible on the card. We also added a website and email address and removed more blank lines so they are visible. You can also move text to the right side of the card or make it centered on the card. We also changed the color of the bottom three lines to blue. Click OK to accept your changes and close the dialog box. Your new business card design displays on the Contact window. Click Save & Close to save the changes you made to the business card for this contact and close the Contact window. The final design of the business card displays in the Business Card view on the People screen. If you have a signature that contains the business card for the contact you just updated, you will also need to update the signature by removing the business card and adding it again using the Business Card button in the Signature editor. You can also add the updated Business Card to a signature without the image or without the vCard (.vcf) file.     

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  • Siemens AG, Sector Healthcare, Increases Transparency and Improves Customer Loyalty with Web Portal Solution

    - by Kellsey Ruppel
    Siemens AG, Sector Healthcare, Increases Transparency and Improves Customer Loyalty with Web Portal Solution CUSTOMER AND PARTNER INFORMATION Customer Name – Siemens AG, Sector Healthcare Customer Revenue – 73,515 Billion Euro (2011, Siemens AG total) Customer Quote – “The realization of our complex requirements within a very short amount of time was enabled through the competent implementation partner Sapient, who fully used the  very broad scope of standard functionality provided in the Oracle WebCenter Portal, and the management of customer services, who continuously supported the project setup. ” – Joerg Modlmayr, Project Manager, Healthcare Customer Service Portal, Siemens AG The Siemens Healthcare Sector is one of the world's largest suppliers to the healthcare industry and a trendsetter in medical imaging, laboratory diagnostics, medical information technology and hearing aids. Siemens offers its customers products and solutions for the entire range of patient care from a single source – from prevention and early detection to diagnosis, and on to treatment and aftercare. By optimizing clinical workflows for the most common diseases, Siemens also makes healthcare faster, better and more cost-effective. To ensure greater transparency, increased efficiency, higher user acceptance, and additional services, Siemens AG, Sector Healthcare, replaced several existing legacy portal solutions that could not meet the company’s future needs with Oracle WebCenter Portal. Various existing portal solutions that cannot meet future demands will be successively replaced by the new central service portal, which will also allow for the efficient and intuitive implementation of new service concepts.  With Oracle, doctors and hospitals using Siemens medical solutions now have access to a central information portal that provides important information and services at just the push of a button.  Customer Name – Siemens AG, Sector Healthcare Customer URL – www.siemens.com Customer Headquarters – Erlangen, Germany Industry – Industrial Manufacturing Employees – 360,000  Challenges – Replace disparate medical service portals to meet future demands and eliminate an  unnecessarily high level of administrative work caused by heterogeneous installations Ensure portals meet current user demands to improve user-acceptance rates and increase number of total users Enable changes and expansion through standard functionality to eliminate the need for reliance on IT and reduce administrative efforts and associated high costs Ensure efficient and intuitive implementation of new service concepts for all devices and systems Ensure hospitals and clinics to transparently monitor and measure services rendered for the various medical devices and systems  Increase electronic interaction and expand services to achieve a higher level of customer loyalty Solution –  Deployed Oracle WebCenter Portal to ensure greater transparency, and as a result, a higher level of customer loyalty  Provided a centralized platform for doctors and hospitals using Siemens’ medical technology solutions that provides important information and services at the push of a button Reduced significantly the administrative workload by centralizing the solution in the new customer service portal Secured positive feedback from customers involved in the pilot program developed by design experts from Oracle partner Sapient. The interfaces were created with customer needs in mind. The first survey taken shortly after implementation came back with 2.4 points on a scale of 0-3 in the category “customer service portal intuitiveness level” Met all requirements including alignment with the Siemens Style Guide without extensive programming Implemented additional services via the portal such as benchmarking options to ensure the optimal use of the Customer Device Park Provided option for documentation of all services rendered in conjunction with the medical technology systems to ensure that the value of the services are transparent for the decision makers in the hospitals  Saved and stored all machine data from approximately 100,000 remote systems in the central service and information platform Provided the option to register errors online and follow the call status in real-time on the portal Made  available at the push of a button all information on the medical technology devices used in hospitals or clinics—from security checks and maintenance activities to current device statuses Provided PDF format Service Performance Reports that summarize information from periods of time ranging from previous weeks up to one year, meeting medical product law requirements  Why Oracle – Siemens AG favored Oracle for many reasons, however, the company ultimately decided to go with Oracle due to the enormous range of functionality the solutions offered for the healthcare sector.“We are not programmers; we are service providers in the medical technology segment and focus on the contents of the portal. All the functionality necessary for internet-based customer interaction is already standard in Oracle WebCenter Portal, which is a huge plus for us. Having Oracle as our technology partner ensures that the product will continually evolve, providing a strong technology platform for our customer service portal well into the future,” said Joerg Modlmayr project manager, Healthcare Customer Service Portal, Siemens AG. Partner Involvement – Siemens AG selected Oracle Partner Sapient because the company offered a service portfolio that perfectly met Siemens’ requirements and had a wealth of experience implementing Oracle WebCenter Portal. Additionally, Sapient had designers with a very high level of expertise in usability—an aspect that Siemens considered to be of vast importance for the project.  “The Sapient team completely met all our expectations. Our tightly timed project was completed on schedule, and the positive feedback from our users proves that we set the right measures in terms of usability—all thanks to the folks at Sapient,” Modlmayr said.  Partner Name – Sapient GmbH Deutschland Partner URL – www.sapient.com

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  • Oracle Romania Summer School

    - by Maria Sandu
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 What would you say about a Summer School within a corporation where you can learn, play and practice? You might think that this is something usually uncommon for a company and you would be right. However, Oracle’s main value being innovation, we came up with a new project for Romanian students and graduates. We organised Oracle Summer School , offering them the opportunity to develop their soft skills and gain valuable business knowledge and exposure. How was Oracle Summer School programme organised? We focused on students and graduates’ needs and combined business experience with training and practice. The twenty four participants had different backgrounds, being interested in Software, Hardware, Finance, Marketing or other areas. The programme fulfilled each of these needs, bringing them in contact with Specialists and Managers. The first two weeks were dedicated to the company visits, business presentations and networking. The participants got an insight about employees’ activities and projects. Storytelling was also part of the program and people from different departments spent a couple of hours with the participants, sharing their experiences, knowledge and interesting stories. The Recruitment team delivered a training about the job interview skills in order to make the participants feel better prepared for a Recruitment process. The second module consisted of two weeks of Soft Skills trainings delivered by professional trainers from different departments. The participants gained useful insight on the competencies required within a business environment. The evenings were dedicated to social activities and it not very long until they started feel part of a team. The third module will take place at the end of September and will put the participants in contact with senior people from the business who will become their Mentors. What do the participants say about Oracle Summer School? “ As a fresh computer science graduate, Oracle Summer School gave me the opportunity of finding what are the technical and nontechnical skills required in a large multinational company. It was a great way of seeing how the theoretical knowledge I received during college is applied in real-life scenarios and what skills I still need to develop. “  (Cosmin Radu) “ When arriving at Oracle I had high expectations, but did not know exactly what was going to unfold because of the program's lack of precedence. Right after the first day, my feedback outgrew the initial forecast and the following weeks continued to build upon it. I had the pleasure to acquaint with brilliant people. The program was outlined on various profiles, delivering a comprehensive experience. It was very engaging, informative and nevertheless fun. “ (Vlad Manciu) „ Oracle Summer School is by far the best summer school that I have ever attended. For me it has been a great experience so far, because I’ve learned not only how to use soft skills in a corporate environment, but I’ve learned a great deal about myself as well. However, the most valuable asset of this 3-week period were the people that I’ve met: great individuals and great professionals, whom I really grew fond of.” (Alexandru Purcarea) “Applying to Oracle Summer School has been the best decision I took in regard to how to spend my summer holiday. I had the chance to do job shadowing at some of the departments I was interested in and I attended great trainings on various subjects such as time management and emotional intelligence. Moreover, I made friends with the other participants and we enjoyed going out together after “classes”.(Andreea Tudor) If you are interested in joining our team and attending our events please follow us on https://campus.oracle.com/campus/HR/emea_main.html /* 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:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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  • Training a 'replacement', how to enforce standards?

    - by Mohgeroth
    Not sure that this is the right stack exchange site to ask this of, but here goes... Scope I work for a small company that employs a few hundred people. The development team for the company is small and works out of visual foxpro. A specific department in the company hired me in as a 'lone gunman' to fix and enhance a pre-existing invoicing system. I've successfully taken an Access application that suffered from a lot of risks and limitations and converted it into a C# application driven off of a SQL server backend. I have recently obtained my undergraduate and am no expert by any means. To help make up for that I've felt that earning microsoft certifications will force me to understand more about .net and how it functions. So, after giving my notice with 9 months in advance, 3 months ago a replacement finally showed up. Their role is to learn what I have been designing to an attempt to support the applications designed in C#. The Replacement Fresh out of college with no real-world work experience, the first instinct for anything involving data was and still is listboxes... any time data is mentioned the list box is the control of choice for the replacement. This has gotten to the point, no matter how many times I discuss other controls, where I've seen 5 listboxes on a single form. Classroom experience was almost all C++ console development. So, an example of where I have concern is in a winforms application: Users need to key Reasons into a table to select from later. Given that I know that a strongly typed data set exists, I can just drag the data source from the toolbox and it would create all of this for me. I realize this is a simple example but using databinding is the key. For the past few months now we have been talking about the strongly typed dataset, how to use it and where it interacts with other controls. Data sets, how they work in relation to binding sources, adapters and data grid views. After handing this project off I expected questions about how to implement these since for me this is the way to do it. What happened next simply floors me: An instance of an adapter from the strongly typed dataset was created in the activate event of the form, a table was created and filled with data. Then, a loop was made to manually add rows to a listbox from this table. Finally, a variable was kept to do lookups to figure out what ID the record was for updates if required. How do they modify records you ask? That was my first question too. You won't believe how simple it is, all you do it double click and they type into a pop-up prompt the new value to change it to. As a data entry operator, all the modal popups would drive me absolutely insane. The final solution exceeds 100 lines of code that must be maintained. So my concern is that none of this is sinking in... the department is only allowed 20 hours a week of their time. Up until last week, we've only been given 4-5 hours a week if I'm lucky. The past week or so, I've been lucky to get 10. Question WHAT DO I DO?! I have 4 weeks left until I leave and they fully 'support' this application. I love this job and the opportunity it has given me but it's time for me to spread my wings and find something new. I am in no way, shape or form convinced that they are ready to take over. I do feel that the replacement has the technical ability to 'figure it out' but instead of learning they just write code to do all of this stuff manually. If the replacement wants to code differently in the end, as long as it works I'm fine with that as horrifiying at it looks. However to support what I have designed they MUST to understand how it works and how I have used controls and the framework to make 'magic' happen. This project has about 40 forms, a database with over 30 some odd tables, triggers and stored procedures. It relates labor to invoices to contracts to projections... it's not as simple as it was three years ago when I began this project and the department is now in a position where they cannot survive without it. How in the world can I accomplish any of the following?: Enforce standards or understanding in constent design when the department manager keeps telling them they can do it however they want to Find a way to engage the replacement in active learning of the framework and system design that support must be given for Gracefully inform sr. management that 5-9 hours a week is simply not enough time to learn about the department, pre-existing processes, applications that need to be supported AND determine where potential enhancements to the system go... Yes I know this is a wall of text, thanks for reading through me but I simply don't know what I should be doing. For me, this job is a monster of a reference and things would look extremely bad if I left and things fell apart. How do I handle this?

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  • Drive Online Engagement with Intuitive Portals and Websites

    - by kellsey.ruppel
    As more and more business is being conducted via online channels, engaging users and making them more productive and efficient though these online channels is becoming critical. These users could be customers, partners or employees and while the respective channels through which they interact might be different, these users do increasingly interact with your business through the Web, or mobile devices or now through various social mediums.  Businesses need a user engagement strategy and solution that allows them to deliver targeted and personalized content and applications to users through the various online mediums and touch points.  The customer experience today is made up of an ongoing set of interactions with organizations across many channels, online and offline.  The Direct channel (including sales reps, email and mail) is an important point of contact, as is the Contact Center.  Contact Centers rely on the phone as a means of interacting with customers, and also more now than ever, the Web as well.  However, the online organization is often managed separately from the Contact Center organization within a business. In-store is an important channel for retailers, offering Point-of-Service for human interactions, and Kiosks which enable self-service. Kiosks are a Web-enabled touch point but in-store kiosks are often managed by the head of retail operations, rather than the online organization.  And of course, the online channel, including customer interactions with an organization via digital means -- on the website, mobile websites, and social networking sites, has risen to paramount importance in recent years in the customer experience. Historically all of these channels have been managed separately. The result of all of this fragmentation is that the customer touch points with an organization are siloed.  Their interactions online are not known and respected in their dealings in-store.  Their calls to the contact center are not taken as input into what the website offers them when they arrive. Think of how many times you’ve fallen victim to this. Your experience with the company call center is different than the experience in-store. Your experience with the company website on your desktop computer is different than your experience on your iPad. I think you get the point. But the customer isn’t the only one we need to look at here, as employees and the IT organization have challenges as well when it comes to online engagement. There are many common tools and technologies that organizations have been using to try and engage users, whether it’s customers, employees or partners. Some have adopted different blog and wiki technologies (some hosted, some open source, sometimes embedded in platforms), to things like tagging, file sharing and content management, or composite applications for self-service applications and activity streams. Basically, there are so many different tools & technologies that each address different aspects of user engagement. Now, one of the challenges with this, is that if we look at each individual tool, typically just implementing for example a file sharing and basic collaboration solution, may meet the needs of the business user for one aspect of user engagement, but it may not be the best solution to engage with customers and partners, or it may not fit with IT standards such as integrating with their single sign on tools or their corporate website. Often, the scenario is that businesses are having to acquire multiple pieces and parts as well as build custom applications to meet their needs. Leaving customers and partners with a more fragmented way of interacting with the company. Every organization has some sort of enterprise balancing act between the needs of the business user and the needs and restrictions enforced by enterprise IT groups. As we’ve been discussing, we all know that the expectations for online engagement have changed since the days of the static, one-size fits all website. With these changes have come some very difficult organizational challenges as well. Today, as a business user, you want to engage with your customers, and your customers expect you to know who they are. They expect you to recall the details they’ve provided to you on your website, to your CSRs and to your sales people. They expect you to remember their purchases, their preferences and their problems. And they expect you to know who they are, equally well, across channels, including your web presence. This creates a host of challenges for today’s business users. Delivering targeted, relevant content online is now essential for converting prospects into customers and for engendering long term loyalty. Business users need the ability to leverage customer data from different sources to fuel their segmentation and targeting strategies and to easily set-up, manage and optimize online campaigns. Also critical, they need the ability to accomplish these things on-the-fly, at the speed of the marketplace, while making iterative improvements.  These changing expectations put a host of demands on the IT organization as well. The web presence must be able to scale to support the delivery of personalized and targeted content to thousands of site visitors without sacrificing performance. And integration between systems becomes more important as well, as organizations strive to obtain one view of the customer culled from WCM data, CRM data and more. So then, how do you solve these challenges and meet the growing demands of your users?  You need a solution that: Unifies every customer interaction across all channels Personalizes the products and content that interest the customer and to the device Delivers targeted promotions to the right customer Engages and improve employee productivity Provides self-service access to applications Includes embedded in-context social   So how then do you achieve this level of online engagement, complete customer experience and engage your employees? The answer: Oracle WebCenter. If you want to learn how to get there, we encourage you to attend this webcast on Thursday Drive Online Engagement with Intuitive Portals and Websites, where we'll talk about how you are able to transform your portal experience and optimize online engagement -- making your portals more interactive and more engaging across multiple channels. Register today!

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  • Taking a Flying Leap

    - by Lance Shaw
    Yesterday, I went skydiving with three of my children.  It was thrilling, scary, invigorating and exciting. While there is obvious risk involved, the reward and feeling of success was well worth it. You might already be wondering what skydiving would have to with WebCenter, so let me explain. Implementing a skydiving program and becoming an instructor does not happen overnight.  It does not happen with the purchase of the needed technology. Not one of us would go out, buy a parachute, the harnesses, helmet and all the gear and be able to convince anyone that we are now ready to be a skydiving instructor. The fact is that obtaining the technology is merely a small piece of the overall process and so is the case with managing content in your company. You don't just buy the right software (Oracle WebCenter Content) and go to your boss and declare information management success. There is planning, research and effort that goes into deploying software of any kind and especially when it is as mission-critical to the success of your business as Enterprise Content Management. To become a certified skydiving instructor takes at least 3 years of commitment and often longer. In the United States, candidates must complete over 500 solo jumps of their own over a minimum of 36 months and then must complete additional rigorous training under observation.  When you consider the amount of time and effort involved, it's not unlike getting a college degree and anyone that has trusted their lives to one of these instructors will no doubt appreciate their dedication to the curriculum.  Implementing an ECM system won't take that long, but it certainly requires commitment, analysis and consideration. But guess what?  Humans are involved and that means that mistakes can happen and that rules change.  This struck me while reading an excellent post on darkreading.com by Glenn S. Phillips entitled "Mission Impossible: 4 Reasons Compliance is Impossible".  His over-arching point was that with information management and security, environments change and people are involved meaning the work is never done.  He stated that you can never claim your compliance efforts are complete because of the following reasons. People are involved.  And lets face it, some are more trustworthy than others. Change is Constant. There is always some new technology coming along that is disruptive. Consumer grade cloud file sharing and sync tools come to mind here. Compliance is interpreted, not defined.  Laws and the judges that read them are always on the move. Technology is a tool, not a complete solution. There is no magic pill. The skydiving analogy holds true here as well.  Ultimately, a single person packs your parachute.  For obvious reasons, you prefer that this person be trustworthy but there are no absolute guarantees of a 100% error-free scenario.  Weather and wind conditions are never a constant and the best-laid plans for a great day of skydiving are easily disrupted by forces outside of your control.  Rules and regulations vary by location and may be updated at any time and as I mentioned early on, even the best technology on its own will only get you started. The good news is that, like skydiving, with the right technology, the right planning, the right team and a proper understanding of the rules and regulations that govern your industry, your ECM deployment can be a great success.  Failure to plan for any of the 4 factors that Glenn outlined in his article will certainly put your deployment and maybe even your company at risk, so consider them carefully. As a final aside, for those of you who consider skydiving an incredibly dangerous and risky pastime, consider this comparative statistic.  In 2012, the U.S. Parachute Association recorded 19 fatal skydiving accidents in the U.S. out of roughly 3.1 million jumps.  That’s 0.006 fatalities per 1,000 jumps. By comparison, the U.S. National Highway Traffic Safety Administration reports that there were 34,080 deaths due to car accidents in 2012.  Based on the percentages, one could argue that it is safer to jump out of a plane than to drive to the airport where the skydiving will take place. While the way you manage, secure, classify, control, retain and dispose of company files may not carry as much risk as driving or skydiving, it certainly carries risk for the organization when not planned and deployed appropriately.  Consider all the factors involved in your organization as you make your content management plans.  For additional areas of consideration, be sure to download our free whitepaper on the topic entitled "The Top 10 Criteria for Choosing an ECM System" which is available for download here.

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  • Using BizTalk to bridge SQL Job and Human Intervention (Requesting Permission)

    - by Kevin Shyr
    I start off the process with either a BizTalk Scheduler (http://biztalkscheduledtask.codeplex.com/releases/view/50363) or a manual file drop of the XML message.  The manual file drop is to allow the SQL  Job to call a "File Copy" SSIS step to copy the trigger file for the next process and allows SQL  Job to be linked back into BizTalk processing. The Process Trigger XML looks like the following.  It is basically the configuration hub of the business process <ns0:MsgSchedulerTriggerSQLJobReceive xmlns:ns0="urn:com:something something">   <ns0:IsProcessAsync>YES</ns0:IsProcessAsync>   <ns0:IsPermissionRequired>YES</ns0:IsPermissionRequired>   <ns0:BusinessProcessName>Data Push</ns0:BusinessProcessName>   <ns0:EmailFrom>[email protected]</ns0:EmailFrom>   <ns0:EmailRecipientToList>[email protected]</ns0:EmailRecipientToList>   <ns0:EmailRecipientCCList>[email protected]</ns0:EmailRecipientCCList>   <ns0:EmailMessageBodyForPermissionRequest>This message was sent to request permission to start the Data Push process.  The SQL Job to be run is WeeklyProcessing_DataPush</ns0:EmailMessageBodyForPermissionRequest>   <ns0:SQLJobName>WeeklyProcessing_DataPush</ns0:SQLJobName>   <ns0:SQLJobStepName>Push_To_Production</ns0:SQLJobStepName>   <ns0:SQLJobMinToWait>1</ns0:SQLJobMinToWait>   <ns0:PermissionRequestTriggerPath>\\server\ETL-BizTalk\Automation\TriggerCreatedByBizTalk\</ns0:PermissionRequestTriggerPath>   <ns0:PermissionRequestApprovedPath>\\server\ETL-BizTalk\Automation\Approved\</ns0:PermissionRequestApprovedPath>   <ns0:PermissionRequestNotApprovedPath>\\server\ETL-BizTalk\Automation\NotApproved\</ns0:PermissionRequestNotApprovedPath> </ns0:MsgSchedulerTriggerSQLJobReceive>   Every node of this schema was promoted to a distinguished field so that the values can be used for decision making in the orchestration.  The first decision made is on the "IsPermissionRequired" field.     If permission is required (IsPermissionRequired=="YES"), BizTalk will use the configuration info in the XML trigger to format the email message.  Here is the snippet of how the email message is constructed. SQLJobEmailMessage.EmailBody     = new Eai.OrchestrationHelpers.XlangCustomFormatters.RawString(         MsgSchedulerTriggerSQLJobReceive.EmailMessageBodyForPermissionRequest +         "<br><br>" +         "By moving the file, you are either giving permission to the process, or disapprove of the process." +         "<br>" +         "This is the file to move: \"" + PermissionTriggerToBeGenereatedHere +         "\"<br>" +         "(You may find it easier to open the destination folder first, then navigate to the sibling folder to get to this file)" +         "<br><br>" +         "To approve, move(NOT copy) the file here: " + MsgSchedulerTriggerSQLJobReceive.PermissionRequestApprovedPath +         "<br><br>" +         "To disapprove, move(NOT copy) the file here: " + MsgSchedulerTriggerSQLJobReceive.PermissionRequestNotApprovedPath +         "<br><br>" +         "The file will be IMMEDIATELY picked up by the automated process.  This is normal.  You should receive a message soon that the file is processed." +         "<br>" +         "Thank you!"     ); SQLJobSendNotification(Microsoft.XLANGs.BaseTypes.Address) = "mailto:" + MsgSchedulerTriggerSQLJobReceive.EmailRecipientToList; SQLJobEmailMessage.EmailBody(Microsoft.XLANGs.BaseTypes.ContentType) = "text/html"; SQLJobEmailMessage(SMTP.Subject) = "Requesting Permission to Start the " + MsgSchedulerTriggerSQLJobReceive.BusinessProcessName; SQLJobEmailMessage(SMTP.From) = MsgSchedulerTriggerSQLJobReceive.EmailFrom; SQLJobEmailMessage(SMTP.CC) = MsgSchedulerTriggerSQLJobReceive.EmailRecipientCCList; SQLJobEmailMessage(SMTP.EmailBodyFileCharset) = "UTF-8"; SQLJobEmailMessage(SMTP.SMTPHost) = "localhost"; SQLJobEmailMessage(SMTP.MessagePartsAttachments) = 2;   After the Permission request email is sent, the next step is to generate the actual Permission Trigger file.  A correlation set is used here on SQLJobName and a newly generated GUID field. <?xml version="1.0" encoding="utf-8"?><ns0:SQLJobAuthorizationTrigger xmlns:ns0="somethingsomething"><SQLJobName>Data Push</SQLJobName><CorrelationGuid>9f7c6b46-0e62-46a7-b3a0-b5327ab03753</CorrelationGuid></ns0:SQLJobAuthorizationTrigger> The end user (the human intervention piece) will either grant permission for this process, or deny it, by moving the Permission Trigger file to either the "Approved" folder or the "NotApproved" folder.  A parallel Listen shape is waiting for either response.   The next set of steps decide how the SQL Job is to be called, or whether it is called at all.  If permission denied, it simply sends out a notification.  If permission is granted, then the flag (IsProcessAsync) in the original Process Trigger is used.  The synchonous part is not really synchronous, but a loop timer to check the status within the calling stored procedure (for more information, check out my previous post:  http://geekswithblogs.net/LifeLongTechie/archive/2010/11/01/execute-sql-job-synchronously-for-biztalk-via-a-stored-procedure.aspx)  If it's async, then the sp starts the job and BizTalk sends out an email.   And of course, some error notification:   Footnote: The next version of this orchestration will have an additional parallel line near the Listen shape with a Delay built in and a Loop to send out a daily reminder if no response has been received from the end user.  The synchronous part is used to gather results and execute a data clean up process so that the SQL Job can be re-tried.  There are manu possibilities here.

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  • Why everybody should do Sales!

    - by FelixWehmeyer
    I speak with many business students and ask them what job they want to get into. Most of them tell me they want a job in Marketing, Management Consulting or Finance. I hardly ever hear “Sales, that is what I want to do”, and I often wonder why. I would like to start with a quote from Zig Ziglar, a successful salesman: "Nothing happens until someone sells something." But to get back to the main point, why wouldn’t you want to get in sales? When people think of sales, they picture a typical salesman in their head and think that selling is scary and all about manipulating, pressuring and pushing someone into buying something they don’t need. Are these stereotypes accurate? I don’t believe so: So why should you want to be in sales? If you think about selling as providing the solution for the problem and talking about the benefits of making a decision, then every job in this world comes out of selling. In every job you deal with coworkers that you want to convince of your ideas or convincing your boss that the project you want to work on is good for the company.  These days, consumers and businesses are very well informed about services and products. When we are talking about highly complex products, such as IT solutions, businesses don’t accept your run-of-the-mill salesman who is pushing a sale. These are often long projects where salespeople have a consulting and leading role. Salespeople need to be able to consult companies and customers with their problem and convince a client that their solution is the best fit. Next to the fact that sales, is by far, not as scary and shady as you thought, there are a few points that will make you want to consider a sales career: Negotiating skills – When you are in sales you will learn how to negotiate. Salespeople learn to listen to their customers and try to make them happy, overcoming objections and come to a final agreement that both parties are happy with. Persistence/Challenge – As a salesperson you will often hear a negative answer, in a sales role you will start to embrace this and see a ‘no’ as a challenge not as a rejection. This attitude change can help you a lot in your career, but also in your personal life. You will become more optimistic and gain a go-getter attitude. Salary – As salespeople are seen as the moneymakers for the company, companies often reward their sales teams generously. Most likely in a sales role, you will receive a good basic salary and often you get nice bonuses on top of that based on your performance. Oracle is, for instance, the company that offers the highest average commission in the world. Further you can expect many other benefits as companies know that there is a high demand for good salespeople. Teamwork – Sales is a lot like having your own business, you are responsible for your own territory or set of clients. You are the one who is responsible for the revenue coming from that territory. So in order to gain revenue you will have to work together with many departments and people to make that happen. Every (potential) client could be seen as a different project, and you are the project leader. Understanding customers and the business – From any job that you choose sales will get you the most insight in the market. Salespeople are usually well-connected, talk with different customers and learn about the market and are up-to-date about all latest changes. Even if you want to change to a different role in the long run, you have a great head start as you understand the market and customers like no one else. Job security – Look at all the job postings out there. Many of them are sales-related. So if you want to have a steady job, plenty of choice and companies willing to invest in you, sales could be something for you.  Are you interested in exploring a sales career? At Oracle we are always looking for good sales professionals and fresh graduates who want to get into sales! For many languages such as Flemish, Dutch, German, French, Swedish and Norwegian (and more) we are currently looking for graduates who want to develop their career in Oracle. Please have a look at this article for the experience of a Business Development Consultant at Oracle in Dublin. Want to learn more about this job check out this link or send an email to jessica.ebbelaar-at-oracle.com! Have a look at our website http://campus.oracle.com for all of our other latest sales and non-sales vacancies!

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  • What to leave when you're leaving

    - by BuckWoody
    There's already a post on this topic - sort of. I read this entry, where the author did a good job on a few steps, but I found that a few other tips might be useful, so if you want to check that one out and then this post, you might be able to put together your own plan for when you leave your job.  I once took over the system administrator (of which the Oracle and SQL Server servers were a part) at a mid-sized firm. The outgoing administrator had about a two- week-long scheduled overlap with me, but was angry at the company and told me "hey, I know this is going to be hard on you, but I want them to know how important I was. I'm not telling you where anything is or what the passwords are. Good luck!" He then quit that day. It took me about three days to find all of the servers and crack the passwords. Yes, the company tried to take legal action against the guy and all that, but he moved back to his home country and so largely got away with it. Obviously, this isn't the way to leave a job. Many of us have changed jobs in the past, and most of us try to be very professional about the transition to a new team, regardless of the feelings about a particular company. I've been treated badly at a firm, but that is no reason to leave a mess for someone else. So here's what you should put into place at a minimum before you go. Most of this is common sense - which of course isn't very common these days - and another good rule is just to ask yourself "what would I want to know"? The article I referenced at the top of this post focuses on a lot of documentation of the systems. I think that's fine, but in actuality, I really don't need that. Even with this kind of documentation, I still perform a full audit on the systems, so in the end I create my own system documentation. There are actually only four big items I need to know to get started with the systems: 1. Where is everything/everybody?The first thing I need to know is where all of the systems are. I mean not only the street address, but the closet or room, the rack number, the IU number in the rack, the SAN luns, all that. A picture here is worth a thousand words, which is why I really like Visio. It combines nice graphics, full text and all that. But use whatever you have to tell someone the physical locations of the boxes. Also, tell them the physical location of the folks in charge of those boxes (in case you aren't) or who share that responsibility. And by "where" in this case, I mean names and phones.  2. What do they do?For both the servers and the people, tell them what they do. If it's a database server, detail what each database does and what application goes to that, and who "owns" that application. In my mind, this is one of hte most important things a Data Professional needs to know. In the case of the other administrtors or co-owners, document each person's responsibilities.   3. What are the credentials?Logging on/in and gaining access to the buildings are things that the new Data Professional will need to do to successfully complete their job. This means service accounts, certificates, all of that. The first thing they should do, of course, is change the passwords on all that, but the first thing they need is the ability to do that!  4. What is out of the ordinary?This is the most tricky, and perhaps the next most important thing to know. Did you have to use a "special" driver for that video card on server X? Is the person that co-owns an application with you mentally unstable (like me) or have special needs, like "don't talk to Buck before he's had coffee. Nothing will make any sense"? Do you have service pack requirements for a specific setup? Write all that down. Anything that took you a day or longer to make work is probably a candidate here. This is my short list - anything you care to add? Share this post: email it! | bookmark it! | digg it! | reddit! | kick it! | live it!

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  • Using VLOOKUP in Excel

    - by Mark Virtue
    VLOOKUP is one of Excel’s most useful functions, and it’s also one of the least understood.  In this article, we demystify VLOOKUP by way of a real-life example.  We’ll create a usable Invoice Template for a fictitious company. So what is VLOOKUP?  Well, of course it’s an Excel function.  This article will assume that the reader already has a passing understanding of Excel functions, and can use basic functions such as SUM, AVERAGE, and TODAY.  In its most common usage, VLOOKUP is a database function, meaning that it works with database tables – or more simply, lists of things in an Excel worksheet.  What sort of things?   Well, any sort of thing.  You may have a worksheet that contains a list of employees, or products, or customers, or CDs in your CD collection, or stars in the night sky.  It doesn’t really matter. Here’s an example of a list, or database.  In this case it’s a list of products that our fictitious company sells: Usually lists like this have some sort of unique identifier for each item in the list.  In this case, the unique identifier is in the “Item Code” column.  Note:  For the VLOOKUP function to work with a database/list, that list must have a column containing the unique identifier (or “key”, or “ID”), and that column must be the first column in the table.  Our sample database above satisfies this criterion. The hardest part of using VLOOKUP is understanding exactly what it’s for.  So let’s see if we can get that clear first: VLOOKUP retrieves information from a database/list based on a supplied instance of the unique identifier. Put another way, if you put the VLOOKUP function into a cell and pass it one of the unique identifiers from your database, it will return you one of the pieces of information associated with that unique identifier.  In the example above, you would pass VLOOKUP an item code, and it would return to you either the corresponding item’s description, its price, or its availability (its “In stock” quantity).  Which of these pieces of information will it pass you back?  Well, you get to decide this when you’re creating the formula. If all you need is one piece of information from the database, it would be a lot of trouble to go to to construct a formula with a VLOOKUP function in it.  Typically you would use this sort of functionality in a reusable spreadsheet, such as a template.  Each time someone enters a valid item code, the system would retrieve all the necessary information about the corresponding item. Let’s create an example of this:  An Invoice Template that we can reuse over and over in our fictitious company. First we start Excel… …and we create ourselves a blank invoice: This is how it’s going to work:  The person using the invoice template will fill in a series of item codes in column “A”, and the system will retrieve each item’s description and price, which will be used to calculate the line total for each item (assuming we enter a valid quantity). For the purposes of keeping this example simple, we will locate the product database on a separate sheet in the same workbook: In reality, it’s more likely that the product database would be located in a separate workbook.  It makes little difference to the VLOOKUP function, which doesn’t really care if the database is located on the same sheet, a different sheet, or a completely different workbook. In order to test the VLOOKUP formula we’re about to write, we first enter a valid item code into cell A11: Next, we move the active cell to the cell in which we want information retrieved from the database by VLOOKUP to be stored.  Interestingly, this is the step that most people get wrong.  To explain further:  We are about to create a VLOOKUP formula that will retrieve the description that corresponds to the item code in cell A11.  Where do we want this description put when we get it?  In cell B11, of course.  So that’s where we write the VLOOKUP formula – in cell B11. Select cell B11: We need to locate the list of all available functions that Excel has to offer, so that we can choose VLOOKUP and get some assistance in completing the formula.  This is found by first clicking the Formulas tab, and then clicking Insert Function:   A box appears that allows us to select any of the functions available in Excel.  To find the one we’re looking for, we could type a search term like “lookup” (because the function we’re interested in is a lookup function).  The system would return us a list of all lookup-related functions in Excel.  VLOOKUP is the second one in the list.  Select it an click OK… The Function Arguments box appears, prompting us for all the arguments (or parameters) needed in order to complete the VLOOKUP function.  You can think of this box as the function is asking us the following questions: What unique identifier are you looking up in the database? Where is the database? Which piece of information from the database, associated with the unique identifier, do you wish to have retrieved for you? The first three arguments are shown in bold, indicating that they are mandatory arguments (the VLOOKUP function is incomplete without them and will not return a valid value).  The fourth argument is not bold, meaning that it’s optional:   We will complete the arguments in order, top to bottom. The first argument we need to complete is the Lookup_value argument.  The function needs us to tell it where to find the unique identifier (the item code in this case) that it should be retuning the description of.  We must select the item code we entered earlier (in A11). Click on the selector icon to the right of the first argument: Then click once on the cell containing the item code (A11), and press Enter: The value of “A11” is inserted into the first argument. Now we need to enter a value for the Table_array argument.  In other words, we need to tell VLOOKUP where to find the database/list.  Click on the selector icon next to the second argument: Now locate the database/list and select the entire list – not including the header line.  The database is located on a separate worksheet, so we first click on that worksheet tab: Next we select the entire database, not including the header line: …and press Enter.  The range of cells that represents the database (in this case “’Product Database’!A2:D7”) is entered automatically for us into the second argument. Now we need to enter the third argument, Col_index_num.  We use this argument to specify to VLOOKUP which piece of information from the database, associate with our item code in A11, we wish to have returned to us.  In this particular example, we wish to have the item’s description returned to us.  If you look on the database worksheet, you’ll notice that the “Description” column is the second column in the database.  This means that we must enter a value of “2” into the Col_index_num box: It is important to note that that we are not entering a “2” here because the “Description” column is in the B column on that worksheet.  If the database happened to start in column K of the worksheet, we would still enter a “2” in this field. Finally, we need to decide whether to enter a value into the final VLOOKUP argument, Range_lookup.  This argument requires either a true or false value, or it should be left blank.  When using VLOOKUP with databases (as is true 90% of the time), then the way to decide what to put in this argument can be thought of as follows: If the first column of the database (the column that contains the unique identifiers) is sorted alphabetically/numerically in ascending order, then it’s possible to enter a value of true into this argument, or leave it blank. If the first column of the database is not sorted, or it’s sorted in descending order, then you must enter a value of false into this argument As the first column of our database is not sorted, we enter false into this argument: That’s it!  We’ve entered all the information required for VLOOKUP to return the value we need.  Click the OK button and notice that the description corresponding to item code “R99245” has been correctly entered into cell B11: The formula that was created for us looks like this: If we enter a different item code into cell A11, we will begin to see the power of the VLOOKUP function:  The description cell changes to match the new item code: We can perform a similar set of steps to get the item’s price returned into cell E11.  Note that the new formula must be created in cell E11.  The result will look like this: …and the formula will look like this: Note that the only difference between the two formulae is the third argument (Col_index_num) has changed from a “2” to a “3” (because we want data retrieved from the 3rd column in the database). If we decided to buy 2 of these items, we would enter a “2” into cell D11.  We would then enter a simple formula into cell F11 to get the line total: =D11*E11 …which looks like this… Completing the Invoice Template We’ve learned a lot about VLOOKUP so far.  In fact, we’ve learned all we’re going to learn in this article.  It’s important to note that VLOOKUP can be used in other circumstances besides databases.  This is less common, and may be covered in future How-To Geek articles. Our invoice template is not yet complete.  In order to complete it, we would do the following: We would remove the sample item code from cell A11 and the “2” from cell D11.  This will cause our newly created VLOOKUP formulae to display error messages: We can remedy this by judicious use of Excel’s IF() and ISBLANK() functions.  We change our formula from this…       =VLOOKUP(A11,’Product Database’!A2:D7,2,FALSE) …to this…       =IF(ISBLANK(A11),”",VLOOKUP(A11,’Product Database’!A2:D7,2,FALSE)) We would copy the formulas in cells B11, E11 and F11 down to the remainder of the item rows of the invoice.  Note that if we do this, the resulting formulas will no longer correctly refer to the database table.  We could fix this by changing the cell references for the database to absolute cell references.  Alternatively – and even better – we could create a range name for the entire product database (such as “Products”), and use this range name instead of the cell references.  The formula would change from this…       =IF(ISBLANK(A11),”",VLOOKUP(A11,’Product Database’!A2:D7,2,FALSE)) …to this…       =IF(ISBLANK(A11),”",VLOOKUP(A11,Products,2,FALSE)) …and then copy the formulas down to the rest of the invoice item rows. We would probably “lock” the cells that contain our formulae (or rather unlock the other cells), and then protect the worksheet, in order to ensure that our carefully constructed formulae are not accidentally overwritten when someone comes to fill in the invoice. We would save the file as a template, so that it could be reused by everyone in our company If we were feeling really clever, we would create a database of all our customers in another worksheet, and then use the customer ID entered in cell F5 to automatically fill in the customer’s name and address in cells B6, B7 and B8. If you would like to practice with VLOOKUP, or simply see our resulting Invoice Template, it can be downloaded from here. Similar Articles Productive Geek Tips Make Excel 2007 Print Gridlines In Workbook FileMake Excel 2007 Always Save in Excel 2003 FormatConvert Older Excel Documents to Excel 2007 FormatImport Microsoft Access Data Into ExcelChange the Default Font in Excel 2007 TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips DVDFab 6 Revo Uninstaller Pro Registry Mechanic 9 for Windows PC Tools Internet Security Suite 2010 Classic Cinema Online offers 100’s of OnDemand Movies OutSync will Sync Photos of your Friends on Facebook and Outlook Windows 7 Easter Theme YoWindoW, a real time weather screensaver Optimize your computer the Microsoft way Stormpulse provides slick, real time weather data

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  • SQLAuthority News – Job Interviewing the Right Way (and for the Right Reasons) – Guest Post by Feodor Georgiev

    - by pinaldave
    Feodor Georgiev is a SQL Server database specialist with extensive experience of thinking both within and outside the box. He has wide experience of different systems and solutions in the fields of architecture, scalability, performance, etc. Feodor has experience with SQL Server 2000 and later versions, and is certified in SQL Server 2008. Feodor has written excellent article on Job Interviewing the Right Way. Here is his article in his own language. A while back I was thinking to start a blog post series on interviewing and employing IT personnel. At that time I had just read the ‘Smart and gets things done’ book (http://www.joelonsoftware.com/items/2007/06/05.html) and I was hyped up on some debatable topics regarding finding and employing the best people in the branch. I have no problem with hiring the best of the best; it’s just the definition of ‘the best of the best’ that makes things a bit more complicated. One of the fundamental books one can read on the topic of interviewing is the one mentioned above. If you have not read it, then you must do so; not because it contains the ultimate truth, and not because it gives the answers to most questions on the subject, but because the book contains an extensive set of questions about interviewing and employing people. Of course, a big part of these questions have different answers, depending on location, culture, available funds and so on. (What works in the US may not necessarily work in the Nordic countries or India, or it may work in a different way). The only thing that is valid regardless of any external factor is this: curiosity. In my belief there are two kinds of people – curious and not-so-curious; regardless of profession. Think about it – professional success is directly proportional to the individual’s curiosity + time of active experience in the field. (I say ‘active experience’ because vacations and any distractions do not count as experience :)  ) So, curiosity is the factor which will distinguish a good employee from the not-so-good one. But let’s shift our attention to something else for now: a few tips and tricks for successful interviews. Tip and trick #1: get your priorities straight. Your status usually dictates your priorities; for example, if the person looking for a job has just relocated to a new country, they might tend to ignore some of their priorities and overload others. In other words, setting priorities straight means to define the personal criteria by which the interview process is lead. For example, similar to the following questions can help define the criteria for someone looking for a job: How badly do I need a (any) job? Is it more important to work in a clean and quiet environment or is it important to get paid well (or both, if possible)? And so on… Furthermore, before going to the interview, the candidate should have a list of priorities, sorted by the most importance: e.g. I want a quiet environment, x amount of money, great helping boss, a desk next to a window and so on. Also it is a good idea to be prepared and know which factors can be compromised and to what extent. Tip and trick #2: the interview is a two-way street. A job candidate should not forget that the interview process is not a one-way street. What I mean by this is that while the employer is interviewing the potential candidate, the job seeker should not miss the chance to interview the employer. Usually, the employer and the candidate will meet for an interview and talk about a variety of topics. In a quality interview the candidate will be presented to key members of the team and will have the opportunity to ask them questions. By asking the right questions both parties will define their opinion about each other. For example, if the candidate talks to one of the potential bosses during the interview process and they notice that the potential manager has a hard time formulating a question, then it is up to the candidate to decide whether working with such person is a red flag for them. There are as many interview processes out there as there are companies and each one is different. Some bigger companies and corporates can afford pre-selection processes, 3 or even 4 stages of interviews, small companies usually settle with one interview. Some companies even give cognitive tests on the interview. Why not? In his book Joel suggests that a good candidate should be pampered and spoiled beyond belief with a week-long vacation in New York, fancy hotels, food and who knows what. For all I can imagine, an interview might even take place at the top of the Eifel tower (right, Mr. Joel, right?) I doubt, however, that this is the optimal way to capture the attention of a good employee. The ‘curiosity’ topic What I have learned so far in my professional experience is that opinions can be subjective. Plus, opinions on technology subjects can also be subjective. According to Joel, only hiring the best of the best is worth it. If you ask me, there is no such thing as best of the best, simply because human nature (well, aside from some physical limitations, like putting your pants on through your head :) ) has no boundaries. And why would it have boundaries? I have seen many curious and interesting people, naturally good at technology, though uninterested in it as one  can possibly be; I have also seen plenty of people interested in technology, who (in an ideal world) should have stayed far from it. At any rate, all of this sums up at the end to the ‘supply and demand’ factor. The interview process big-bang boils down to this: If there is a mutual benefit for both the employer and the potential employee to work together, then it all sorts out nicely. If there is no benefit, then it is much harder to get to a common place. Tip and trick #3: word-of-mouth is worth a thousand words Here I would just mention that the best thing a job candidate can get during the interview process is access to future team members or other employees of the new company. Nowadays the world has become quite small and everyone knows everyone. Look at LinkedIn, look at other professional networks and you will realize how small the world really is. Knowing people is a good way to become more approachable and to approach them. Tip and trick #4: Be confident. It is true that for some people confidence is as natural as breathing and others have to work hard to express it. Confidence is, however, a key factor in convincing the other side (potential employer or employee) that there is a great chance for success by working together. But it cannot get you very far if it’s not backed up by talent, curiosity and knowledge. Tip and trick #5: The right reasons What really bothers me in Sweden (and I am sure that there are similar situations in other countries) is that there is a tendency to fill quotas and to filter out candidates by criteria different from their skill and knowledge. In job ads I see quite often the phrases ‘positive thinker’, ‘team player’ and many similar hints about personality features. So my guess here is that discrimination has evolved to a new level. Let me clear up the definition of discrimination: ‘unfair treatment of a person or group on the basis of prejudice’. And prejudice is the ‘partiality that prevents objective consideration of an issue or situation’. In other words, there is not much difference whether a job candidate is filtered out by race, gender or by personality features – it is all a bad habit. And in reality, there is no proven correlation between the technology knowledge paired with skills and the personal features (gender, race, age, optimism). It is true that a significantly greater number of Darwin awards were given to men than to women, but I am sure that somewhere there is a paper or theory explaining the genetics behind this. J This topic actually brings to mind one of my favorite work related stories. A while back I was working for a big company with many teams involved in their processes. One of the teams was occupying 2 rooms – one had the team members and was full of light, colorful posters, chit-chats and giggles, whereas the other room was dark, lighted only by a single monitor with a quiet person in front of it. Later on I realized that the ‘dark room’ person was the guru and the ultimate problem-solving-brain who did not like the chats and giggles and hence was in a separate room. In reality, all severe problems which the chatty and cheerful team members could not solve and all emergencies were directed to ‘the dark room’. And thus all worked out well. The moral of the story: Personality has nothing to do with technology knowledge and skills. End of story. Summary: I’d like to stress the fact that there is no ultimately perfect candidate for a job, and there is no such thing as ‘best-of-the-best’. From my personal experience, the main criteria by which I measure people (co-workers and bosses) is the curiosity factor; I know from experience that the more curious and inventive a person is, the better chances there are for great achievements in their field. Related stories: (for extra credit) 1) Get your priorities straight. A while back as a consultant I was working for a few days at a time at different offices and for different clients, and so I was able to compare and analyze the work environments. There were two different places which I compared and recently I asked a friend of mine the following question: “Which one would you prefer as a work environment: a noisy office full of people, or a quiet office full of faulty smells because the office is rarely cleaned?” My friend was puzzled for a while, thought about it and said: “Hmm, you are talking about two different kinds of pollution… I will probably choose the second, since I can clean the workplace myself a bit…” 2) The interview is a two-way street. One time, during a job interview, I met a potential boss that had a hard time phrasing a question. At that particular time it was clear to me that I would not have liked to work under this person. According to my work religion, the properly asked question contains at least half of the answer. And if I work with someone who cannot ask a question… then I’d be doing double or triple work. At another interview, after the technical part with the team leader of the department, I was introduced to one of the team members and we were left alone for 5 minutes. I immediately jumped on the occasion and asked the blunt question: ‘What have you learned here for the past year and how do you like your job?’ The team member looked at me and said ‘Nothing really. I like playing with my cats at home, so I am out of here at 5pm and I don’t have time for much.’ I was disappointed at the time and I did not take the job offer. I wasn’t that shocked a few months later when the company went bankrupt. 3) The right reasons to take a job: personality check. A while back I was asked to serve as a job reference for a coworker. I agreed, and after some weeks I got a phone call from the company where my colleague was applying for a job. The conversation started with the manager’s question about my colleague’s personality and about their social skills. (You can probably guess what my internal reaction was… J ) So, after 30 minutes of pouring common sense into the interviewer’s head, we finally agreed on the fact that a shy or quiet personality has nothing to do with work skills and knowledge. Some years down the road my former colleague is taking the manager’s position as the manager is demoted to a different department. Reference: Feodor Georgiev, Pinal Dave (http://blog.SQLAuthority.com) Filed under: PostADay, Readers Contribution, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • Creating ASP.NET MVC Negotiated Content Results

    - by Rick Strahl
    In a recent ASP.NET MVC application I’m involved with, we had a late in the process request to handle Content Negotiation: Returning output based on the HTTP Accept header of the incoming HTTP request. This is standard behavior in ASP.NET Web API but ASP.NET MVC doesn’t support this functionality directly out of the box. Another reason this came up in discussion is last week’s announcements of ASP.NET vNext, which seems to indicate that ASP.NET Web API is not going to be ported to the cloud version of vNext, but rather be replaced by a combined version of MVC and Web API. While it’s not clear what new API features will show up in this new framework, it’s pretty clear that the ASP.NET MVC style syntax will be the new standard for all the new combined HTTP processing framework. Why negotiated Content? Content negotiation is one of the key features of Web API even though it’s such a relatively simple thing. But it’s also something that’s missing in MVC and once you get used to automatically having your content returned based on Accept headers it’s hard to go back to manually having to create separate methods for different output types as you’ve had to with Microsoft server technologies all along (yes, yes I know other frameworks – including my own – have done this for years but for in the box features this is relatively new from Web API). As a quick review,  Accept Header content negotiation works off the request’s HTTP Accept header:POST http://localhost/mydailydosha/Editable/NegotiateContent HTTP/1.1 Content-Type: application/json Accept: application/json Host: localhost Content-Length: 76 Pragma: no-cache { ElementId: "header", PageName: "TestPage", Text: "This is a nice header" } If I make this request I would expect to get back a JSON result based on my application/json Accept header. To request XML  I‘d just change the accept header:Accept: text/xml and now I’d expect the response to come back as XML. Now this only works with media types that the server can process. In my case here I need to handle JSON, XML, HTML (using Views) and Plain Text. HTML results might need more than just a data return – you also probably need to specify a View to render the data into either by specifying the view explicitly or by using some sort of convention that can automatically locate a view to match. Today ASP.NET MVC doesn’t support this sort of automatic content switching out of the box. Unfortunately, in my application scenario we have an application that started out primarily with an AJAX backend that was implemented with JSON only. So there are lots of JSON results like this:[Route("Customers")] public ActionResult GetCustomers() { return Json(repo.GetCustomers(),JsonRequestBehavior.AllowGet); } These work fine, but they are of course JSON specific. Then a couple of weeks ago, a requirement came in that an old desktop application needs to also consume this API and it has to use XML to do it because there’s no JSON parser available for it. Ooops – stuck with JSON in this case. While it would have been easy to add XML specific methods I figured it’s easier to add basic content negotiation. And that’s what I show in this post. Missteps – IResultFilter, IActionFilter My first attempt at this was to use IResultFilter or IActionFilter which look like they would be ideal to modify result content after it’s been generated using OnResultExecuted() or OnActionExecuted(). Filters are great because they can look globally at all controller methods or individual methods that are marked up with the Filter’s attribute. But it turns out these filters don’t work for raw POCO result values from Action methods. What we wanted to do for API calls is get back to using plain .NET types as results rather than result actions. That is  you write a method that doesn’t return an ActionResult, but a standard .NET type like this:public Customer UpdateCustomer(Customer cust) { … do stuff to customer :-) return cust; } Unfortunately both OnResultExecuted and OnActionExecuted receive an MVC ContentResult instance from the POCO object. MVC basically takes any non-ActionResult return value and turns it into a ContentResult by converting the value using .ToString(). Ugh. The ContentResult itself doesn’t contain the original value, which is lost AFAIK with no way to retrieve it. So there’s no way to access the raw customer object in the example above. Bummer. Creating a NegotiatedResult This leaves mucking around with custom ActionResults. ActionResults are MVC’s standard way to return action method results – you basically specify that you would like to render your result in a specific format. Common ActionResults are ViewResults (ie. View(vn,model)), JsonResult, RedirectResult etc. They work and are fairly effective and work fairly well for testing as well as it’s the ‘standard’ interface to return results from actions. The problem with the this is mainly that you’re explicitly saying that you want a specific result output type. This works well for many things, but sometimes you do want your result to be negotiated. My first crack at this solution here is to create a simple ActionResult subclass that looks at the Accept header and based on that writes the output. I need to support JSON and XML content and HTML as well as text – so effectively 4 media types: application/json, text/xml, text/html and text/plain. Everything else is passed through as ContentResult – which effecively returns whatever .ToString() returns. Here’s what the NegotiatedResult usage looks like:public ActionResult GetCustomers() { return new NegotiatedResult(repo.GetCustomers()); } public ActionResult GetCustomer(int id) { return new NegotiatedResult("Show", repo.GetCustomer(id)); } There are two overloads of this method – one that returns just the raw result value and a second version that accepts an optional view name. The second version returns the Razor view specified only if text/html is requested – otherwise the raw data is returned. This is useful in applications where you have an HTML front end that can also double as an API interface endpoint that’s using the same model data you send to the View. For the application I mentioned above this was another actual use-case we needed to address so this was a welcome side effect of creating a custom ActionResult. There’s also an extension method that directly attaches a Negotiated() method to the controller using the same syntax:public ActionResult GetCustomers() { return this.Negotiated(repo.GetCustomers()); } public ActionResult GetCustomer(int id) { return this.Negotiated("Show",repo.GetCustomer(id)); } Using either of these mechanisms now allows you to return JSON, XML, HTML or plain text results depending on the Accept header sent. Send application/json you get just the Customer JSON data. Ditto for text/xml and XML data. Pass text/html for the Accept header and the "Show.cshtml" Razor view is rendered passing the result model data producing final HTML output. While this isn’t as clean as passing just POCO objects back as I had intended originally, this approach fits better with how MVC action methods are intended to be used and we get the bonus of being able to specify a View to render (optionally) for HTML. How does it work An ActionResult implementation is pretty straightforward. You inherit from ActionResult and implement the ExecuteResult method to send your output to the ASP.NET output stream. ActionFilters are an easy way to effectively do post processing on ASP.NET MVC controller actions just before the content is sent to the output stream, assuming your specific action result was used. Here’s the full code to the NegotiatedResult class (you can also check it out on GitHub):/// <summary> /// Returns a content negotiated result based on the Accept header. /// Minimal implementation that works with JSON and XML content, /// can also optionally return a view with HTML. /// </summary> /// <example> /// // model data only /// public ActionResult GetCustomers() /// { /// return new NegotiatedResult(repo.Customers.OrderBy( c=> c.Company) ) /// } /// // optional view for HTML /// public ActionResult GetCustomers() /// { /// return new NegotiatedResult("List", repo.Customers.OrderBy( c=> c.Company) ) /// } /// </example> public class NegotiatedResult : ActionResult { /// <summary> /// Data stored to be 'serialized'. Public /// so it's potentially accessible in filters. /// </summary> public object Data { get; set; } /// <summary> /// Optional name of the HTML view to be rendered /// for HTML responses /// </summary> public string ViewName { get; set; } public static bool FormatOutput { get; set; } static NegotiatedResult() { FormatOutput = HttpContext.Current.IsDebuggingEnabled; } /// <summary> /// Pass in data to serialize /// </summary> /// <param name="data">Data to serialize</param> public NegotiatedResult(object data) { Data = data; } /// <summary> /// Pass in data and an optional view for HTML views /// </summary> /// <param name="data"></param> /// <param name="viewName"></param> public NegotiatedResult(string viewName, object data) { Data = data; ViewName = viewName; } public override void ExecuteResult(ControllerContext context) { if (context == null) throw new ArgumentNullException("context"); HttpResponseBase response = context.HttpContext.Response; HttpRequestBase request = context.HttpContext.Request; // Look for specific content types if (request.AcceptTypes.Contains("text/html")) { response.ContentType = "text/html"; if (!string.IsNullOrEmpty(ViewName)) { var viewData = context.Controller.ViewData; viewData.Model = Data; var viewResult = new ViewResult { ViewName = ViewName, MasterName = null, ViewData = viewData, TempData = context.Controller.TempData, ViewEngineCollection = ((Controller)context.Controller).ViewEngineCollection }; viewResult.ExecuteResult(context.Controller.ControllerContext); } else response.Write(Data); } else if (request.AcceptTypes.Contains("text/plain")) { response.ContentType = "text/plain"; response.Write(Data); } else if (request.AcceptTypes.Contains("application/json")) { using (JsonTextWriter writer = new JsonTextWriter(response.Output)) { var settings = new JsonSerializerSettings(); if (FormatOutput) settings.Formatting = Newtonsoft.Json.Formatting.Indented; JsonSerializer serializer = JsonSerializer.Create(settings); serializer.Serialize(writer, Data); writer.Flush(); } } else if (request.AcceptTypes.Contains("text/xml")) { response.ContentType = "text/xml"; if (Data != null) { using (var writer = new XmlTextWriter(response.OutputStream, new UTF8Encoding())) { if (FormatOutput) writer.Formatting = System.Xml.Formatting.Indented; XmlSerializer serializer = new XmlSerializer(Data.GetType()); serializer.Serialize(writer, Data); writer.Flush(); } } } else { // just write data as a plain string response.Write(Data); } } } /// <summary> /// Extends Controller with Negotiated() ActionResult that does /// basic content negotiation based on the Accept header. /// </summary> public static class NegotiatedResultExtensions { /// <summary> /// Return content-negotiated content of the data based on Accept header. /// Supports: /// application/json - using JSON.NET /// text/xml - Xml as XmlSerializer XML /// text/html - as text, or an optional View /// text/plain - as text /// </summary> /// <param name="controller"></param> /// <param name="data">Data to return</param> /// <returns>serialized data</returns> /// <example> /// public ActionResult GetCustomers() /// { /// return this.Negotiated( repo.Customers.OrderBy( c=> c.Company) ) /// } /// </example> public static NegotiatedResult Negotiated(this Controller controller, object data) { return new NegotiatedResult(data); } /// <summary> /// Return content-negotiated content of the data based on Accept header. /// Supports: /// application/json - using JSON.NET /// text/xml - Xml as XmlSerializer XML /// text/html - as text, or an optional View /// text/plain - as text /// </summary> /// <param name="controller"></param> /// <param name="viewName">Name of the View to when Accept is text/html</param> /// /// <param name="data">Data to return</param> /// <returns>serialized data</returns> /// <example> /// public ActionResult GetCustomers() /// { /// return this.Negotiated("List", repo.Customers.OrderBy( c=> c.Company) ) /// } /// </example> public static NegotiatedResult Negotiated(this Controller controller, string viewName, object data) { return new NegotiatedResult(viewName, data); } } Output Generation – JSON and XML Generating output for XML and JSON is simple – you use the desired serializer and off you go. Using XmlSerializer and JSON.NET it’s just a handful of lines each to generate serialized output directly into the HTTP output stream. Please note this implementation uses JSON.NET for its JSON generation rather than the default JavaScriptSerializer that MVC uses which I feel is an additional bonus to implementing this custom action. I’d already been using a custom JsonNetResult class previously, but now this is just rolled into this custom ActionResult. Just keep in mind that JSON.NET outputs slightly different JSON for certain things like collections for example, so behavior may change. One addition to this implementation might be a flag to allow switching the JSON serializer. Html View Generation Html View generation actually turned out to be easier than anticipated. Initially I used my generic ASP.NET ViewRenderer Class that can render MVC views from any ASP.NET application. However it turns out since we are executing inside of an active MVC request there’s an easier way: We can simply create a custom ViewResult and populate its members and then execute it. The code in text/html handling code that renders the view is simply this:response.ContentType = "text/html"; if (!string.IsNullOrEmpty(ViewName)) { var viewData = context.Controller.ViewData; viewData.Model = Data; var viewResult = new ViewResult { ViewName = ViewName, MasterName = null, ViewData = viewData, TempData = context.Controller.TempData, ViewEngineCollection = ((Controller)context.Controller).ViewEngineCollection }; viewResult.ExecuteResult(context.Controller.ControllerContext); } else response.Write(Data); which is a neat and easy way to render a Razor view assuming you have an active controller that’s ready for rendering. Sweet – dependency removed which makes this class self-contained without any external dependencies other than JSON.NET. Summary While this isn’t exactly a new topic, it’s the first time I’ve actually delved into this with MVC. I’ve been doing content negotiation with Web API and prior to that with my REST library. This is the first time it’s come up as an issue in MVC. But as I have worked through this I find that having a way to specify both HTML Views *and* JSON and XML results from a single controller certainly is appealing to me in many situations as we are in this particular application returning identical data models for each of these operations. Rendering content negotiated views is something that I hope ASP.NET vNext will provide natively in the combined MVC and WebAPI model, but we’ll see how this actually will be implemented. In the meantime having a custom ActionResult that provides this functionality is a workable and easily adaptable way of handling this going forward. Whatever ends up happening in ASP.NET vNext the abstraction can probably be changed to support the native features of the future. Anyway I hope some of you found this useful if not for direct integration then as insight into some of the rendering logic that MVC uses to get output into the HTTP stream… Related Resources Latest Version of NegotiatedResult.cs on GitHub Understanding Action Controllers Rendering ASP.NET Views To String© Rick Strahl, West Wind Technologies, 2005-2014Posted in MVC  ASP.NET  HTTP   Tweet !function(d,s,id){var js,fjs=d.getElementsByTagName(s)[0];if(!d.getElementById(id)){js=d.createElement(s);js.id=id;js.src="//platform.twitter.com/widgets.js";fjs.parentNode.insertBefore(js,fjs);}}(document,"script","twitter-wjs"); (function() { var po = document.createElement('script'); po.type = 'text/javascript'; po.async = true; po.src = 'https://apis.google.com/js/plusone.js'; var s = document.getElementsByTagName('script')[0]; s.parentNode.insertBefore(po, s); })();

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  • Unexpected start of already-primary server processes when heartbeat on secondary is stopped.

    - by vorik
    Hi, I've got an active-passive Heartbeat cluster with Apache, MySQL, ActiveMQ and DRBD. Today, I wanted to perform hardware-maintenance on the secondary node (node04), so I stopped the heartbeat service before shutting it down. Then, the primary node (node03) received a shutdown notice from the secondary node (node04). This logging comes from the primary node: node03 heartbeat[4458]: 2010/03/08_08:52:56 info: Received shutdown notice from 'node04.companydomain.nl'. heartbeat[4458]: 2010/03/08_08:52:56 info: Resources being acquired from node04.companydomain.nl. harc[27522]: 2010/03/08_08:52:56 info: Running /etc/ha.d/rc.d/status status heartbeat[27523]: 2010/03/08_08:52:56 info: Local Resource acquisition completed. mach_down[27567]: 2010/03/08_08:52:56 info: /usr/share/heartbeat/mach_down: nice_failback: foreign resources acquired mach_down[27567]: 2010/03/08_08:52:56 info: mach_down takeover complete for node node04.companydomain.nl. heartbeat[4458]: 2010/03/08_08:52:56 info: mach_down takeover complete. harc[27620]: 2010/03/08_08:52:56 info: Running /etc/ha.d/rc.d/ip-request-resp ip-request-resp ip-request-resp[27620]: 2010/03/08_08:52:56 received ip-request-resp drbddisk OK yes ResourceManager[27645]: 2010/03/08_08:52:56 info: Acquiring resource group: node03.companydomain.nl drbddisk Filesystem::/dev/drbd0::/data::ext3 mysql apache::/etc/httpd/conf/httpd.conf LVSSyncDaemonSwap::master monitor activemq tivoli-cluster MailTo::[email protected]::DRBDFailureDrisAcc MailTo::[email protected]::DRBDFailureDrisAcc 1.2.3.212 ResourceManager[27645]: 2010/03/08_08:52:56 info: Running /etc/ha.d/resource.d/drbddisk start Filesystem[27700]: 2010/03/08_08:52:57 INFO: Running OK ResourceManager[27645]: 2010/03/08_08:52:57 info: Running /etc/ha.d/resource.d/mysql start mysql[27783]: 2010/03/08_08:52:57 Starting MySQL[ OK ] apache[27853]: 2010/03/08_08:52:57 INFO: Running OK ResourceManager[27645]: 2010/03/08_08:52:57 info: Running /etc/ha.d/resource.d/monitor start monitor[28160]: 2010/03/08_08:52:58 ResourceManager[27645]: 2010/03/08_08:52:58 info: Running /etc/ha.d/resource.d/activemq start activemq[28210]: 2010/03/08_08:52:58 Starting ActiveMQ Broker... ActiveMQ Broker is already running. ResourceManager[27645]: 2010/03/08_08:52:58 ERROR: Return code 1 from /etc/ha.d/resource.d/activemq ResourceManager[27645]: 2010/03/08_08:52:58 CRIT: Giving up resources due to failure of activemq ResourceManager[27645]: 2010/03/08_08:52:58 info: Releasing resource group: node03.companydomain.nl drbddisk Filesystem::/dev/drbd0::/data::ext3 mysql apache::/etc/httpd/conf/httpd.conf LVSSyncDaemonSwap::master monitor activemq tivoli-cluster MailTo::[email protected]::DRBDFailureDrisAcc MailTo::[email protected]::DRBDFailureDrisAcc 1.2.3.212 ResourceManager[27645]: 2010/03/08_08:52:58 info: Running /etc/ha.d/resource.d/IPaddr 1.2.3.212 stop IPaddr[28329]: 2010/03/08_08:52:58 INFO: ifconfig eth0:0 down IPaddr[28312]: 2010/03/08_08:52:58 INFO: Success ResourceManager[27645]: 2010/03/08_08:52:58 info: Running /etc/ha.d/resource.d/MailTo [email protected] DRBDFailureDrisAcc stop MailTo[28378]: 2010/03/08_08:52:58 INFO: Success ResourceManager[27645]: 2010/03/08_08:52:58 info: Running /etc/ha.d/resource.d/MailTo [email protected] DRBDFailureDrisAcc stop MailTo[28433]: 2010/03/08_08:52:58 INFO: Success ResourceManager[27645]: 2010/03/08_08:52:58 info: Running /etc/ha.d/resource.d/tivoli-cluster stop ResourceManager[27645]: 2010/03/08_08:52:58 info: Running /etc/ha.d/resource.d/activemq stop activemq[28503]: 2010/03/08_08:53:01 Stopping ActiveMQ Broker... Stopped ActiveMQ Broker. ResourceManager[27645]: 2010/03/08_08:53:01 info: Running /etc/ha.d/resource.d/monitor stop monitor[28681]: 2010/03/08_08:53:01 ResourceManager[27645]: 2010/03/08_08:53:01 info: Running /etc/ha.d/resource.d/LVSSyncDaemonSwap master stop LVSSyncDaemonSwap[28714]: 2010/03/08_08:53:02 info: ipvs_syncmaster down LVSSyncDaemonSwap[28714]: 2010/03/08_08:53:02 info: ipvs_syncbackup up LVSSyncDaemonSwap[28714]: 2010/03/08_08:53:02 info: ipvs_syncmaster released ResourceManager[27645]: 2010/03/08_08:53:02 info: Running /etc/ha.d/resource.d/apache /etc/httpd/conf/httpd.conf stop apache[28782]: 2010/03/08_08:53:03 INFO: Killing apache PID 18390 apache[28782]: 2010/03/08_08:53:03 INFO: apache stopped. apache[28771]: 2010/03/08_08:53:03 INFO: Success ResourceManager[27645]: 2010/03/08_08:53:03 info: Running /etc/ha.d/resource.d/mysql stop mysql[28851]: 2010/03/08_08:53:24 Shutting down MySQL.....................[ OK ] ResourceManager[27645]: 2010/03/08_08:53:24 info: Running /etc/ha.d/resource.d/Filesystem /dev/drbd0 /data ext3 stop Filesystem[29010]: 2010/03/08_08:53:25 INFO: Running stop for /dev/drbd0 on /data Filesystem[29010]: 2010/03/08_08:53:25 INFO: Trying to unmount /data Filesystem[29010]: 2010/03/08_08:53:25 ERROR: Couldn't unmount /data; trying cleanup with SIGTERM Filesystem[29010]: 2010/03/08_08:53:25 INFO: Some processes on /data were signalled Filesystem[29010]: 2010/03/08_08:53:27 INFO: unmounted /data successfully Filesystem[28999]: 2010/03/08_08:53:27 INFO: Success ResourceManager[27645]: 2010/03/08_08:53:27 info: Running /etc/ha.d/resource.d/drbddisk stop heartbeat[4458]: 2010/03/08_08:53:29 WARN: node node04.companydomain.nl: is dead heartbeat[4458]: 2010/03/08_08:53:29 info: Dead node node04.companydomain.nl gave up resources. heartbeat[4458]: 2010/03/08_08:53:29 info: Link node04.companydomain.nl:eth0 dead. heartbeat[4458]: 2010/03/08_08:53:29 info: Link node04.companydomain.nl:eth1 dead. hb_standby[29193]: 2010/03/08_08:53:57 Going standby [foreign]. heartbeat[4458]: 2010/03/08_08:53:57 info: node03.companydomain.nl wants to go standby [foreign] Soo... What just happened here??? Heartbeat on node04 stopped and told node03, which was the active node at the time. Somehow, node03 decided to start the cluster processes that were already running. (For the processes that are not critical, I always return a 0 from the startupscript so it does not stops the entire cluster when a non-essential part fails.) When starting ActiveMQ, it returns status 1 because it is already running. This fails the node and shuts everything down. As heartbeat is not running on the secondary node, it cannot failover to there. When I tried to run ha_takeover to restart the resources, absolutely nothing happened. Only after I restarted heartbeat on the primary node the resources could be started (after a delay of 2 minutes). These are my questions: Why does heartbeat on the primary node try to start the cluster processes again? Why did ha_takeover not work? What can I do to prevent this from happening? Server configuration: DRBD: version: 8.3.7 (api:88/proto:86-91) GIT-hash: ea9e28dbff98e331a62bcbcc63a6135808fe2917 build by [email protected], 2010-01-20 09:14:48 0: cs:Connected ro:Secondary/Primary ds:UpToDate/UpToDate B r---- ns:0 nr:6459432 dw:6459432 dr:0 al:0 bm:301 lo:0 pe:0 ua:0 ap:0 ep:1 wo:d oos:0 uname -a Linux node04 2.6.18-164.11.1.el5 #1 SMP Wed Jan 6 13:26:04 EST 2010 x86_64 x86_64 x86_64 GNU/Linux haresources node03.companydomain.nl \ drbddisk \ Filesystem::/dev/drbd0::/data::ext3 \ mysql \ apache::/etc/httpd/conf/httpd.conf \ LVSSyncDaemonSwap::master \ monitor \ activemq \ tivoli-cluster \ MailTo::[email protected]::DRBDFailureDrisAcc \ MailTo::[email protected]::DRBDFailureDrisAcc \ 1.2.3.212 ha.cf debugfile /var/log/ha-debug logfile /var/log/ha-log keepalive 500ms deadtime 30 warntime 10 initdead 120 udpport 694 mcast eth0 225.0.0.3 694 1 0 mcast eth1 225.0.0.4 694 1 0 auto_failback off node node03.companydomain.nl node node04.companydomain.nl respawn hacluster /usr/lib64/heartbeat/dopd apiauth dopd gid=haclient uid=hacluster Thank you very much in advance, Ger Apeldoorn

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