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  • Buisness Rule and Process Management?

    - by elgcom
    After some searching in google and wikipedia, I still can not get a clear image about the "difference" between BRMS (Business Rule Management System) and BPM (Business process management)/workflow system. can those two concepts do the same thing from each other? (theoretically) A "rule" can be modeled as a "process" as well. isn't it?

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  • What is the correct way to deal with similar but independent features?

    - by Koviko
    Let's say we have a feature request come in and we begin work on it, which we'll call feature-1. It introduces some new logic to the application, which we'll call logic-A and logic-B. A programmer branches from the release branch and begins work on the feature. Soon after, we get another feature request, which we'll call feature-2. It will implement logic-A and logic-C into the application. The logic A being implemented by this feature is the same logic-A as was implemented in feature-1. Let's also say that given logic-B, logic-A might be implemented slightly differently than it would have been given logic-C, and also differently given both logic-B and logic-C (eg. with only one feature, the code would be less flexible than with both). How should this situation be handled? Concrete Example (to help with any confusion in my wording) feature-1 is a feed from programmers.stackexchange.com. feature-2 is a feed from gaming.stackexchange.com. logic-A is the implementation of a feed at all (assuming the application currently has no feeds), which links to the content as well and gives related information. logic-B is that the feed's source is from programmers.stackexchange.com. Adds to logic-A that the related programming language is displayed. logic-C is that the feed's source is from gaming.stackexchange.com. Adds to logic-A that the related game's name and box art is displayed.

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  • What is up with the Joy of Clojure 2nd edition?

    - by kurofune
    Manning just released the second edition of the beloved Joy of Clojure book, and while I share that love I get the feeling that many of the examples are already outdated. In particular, in the chapter on optimization the recommended type-hinting seems not to be allowed by the compiler. I don't know if this was allowable for older versions of Clojure. For example: (defn factorial-f [^long original-x] (loop [x original-x, acc 1] (if (>= 1 x) acc (recur (dec x) (*' x acc))))) returns: clojure.lang.Compiler$CompilerException: java.lang.UnsupportedOperationException: Can't type hint a primitive local, compiling:(null:3:1) Likewise, the chapter on core.logic seems be using an old API and I have to find workarounds for each example to accommodate the recent changes. For example, I had to turn this: (logic/defrel orbits orbital body) (logic/fact orbits :mercury :sun) (logic/fact orbits :venus :sun) (logic/fact orbits :earth :sun) (logic/fact orbits :mars :sun) (logic/fact orbits :jupiter :sun) (logic/fact orbits :saturn :sun) (logic/fact orbits :uranus :sun) (logic/fact orbits :neptune :sun) (logic/run* [q] (logic/fresh [orbital body] (orbits orbital body) (logic/== q orbital))) into this, leveraging the pldb lib: (pldb/db-rel orbits orbital body) (def facts (pldb/db [orbits :mercury :sun] [orbits :venus :sun] [orbits :earth :sun] [orbits :mars :sun] [orbits :jupiter :sun] [orbits :saturn :sun] [orbits :uranus :sun] [orbits :neptune :sun])) (pldb/with-db facts (logic/run* [q] (logic/fresh [orbital body] (orbits orbital body) (logic/== q orbital)))) I am still pulling teeth to get the later examples to work. I am relatively new programming, myself, so I wonder if I am naively looking over something here, or are if these points I'm making legitimate concerns? I really want to get good at this stuff like type-hinting and core.logic, but wanna make sure I am studying up to date materials. Any illuminating facts to help clear up my confusion would be most welcome.

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  • how to write good programming logic?

    - by user106616
    recently I got job as a java developer, and now I have assigned project too. I want to know what is a good logic? when I check in the code my team lead is saying that its a good code. But when it comes to my project manager he is saying that its a bad code. And he is changing my code, after his changes if I see his code its really very very good and even simple. can you please tell me how to develop the good program, good logic? what is the best way to structure a problem in terms of code?

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  • Are There Realistic/Useful Solutions for Source Control for Ladder Logic Programs

    - by Steven A. Lowe
    Version control for ladder logic (LL) programs for programmable logic controllers (PLCs) seems to be virtually non-existent. It may be because LL is a visual language and tends to be stored in binary files, or it may be because source code control hasn't "caught on" in process control engineering circles - or perhaps my Google-Fu is weak tonight. Do you know of any realistic and useful solutions for version control for such systems? Definitions: realistic = changes to the programs are tracked by user and subject to reversion and merges useful = the system integrates with visual LL designers, is not limited to LL from a single PLC manufacturer, and does not cost a ridiculous amount of money? Note: I have heard of people using SVN or Mercurial et al to track the binary files, but I don't think the diff/merge capabilities would display readable differences.

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  • Which game logic should run when doing prediction for PNP state updates

    - by spaceOwl
    We are writing a multiplayer game, where each game client (player) is responsible for sending state updates regarding its "owned" objects to other players. Each message that arrives to other (remote) clients is processed as such: Figure out when the message was sent. Create a diff between NOW and that time. Run game specific logic to bring the received state to "current" time. I am wondering which sort of logic should execute as part of step #3 ? Our game is composed of a physical update (position, speed, acceleration, etc) and many other components that can update an object's state and occur regularly (locally). There's a trade off here - Getting the new state quickly or remaining "faithful" to the true state representation and executing the whole thing to predict the "true" state when receiving state updates from remote clients. Which one is recommended to be used? and why?

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  • Splitting Logic, Data, Layout and "Hacks"

    - by fjdumont
    Sure, we all heard of programming patterns such as MVVM, MVC and such. But that isn't really what I'm looking into as Layout, Data and Logic is already pretty much split up (XML-Layout markup, Database, insert your language of choice here). The platform I am developing for is hard to maintain over the updated versions and older OSes. The project significantly grew up over the last few months and dealing with different platform versions really is a pain. For example simply disabling an user interface control for all existing versions took me around 40 lines of code in the logic layer, wrangling around with invocation, delegation, singletons that provide UI handling and so on. Is there a clean way to keep track of those "hacks" by maybe excluding it into separate classes or even packages? Should I overwrite existing framework code in order to handle my requirements correctly? If so, does that concept have a name?

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  • Social Business Forum Milano: Day 1

    - by me
    div.c50 {font-family: Helvetica;} div.c49 {position: relative; height: 0px; overflow: hidden;} span.c48 {color: #333333; font-size: 14px; line-height: 18px;} div.c47 {background-color: #ffffff; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); background-clip: padding-box;} div.c46 {color: #666666; font-family: arial, helvetica, sans-serif; font-weight: normal} span.c45 {line-height: 14px;} div.c44 {border-width: 0px; font-family: arial, helvetica, sans-serif; margin: 0px; outline-width: 0px; padding: 0px 0px 10px; vertical-align: baseline} div.c43 {border-width: 0px; margin: 0px; outline-width: 0px; padding: 0px 0px 10px; vertical-align: baseline;} p.c42 {color: #666666; font-family: arial, helvetica, sans-serif} span.c41 {line-height: 14px; font-size: 11px;} h2.c40 {font-family: arial, helvetica, sans-serif} p.c39 {font-family: arial, helvetica, sans-serif} span.c38 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: bold} div.c37 {color: #999999; font-size: 14px; font-weight: normal; line-height: 18px} div.c36 {background-clip: padding-box; background-color: #ffffff; border-bottom: 1px solid #e8e8e8; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); cursor: pointer; margin-left: 58px; min-height: 51px; padding: 9px 12px; position: relative; z-index: auto} div.c35 {background-clip: padding-box; background-color: #ffffff; border-bottom: 1px solid #e8e8e8; border-left: 1px solid rgba(0, 0, 0, 0.098); border-right: 1px solid rgba(0, 0, 0, 0.098); cursor: pointer; margin-left: 58px; min-height: 51px; padding: 9px 12px; position: relative} div.c34 {overflow: hidden; font-size: 12px; padding-top: 1px;} ul.c33 {padding: 0px; margin: 0px; list-style-type: none; opacity: 0;} li.c32 {display: inline;} a.c31 {color: #298500; text-decoration: none; outline-width: 0px; font-size: 12px; margin-left: 8px;} a.c30 {color: #999999; text-decoration: none; outline-width: 0px; font-size: 12px; float: left; margin-right: 2px;} strong.c29 {font-weight: normal; color: #298500;} span.c28 {color: #999999;} div.c27 {font-family: arial, helvetica, sans-serif; margin: 0px; word-wrap: break-word} span.c26 {border-width: 0px; width: 48px; height: 48px; border-radius: 5px 5px 5px 5px; position: absolute; top: 12px; left: 12px;} small.c25 {font-size: 12px; color: #bbbbbb; position: absolute; top: 9px; right: 12px; float: right; margin-top: 1px;} a.c24 {color: #999999; text-decoration: none; outline-width: 0px; font-size: 12px;} h3.c23 {font-family: arial, helvetica, sans-serif} span.c22 {font-family: arial, helvetica, sans-serif} div.c21 {display: inline ! important; font-weight: normal} span.c20 {font-family: arial, helvetica, sans-serif; font-size: 80%} a.c19 {font-weight: normal;} span.c18 {font-weight: normal;} div.c17 {font-weight: normal;} div.c16 {margin: 0px; word-wrap: break-word;} a.c15 {color: #298500; text-decoration: none; outline-width: 0px;} strong.c14 {font-weight: normal; color: inherit;} span.c13 {color: #7eb566; text-decoration: none} span.c12 {color: #333333; font-family: arial, helvetica, sans-serif; font-size: 14px; line-height: 18px} a.c11 {color: #999999; text-decoration: none; outline-width: 0px;} span.c10 {font-size: 12px; color: #999999; direction: ltr; unicode-bidi: embed;} strong.c9 {font-weight: normal;} span.c8 {color: #bbbbbb; text-decoration: none} strong.c7 {font-weight: bold; color: #333333;} div.c6 {font-family: arial, helvetica, sans-serif; font-weight: normal} div.c5 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: normal} p.c4 {font-family: arial, helvetica, sans-serif; font-size: 80%; font-weight: normal} h3.c3 {font-family: arial, helvetica, sans-serif; font-weight: bold} span.c2 {font-size: 80%} span.c1 {font-family: arial,helvetica,sans-serif;} Here are my impressions of the first day of the Social Business Forum in Milano A dialogue on Social Business Manifesto - Emanuele Scotti, Rosario Sica The presentation was focusing on Thesis and Anti-Thesis around Social Business My favorite one is: Peter H. Reiser ?@peterreiser social business manifesto theses #2: organizations are conversations - hello Oracle Social Network #sbf12 Here are the Thesis (auto-translated from italian to english) From Stress to Success - Pragmatic pathways for Social Business - John Hagel John Hagel talked about challenges of deploying new social technologies. Below are some key points participant tweeted during the session. 6hRhiannon Hughes ?@Rhi_Hughes Favourite quote this morning 'We need to strengthen the champions & neutralise the enemies' John Hagel. Not a hard task at all #sbf12 Expand Reply Retweet Favorite 8hElena Torresani ?@ElenaTorresani Minimize the power of the enemies of change. Maximize the power of the champions - John Hagel #sbf12 Expand Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel change: minimize the power of the enemies #sbf12 Expand Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel social software as band-aid for poor leadtime/waste management? mmm #sbf12 Expand Reply Retweet Favorite 8hElena Torresani ?@ElenaTorresani "information is power. We need access to information to get power"John Hagel, Deloitte &Touche #sbf12http://instagr.am/p/LcjgFqMXrf/ View photo Reply Retweet Favorite 8hItalo Marconi ?@italomarconi Information is power and Knowledge is subversive. John Hagel#sbf12 Expand Reply Retweet Favorite 8hdanielce ?@danielce #sbf12 john Hagel: innovation is not rational. from Milano, Milano Reply Retweet Favorite 8hGaetano Mazzanti ?@mgaewsj John Hagel: change is a political (not rational) process #sbf12 Expand Reply Retweet Favorite Enterprise gamification to drive engagement - Ray Wang Ray Wang did an excellent speech around engagement strategies and gamification More details can be found on the Harvard Business Review blog Panel Discussion: Does technology matter? Understanding how software enables or prevents participation Christian Finn, Ram Menon, Mike Gotta, moderated by Paolo Calderari Below are the highlights of the panel discussions as live tweets: 2hPeter H. Reiser ?@peterreiser @cfinn Q: social silos: mega trend social suites - do we create social silos + apps silos + org silos ... #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn A: Social will be less siloed - more integrated into application design. Analyatics is key to make intelligent decisions #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta - A: its more social be design then social by layer - Better work experience using social design. #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Menon: A: Social + Mobile + consumeration is coming together#sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Q: What is the evolution for social business solution in the next 4-5 years? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn Adoption: A: User experience is king - no training needed - We let you participate into a conversation via mobile and email#sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta A:Adoption - how can we measure quality? Literacy - Are people get confident to talk to a invisible audience ? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Meno: A:Adoption - What should I measure ? Depend on business goal you want to active? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Q: How can technology facilitate adoption #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser #sbf12 @cfinn @mgotta Ram Menon at panel discussion about social technology @oraclewebcenter http://pic.twitter.com/Pquz73jO View photo Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser Ram Menon: 100% of data is in a system somewhere. 100% of collective intelligence is with people. Social System bridge both worlds Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser #sbf12 @MikeGotta Adoption is specific to the culture of the company Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @cfinn - drive adoption is important @MikeGotta - activity stream + watch list is most important feature in a social system #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta Why just adoption? email as 100% adoption? #sbf12 Expand Reply Delete Favorite 2hPeter H. Reiser ?@peterreiser @MikeGotta Ram Menon respond: there is only 1 questions to ask: What is the adoption? #sbf12 @socialadoption you like this ? #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @MikeGotta - just replacing old technology (e.g. email) with new technology does not help. we need to change model/attitude #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser Ram Menon: CEO mandated to replace 6500 email aliases with Social Networking Software #sbf12 Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @MikeGotta A: How to bring interface together #sbf12 . Going from point tools to platform, UI, Architecture + Eco-system is important Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser Q: How is technology important in Social Business #sbf12 A:@cfinn - technology is enabler , user experience -easy of use is important Expand Reply Delete Favorite 3hPeter H. Reiser ?@peterreiser @cfinn particiapte in panel "Does technology matter? Understanding how software enables or prevents participation" #sbf #webcenter

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  • Business Process Management – What’s new in Oracle BPM 11.1.1.7.0 Webcast July 4th 2013

    - by JuergenKress
    Business-Driven. Complete. Best Practice. Business processes are at the heart of what makes or breaks a business—and what differentiates it from the competition. Business processes that deliver operational efficiency, business visibility, excellent customer experience, and agility give the enterprise an edge over the competition. Business managers need process management tools that enable them to make impactful changes. Oracle has been always a leader in this area and the new version of Oracle BPM 11g takes that even further by providing complete web based process modeling, simulation and implementation including designing the user interface and business logic. That provides business users with ability to take complete control over the business processes without sacrificing the vast service integration capabilities delivered traditionally by IT using SOA approach. Oracle Business Process Management is the industry's most complete and business user-friendly BPM solution. Register today for this webcast and find out more on the latest and most exciting new features which are now available in Oracle BPM Suite. Agenda Introduction do Oracle BPM 11g Exciting new features in this release Revamped Process Composer Simulations Web Forms Process Player Adaptive Case Management Instance Revisioning Other features Demonstration Q&A For details please visit the registration page. SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Facebook Wiki Mix Forum Technorati Tags: BPM,Webcast,education,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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  • The Business of Winning Innovation: An Exclusive Blog Series

    - by Kerrie Foy
    "The Business of Winning Innovation” is a series of articles authored by Oracle Agile PLM experts on what it takes to make innovation a successful and lucrative competitive advantage. Our customers have proven Agile PLM applications to be enormously flexible and comprehensive, so we’ve launched this article series to showcase some of the most fascinating, value-packed use cases. In this article by Keith Colonna, we kick-off the series by taking a look at the science side of innovation within the Consumer Products industry and how PLM can help companies innovate faster, cheaper, smarter. This article will review how innovation has become the lifeline for growth within consumer products companies and how certain companies are “winning” by creating a competitive advantage for themselves by taking a more enterprise-wide,systematic approach to “innovation”.   Managing the Science of Innovation within the Consumer Products Industry By: Keith Colonna, Value Chain Solution Manager, Oracle The consumer products (CP) industry is very mature and competitive. Most companies within this industry have saturated North America (NA) with their products thus maximizing their NA growth potential. Future growth is expected to come from either expansion outside of North America and/or by way of new ideas and products. Innovation plays an integral role in both of these strategies, whether you’re innovating business processes or the products themselves, and may cause several challenges for the typical CP company, Becoming more innovative is both an art and a science. Most CP companies are very good at the art of coming up with new innovative ideas, but many struggle with perfecting the science aspect that involves the best practice processes that help companies quickly turn ideas into sellable products and services. Symptoms and Causes of Business Pain Struggles associated with the science of innovation show up in a variety of ways, like: · Establishing and storing innovative product ideas and data · Funneling these ideas to the chosen few · Time to market cycle time and on-time launch rates · Success rates, or how often the best idea gets chosen · Imperfect decision making (i.e. the ability to kill projects that are not projected to be winners) · Achieving financial goals · Return on R&D investment · Communicating internally and externally as more outsource partners are added globally · Knowing your new product pipeline and project status These challenges (and others) can be consolidated into three root causes: A lack of visibility Poor data with limited access The inability to truly collaborate enterprise-wide throughout your extended value chain Choose the Right Remedy Product Lifecycle Management (PLM) solutions are uniquely designed to help companies solve these types challenges and their root causes. However, PLM solutions can vary widely in terms of configurability, functionality, time-to-value, etc. Business leaders should evaluate PLM solution in terms of their own business drivers and long-term vision to determine the right fit. Many of these solutions are point solutions that can help you cure only one or two business pains in the short term. Others have been designed to serve other industries with different needs. Then there are those solutions that demo well but are owned by companies that are either unable or unwilling to continuously improve their solution to stay abreast of the ever changing needs of the CP industry to grow through innovation. What the Right PLM Solution Should Do for You Based on more than twenty years working in the CP industry, I recommend investing in a single solution that can help you solve all of the issues associated with the science of innovation in a totally integrated fashion. By integration I mean the (1) integration of the all of the processes associated with the development, maintenance and delivery of your product data, and (2) the integration, or harmonization of this product data with other downstream sources, like ERP, product catalogues and the GS1 Global Data Synchronization Network (or GDSN, which is now a CP industry requirement for doing business with most retailers). The right PLM solution should help you: Increase Revenue. A best practice PLM solution should help a company grow its revenues by consolidating product development cycle-time and helping companies get new and improved products to market sooner. PLM should also eliminate many of the root causes for a product being returned, refused and/or reclaimed (which takes away from top-line growth) by creating an enterprise-wide, collaborative, workflow-driven environment. Reduce Costs. A strong PLM solution should help shave many unnecessary costs that companies typically take for granted. Rationalizing SKU’s, components (ingredients and packaging) and suppliers is a major opportunity at most companies that PLM should help address. A natural outcome of this rationalization is lower direct material spend and a reduction of inventory. Another cost cutting opportunity comes with PLM when it helps companies avoid certain costs associated with process inefficiencies that lead to scrap, rework, excess and obsolete inventory, poor end of life administration, higher cost of quality and regulatory and increased expediting. Mitigate Risk. Risks are the hardest to quantify but can be the most costly to a company. Food safety, recalls, line shutdowns, customer dissatisfaction and, worst of all, the potential tarnishing of your brands are a few of the debilitating risks that CP companies deal with on a daily basis. These risks are so uniquely severe that they require an enterprise PLM solution specifically designed for the CP industry that safeguards product information and processes while still allowing the art of innovation to flourish. Many CP companies have already created a winning advantage by leveraging a single, best practice PLM solution to establish an enterprise-wide, systematic approach to innovation. Oracle’s Answer for the Consumer Products Industry Oracle is dedicated to solving the growth and innovation challenges facing the CP industry. Oracle’s Agile Product Lifecycle Management for Process solution was originally developed with and for CP companies and is driven by a specialized development staff solely focused on maintaining and continuously improving the solution per the latest industry requirements. Agile PLM for Process helps CP companies handle all of the processes associated with managing the science of the innovation process, including: specification management, new product development/project and portfolio management, formulation optimization, supplier management, and quality and regulatory compliance to name a few. And as I mentioned earlier, integration is absolutely critical. Many Oracle CP customers, both with Oracle ERP systems and non-Oracle ERP systems, report benefits from Oracle’s Agile PLM for Process. In future articles we will explain in greater detail how both existing Oracle customers (like Gallo, Smuckers, Land-O-Lakes and Starbucks) and new Oracle customers (like ConAgra, Tyson, McDonalds and Heinz) have all realized the benefits of Agile PLM for Process and its integration to their ERP systems. More to Come Stay tuned for more articles in our blog series “The Business of Winning Innovation.” While we will also feature articles focused on other industries, look forward to more on how Agile PLM for Process addresses innovation challenges facing the CP industry. Additional topics include: Innovation Data Management (IDM), New Product Development (NPD), Product Quality Management (PQM), Menu Management,Private Label Management, and more! . Watch this video for more info about Agile PLM for Process

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  • How to Secure a Data Role by Multiple Business Units

    - by Elie Wazen
    In this post we will see how a Role can be data secured by multiple Business Units (BUs).  Separate Data Roles are generally created for each BU if a corresponding data template generates roles on the basis of the BU dimension. The advantage of creating a policy with a rule that includes multiple BUs is that while mapping these roles in HCM Role Provisioning Rules, fewer number of entires need to be made. This could facilitate maintenance for enterprises with a large number of Business Units. Note: The example below applies as well if the securing entity is Inventory Organization. Let us take for example the case of a user provisioned with the "Accounts Payable Manager - Vision Operations" Data Role in Fusion Applications. This user will be able to access Invoices in Vision Operations but will not be able to see Invoices in Vision Germany. Figure 1. A User with a Data Role restricting them to Data from BU: Vision Operations With the role granted above, this is what the user will see when they attempt to select Business Units while searching for AP Invoices. Figure 2.The List Of Values of Business Units is limited to single one. This is the effect of the Data Role granted to that user as can be seen in Figure 1 In order to create a data role that secures by multiple BUs,  we need to start by creating a condition that groups those Business Units we want to include in that data role. This is accomplished by creating a new condition against the BU View .  That Condition will later be used to create a data policy for our newly created Role.  The BU View is a Database resource and  is accessed from APM as seen in the search below Figure 3.Viewing a Database Resource in APM The next step is create a new condition,  in which we define a sql predicate that includes 2 BUs ( The ids below refer to Vision Operations and Vision Germany).  At this point we have simply created a standalone condition.  We have not used this condition yet, and security is therefore not affected. Figure 4. Custom Role that inherits the Purchase Order Overview Duty We are now ready to create our Data Policy.  in APM, we search for our newly Created Role and Navigate to “Find Global Policies”.  we query the Role we want to secure and navigate to view its global policies. Figure 5. The Job Role we plan on securing We can see that the role was not defined with a Data Policy . So will create one that uses the condition we created earlier.   Figure 6. Creating a New Data Policy In the General Information tab, we have to specify the DB Resource that the Security Policy applies to:  In our case this is the BU View Figure 7. Data Policy Definition - Selection of the DB Resource we will secure by In the Rules Tab, we  make the rule applicable to multiple values of the DB Resource we selected in the previous tab.  This is where we associate the condition we created against the BU view to this data policy by entering the Condition name in the Condition field Figure 8. Data Policy Rule The last step of Defining the Data Policy, consists of  explicitly selecting  the Actions that are goverened by this Data Policy.  In this case for example we select the Actions displayed below in the right pane. Once the record is saved , we are ready to use our newly secured Data Role. Figure 9. Data Policy Actions We can now see a new Data Policy associated with our Role.  Figure 10. Role is now secured by a Data Policy We now Assign that new Role to the User.  Of course this does not have to be done in OIM and can be done using a Provisioning Rule in HCM. Figure 11. Role assigned to the User who previously was granted the Vision Ops secured role. Once that user accesses the Invoices Workarea this is what they see: In the image below the LOV of Business Unit returns the two values defined in our data policy namely: Vision Operations and Vision Germany Figure 12. The List Of Values of Business Units now includes the two we included in our data policy. This is the effect of the data role granted to that user as can be seen in Figure 11

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  • Oracle Database 11.2.0.4 Certified with EBS on Microsoft Windows Server

    - by John Abraham
    As a follow up to to a previous announcement, Oracle Database 11g Release 2 (11.2.0.4) is now certified with Oracle E-Business Suite Release 11i and Release 12 on the following Microsoft Windows Server operating systems: Release 12.2 (12.2.3 and higher): Microsoft Windows x64 (64-bit) (2008 R2) Release 12.1 (12.1.1 and higher): Microsoft Windows Server (32-bit) (2003, 2008) Microsoft Windows x64 (64-bit) (20031, 20081, 2008 R22) Release 12.0 (12.0.4 and higher): Microsoft Windows Server (32-bit) (2003) Microsoft Windows x64 (64-bit) (2003, 2008, 2008 R2)1 Release 11i (11.5.10.2 + ATG PF.H RUP 6 and higher):: Microsoft Windows Server (32-bit) (2003, 20081) Microsoft Windows x64 (64-bit) (2003, 2008, 2008 R2)1 Notes: 1: This OS is a 'database tier only' or 'split tier configuration' platform where the application tier must be on a fully certified E-Business Suite platform. 2: This OS is a 'database tier only' platform for Release 11i. For 12.1.1 or higher, it is also supported on the application tier via the migration process outlined in My Oracle Support Document 1188535.1. This announcement for Oracle E-Business Suite 11i and R12 includes: Oracle Database 11gR2 version 11.2.0.4 Oracle Database 11gR2 version 11.2.0.4 Real Application Clusters (RAC) Oracle Database Vault 11gR2 version 11.2.0.4 Transparent Data Encryption (Column Encryption) using Oracle Database 11gR2 version 11.2.0.4 TDE Tablespace Encryption using Oracle Database 11gR2 version 11.2.0.4 Advanced Security Option (ASO)/Advanced Networking Option (ANO) with Oracle Database 11gR2 version 11.2.0.4 Export/Import Process for Oracle E-Business Suite Release 11i and Release 12 Database Instances Transportable Database and Transportable Tablespaces Data Migration Processes for Oracle E-Business Suite Release 11i and Release 12 Certification data in My Oracle Support (http://support.oracle.com) has been updated with this certification - please review the documents below for all requirements and additional details: Where can I find more information? MOS Document 881505.1 - Interoperability Notes - Oracle E-Business Suite Release 11i with Oracle Database 11g Release 2 (11.2.0) MOS Document 1058763.1 - Interoperability Notes - Oracle E-Business Suite Release 12 with Oracle Database 11g Release 2 (11.2.0) MOS Dcoument 1623879.1 - Interoperability Notes - Oracle E-Business Suite Release 12.2 with Oracle Database 11g Release 2 (11.2.0) MOS Document 1091086.1 - Integrating Oracle E-Business Suite Release 11i with Oracle Database Vault 11gR2 MOS Document 1091083.1 - Integrating Oracle E-Business Suite Release 12 with Oracle Database Vault 11gR2 MOS Document 216205.1 - Database Initialization Parameters for Oracle E-Business Suite 11i MOS Document 396009.1 - Database Initialization Parameters for Oracle Applications Release 12 MOS Document 823586.1 - Using Oracle 11g Release 2 Real Application Clusters with Oracle E-Business Suite Release 11i MOS Document 823587.1 - Using Oracle 11g Release 2 Real Application Clusters with Oracle E-Business Suite Release 12 MOS Document 946413.1 - Using Oracle Applications with a Split Configuration Database Tier on Oracle Release 11g Release 2 MOS Document 403294.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 11i MOS Document 732764.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 12 MOS Document 828223.1 - Using TDE Tablespace Encryption with Oracle E-Business Suite Release 11i MOS Document 828229.1 - Using TDE Tablespace Encryption with Oracle E-Business Suite Release 12 MOS Document 391248.1 - Encrypting Oracle E-Business Suite Release 11i Network Traffic using Advanced Security Option and Advanced Networking Option MOS Document 376700.1 - Enabling SSL in Oracle Application Release 12 MOS Document 732764.1 - Using Transparent Data Encryption (TDE) Column Encryption with Oracle E-Business Suite Release 12 MOS Document 557738.1 - Export/Import Process for Oracle E-Business Suite Release 11i Database Instances Using Oracle Database 11g Release 1 or 11g Release 2 MOS Document 741818.1 - Export/Import Process for Oracle E-Business Suite Release 12 Database Instances Using Oracle Database 11g Release 1 or 11g Release 2 MOS Document 1366265.1 - Using Transportable Tablespaces to Migrate Oracle Applications 11i Using Oracle Database 11g Release 2 MOS Document 1311487.1 - Using Transportable Tablespaces to Migrate Oracle E-Business Suite Release 12 Using Oracle Database 11g Release 2 MOS Document 729309.1 - Using Transportable Database to Migrate Oracle E-Business Suite Release 11i Using Oracle Database 10g Release 2 or 11g MOS Document 734763.1 - Using Transportable Database to Migrate Oracle E-Business Suite Release 12 Using Oracle Database 10g Release 2 or 11g MOS Document 1188535.1 - Migrating Oracle E-Business Suite R12 to Microsoft Windows Server 2008 R2 MOS Dcoument 1349240.1 - Database Preparation Guidelines for an Oracle E-Business Suite Release 12.2 Upgrade MOS Document 1594274.1 - Oracle E-Business Suite Release 12.2: Consolidated List of Patches and Technology Bug Fixes Please also review the platform-specific Oracle Database Installation Guides for operating system and other prerequisites.

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  • Common business drivers that lead to creating and sustaining a project

    Common business drivers that lead to creating and sustaining a project include and are not limited to: cost reduction, increased return on investment (ROI), reduced time to market, increased speed and efficiency, increased security, and increased interoperability. These drivers primarily focus on streamlining and reducing cost to make a company more profitable with less overhead. According to Answers.com cost reduction is defined as reducing costs to improve profitability, and may be implemented when a company is having financial problems or prevent problems. ROI is defined as the amount of value received relative to the amount of money invested according to PayperclickList.com.  With the ever increasing demands on businesses to compete in today’s market, companies are constantly striving to reduce the time it takes for a concept to become a product and be sold within the global marketplace. In business, some people say time is money, so if a project can reduce the time a business process takes it in fact saves the company which is always good for the bottom line. The Social Security Administration states that data security is the protection of data from accidental or intentional but unauthorized modification, destruction. Interoperability is the capability of a system or subsystem to interact with other systems or subsystems. In my personal opinion, these drivers would not really differ for a profit-based organization, compared to a non-profit organization. Both corporate entities strive to reduce cost, and strive to keep operation budgets low. However, the reasoning behind why they want to achieve this does contrast. Typically profit based organizations strive to increase revenue and market share so that the business can grow. Alternatively, not-for-profit businesses are more interested in increasing their reach within communities whether it is to increase annual donations or invest in the lives of others. Success or failure of a project can be determined by one or more of these drivers based on the scope of a project and the company’s priorities associated with each of the drivers. In addition, if a project attempts to incorporate multiple drivers and is only partially successful, then the project might still be considered to be a success due to how close the project was to meeting each of the priorities. Continuous evaluation of the project could lead to a decision to abort a project, because it is expected to fail before completion. Evaluations should be executed after the completion of every software development process stage. Pfleeger notes that software development process stages include: Requirements Analysis and Definition System Design Program Design Program Implementation Unit Testing Integration Testing System Delivery Maintenance Each evaluation at every state should consider all the business drivers included in the scope of a project for how close they are expected to meet expectations. In addition, minimum requirements of acceptance should also be included with the scope of the project and should be reevaluated as the project progresses to ensure that the project makes good economic sense to continue. If the project falls below these benchmarks then the project should be put on hold until it does make more sense or the project should be aborted because it does not meet the business driver requirements.   References Cost Reduction Program. (n.d.). Dictionary of Accounting Terms. Retrieved July 19, 2009, from Answers.com Web site: http://www.answers.com/topic/cost-reduction-program Government Information Exchange. (n.d.). Government Information Exchange Glossary. Retrieved July 19, 2009, from SSA.gov Web site: http://www.ssa.gov/gix/definitions.html PayPerClickList.com. (n.d.). Glossary Term R - Pay Per Click List. Retrieved July 19, 2009, from PayPerClickList.com Web site: http://www.payperclicklist.com/glossary/termr.html Pfleeger, S & Atlee, J.(2009). Software Engineering: Theory and Practice. Boston:Prentice Hall Veluchamy, Thiyagarajan. (n.d.). Glossary « Thiyagarajan Veluchamy’s Blog. Retrieved July 19, 2009, from Thiyagarajan.WordPress.com Web site: http://thiyagarajan.wordpress.com/glossary/

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  • Taking Your Business Scorecard Golfing

    - by tobyehatch
    Our workplace world is definitely changing. Not only are we taking work home, but we are working during odd hours in some very strange places.  I had the pleasure of interviewing Jacques Vigeant, Product Strategy Manager for Oracle Business Intelligence and Enterprise Performance Management, on a Podcast, and he enlightened me about how our mobile devices and business scorecards are enabling us to be more accountable and keep a watchful eye on business – even while on the golf course.Business scorecards have been around for many years - so I asked Jacques if he felt they had changed significantly due to technology. His answer was, “Yes, and no.”  Jacques agreed that scorecard enthusiasts are still passionate about executing the company strategy and monitoring Key Performance Indicators (KPIs), but scorecards and Business Intelligence (BI) as a whole have changed.  He explained that five to six years ago, people did BI work at the office and, for the most part, disconnected from their computer and workplace when they went home – with the exception of checking email and making a phone call or two. But now, that is no longer the case. People are virtually always connected with work and, more importantly, expect their BI and scorecards to be ‘always on,’ regardless of whether they are at their desk or somewhere else.Basically, the BI paradigm has changed from a 'pull' model, where employees are at their desks querying or pulling information from the system, to a 'push' model where employees expect their BI and scorecard systems to reach out (or push information) to them when there is something of note to learn or something on which they need to take action. I found this very interesting. However mobile devices do have their limitations with respect to screen sizes – does it really make sense to look at your strategy/scorecard on tiny devices? What kind of scorecard activities can you really expect to be able to do? Jacques’ answer was very logical. “When you think of a scorecard, it is really comprised of an organization of KPIs that are aligned with the strategic objectives of your company. KPIs are the heart of how you will execute your strategy. So, if you decompose that a little more, each KPI is well defined with the thresholds that you should keep an eye on and who is responsible for them. When we talk about scorecarding on a phone, we aren’t talking about surfing the strategy and exploring the strategy map like we do on the desktop. In a scorecarding context, we use the phone more as an alerting mechanism or simple monitoring device for your KPIs.”Jacques gave a great example of an inventory manager who took part of an afternoon off to go golfing before winter finally hit, and while on the front nine holes, his phone vibrated. His scorecard was alerting him that the inventory levels for one of the products was below some threshold that he had set.  From his phone, he had set up three options within Oracle Scorecard and Strategy Management (OSSM) for this type of situation:  1. Contact the warehouse manager directly by phone and work it out (standard phone function)  2. Tap/hold the KPI and add an annotation to the KPI in OSSM using the dictation capabilities of the phone and deal with it more fully when he gets back to the office  3. Tap/hold the KPI and invoke a business process from OSSM to transfer product from another warehouse with higher stock levels to the one that needs it  Being on a phone should still give you options to quickly deal with situations as needed, but mobile phones are not designed for nor should try to replicate the full desktop experience. We covered other interesting subjects in the interview, including how Oracle is keeping pace with mobile innovation and new devices such as Google Glasses, Galaxy Gear, Pebble Watches and more, and how Oracle is handling mobile security– which is great news for our mobile workforce. To listen to the entire Podcast, click here.To learn more about Oracle Scorecard and Strategy Management, click here.

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  • Business School graduate joins Oracle

    - by jessica.ebbelaar(at)oracle.com
    My name is Mathias, I work as an Applications Inside Sales Rep for the French market, and I’d like to give you a brief snapshot of my experience at Oracle. First things first, how did you hear about Oracle? Where have you seen the sharp and recognizable red logo? Was it in Charles de Gaulle Airport when your eyes crossed the 20-metre banner with a picture of a strange big machine in the middle? Was it through reading the Forbes 10 top IT companies worldwide ranking? Or is it because IT is your thing and you cannot but know one of the “big four”? Meeting with a Grenoble Alumnus My story is a little different. My plan was to work in sales, in the IT industry. I had heard about Oracle, but my opinion at the time was that this kind of multinational company was way out of reach for a young graduate, even with high enthusiasm and great excitement to be (finally) on the job market. So, I was really surprised when I had an interesting conversation with a top alumnus of my business school. We were at the Grenoble Ecole de Management graduation ceremony (our graduation!), and before the party got really started, I got to chat with her. She told me of the great experience she was getting by living and working in Dublin. She had already figured it all out: “you work with another 100 young people from 10 different nationalities across Europe, you can be based in Dublin, but then once you work really hard you can move to Malaga Spain or other BUs around the world, you can work with different lines of business and learn about new “techy” and business oriented products, move to the field in your home country or elsewhere, etc.” What, what, what? Moving around Europe, trained by the best sales coaches in the world, acquiring strong IT knowledge and getting on board with one of fastest-growing and most watched companies in the world? Well, I was in. The next day (OK, 3 days after, the time to recover), I sent her my CV, and 3 months later I started as a Business Development Consultant at Oracle in Dublin, representing the latest cloud based CRM across the French market. That was 15 months ago. Since then, I moved line of business twice, I’m always learning new things and working with different and senior stakeholders; I have attended hundreds of hours of sales and product training (priceless when you come from a business background); I passed the Dublin Institute of Technology Sales Certification through different trainings given onsite within Oracle; I’ve led projects based around social media and I’ve gotten involved within various sales deals going on my market. Despite all of these great things, two will remain in my spirit: the multiculturalism that I experience every day in the office, and the American style of management - more direct and open than what you can find in “regular French companies”. Sales Progression Board In May 2012, I passed what we call a ‘Sales Progression Board’ to be promoted to an Inside Sales position. I am now in charge of generating revenue through the sale of Oracle applications on my specific territory. Always keeping in my mind my personal ambition: going to the field one day. Interested to join Oracle in the same role as Mathias? Visit http://campus.oracle.com.

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  • Pentaho vs SAP Business Objects

    - by arturito
    Is there anyone out there that used these two technologies and could give me some comparison in the form of advantages and disadvantages of both? I'm currently working with BO and I have heard that open source Pentaho does pretty good job as well. Thanks in advance!

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  • How To Publish Business Objects Query Service

    - by ssorrrell
    We are trying to copy a BO Query Service from one Universe to another. If you use the BO Query As A Service(QAAS) tool you can do this, but end up basically recreating the query service. It seems like the BusinessObjects.DSWS.* libraries allow you to read and write query services, but those don't appear in the QAAS tool. I think that those queries go into a different Universe than the QAAS tool pings. Perhaps there is a Universe for data and another for Web Service Queries. Monitoring the QAAS tool for HTTP traffic revealed that the BO Web Service used to run queries for the data they contain is also used to manage the Web Service queries. I was able to copy one Query Service into a new one in a new Universe using a Replace() on the XML string in QuerySpec to change the UniverseID. We can basically copy one Query Service to another Universe without manually rebuilding it except for one little thing. The QAAS tool includes a Publish button. This does something unknown, but important. Perhaps it makes some SOAP, WSDL or config files so that the copied Query Service is public. There doesn't seem to be any HTTP traffic to snoop on when it's doing this. The BusinessObjects.DSWS.* libraries include a Publish feature, but it's not for Query Services. It's for general files like Excel and PDF. Right now, we are relegated to using two tools. Does anyone know about how to Publish a BO Query Service programmatically just like the QAAS Tool?

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  • Ooutsourcing design/programming (taxes!)

    - by alexeypro
    Hello, I have a full time job, but I also have some ideas in mind -- and I want to outsource some code development and design to Russia. I have friends there who help me to do that -- they'll do the development, provide me invoice (which is just description of our terms, because we decided on flat rate monthly fee), and I need to wire them money. So, I do not have business entity. If I'll pay them, am I am required to pay taxes? Or do I deduct my business expenses (say $30K/year) from my earnings (say $50K/year), and pay taxes only on what's left ($20K to be precise)? Any rules on that? Am I limited with something here? Thanks!

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  • Business Objects: Refresh Data problem with .NET API

    - by jlrolin
    I'm currently using the BO API for .NET to connect to our reports database. In .NET, I'm getting the following error: Your security profile does not include permission to refresh Web Intelligence documents. (WIS 30253) Interestingly enough, I can log into BO, and I can refresh the data and grab prompts as I'm logged in. From .NET, with the same username and password, I can't seem to do so. Anybody have any thoughts on this?

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  • using haskell for "business applications"

    - by snorlaks
    Hello, I would like to know if there is any posiibility that I can use Haskell with small database like sql server compact so that client wont have to install any server on his desktop. Is there any api providing sql statements and so on ... What is the best solution to achieve small database application using haskell. thanks for help

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  • Business Objects ver 3 Alternate Row/Column Colors not active

    - by boxeo47
    I am converting reports from version 2 to version 3. When I select the vertical table in the report, the propeties box appears but any changes I make is not reflected in the table. If I change any attributes at the column or cell level however, the changes are taken. The problem is that some attributes like alternate row coloring are not available at the column level.

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  • Sort Java List/Map by order in which items are in an XML File

    - by Brandon Smith
    Hello everyone, What I'm looking to do is to sorta a Java List or Map in the order the items are in a XML File. For Example I have a list of function names as so: functionOne functionThree functionTwo The XML File looks like this: <xml> <function>functionOne</function> <function>functionTwo</function> <function>functionThree</function> </xml> So I would like to sort the list so the function names are as so: functionOne functionTwo functionThree Now Im trying to do this for Variables as well, so there are around 500+ unique 'items'. Does anyone have any idea how I can go about doing this? Now for the file that determines that sort order doesn't have to be XML it just what I use the most, it can be anything that can get the job done. Thanks in advance for your time.

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