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  • Wine 1.6.2-Trying to switch to 32-bit Wineprefix from 64-bit Wine (Trusty 14.04). Can anyone help me out?

    - by AlternateSteve90
    Hello fellow Ubuntu users, I'm having a little trouble with Wine 1.6.1 and I was wondering if someone could help me out. I recently downloaded some 32-bit games that I'd wanted to try(BeamNG Drive and Bugbear's Next Car Game demo) and I had run into some trouble trying to get either of these games to run. So I came across a couple pieces of advice on the 'Net, one here on the Ubuntu community site and the other at BeamNG's forums, on how to create a 32-bit wineprefix on a 64-bit setup. I managed to be able to create the wine32 folder, but now I'm having trouble making it my default Wine setup. Anybody have any idea how I can do that? I'll post the URLs for said advice, btw: http://www.beamng.com/threads/1788-Installing-DRIVE-under-Linux-via-Wine How do I create a 32-bit WINE prefix? Here's what I've tried so far in the Terminal: steven@steven-HP-Pavilion-17-Notebook-PC:~$ WINEPREFIX='/home/user/wine32' WINEARCH='win32' wine 'wineboot' wine: chdir to /home/user/wine32 : No such file or directory steven@steven-HP-Pavilion-17-Notebook-PC:~$ WINEPREFIX='/home/steven/wine32' WINEARCH='win32' wine 'wineboot' wine: created the configuration directory '/home/steven/wine32' fixme:storage:create_storagefile Storage share mode not implemented. err:mscoree:LoadLibraryShim error reading registry key for installroot err:mscoree:LoadLibraryShim error reading registry key for installroot err:mscoree:LoadLibraryShim error reading registry key for installroot err:mscoree:LoadLibraryShim error reading registry key for installroot fixme:storage:create_storagefile Storage share mode not implemented. fixme:iphlpapi:NotifyAddrChange (Handle 0x10ee890, overlapped 0x10ee89c): stub wine: configuration in '/home/steven/wine32' has been updated. steven@steven-HP-Pavilion-17-Notebook-PC:~$ WINEPREFIX=$HOME/.wine32 wine dxsetup.exe wine: created the configuration directory '/home/steven/.wine32' fixme:storage:create_storagefile Storage share mode not implemented. err:mscoree:LoadLibraryShim error reading registry key for installroot err:mscoree:LoadLibraryShim error reading registry key for installroot err:mscoree:LoadLibraryShim error reading registry key for installroot err:mscoree:LoadLibraryShim error reading registry key for installroot fixme:storage:create_storagefile Storage share mode not implemented. fixme:iphlpapi:NotifyAddrChange (Handle 0x103e2b8, overlapped 0x103e2d0): stub fixme:storage:create_storagefile Storage share mode not implemented. fixme:iphlpapi:NotifyAddrChange (Handle 0x10fe890, overlapped 0x10fe89c): stub wine: configuration in '/home/steven/.wine32' has been updated. wine: cannot find L"C:\windows\system32\dxsetup.exe" steven@steven-HP-Pavilion-17-Notebook-PC:~$ WINEARCH=win64 winecfgsteven@steven-HP-Pavilion-17-Notebook-PC:~$ WINEPREFIX='/home/steven/wine32' WINEARCH='win32' wine 'wineboot' steven@steven-HP-Pavilion-17-Notebook-PC:~$ WINEARCH=win32 winecfg wine: WINEARCH set to win32 but '/home/steven/.wine' is a 64-bit installation. steven@steven-HP-Pavilion-17-Notebook-PC:~$ WINEPREFIX='/home/steven/wine32' WINEARCH='win32' wine 'wineboot' steven@steven-HP-Pavilion-17-Notebook-PC:~$ WINEPREFIX='/home/user/wine32' WINEARCH='win32' wine 'wineboot' wine: chdir to /home/user/wine32 : No such file or directory steven@steven-HP-Pavilion-17-Notebook-PC:~$ WINEPREFIX='/home/steven/wine32' WINEARCH='win32' wine 'wineboot' steven@steven-HP-Pavilion-17-Notebook-PC:~$ WINEPREFIX=/home/steven/wine32 WINEARCH='win32' wine 'wineboot' steven@steven-HP-Pavilion-17-Notebook-PC:~$ WINEPREFIX=/home/steven/wine32 WINEARCH=win32 wine wineboot steven@steven-HP-Pavilion-17-Notebook-PC:~$ So, yeah. TBH, though, I'm far from an expert and perhaps I've been going about it all the wrong way. In the meantime, I'll try to keep looking for solutions on my own, but if anybody can help me solve this dilemma, especially if anyone happens to own any of these two games in particular, I'd appreciate it. :)

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  • Is Financial Inclusion an Obligation or an Opportunity for Banks?

    - by tushar.chitra
    Why should banks care about financial inclusion? First, the statistics, I think this will set the tone for this blog post. There are close to 2.5 billion people who are excluded from the banking stream and out of this, 2.2 billion people are from the continents of Africa, Latin America and Asia (McKinsey on Society: Global Financial Inclusion). However, this is not just a third-world phenomenon. According to Federal Deposit Insurance Corp (FDIC), in the US, post 2008 financial crisis, one family out of five has either opted out of the banking system or has been moved out (American Banker). Moving this huge unbanked population into mainstream banking is both an opportunity and a challenge for banks. An obvious opportunity is the significant untapped customer base that banks can target, so is the positive brand equity a bank can build by fulfilling its social responsibilities. Also, as banks target the cost-conscious unbanked customer, they will be forced to look at ways to offer cost-effective products and services, necessitating technology upgrades and innovations. However, cost is not the only hurdle in increasing the adoption of banking services. The potential users need to be convinced of the benefits of banking and banks will also face stiff competition from unorganized players. Finally, the banks will have to believe in the viability of this business opportunity, and not treat financial inclusion as an obligation. In what ways can banks target the unbanked For financial inclusion to be a success, banks should adopt innovative business models to develop products that address the stated and unstated needs of the unbanked population and also design delivery channels that are cost effective and viable in the long run. Through business correspondents and facilitators In rural and remote areas, one of the major hurdles in increasing banking penetration is connectivity and accessibility to banking services, which makes last mile inclusion a daunting challenge. To address this, banks can avail the services of business correspondents or facilitators. This model allows banks to establish greater connectivity through a trusted and reliable intermediary. In India, for instance, banks can leverage the local Kirana stores (the mom & pop stores) to service rural and remote areas. With a supportive nudge from the central bank, the commercial banks can enlist these shop owners as business correspondents to increase their reach. Since these neighborhood stores are acquainted with the local population, they can help banks manage the KYC norms, besides serving as a conduit for remittance. Banks also have an opportunity over a period of time to cross-sell other financial products such as micro insurance, mutual funds and pension products through these correspondents. To exercise greater operational control over the business correspondents, banks can also adopt a combination of branch and business correspondent models to deliver financial inclusion. Through mobile devices According to a 2012 world bank report on financial inclusion, out of a world population of 7 billion, over 5 billion or 70% have mobile phones and only 2 billion or 30% have a bank account. What this means for banks is that there is scope for them to leverage this phenomenal growth in mobile usage to serve the unbanked population. Banks can use mobile technology to service the basic banking requirements of their customers with no frills accounts, effectively bringing down the cost per transaction. As I had discussed in my earlier post on mobile payments, though non-traditional players have taken the lead in P2P mobile payments, banks still hold an edge in terms of infrastructure and reliability. Through crowd-funding According to the Crowdfunding Industry Report by Massolution, the global crowdfunding industry raised $2.7 billion in 2012, and is projected to grow to $5.1 billion in 2013. With credit policies becoming tighter and banks becoming more circumspect in terms of loan disbursals, crowdfunding has emerged as an alternative channel for lending. Typically, these initiatives target the unbanked population by offering small loans that are unviable for larger banks. Though a significant proportion of crowdfunding initiatives globally are run by non-banking institutions, banks are also venturing into this space. The next step towards inclusive finance Banks by themselves cannot make financial inclusion a success. There is a need for a whole ecosystem that is supportive of this mission. The policy makers, that include the regulators and government bodies, must be in sync, the IT solution providers must put on their thinking caps to come out with innovative products and solutions, communication channels such as internet and mobile need to expand their reach, and the media and the public need to play an active part. The other challenge for financial inclusion is from the banks themselves. While it is true that financial inclusion will unleash a hitherto hugely untapped market, the normal banking model may be found wanting because of issues such as flexibility, convenience and reliability. The business will be viable only when there is a focus on increasing the usage of existing infrastructure and that is possible when the banks can offer the entire range of products and services to the large number of users of essential banking services. Apart from these challenges, banks will also have to quickly master and replicate the business model to extend their reach to the remotest regions in their respective geographies. They will need to ensure that the transactions deliver a viable business benefit to the bank. For tapping cross-sell opportunities, banks will have to quickly roll-out customized and segment-specific products. The bank staff should be brought in sync with the business plan by convincing them of the viability of the business model and the need for a business correspondent delivery model. Banks, in collaboration with the government and NGOs, will have to run an extensive financial literacy program to educate the unbanked about the benefits of banking. Finally, with the growing importance of retail banking and with many unconventional players eyeing the opportunity in payments and other lucrative areas of banking, banks need to understand the importance of micro and small branches. These micro and small branches can help banks increase their presence without a huge cost burden, provide bankers an opportunity to cross sell micro products and offer a window of opportunity for the large non-banked population to transact without any interference from intermediaries. These branches can also help diminish the role of the unorganized financial sector, such as local moneylenders and unregistered credit societies. This will also help banks build a brand awareness and loyalty among the users, which by itself has a cascading effect on the business operations, especially among the rural and un-banked centers. In conclusion, with the increasingly competitive banking sector facing frequent slowdowns and downturns, the unbanked population presents a huge opportunity for banks to enhance their customer base and fulfill their social responsibility.

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  • What Banks Can Learn From An English Teacher’s Advice

    - by Gaurav H
    The earliest definitions I learnt at school pertained to nouns and verbs. Nouns, my teacher said, indicated names of people, things and places. Verbs, the stern lady said, are “action words”. They indicated motion.  The idea for this blog filtered in when I applied these definitions to the entity I most often deal with for my personal financial needs, and think about or relate to from a professional standpoint: ‘a bank’. Noun? It certainly is. At least that’s how I’d had it figured in my head. It used to be a place I visited to get my financial business done. It is the name of an entity I have a business relationship with. But, taking a closer look at how ‘the bank’ has evolved recently makes me wonder. Is it not after all acquiring some shades of a verb? For one, it’s in motion if I consider my mobile device with its financial apps. For another, it’s in ‘quasi-action’ if I consider a highly interactive virtual bank. The point I’m driving at is not semantic. But the words we use and the way we use them are revealing, and can offer tremendous insights into our existing mindsets. I think the same applies to businesses. Banks that first began examining and deconstructing their cherished ‘definitions’ or business models (nouns) were the earliest to adapt, change, and reinvent (verbs). They were able to waltz past disintermediation threats. Though rooted in a ‘brick and mortar’ heritage, their thinking and infrastructure were flexible enough for the digital era. While their physical premises imposed restrictions—opening hours, transaction hours, appointments, waiting time, overcrowding, processing time, clearing time, etc,—their thinking did not. They innovated. Across traditional and new-era channels, they easily slipped in customer services of a differentiated kind: spot loans, deposits with idle account balances, convenient mortgages with multiple liens or collateral, and instant payment options.I believe the most successful banks are those that fit into the rhythm of their customers’ lives rather than forcing their customers to fit into theirs. It was true for banks that existed before the Internet era; it’s true for banks now. I look no further than UBANK, JIBUN and HBOS Germany to make my point. They are resounding successes because they are not trapped in their own definitions of ‘a bank’. They walk with their customers, rather than waiting for their clients to walk-in for services.Back to my English teacher. She once advised me to use more verbs in my composition. Readers relate better to “action” she said. Banks too can profit from her advice. To succeed, they need to interact more. And remain flexible enough to interact with their customers. Sonny Singh is Senior Vice President  and General Manager of the Oracle Financial Services Global Business Unit. He can be reached at sonny.singh AT oracle.com or on twitter @sonnyhsingh

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  • Central Banks Rely On MySQL Based Simulator

    - by bertrand.matthelie(at)oracle.com
    @font-face { font-family: "Arial"; }@font-face { font-family: "Courier New"; }@font-face { font-family: "Wingdings"; }@font-face { font-family: "Calibri"; }@font-face { font-family: "Cambria"; }@font-face { font-family: "Garamond"; }p.MsoNormal, li.MsoNormal, div.MsoNormal { margin: 0cm 0cm 0.0001pt; font-size: 12pt; font-family: "Times New Roman"; }a:link, span.MsoHyperlink { color: blue; text-decoration: underline; }a:visited, span.MsoHyperlinkFollowed { color: purple; text-decoration: underline; }span.description { }div.Section1 { page: Section1; }ol { margin-bottom: 0cm; }ul { margin-bottom: 0cm; } We recently published a case study describing how central banks worldwide rely on the Bank of Finland's MySQL based simulator.   The Bank of Finland (BoF) acts as Finland's central bank, national monetary authority, and member of the European System of Central Banks and the Eurosystem. The BoF developed a MySQL based versatile system for making payments and settlement simulations, used for analyzing liquidity needs, risk issues, changes in authority policies & regulations, and more. Running on Windows, the application has been widely adopted by central bank economists worldwide.   The Simulator is managing large data sets and thus needed a robust database as its foundation. Key requirements to select the database included:   ·       Low Costs ·       Performance & Scalability ·       Ease of Use   You can read more about why the Bank of Finland selected MySQL to power its economic simulator in our case study, posted here.   For more information about MySQL on Windows, check out our MySQL on Windows Resource Center, and, join today's Oracle TechCast Live: "MySQL 5.5 Does Windows" with Mike Frank at 10.00 am PT!

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  • Web Based CRM For Banks.

    Banks have to make several transactions in a day; buyers have to give their email, phone numbers, address, names, social security number and credit card information. Huge amount of information is pro... [Author: James Wong - Computers and Internet - March 29, 2010]

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  • IPgallery banks on Solaris SPARC

    - by Frederic Pariente
    IPgallery is a global supplier of converged legacy and Next Generation Networks (NGN) products and solutions, including: core network components and cloud-based Value Added Services (VAS) for voice, video and data sessions. IPgallery enables network operators and service providers to offer advanced converged voice, chat, video/content services and rich unified social communications in a combined legacy (fixed/mobile), Over-the-Top (OTT) and Social Community (SC) environments for home and business customers. Technically speaking, this offer is a scalable and robust telco solution enabling operators to offer new services while controlling operating expenses (OPEX). In its solutions, IPgallery leverages the following Oracle components: Oracle Solaris, Netra T4 and SPARC T4 in order to provide a competitive and scalable solution without the price tag often associated with high-end systems. Oracle Solaris Binary Application Guarantee A unique feature of Oracle Solaris is the guaranteed binary compatibility between releases of the Solaris OS. That means, if a binary application runs on Solaris 2.6 or later, it will run on the latest release of Oracle Solaris.  IPgallery developed their application on Solaris 9 and Solaris 10 then runs it on Solaris 11, without any code modification or rebuild. The Solaris Binary Application Guarantee helps IPgallery protect their long-term investment in the development, training and maintenance of their applications. Oracle Solaris Image Packaging System (IPS) IPS is a new repository-based package management system that comes with Oracle Solaris 11. It provides a framework for complete software life-cycle management such as installation, upgrade and removal of software packages. IPgallery leverages this new packaging system in order to speed up and simplify software installation for the R&D and production environments. Notably, they use IPS to deliver Solaris Studio 12.3 packages as part of the rapid installation process of R&D environments, and during the production software deployment phase, they ensure software package integrity using the built-in verification feature. Solaris IPS thus improves IPgallery's time-to-market with a faster, more reliable software installation and deployment in production environments. Extreme Network Performance IPgallery saw a huge improvement in application performance both in CPU and I/O, when running on SPARC T4 architecture in compared to UltraSPARC T2 servers.  The same application (with the same activation environment) running on T2 consumes 40%-50% CPU, while it consumes only 10% of the CPU on T4. The testing environment comprised of: Softswitch (Call management), TappS (Telecom Application Server) and Billing Server running on same machine and initiating various services in capacity of 1000 CAPS (Call Attempts Per Second). In addition, tests showed a huge improvement in the performance of the TCP/IP stack, which reduces network layer processing and in the end Call Attempts latency. Finally, there is a huge improvement within the file system and disk I/O operations; they ran all tests with maximum logging capability and it didn't influence any benchmark values. "Due to the huge improvements in performance and capacity using the T4-1 architecture, IPgallery has engineered the solution with less hardware.  This means instead of deploying the solution on six T2-based machines, we will deploy on 2 redundant machines while utilizing Oracle Solaris Zones and Oracle VM for higher availability and virtualization" Shimon Lichter, VP R&D, IPgallery In conclusion, using the unique combination of Oracle Solaris and SPARC technologies, IPgallery is able to offer solutions with much lower TCO, while providing a higher level of service capacity, scalability and resiliency. This low-OPEX solution enables the operator, the end-customer, to deliver a high quality service while maintaining high profitability.

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  • OT: US Banks: Bank Routing Number and BIC/SWIFT

    - by Konerak
    I know it is a bit offtopic, but I've been having a hard time finding more information to this question, and since this site is visited by a lot of people from the United States, you guys might know/find the answer more easily. Banks in europe each have a SWIFT Number, while US Banks use Routing Numbers. This leads to following questions: Does each bank in the US also carry a BIC number? (SWIFT) Is there a 1-1 relationship between BIC and SWIFT? Is there a list of these numbers somewhere? (background information: we're adding international payments to our bookkeeping application. Users can add international suppliers, but my boss prefered not to change the current supplier table but to have the ROUTING NUMBER in another table, with as PK the BIC. I'm wondering if BIC is a valid choice, or if it should just be BANK ACCOUNT NUMBER.)

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  • Usage of open source libraries in high governance and risk-averse large organizations (banks, financ

    - by bart
    Does anyone have any good stories of these kinds of organizations being open to using open source dependencies (and also tools). Many staff I've encountered have little or no exposure to open source/systems and open source is treated with great suspicion. Some reasons given for this are lack of support and robustness, which is ironic given the number of end-of-life unsupported vendor products that are in production. I'm also interested in any success stories where you've seen open source go into orgs like this and have a real benefit!

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  • Join 2 children tables with a parent tables without duplicated

    - by user1847866
    Problem I have 3 tables: People, Phones and Emails. Each person has an UNIQUE ID, and each person can have multiple numbers or multiple emails. Simplified it looks like this: +---------+----------+ | ID | Name | +---------+----------+ | 5000003 | Amy | | 5000004 | George | | 5000005 | John | | 5000008 | Steven | | 8000009 | Ashley | +---------+----------+ +---------+-----------------+ | ID | Number | +---------+-----------------+ | 5000005 | 5551234 | | 5000005 | 5154324 | | 5000008 | 2487312 | | 8000009 | 7134584 | | 5000008 | 8451384 | +---------+-----------------+ +---------+------------------------------+ | ID | Email | +---------+------------------------------+ | 5000005 | [email protected] | | 5000005 | [email protected] | | 5000008 | [email protected] | | 5000008 | [email protected] | | 5000008 | [email protected] | | 8000009 | [email protected] | | 5000004 | [email protected] | +---------+------------------------------+ I am trying to joining them together without duplicates. It works great, when I try to join only Emails with People or only Phones with People. SELECT People.Name, People.ID, Phones.Number FROM People LEFT OUTER JOIN Phones ON People.ID=Phones.ID ORDER BY Name, ID, Number; +----------+---------+-----------------+ | Name | ID | Number | +----------+---------+-----------------+ | Steven | 5000008 | 8451384 | | Steven | 5000008 | 24887312 | | John | 5000005 | 5551234 | | John | 5000005 | 5154324 | | George | 5000004 | NULL | | Ashley | 8000009 | 7134584 | | Amy | 5000003 | NULL | +----------+---------+-----------------+ SELECT People.Name, People.ID, Emails.Email FROM People LEFT OUTER JOIN Emails ON People.ID=Emails.ID ORDER BY Name, ID, Email; +----------+---------+------------------------------+ | Name | ID | Email | +----------+---------+------------------------------+ | Steven | 5000008 | [email protected] | | Steven | 5000008 | [email protected] | | Steven | 5000008 | [email protected] | | John | 5000005 | [email protected] | | John | 5000005 | [email protected] | | George | 5000004 | [email protected] | | Ashley | 8000009 | [email protected] | | Amy | 5000003 | NULL | +----------+---------+------------------------------+ However, when I try to join Emails and Phones on People - I get this: SELECT People.Name, People.ID, Phones.Number, Emails.Email FROM People LEFT OUTER JOIN Phones ON People.ID = Phones.ID LEFT OUTER JOIN Emails ON People.ID = Emails.ID ORDER BY Name, ID, Number, Email; +----------+---------+-----------------+------------------------------+ | Name | ID | Number | Email | +----------+---------+-----------------+------------------------------+ | Steven | 5000008 | 8451384 | [email protected] | | Steven | 5000008 | 8451384 | [email protected] | | Steven | 5000008 | 8451384 | [email protected] | | Steven | 5000008 | 24887312 | [email protected] | | Steven | 5000008 | 24887312 | [email protected] | | Steven | 5000008 | 24887312 | [email protected] | | John | 5000005 | 5551234 | [email protected] | | John | 5000005 | 5551234 | [email protected] | | John | 5000005 | 5154324 | [email protected] | | John | 5000005 | 5154324 | [email protected] | | George | 5000004 | NULL | [email protected] | | Ashley | 8000009 | 7134584 | [email protected] | | Amy | 5000003 | NULL | NULL | +----------+---------+-----------------+------------------------------+ What happens is - if a Person has 2 numbers, all his emails are shown twice (They can not be sorted! which means they can not be removed by @last) What I want: Bottom line, playing with the @last, I want to end up with somethig like this, but @last won't work if I don't arrange ORDER columns in the righ way - and this seems like a big problem..Orderin the email column. Because seen from the example above: Steven has 2 phone number and 3 emails. The JOIN Emails with Numbers happens with each email - thus duplicated values that can not be sorted (SORT BY does not work on them). **THIS IS WHAT I WANT** +----------+---------+-----------------+------------------------------+ | Name | ID | Number | Email | +----------+---------+-----------------+------------------------------+ | Steven | 5000008 | 8451384 | [email protected] | | | | 24887312 | [email protected] | | | | | [email protected] | | John | 5000005 | 5551234 | [email protected] | | | | 5154324 | [email protected] | | George | 5000004 | NULL | [email protected] | | Ashley | 8000009 | 7134584 | [email protected] | | Amy | 5000003 | NULL | NULL | +----------+---------+-----------------+------------------------------+ Now I'm told that it's best to keep emails and number in separated tables because one can have many emails. So if it's such a common thing to do, what isn't there a simple solution? I'd be happy with a PHP Solution aswell. What I know how to do by now that satisfies it, but is not as pretty. If I do it with GROUP_CONTACT I geat a satisfactory result, but it doesn't look as pretty: I can't put a "Email type = work" next to it. SELECT People.Ime, GROUP_CONCAT(DISTINCT Phones.Number), GROUP_CONCAT(DISTINCT Emails.Email) FROM People LEFT OUTER JOIN Phones ON People.ID=Phones.ID LEFT OUTER JOIN Emails ON People.ID=Emails.ID GROUP BY Name; +----------+----------------------------------------------+---------------------------------------------------------------------+ | Name | GROUP_CONCAT(DISTINCT Phones.Number) | GROUP_CONCAT(DISTINCT Emails.Email) | +----------+----------------------------------------------+---------------------------------------------------------------------+ | Steven | 8451384,24887312 | [email protected],[email protected],[email protected] | | John | 5551234,5154324 | [email protected],[email protected] | | George | NULL | [email protected] | | Ashley | 7134584 | [email protected] | | Amy | NULL | NULL | +----------+----------------------------------------------+---------------------------------------------------------------------+

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  • 7-zip archive with hard links?

    - by Steven Penny
    I see that tar respects hard links $ ln clonezilla.iso test.iso $ tar cfvvJ archive.tar.xz *.iso -rw-r--r-- Steven 111149056 2012-03-25 07:34 clonezilla.iso hrw-r--r-- Steven 0 2012-03-25 07:34 test.iso link to clonezilla.iso 7-Zip does not do this $ 7z a -mx=9 archive.7z *.iso $ ls -l -rw-r--r-- 1 Steven 212827496 Apr 17 07:40 archive.7z -rw-r--r-- 1 Steven 105073772 Apr 17 07:38 archive.tar.xz Is there a way to make 7-Zip respect hard links? gnu.org/software/tar/manual/html_node/hard-links

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  • Why Banks or Financial Companies prefer Oracle than other RDBMS for their "Core" systems?

    - by edwin.nathaniel
    I'd like to know why most Banks or Financial companies prefer Oracle than other RDBMS for their core systems (the absolutely minimum features that a Bank must support). I found a few answers that didn't satisfy me. For example: Oracle has more features. But features for what? Can't you implement that in application level if you were not using Oracle? Could someone please describe a bit more technical but still on high-level overview of what the bank needs and how Oracle would solve it and the others can't or don't have the features yet? I came from the web-app (web 2.0) crowd who normally hear news about MySQL, PostgreSQL or even key-value/column-oriented storage solution. I have almost zero knowledge on how Banks or Financial companies operates from technical perspective. Thank you, Ed

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  • EBS Techstack Sessions at OAUG/Collaborate 2010

    - by Steven Chan
    We have a large contingent of E-Business Suite Applications Technology Group staff rolling out to the OAUG/Collaborate 2010 conference in Las Vegas new week.  Our Applications Technology Group staff will be appearing as guest speakers or full-speakers at the following E-Business Suite technology stack related sessions:Database Special Interest GroupSunday, April 18, 11:00 AM, Breakers FSIG Leaders:  Michael Brown, Colibri; Sandra Vucinic, Vlad GroupGuest Speaker:  Steven ChanCovering database upcoming and past desupport dates, and database support policies as they apply to E-Business Suite environments, general Q&A E-Business Suite Technology Stack Special Interest GroupSunday, April 18, 3:00 PM, Breakers FSIG Leaders:  Elke Phelps, Paul Jackson, HumanaGuest Speaker:  Steven ChanCovering the latest EBS technology stack certifications, roadmap, desupport noticesupgrade options for Discoverer, OID, SSO, Portal, general Q&A E-Business Suite Applications Technology Roadmap & VisionMonday, April 19, 8:00 AM, South Seas GOracle Speaker:  Uma PrabhalaLatest developments for SOA, AOL, OAF, Web ADI, SES, AMP, ACMP, security, and other technologies Oracle E-Business Suite Applications Strategy and General Manager UpdateMonday, April 19, 2:30 PM, Mandalay Bay Ballroom DOracle Speaker:  Cliff GodwinUpdate on the entire Oracle E-Business Suite product line. The session covers the value delivered by the current release of Oracle E-Business Suite applications, the momentum, and how Oracle E-Business Suite applications integrate into Oracle's overall applications strategy 10 Things You Can Do Today to Prepare for the Next Generation ApplicationsTuesday, April 20, 8:00 AM, South Seas FOracle Speaker:  Nadia Bendjedou"Common sense" and "practical" steps that can be taken today to increase the value of your Oracle Applications (E-Business Suite, PeopleSoft, Siebel, and JDE) investments by using the latest Oracle solutions and technologiesReducing TCO using Oracle E-Business Suite Management PacksTuesday, April 20, 10:30 AM, South Seas EOracle Speaker:  Angelo RosadoLearn how you can reduce the Total Cost of Ownership by implementing Application Management Pack (AMP) and Application Change Management Pack (ACP) for E-Business Suite 11i, R12, R12.1. AMP is Oracle's next generation system manageability product offering that provides a centralized platform to manage and maintain EBS. ACP is Oracle's offering to monitor and manage E-Business Suite changes in the areas of E-Business Suite Customizations, Patches and Functional Setups. E-Business Suite Upgrade Special Interest GroupTuesday, April 20, 3:15 PM, South Seas ESIG Leaders:  John Stouffer; Sandra Vucinic, Vlad GroupGuest Speaker:  Steven ChanParticipating in general Q&A E-Business Suite Technology Essentials: Using the Latest Oracle Technologies with E-Business Suite Wednesday, April 21, 8:00 AM, South Seas HOracle Speaker:  Lisa ParekhOracle continues to build new functionality into the Oracle Database, Fusion Middleware, and Enterprise Manager. Come see how you can enhance the value of E-Business Suite for your users and lower your costs of ownership by utilizing the latest features of these Oracle technologies with E-Business Suite. Learn about the latest advanced E-Business Suite topologies and features, including new options for security, performance, third-party integration, SOA, virtualization, clouds, systems management, and much more How to Leverage the New E-Business Suite R12.1 Solutions Without Upgrading your 11.5.10 EnvironmentWednesday, April 21, 10:30 AMOracle Speaker:  Nadia Bendjedou, South Seas ELearn how you can use the latest E-Business Suite 12.1 standalone solutions without upgrading from your E-Business Suite 11.5.10 environment Web 2.0 User Experience and Oracle Fusion Middleware Integration with Oracle E-Business SuiteWednesday, April 21, 4:00 PM, South Seas FOracle Speaker:  Padmaprabodh AmbaleSee the next generation Oracle E-Business Suite OA framework improvements that will provide new rich interactions in components such as LOV, Tables and Attachments.  See  new components like the Rich Container that allows any Web 2.0 content like Flash or OBIEE to be embedded in OA Framework pages. Advanced Technology Deployment Architectures for E-Business Suite Wednesday, April 21, 2:15 PM, South Seas EOracle Speaker:  Steven ChanLearn how to take advantage of the latest version of Oracle Fusion Middleware with Oracle E-Business Suite. Learn how to utilize identity management systems and LDAP directories. In addition, come to this session for answers about advanced network deployments involving reverse proxy servers, load balancers, and DMZ's, and to see how you can take benefit from virtualization and new system management capabilities. Upgrading to Oracle E-Business Suite 12.1 - Best PracticesThursday, April 22, 11:00 AM, South Seas EOracle Speaker:  Lester Gutierrez, Udayan ParvateFundamental of upgrading to Release 12.1, which includes the technology stack components and differences, the upgrade path from various releases of Oracle E-Business Suite, upgrade steps, monitoring the upgrade, hints and tips for minimizing downtime and upgrade best practices for making the upgrade to Release 12.1 a success.  We look forward to seeing you there!

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  • The Virtues and Challenges of Implementing Basel III: What Every CFO and CRO Needs To Know

    - by Jenna Danko
    The Basel Committee on Banking Supervision (BCBS) is a group tasked with providing thought-leadership to the global banking industry.  Over the years, the BCBS has released volumes of guidance in an effort to promote stability within the financial sector.  By effectively communicating best-practices, the Basel Committee has influenced financial regulations worldwide.  Basel regulations are intended to help banks: More easily absorb shocks due to various forms of financial-economic stress Improve risk management and governance Enhance regulatory reporting and transparency In June 2011, the BCBS released Basel III: A global regulatory framework for more resilient banks and banking systems.  This new set of regulations included many enhancements to previous rules and will have both short and long term impacts on the banking industry.  Some of the key features of Basel III include: A stronger capital base More stringent capital standards and higher capital requirements Introduction of capital buffers  Additional risk coverage Enhanced quantification of counterparty credit risk Credit valuation adjustments  Wrong  way risk  Asset Value Correlation Multiplier for large financial institutions Liquidity management and monitoring Introduction of leverage ratio Even more rigorous data requirements To implement these features banks need to embark on a journey replete with challenges. These can be categorized into three key areas: Data, Models and Compliance. Data Challenges Data quality - All standard dimensions of Data Quality (DQ) have to be demonstrated.  Manual approaches are now considered too cumbersome and automation has become the norm. Data lineage - Data lineage has to be documented and demonstrated.  The PPT / Excel approach to documentation is being replaced by metadata tools.  Data lineage has become dynamic due to a variety of factors, making static documentation out-dated quickly.  Data dictionaries - A strong and clean business glossary is needed with proper identification of business owners for the data.  Data integrity - A strong, scalable architecture with work flow tools helps demonstrate data integrity.  Manual touch points have to be minimized.   Data relevance/coverage - Data must be relevant to all portfolios and storage devices must allow for sufficient data retention.  Coverage of both on and off balance sheet exposures is critical.   Model Challenges Model development - Requires highly trained resources with both quantitative and subject matter expertise. Model validation - All Basel models need to be validated. This requires additional resources with skills that may not be readily available in the marketplace.  Model documentation - All models need to be adequately documented.  Creation of document templates and model development processes/procedures is key. Risk and finance integration - This integration is necessary for Basel as the Allowance for Loan and Lease Losses (ALLL) is calculated by Finance, yet Expected Loss (EL) is calculated by Risk Management – and they need to somehow be equal.  This is tricky at best from an implementation perspective.  Compliance Challenges Rules interpretation - Some Basel III requirements leave room for interpretation.  A misinterpretation of regulations can lead to delays in Basel compliance and undesired reprimands from supervisory authorities. Gap identification and remediation - Internal identification and remediation of gaps ensures smoother Basel compliance and audit processes.  However business lines are challenged by the competing priorities which arise from regulatory compliance and business as usual work.  Qualification readiness - Providing internal and external auditors with robust evidence of a thorough examination of the readiness to proceed to parallel run and Basel qualification  In light of new regulations like Basel III and local variations such as the Dodd Frank Act (DFA) and Comprehensive Capital Analysis and Review (CCAR) in the US, banks are now forced to ask themselves many difficult questions.  For example, executives must consider: How will Basel III play into their Risk Appetite? How will they create project plans for Basel III when they haven’t yet finished implementing Basel II? How will new regulations impact capital structure including profitability and capital distributions to shareholders? After all, new regulations often lead to diminished profitability as well as an assortment of implementation problems as we discussed earlier in this note.  However, by requiring banks to focus on premium growth, regulators increase the potential for long-term profitability and sustainability.  And a more stable banking system: Increases consumer confidence which in turn supports banking activity  Ensures that adequate funding is available for individuals and companies Puts regulators at ease, allowing bankers to focus on banking Stability is intended to bring long-term profitability to banks.  Therefore, it is important that every banking institution takes the steps necessary to properly manage, monitor and disclose its risks.  This can be done with the assistance and oversight of an independent regulatory authority.  A spectrum of banks exist today wherein some continue to debate and negotiate with regulators over the implementation of new requirements, while others are simply choosing to embrace them for the benefits I highlighted above. Do share with me how your institution is coping with and embracing these new regulations within your bank. Dr. Varun Agarwal is a Principal in the Banking Practice for Capgemini Financial Services.  He has over 19 years experience in areas that span from enterprise risk management, credit, market, and to country risk management; financial modeling and valuation; and international financial markets research and analyses.

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  • Personal Financial Management – The need for resuscitation

    - by Salil Ravindran
    Until a year or so ago, PFM (Personal Financial Management) was the blue eyed boy of every channel banking head. In an age when bank account portability is still fiction, PFM was expected to incentivise customers to switch banks. It still is, in some emerging economies, but if the state of PFM in matured markets is anything to go by, it is in a state of coma and badly requires resuscitation. Studies conducted around the year show an alarming decline and stagnation in PFM usage in mature markets. A Sept 2012 report by Aite Group – Strategies for PFM Success shows that 72% of users hadn’t used PFM and worse, 58% of them were not kicked about using it. Of the rest who had used it, only half did on a bank site. While there are multiple reasons for this lack of adoption, some are glaringly obvious. While pretty graphs and pie charts are important to provide a visual representation of my income and expense, it is simply not enough to encourage me to return. Static representation of data without any insightful analysis does not help me. Budgeting and Cash Flow is important but when I have an operative account, a couple of savings accounts, a mortgage loan and a couple of credit cards help me with what my affordability is in specific contexts rather than telling me I just busted my budget. Help me with relative importance of each budget category so that I know it is fine to go over budget on books for my daughter as against going over budget on eating out. Budget over runs and spend analysis are post facto and I am informed of my sins only when I return to online banking. That too, only if I decide to come to the PFM area. Fundamentally, PFM should be a part of my banking engagement rather than an analysis tool. It should be contextual so that I can make insight based decisions. So what can be done to resuscitate PFM? Amalgamation with banking activities – In most cases, PFM tools are integrated into online banking pages and they are like chapter 37 of a long story. PFM needs to be a way of banking rather than a tool. Available balances should shift to Spendable Balances. Budget and goal related insights should be integrated with transaction sessions to drive pre-event financial decisions. Personal Financial Guidance - Banks need to think ground level and see if their PFM offering is really helping customers achieve self actualisation. Banks need to recognise that most customers out there are non-proficient about making the best value of their money. Customers return when they know that they are being guided rather than being just informed on their finance. Integrating contextual financial offers and financial planning into PFM is one way ahead. Yet another way is to help customers tag unwanted spending thereby encouraging sound savings habits. Mobile PFM – Most banks have left all those numbers on online banking. With access mostly having moved to devices and the success of apps, moving PFM on to devices will give it a much needed shot in the arm. This is not only about presenting the same wine in a new bottle but also about leveraging the power of the device in pushing real time notifications to make pre-purchase decisions. The pursuit should be to analyse spend, budgets and financial goals real time and push them pre-event on to the device. So next time, I should know that I have over run my eating out budget before walking into that burger joint and not after. Increase participation and collaboration – Peer group experiences and comments are valued above those offered by the bank. Integrating social media into PFM engagement will let customers share and solicit their financial management experiences with their peer group. Peer comparisons help benchmark one’s savings and spending habits with those of the peer group and increases stickiness. While mature markets have gone through this learning in some way over the last one year, banks in maturing digital banking economies increasingly seem to be falling into this trap. Best practices lie in profiling and segmenting customers, being where they are and contextually guiding them to identify and achieve their financial goals. Banks could look at the likes of Simple and Movenbank to draw inpiration from.

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  • expecting tASSOC in a Rails file

    - by steven_noble
    I'm sure I've done something stupid here, but I just can't see it. I call the breadcrumb method in the application view. app/helpers/breadcrumbs_helper.rb says: module BreadcrumbsHelper def breadcrumb @crumb_list = [] drominay_crumb_builder project_crumb_builder content_tag(:div, :id => "breadcrumbs", @crumb_list.map { |list_item| crumb_builder(list_item) }) end def crumb_builder(list_item) if list_item == @crumb_list.last content_tag(:span, list_item['body'], :class => list_item['crumb']) else body = ["list_item['body']", "&nbsp;&#x2192;&nbsp;"].join link_to(body, list_item['url'], :class => list_item['crumb']) end end def drominay_crumb_builder list_item = Hash.new list_item['body'] = "Drominay" list_item['url'] = "root" @crumb_list << list_item end def project_crumb_builder end end Why oh why am I getting this "expecting tASSOC" error? (And what is a tASSOC anyway?) steven-nobles-imac-200:drominay steven$ script/server => Booting Mongrel (use 'script/server webrick' to force WEBrick) => Rails 2.2.2 application starting on http://0.0.0.0:3000 => Call with -d to detach => Ctrl-C to shutdown server ** Starting Mongrel listening at 0.0.0.0:3000 ** Starting Rails with development environment... Exiting /Library/Ruby/Site/1.8/rubygems/custom_require.rb:31:in `gem_original_require': /Users/steven/Drominay/app/helpers/breadcrumbs_helper.rb:7: syntax error, unexpected ')', expecting tASSOC (SyntaxError) /Users/steven/Drominay/app/helpers/breadcrumbs_helper.rb:29: syntax error, unexpected $end, expecting kEND from /Library/Ruby/Site/1.8/rubygems/custom_require.rb:31:in `require' from /Library/Ruby/Gems/1.8/gems/activesupport-2.2.2/lib/active_support/dependencies.rb:153:in `require' from /Library/Ruby/Gems/1.8/gems/activesupport-2.2.2/lib/active_support/dependencies.rb:521:in `new_constants_in' from /Library/Ruby/Gems/1.8/gems/activesupport-2.2.2/lib/active_support/dependencies.rb:153:in `require' from /Users/steven/Drominay/app/helpers/application_helper.rb:5 from /Library/Ruby/Gems/1.8/gems/activesupport-2.2.2/lib/active_support/dependencies.rb:382:in `load_without_new_constant_marking' from /Library/Ruby/Gems/1.8/gems/activesupport-2.2.2/lib/active_support/dependencies.rb:382:in `load_file' from /Library/Ruby/Gems/1.8/gems/activesupport-2.2.2/lib/active_support/dependencies.rb:521:in `new_constants_in' ... 56 levels... from /Users/steven/.gem/ruby/1.8/gems/rails-2.2.2/lib/commands/server.rb:49 from /Library/Ruby/Site/1.8/rubygems/custom_require.rb:31:in `gem_original_require' from /Library/Ruby/Site/1.8/rubygems/custom_require.rb:31:in `require' from script/server:3

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  • Same domain only : smtp; 5.1.0 - Unknown address error 530-'SMTP authentication is required

    - by user124672
    I have a very strange problem after moving my netwave.be domain from WebHost4Life to Arvixe. I configured several email adresses, like [email protected] and [email protected]. For POP3 I can use mail.netwave.be, a mailserver hosted by Arvixe. However, for SMTP I have to use relay.skynet.be. Skynet (Belgacom) is one of the biggest internet providers in Belgium and blocks smtp requests to external mailservers. So for years I've been using relay.skynet.be to send my messages using [email protected] as the sender. The worked perfectly. After moving my domain to Arvixe, this is no longer the case. I can send emails to people, no problem. I have received emails too, so I suspect that's ok too. But I can't send emails from one user of my domain to another user. For example, if I send a mail from [email protected] to [email protected], relay.skynet.be picks up the mail just fine. A few seconds later, I get a 'Delivery Status Notification (Failure)' mail that contains: Reporting-MTA: dns; mailrelay012.isp.belgacom.be Final-Recipient: rfc822;[email protected] Action: failed Status: 5.0.0 (permanent failure) Remote-MTA: dns; [69.72.141.4] Diagnostic-Code: smtp; 5.1.0 - Unknown address error 530-'SMTP authentication is required.' (delivery attempts: 0) Like I said, this only seems to be the case when both the sender and recipient are adresses of a domain hosted by Arvixe. I have serveral accounts not related to Arvixe at all. I can use relay.skynet.be to send mail to [email protected] using these accounts. Likewise, I can use relay.skynet.be to send mail from [email protected] to these accounts. but not from one Arvixe account to another. I hope I have clearly outlined the problem and someone will be able to help me.

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  • linq select m:n user:groups

    - by cduke
    Hi guys, I've got three tables: cp_user (id, name) cp_group (id, name) cp_usergroup (user_id, group_id) the classical m:n stuff. Assume the following Data: cp_user 1, Paul 2, Steven cp_group 1, Admin 2, Editor cp_usergroup 1, 1 1, 2 2, 2 So Paul is in the Admin AND Editor group, while Steven is just in the Editor group. I want to generate a list like that from the database: Paul Admin Paul Editor Steven Editor Any suggestions? Thanks! Clemens

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  • Four Emerging Payment Stories

    - by David Dorf
    The world of alternate payments has been moving fast of late.  Innovation in this area will help both consumers and retailers, but probably hurt the banks (at least that's the plan).  Here are four recent news items in this area: Dwolla, a start-up in Iowa, is trying to make credit cards obsolete.  Twelve guys in Des Moines are using $1.3M they raised to allow businesses to skip the credit card networks and avoid the fees.  Today they move about $1M a day across their network with an average transaction size of $500. Instead of charging merchants 2.9% plus $.30 per transaction, Dwolla charges a quarter -- yep, that coin featuring George Washington. Dwolla (Web + Dollar = Dwolla) avoids the credit networks and connects directly to bank accounts using the bank's ACH network.  They are signing up banks and merchants targeting both B2B and C2B as well as P2P payments.  They leverage social networks to notify people they have a money transfer, and also have a mobile app that uses GPS location. However, all is not rosy.  There have been complaints about unexpected chargebacks and with debit fees being reduced by the big banks, the need is not as pronounced.  The big banks are working on their own network called clearXchange that could provide stiff competition. VeriFone just bought European payment processor Point for around $1B.  By itself this would not have caught my attention except for the fact that VeriFone also announced the acquisition of GlobalBay earlier this month.  In addition to their core business of selling stand-beside payment terminals, with GlobalBay they get employee-operated mobile selling tools and with Point they get a very big payment processing platform. MasterCard and Intel announced a partnership around payments, starting with PayPass, MasterCard's new payment technology.  Intel will lend its expertise to add additional levels of security, which seems to be the biggest barrier for consumer adoption.  Everyone is scrambling to get their piece of cash transactions, which still represents 85% of all transactions. Apple was awarded another mobile payment patent further cementing the rumors that the iPhone 5 will support NFC payments.  As usual, Apple is upsetting the apple cart (sorry) by moving control of key data from the carriers to Apple.  With Apple's vast number of iTunes accounts, they have a ready-made customer base to use the payment infrastructure, which I bet will slowly transition people away from credit cards and toward cheaper ACH.  Gary Schwartz explains the three step process Apple is taking to become a payment processor. Below is a picture I drew representing payments in the retail industry. There's certainly a lot of innovation happening.

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  • Pure virtual or abstract, what's in a name?

    - by Steven Jeuris
    While discussing a question about virtual functions on Stack Overflow, I wondered whether there was any official naming for pure (abstract) and non-pure virtual functions. I always relied on wikipedia for my information, which states that pure and non-pure virtual functions are the general term. Unfortunately, the article doesn't back it up with a origin or references. To quote Jon Skeet's answer to my reply that pure and non-pure are the general term used: @Steven: Hmm... possibly, but I've only ever seen it in the context of C++ before. I suspect anyone talking about them is likely to have a C++ background :) Did the terms originate from C++, or were they first defined or implemented in a earlier language, and are they the 'official' scientific terms?

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  • Process Centric Banking: Loan Origination Solution

    - by Manish Palaparthy
    There is an old proverb that goes, "The difference between theory and practice is greater in practice than in theory". So, we keep doing numerous "Proof of Concepts" with our own products on various business cases to analyze them deeply, understand and explain to our customers. We then present our learnings as they happened. The awareness of each PoC should help readers increase the trustworthiness of the results coming out of these PoCs. I present one such PoC where we invested a lot of time&effort.  Process Centric Banking : Loan Origination Solution Loan Origination is a process by which a borrower applies for a new loan and the lender processes that application. Loan origination includes the series of steps taken by the bank from the point the customer shows interest in a loan product all the way to disbursal of funds. The Loan Origination process is relevant for many kind of lenders in Financial services: Banks, Credit Unions, NBFCs(Non Banking Financial Companies) and so on. For simplicity sake, I will use "Bank" as the lending institution in the rest of my article.  Loan Origination is one of the core processes for Banks as it is the process by which the it creates assets against which the Institution earns most of its profits from. A well tuned loan origination process can affect the Bank in many positive ways. Banks have always shown great interest in automating the loan origination process for the above reason. However, due the constant changes in customer environment, market dynamics, prevailing economic conditions, cost pressures & regulatory environment they run into lot of challenges. Let me categorize some of these challenges for you Customer Environment Multiple Channels: Customer can use any of the available channels (Internet Banking, Email, Fax, Branch, Phone Banking, ATM, Broker, Mobile, Snail Mail) to perform all or some of the activities related to her Visibility into the origination process: Expect immediate update on the status of loan processing & alert messages Reduced Turn Around Time: Expect loans to be processed with least turn around time Reduced loan processing fees: Partly due to market dynamics the customer expects the loan processing fee to be negligible Market Dynamics Competitive environment:  The competition keeps creating many variants of loan products to attract customers, the bank needs to create similar product variants with better offers to attract customers or keep existing ones Ability to migrate loans from one vendor to another: It has become really easy for retail customers to move from one bank to the other given the low fee of loan processing and highly attractive offers. How does the bank protect it's customer base while actively engaging with potential customers banking with competitor banks Flexibility to react to market developments: Market development greatly influence loan processing, underwriting, asset valuation, risk mitigation rules. Can the bank modify rules and policies, the idea is not just to react to market developments but to pro-actively manage new developments Economic conditions Constant change in various rates and their implications on the rates and rules applied when on-boarding a loan: How quickly can the bank apply changes to rates offered to customers when the central bank changes various rates Requirements of Audit by the central banker: Tough economic conditions have demanded much more stringent audit rules and tests. The banks needs to produce ready reports(historic & operational) for audit compliance Risk Mitigation: While risk mitigation has always been a key concern for the bank, this is the area where the bank's underwriters & risk analysts spend the maximum time when processing a loan application. In order to reduce TAT the bank cannot compromise on its risk mitigation strategies Cost pressures Reduce Cost of processing per application: To deliver a reduced loan processing fee to the customer, the bank needs to keep its cost per processing loan application low. Meet customer TAT expectations while reducing the queues and the systems being used to process the loan application: The loan application could potentially be spending a lot of time waiting in the queue for further processing. Different volumes & patterns of applications demand different queuing algorithms. The bank needs to have real-time visibility into these queues and have the flexibility to change queuing algorithms at runtime  Increase the use of electronic communication and reduce the branch channel usage: Lesser automation leads not only leads to Increased turn around time, it also impacts more costs to reach out to customers The objective of our PoC was to implement a Loan Origination Solution whose ownership lies with the bank and effectively meet the challenges listed above. We built a simple story board for the solution We then went about implementing our storyboard using Oracle BPM Suite, Webcenter Content : Imaging. The web UI has been built on ADF technolgies, while the integration with core-services has been implemented using the underlying SOA infrastructure. The BPM process model is quite exhaustive can meet all the challenges listed above to reasonable degree. A bank intending to implement an end-to-end Loan Origination Solution has multiple options at it's disposal. It can Develop a customer Loan Origination Application from scratch: Gives maximum opportunity to build what you want but inflexible to upgrade and maintain. Higher TCO in long term Buy a Packaged application & customize it: Customizing a generic loan application can be tedious and prove as difficult as above. Build it using many disparate & un-integrated tools: Initially seems easier than developing from scratch. But, without integrated tool sets this is not a viable approach either or A solution based on a Framework: Independent Services and Business Process Modeling provide decoupled architecture that is flexible. We built this framework end-to-end with processes the core process of loan origination & several sub-processes such as Analyse and define customer needs, customer credit verification, identity check processes, legal review process, New customer registration & risk assessment.

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