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  • Let Me Show You Something: Instagram, Vine and Snapchat for Brands

    - by Mike Stiles
    While brands are well aware of how much more impactful images are than text-only posts on social channels, today you’re additionally being presented with platform after additional platform for hosting, doctoring and sharing photos and videos.  Can you play in every sandbox? And if you do, can you be brilliant on all of them? As has usually been the case, so far brands are sticking their toes into new platforms while not actually committing to them, or strategizing for them, or resourcing them. TrackMaven found of the 123 F500 companies using Instagram, only 22% of them are active on it. Likewise, research from Simply Measured found brands are indeed jumping in, with the number establishing a presence on Instagram up 55% over the past year. Users want them there…brand engagement has exploded 350%, and over 1/3 of the top brands have at least 10,000 followers. BUT…the top 10 brands are generating 33% of all posts, reaping 83% of all engagement. Things are also growing on Twitter’s Vine, the 6-second looping video app that hit 40 million users in August. The 7th Chamber says 5 tweets a second contain a Vine link. Other studies say branded Vines are 4 times more likely to be shared and seen than rank-and-file branded videos. Why? Users know that even if a video is pure junk, they won’t get robbed of too much of their valuable time. Vine is always upgrading so you can make sure your videos are worth viewers’ time. You can now edit videos, and save & work on several projects concurrently. What you can’t do is upload a finely crafted video into Vine, but you can do that with Instagram. The key to success? Same as with all other content; make it of value. Deliver a laugh or a lesson or both. How-to, behind the scenes peeks, contests, demos, all make sense in the short video format. Or follow Nash Grier’s example, which is to just have fun with and connect to your viewers, earning their trust that your next Vine will be as good as the last. Nash is only 15, has over 1.4 million followers, and adds about 100,000 a week. He broke out when one of his videos was re-Vined by some other kid with 300,000 followers. Make good stuff, get it in front of influencers, and your brand Vines could break out as well. Then there’s Snapchat, the “this photo will self destruct” platform. How can that be of use to brands besides offering coupons that really expire? The jury is out. But with an audience of over 100 million and a valuation of $800 million, media-with-a-time-limit is compelling. Now there’s “Snapchat Stories” that can last 24 hours and be shared to the public at large. You might be able to capitalize on how much more focus gets put on content when there’s a time limit on its availability. The underlying truth to all of this is, these are all tools. Very cool, feature rich tools, but tools. You can give the exact same art kit to 5 different people and you’d get back 5 very different works, ranging from worthless garbage to masterpiece. Brands are being called upon to be still and moving image artists. That’s what your customers are used to seeing, from a variety of sources. Commit to communicating with them accordingly. @mikestiles Photo: stock.xchng

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  • Why Does Adding a UDF or Code Truncates the # of Resources in List?

    - by Jeffrey McDaniel
    Go to the Primavera - Resource Assignment History subject area.  Go under Resources, General and add fields Resource Id, Resource Name and Current Flag. Because this is using a historical subject area with Type II slowly changing dimensions for Resources you may get multiple rows for each resource if there have been any changes on the resource.  You may see a few records with current flags = 0, and you will see a row with current flag = 1 for all resources. Current flag = 1 represents this is the most up to date row for this resource.  In this query the OBI server is only querying the W_RESOURCE_HD dimension.  (Query from nqquery log) select distinct 0 as c1,      D1.c1 as c2,      D1.c2 as c3,      D1.c3 as c4 from       (select distinct T10745.CURRENT_FLAG as c1,                T10745.RESOURCE_ID as c2,                T10745.RESOURCE_NAME as c3           from                 W_RESOURCE_HD T10745 /* Dim_W_RESOURCE_HD_Resource */            where  ( T10745.LAST_RUN_PER_DAY_FLAG = 1 )       ) D1 If you add a resource code to the query now it is forcing the OBI server to include data from W_RESOURCE_HD, W_CODES_RESOURCE_HD, as well as W_ASSIGNMENT_SPREAD_HF. Because the Resource and Resource Codes are in different dimensions they must be joined through a common fact table. So if at anytime you are pulling data from different dimensions it will ALWAYS pass through the fact table in that subject areas. One rule is if there is no fact value related to that dimensional data then nothing will show. In this case if you have a list of 100 resources when you query just Resource Id, Resource Name and Current Flag but when you add a Resource Code the list drops to 60 it could be because those resources exist at a dictionary level but are not assigned to any activities and therefore have no facts. As discussed in a previous blog, its all about the facts.   Here is a look at the query returned from the OBI server when trying to query Resource Id, Resource Name, Current Flag and a Resource Code.  You'll see in the query there is an actual fact included (AT_COMPLETION_UNITS) even though it is never returned when viewing the data through the Analysis. select distinct 0 as c1,      D1.c2 as c2,      D1.c3 as c3,      D1.c4 as c4,      D1.c5 as c5,      D1.c1 as c6 from       (select sum(T10754.AT_COMPLETION_UNITS) as c1,                T10706.CODE_VALUE_02 as c2,                T10745.CURRENT_FLAG as c3,                T10745.RESOURCE_ID as c4,                T10745.RESOURCE_NAME as c5           from                 W_RESOURCE_HD T10745 /* Dim_W_RESOURCE_HD_Resource */ ,                W_CODES_RESOURCE_HD T10706 /* Dim_W_CODES_RESOURCE_HD_Resource_Codes_HD */ ,                W_ASSIGNMENT_SPREAD_HF T10754 /* Fact_W_ASSIGNMENT_SPREAD_HF_Assignment_Spread */            where  ( T10706.RESOURCE_OBJECT_ID = T10754.RESOURCE_OBJECT_ID and T10706.LAST_RUN_PER_DAY_FLAG = 1 and T10745.ROW_WID = T10754.RESOURCE_WID and T10745.LAST_RUN_PER_DAY_FLAG = 1 and T10754.LAST_RUN_PER_DAY_FLAG = 1 )            group by T10706.CODE_VALUE_02, T10745.RESOURCE_ID, T10745.RESOURCE_NAME, T10745.CURRENT_FLAG      ) D1 order by c4, c5, c3, c2 When querying in any subject area and you cross different dimensions, especially Type II slowly changing dimensions, if the result set appears to be short the first place to look is to see if that object has associated facts.

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  • Where to install JDBC drivers in Hyperic Server

    - by Svish
    I have installed Hyperic Server 4.4.0 and I want to use an SQL plugin that connects to an Oracle database. To make this work on the Agent i had to download a JDBC driver for Oracle and put it in [agent-dir]/bundles/[bundle-dir]/pdk/lib. I can now run my plugin on the agent using java -jar hq-products.jar .... Now I want to add it so that it shows up in the server hq. I put the plugin in the appropriate directory and I can add it as a platform service. However, when i try to configure the plugin I get the following error: No suitable driver found for jdbc:oracle:thin:@blah.blah:blah:blah This is the same error I got on the client before I added the Oracle JDBC driver, so I assume that's the problem here too. But where do I put the JDBC drivers on the server?

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  • IHRIM's Latest Workforce Solutions Review Focuses on Risk!

    - by Jay Richey, HCM Product Marketing
    IHRIM's latest edition of the Workforce Solution's Review magazine (in print and online) has some really compelling features and articles focused on HCM risk and compliance management.  Check out this line-up and sign up if you aren't already a member.  It's well worth it.  http://www.ihrimpublications.com/WSR_about.php Three to Watch: HR's Growing Compliance Responsibilities for Data Security, Genetic Nondiscrimination, and Anti-Bribery Laws     By W. Scott Blackmer and Richard Santalesa, InfoLawGroup, LLP Global HR and International Background Check Best Practices     By Terry Corley, Aletheia Consulting Group Compliance: Old Wine in New Wineskins?     By Ursula Christina Fellberg, Ph.D., UCF-StrategieBeraterin Join the HR/HR technology professionals who have subscribed for so many years to IHRIM’s publications and become a reader today by visiting  http://www.ihrimpublications.com/amember/signup.php.  

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  • Using Coherence API to get POF bytes

    - by Bruno.Borges
    Someone raised the question on how to use the Coherence API to get the bytes of an object in POF (Portable Object Format) programatically. So I came up with this small code that shows the very cool API simple usage :-)   SimplePofContext spc = new SimplePofContext();    spc.registerUserType(0, User.class, new UserSerializer());    // consider UserSerializer as an implementation of PofSerializer            User u = new User();    u.setId(21);    u.setName("Some Name");    u.setEmail("[email protected]");            ByteArrayOutputStream baos = new ByteArrayOutputStream();    DataOutput dataOutput = new DataOutputStream(baos);    BufferOutput bufferOutput = new WrapperBufferOutput(dataOutput);    spc.serialize(bufferOutput, u);            byte[] byteArray = baos.toByteArray();    System.out.println(Arrays.toString(byteArray));  Easy, isn't?

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  • Iterative and Incremental Principle Series 2: Finding Focus

    - by llowitz
    Welcome back to the second blog in a five part series where I recount my personal experience with applying the Iterative and Incremental principle to my daily life.  As you recall from part one of the series, a conversation with my son prompted me to think about practical applications of the Iterative and Incremental approach and I realized I had incorporated this principle in my exercise regime.    I have been a runner since college but about a year ago, I sustained an injury that prevented me from exercising.  When I was sufficiently healed, I decided to pick it up again.  Knowing it was unrealistic to pick up where I left off, I set a goal of running 3 miles or approximately for 30 minutes.    I was excited to get back into running and determined to meet my goal.  Unfortunately, after what felt like a lifetime, I looked at my watch and realized that I had 27 agonizing minutes to go!  My determination waned and my positive “I can do it” attitude was overridden by thoughts of “This is impossible”.   My initial focus and excitement was not sustained so I never met my goal.   Understanding that the 30 minute run was simply too much for me mentally, I changed my approach.   I decided to try interval training.  For each interval, I planned to walk for 3 minutes, then jog for 2 minutes, and finally sprint for 1 minute, and I planned to repeat this pattern 5 times.  I found that each interval set was challenging, yet achievable, leaving me excited and invigorated for my next interval.  I easily completed five intervals – or 30 minutes!!  My sense of accomplishment soared. What does this have to do with OUM?  Have you heard the saying -- “How do you eat an elephant?  One bite at a time!”?  This adage certainly applies in my example and in an OUM systems implementation.  It is easier to manage, track progress and maintain team focus for weeks at a time, rather than for months at a time.   With shorter milestones, the project team focuses on the iteration goal.  Once the iteration goal is met, a sense of accomplishment is experience and the team can be re-focused on a fresh, yet achievable new challenge.  Join me tomorrow as I expand the concept of Iterative and incremental by taking a step back to explore the recommended approach for planning your iterations.

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  • Customer Experience and BPM – From Efficiency to Engagement

    - by Ajay Khanna
    Over the last few years, focus of BPM has been mainly to improve the businesses efficiency. To create more efficient processes, to remove bottlenecks, to automate processes. That still holds true and why not? Isn’t BPM all about continuous improvement? BPM facilitates and requires business and IT collaboration. But business also requires working with customer. Do we not want to get close to and collaborate with our customers? This is where Social BPM takes BPM a step further. It not only allows people within an organization to collaborate to design exceptional processes, not only lets them collaborate on resolving a case but also let them engage with the customers. Engaging with customer means, first of all, connecting with them on their terms and turf. Take a new account opening process. Can a customer call you and initiate the process? Can a customer email you, or go to the website and initiate the process? Can they tweet you and initiate the process? Can they check the status of process via any channel they like? Can they take a picture of damaged package delivery and kick-off a returns process from their mobile device, with GIS data? Yes, these are various aspects to consider during process design if the goal is better customer experience and engagement. Of course, we want to be efficient and agile, but the focus here needs to be the customer. Now when the customer is tweeting about your products, posting on Facebook and Yelp about their experience with your company (and your process), you need to seek out that information. You need to gather and analyze the customer’s feedback on the social media and use that information to improve the processes and products. This is an excellent source of product and process ideation. So BPM is no longer only about improving back-office process efficiency, it is moving into a new and exciting phase of improving frontline customer facing processes, customer experience and engagement. Let me know how you think BPM can enhance customer experience.

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  • Personalized Pricing

    - by David Dorf
    In past postings I've spent a fair amount of time talking about targeted promotions.  Using a complete view of the customer that includes purchase history, location history, and psychographics gleaned from social media, we can select the offer with the greatest chance of redemption.  This is done to influence shopping behavior, which might be introducing the consumer to a new product line, increasing their basket size, increasing frequency of purchases, etc. Safeway seems to be taking a slightly different approach with their personalized pricing.  In additional to offering electronic coupons and club card offers, they are also providing a personalized price for certain items based on purchase history.  So when Sally want to shop at Safeway, she first checks the "Just for U" website for three types of deals.  She starts by selecting manufacturer coupons to load into her loyalty card, then she checks the Club Card for offers like "buy one get one free." The third step is the interesting one.  Safeway will set a particular lower price for Sally good for 90 days on items she buys often.  Clearly this isn't enforcing a new behavior but rather instilling loyalty.  I would love to know exactly how they are determining the personalized price.  Of course bargain hunters can still stack the three offers so they can, for example, get their $4.99 Oatmeal for $0.72. I like this particular question and answer from their website's FAQ: My offers are not that great. Can I tell you what offers I need? That's a good idea. That functionality is not currently available, but we appreciate your input and are constantly improving our just for U program. Stay tuned for exciting enhancements! I suppose if Safeway is tracking all the purchases, they can easily determine whether the customer if profitable.  As long as the customer stays profitable, why not let them determine a few offers themselves?  Food for thought.

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  • NFJS Central Iowa Software Symposium Des Moines Trip Report

    - by reza_rahman
    As some of you may be aware, I recently joined the well-respected US based No Fluff Just Stuff (NFJS) Tour. If you work in the US and still don't know what the No Fluff Just Stuff (NFJS) Tour is, you are doing yourself a very serious disfavor. NFJS is by far the cheapest and most effective way to stay up to date through some world class speakers and talks. Following the US cultural tradition of old-fashioned roadshows, NFJS is basically a set program of speakers and topics offered at major US cities year round. The NFJS Central Iowa Software Symposium was held August 8 - 10 in Des Moines. The attendance at the event and my sessions was moderate by comparison to some of the other shows. It is one of the few events of it's kind that take place this part the country so it is extremely important. I had five talks total over two days, more or less back-to-back. The first one was my JavaScript + Java EE 7 talk titled "Using JavaScript/HTML5 Rich Clients with Java EE 7". This talk is basically about aligning EE 7 with the emerging JavaScript ecosystem (specifically AngularJS). The slide deck for the talk is here: JavaScript/HTML5 Rich Clients Using Java EE 7 from Reza Rahman The demo application code is posted on GitHub. The code should be a helpful resource if this development model is something that interests you. Do let me know if you need help with it but the instructions should be fairly self-explanatory. I am delivering this material at JavaOne 2014 as a two-hour tutorial. This should give me a little more bandwidth to dig a little deeper, especially on the JavaScript end. The second talk (on the second day) was our flagship Java EE 7/8 talk. Currently the talk is basically about Java EE 7 but I'm slowly evolving the talk to transform it into a Java EE 8 talk as we move forward. The following is the slide deck for the talk: JavaEE.Next(): Java EE 7, 8, and Beyond from Reza Rahman The next talk I delivered was my Cargo Tracker/Java EE + DDD talk. This talk basically overviews DDD and describes how DDD maps to Java EE using code examples/demos from the Cargo Tracker Java EE Blue Prints project. Applied Domain-Driven Design Blue Prints for Java EE from Reza Rahman The third was my talk titled "Using NoSQL with ~JPA, EclipseLink and Java EE". The talk covers an interesting gap that there is surprisingly little material on out there. The talk has three parts -- a birds-eye view of the NoSQL landscape, how to use NoSQL via a JPA centric facade using EclipseLink NoSQL, Hibernate OGM, DataNucleus, Kundera, Easy-Cassandra, etc and how to use NoSQL native APIs in Java EE via CDI. The slides for the talk are here: Using NoSQL with ~JPA, EclipseLink and Java EE from Reza Rahman The JPA based demo is available here, while the CDI based demo is available here. Both demos use MongoDB as the data store. Do let me know if you need help getting the demos up and running. I finishd off the event with a talk titled Building Java HTML5/WebSocket Applications with JSR 356. The talk introduces HTML 5 WebSocket, overviews JSR 356, tours the API and ends with a small WebSocket demo on GlassFish 4. The slide deck for the talk is posted below. Building Java HTML5/WebSocket Applications with JSR 356 from Reza Rahman The demo code is posted on GitHub: https://github.com/m-reza-rahman/hello-websocket. My next NFJS show is the Greater Atlanta Software Symposium on September 12 - 14. Here's my tour schedule so far, I'll keep you up-to-date as the tour goes forward: September 12 - 14, Atlanta. September 19 - 21, Boston. October 17 - 19, Seattle. I hope you'll take this opportunity to get some updates on Java EE as well as the other useful content on the tour?

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  • MySQL for Beginners course - first steps to lowering your Database TCOs

    - by Antoinette O'Sullivan
    Thinking about lowering your Database TCO by using the MySQL Server? Don't miss the chance to get training from the source! With the newly released MySQL for Beginners class, learn how this powerful relational database management system can make your life easier and more fun! This course covers all the basics and will get you on your way, with a solid foundation. This instructor led, hands-on class covers the fundamentals of SQL and relational databases, using MySQL as a teaching tool. Send information about this course release to a friend who might be considering getting started on the world's most popular small footprint database.

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  • Set up Work Manager Shutdown Trigger in WebLogic Server 10.3.4 Using WLST

    - by adejuanc
    WebLogic Server's Work Managers provide a way to control work and allocated threads. You can set different scheduling guidelines for different applications, depending on your requirements. There is a default self-tuning Work Manager, but you might want to set up a custom work manager in some circumstances: for example, when you want the server to prioritize one application over another when a response time goal is required, or when a minimum thread constraint is needed to avoid deadlock. The Work Manager Shutdown Trigger is a tool to help with stuck threads in which will do the following: Shut down the Work Manager. Move the application to Admin State (not active). Change the Server instance health state to failed. Example of a Shutdown Trigger set on the config.xml for your domain: <work-manager>   <name>stuckthread_workmanager</name>   <work-manager-shutdown-trigger>     <max-stuck-thread-time>30</max-stuck-thread-time>     <stuck-thread-count>2</stuck-thread-count>   </work-manager-shutdown-trigger> </work-manager> Understand that any misconfiguration on the Work Manager can lead to poor performance on the server. Any changes must be done and tested before going to production. How can one create a WorkManagerShutdownTrigger for WLS 10.3.4 using WLST? You should be able to create a WorkManagerShutdownTrigger using WLST by following these steps: edit() startEdit() cd('/SelfTuning/mydomain/WorkManagers') create('myWM','WorkManager') cd('myWM/WorkManagerShutdownTrigger') create('myWMst','WorkManagerShutdownTrigger') cd('myWMst') ls()

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  • Stakeholder Management in OUM

    - by user719921
    Where is Stakeholder Management in OUM?  Stakeholder Management typically falls into the purview of the Project Manager, which means much of the associated guidance is found in the OUM Manage Focus Area (a.k.a. Manage).  There is no process in Manage named Stakeholder Management, but this “touch point” can be found in a variety of other processes including Bid Transition (BT), Communication Management (CMM) and Organizational Change Management (OCHM). •         Stakeholder management starts in the Bid Transition process with Stakeholder Analysis •         This Stakeholder Analysis is used to build the Project Team Communication Plan in the Communication Management process. •         Stakeholder management should be executed during the Execution and Control phase.  For example, as issues are resolved, the project manager should take the action item to follow up with the affected stakeholders to ensure they are aware that the issue has been resolved. •       The broader topic of Stakeholder management is also addressed very thoroughly in the Organizational Change Management process in the Implement Focus Area, which is a touch point to the Organizational Change Management process in Manage. Check it out and let me know your thoughts!

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  • Partner Showcase -- GreyHeller

    - by PeopleTools Strategy
    This is the next in a series of posts spotlighting some of our creative partners.  GreyHeller is a PeopleSoft-focused software company founded by PeopleTools alumni Larry Grey and Chris Heller.  GreyHeller’s products focus on addressing the technology needs of PeopleSoft customers in the areas of mobile Enablement, reporting/business intelligence, security, and change management.  The company helps customers protect and extend their investment in PeopleSoft.GreyHeller’s products and services are in use by nearly 100 PeopleSoft customers on 6 continents.  Their product solutions are lightweight bolt-ons--extensions to a customer’s PeopleSoft environment requiring no new infrastructure.  This makes for rapid implementations.A major area of interest for PeopleSoft customers these days is mobile enablement.  GreyHeller's current mobile implementations include the following customers: Texas Christian University (Live:  TCU student newspaper article here) Coppin State University (Live) University of Cambridge (June go-live) HealthSouth (June go-live) Frostburg State Univrsity (Q3 go-live) Amedisys (Q3 go-live) GreyHeller maintains a PeopleTools-focused blog that provides tips, techniques, and code snippets aimed at helping PeopleSoft customers make the most of their PeopleSoft system.  In addition to their blog, the GreyHeller team conducts and records weekly webinars that demonstrate latest PeopleTools features and Tips and techniques.  Recordings of these webinars can be accessed here.Visit GreyHeller’s web site for more information on the company and its work.

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  • How To: Using SimpleMembserhipProvider with MySql Connector/Net.

    - by Francisco Tirado
    Now on Connector/Net 6.9 the users will have the ability to use SimpleMembership Provider on MVC4 templates. The configuration is very simple and also have compatibility with OAuth, in this post we'll explain step by step how to configure it in a MVC 4 Web Application. Requirements  The requirements to use SimpleMembership with Connector/Net are: Install Connector/Net 6.9, or download the No Install version. Net Framework 4.0 or greater. MVC 4  Visual Studio 2012 or newer version Creating and configuring a new project In this example we'll use VS2012 to create the project basis on the Internet Aplication template and using Entity Framework to manage the User model. Open VS 2012 and create a new project, we'll create a new MVC 4 Web Application and configure the project to use Net Framework 4.5. Type a name for the project and then click “Ok”. In the next dialog we'll choose the “Internet Application” template and use Razor as engine without creating a test project. Click “Ok” to continue. Now we have a new project with the templates necessaries to run a Web Application with the default values. We'll use the current files to continue working. If you have installed Connector/Net you can skip this step, if you don't have installed but you're planning to do it, please install it and continue with the next step. If you're using the No Install version of Connector/Net we'll need to add the references to our project, the assemblies needed are: MySql.Data, MySql.Data.Entities and MySql.Web. Be sure that the assemblies chosen match the Net Framework version used in our project and the MySql.Data.Entities is compatible with EF5 (EF5 is the default added by the project). Now open the “web.config” file, and under the <connectionStrings> node add a connection string that points to a MySql instance. We'll use the following connection configuration: <add name="MyConnection" connectionString="server=localhost;UserId=root;password=pass;database=MySqlSimpleMembership;" providerName="MySql.Data.MySqlClient"/> Under the node <system.web> we'll add the following configuration: <membership defaultProvider="MySqlSimpleMembershipProvider"><providers><clear/><add name="MySqlSimpleMembershipProvider" type="MySql.Web.Security.MySqlSimpleMembershipProvider,MySql.Web,Version=6.9.3.0,Culture=neutral,PublicKeyToken=c5687fc88969c44d" applicationName="MySqlSimpleMembershipTest" description="MySQLdefaultapplication" connectionStringName="MyConnection"  userTableName="UserProfile" userIdColumn="UserId" userNameColumn="UserName" autoGenerateTables="True"/></providers></membership> In the previous configuration the mandatory properties are: connectionStringName, userTableName, userIdColumn, userNameColumn and autoGenerateTables. If the other properties are not provided a default value is set to it but if the mandatory properties are not set a ProviderException will be thrown. The valid properties for the MySqlSimpleMembership are the same used for MySqlMembership plus the mandatory fields. UserTableName: Name of the table where will be stored the user, this table is independent from the schema generated by the provider and can be edited later by the user. UserId: name of the column that will store the id for the records in the userTableName. UserName : name of the column that will store the name/user for the records in the userTableName. The connectionStringName property must match a connection string defined in web.config file. Once the configuration is done in web.config, we need to be sure that our database context for the Users Table point to the right connection string. In our case we just need to update the class UsersContext in the file AcountModel.cs in the Models folder. The file also contains the UserProfile class which match the configuration for our UserTable. Other class that needs to be updated is the SimpleMembershipInitializer in the file InitializeSimpleMembershipAttribute.cs in the Filters folder. In that class we'll see a call to the method “WebSecurity.InitializeDatabaseConnection”, in that call is where we need to update the parameters to match our configuration. If the database that you configure in your connection string doesn't exists, you need to create it empty. Now we're ready to run our web application, press F5 or the Run button in the tool bar. You'll see the following screen: If you go to your database used by the application you'll see some tables created, now we are using SimpleMembership. Now create a user, click on “Register” at the top-right in the web page. Type your user name and password, then click on “Register”. You'll be redirected to the home page and you'll see the name of your user at the top-right page. If you take a look on the tables just created in your database you will find the data about the user you just register. In our case the tables that contains the information are UserProfile and Webpages_Membership.  Configuring OAuth Other option to access your website will be using OAuth, so you can validate an user using an external account like Facebook, Twitter, Google, etc. In this post we'll enable the authentication for Google account in our application. Go to the class AuthConfig.cs in the folder App_Start. In the method “RegisterAuth” uncomment the last line where is the call to the method “OauthWebSecurity.RegisterGoogleClient”. Run the application. Once the application is running click on “Login”. You will see at the right side the option to login using a Google account, click on “Google”.  You will be asked for Google credentials. If your login is successful you'll see a message asking for your approval to give permission to your site to access your information. Click on “Accept”. Now a page to register your user will be shown, click on “Register”. Now your new user is logged in in your application. You can take a look of the user information created in the tables  UserProfile and Webpages_OauthMembership. If you want to use another external option to authenticate users you must enable the client in the same class where we enable the Google authentication, but for others providers is mandatory to register your Application in their site. Once you have register your application they will give you a token/key and the id for your application, that information you're going to use it to register the client. Thanks for reading.

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  • The premier support for Sun Cluster 3.1 ended

    - by JuergenS
    In October 2011 the premier support for Sun Cluster 3.1 ended. See details in Oracle Lifetime Support Policy for Oracle and Sun System Software document. There no 'Extended Support' and the 'Sustaining Support Ends' is indefinite. But for indefinite 'Sustaining Support' I like to point out from the mentioned document (version Sept. 2011) on page 5: Sustaining Support does NOT include: * New program updates, fixes, security alerts, general maintenance releases, selected functionality releases and documentation updates or upgrade tools * Certification with most new third-party products/versions and most new Oracle products * 24 hour commitment and response guidelines for Severity 1 service requests *Previously released fixes or updates that Oracle no longer supports This means Solaris 10 9/10 update9 is the last qualified release for Sun Cluster 3.1. So, Sun Cluster 3.1 is not qualified on Solaris 10 8/11 Update10. Furthermore there is an issue around with SVM patch 145899-06 or higher. This SVM patch is part of Solaris 10 8/11 Update10. The 145899-06 is the first released patch of this number, therefore the support for Sun Cluster 3.1 ends with the previous SVM patches 144622-01 and 139967-02. For details about the known problem with SVM patch 145899-06 please refer to doc 1378828.1. Further this means you should freeze (no patching, no upgrade) your Sun Cluster 3.1 configuration not later than Solaris 10 9/10 update9. Or even better plan an upgrade to Solaris Cluster 3.3 now to get back to full support.

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  • Finding it Hard to Deliver Right Customer Experience: Think BPM!

    - by Ajay Khanna
    Our relationship with our customers is not a just a single interaction and we should not treat it like one. A customer’s relationship with a vendor is like a journey which starts way before customer makes a purchase and lasts long after that. The journey may start with customer researching a product that may lead to the eventual purchase and may continue with support or service needs for the product. A typical customer journey can be represented as shown below: As you may notice, customers tend to use multiple channels to interact with a company throughout their journey.  They also expect that they should get consistent experience, no matter what interaction channel they may choose. Customers do not like to repeat the information they have already provided and expect companies to remember their preferences, and offer them relevant products and services. If the company fails to meet this expectation, customers not only will abandon the purchase and go to the competitor but may also influence others’ purchase decision. Gone are the days when word of mouth was the only medium, and the customer could influence “Six” others. This is the age of social media and customer’s good or bad experience, especially bad get highly amplified and may influence hundreds of others. Challenges that face B2C companies today include: Delivering consistent experience: The reason that delivering consistent experience is challenging is due to fragmented data, disjointed systems and siloed multichannel interactions. Customers tend to get different service quality if they use web vs. phone vs. store. They get different responses from different service agents or get inconsistent answers if they call sales vs. service group in the company. Such inconsistent experiences result in lower customer satisfaction or NPS (net promoter score) numbers. Increasing Revenue: To stay competitive companies frequently introduce new products and services. Delay in launching such offerings has a significant impact on revenue realization. In addition to new product revenue, there are multiple opportunities to up-sell and cross-sell that impact bottom line. If companies are not able to identify such opportunities, bring a product to market quickly, or not offer the right product to the right customer at the right time, significant loss of revenue may occur. Ensuring Compliance: Companies must be compliant to ever changing regulations, these could be about Know Your Customer (KYC), Export/Import regulations, or taxation policies. In addition to government agencies, companies also need to comply with the SLA that they have committed to their customers. Lapse in meeting any of these requirements may lead to serious fines, penalties and loss in business. Companies have to make sure that they are in compliance will all such regulations and SLA commitments, at any given time. With the advent of social networks and mobile technology, companies not only need to focus on process efficiency but also on customer engagement. Improving engagement means delivering the customer experience as the customer is expecting and interacting with the customer at right time using right channel. Customers expect to be able to contact you via any channel of their choice (web, email, chat, mobile, social media), purchase via any viable channel (web, phone, store, mobile). Customers expect companies to understand their particular needs and remember their preferences on repeated visits. To deliver such an integrated, consistent, and contextual experience, power of BPM in must. Your company may be organized in departments like Marketing, Sales, Service. You may hold prospect data in SFA, order information in ERP, customer issues in CRM. However, the experience delivered to the customer must not be constrained by your system legacy. BPM helps in designing the right experience for the right customer and integrates all the underlining channels, systems, applications to make sure right information will be delivered to the right knowledge worker or to the customer every single time.     Orchestrating information across all systems (MDM, CRM, ERP), departments (commerce, merchandising, marketing service) and channels (Email, phone, web, social)  is the key, and that’s what BPM delivers. In addition to orchestrating systems and channels for consistency, BPM also provides an ability for analysis and decision management. By using data from historical transactions, social media and from other systems, users can determine the customer preferences, customer value, and churn propensity. This information, in the context, is then used while making a decision at a process step. Working with real-time decision management system can also suggest right up-sell or cross-sell offers, discounts or next-best-action steps for a particular customer. Timely action on customer issues or request is also a key tenet of a good customer experience. BPM’s complex event processing capabilities help companies to take proactive actions before issues get escalated. BPM system can be designed to listen to a certain event patters then deduce from those customer situations (credit card stolen, baggage lost, change of address) and do a triage before situation goes out of control. If such a situation arises you can send alerts to right people or immediately invoke corrective actions. Last but not least one of BPM’s key values is to drive continuous improvement. Learning about customers past experiences, interactions and social conversations, provide valuable insight. Such insight can be used to improve products, customer facing processes, and customer experience. You may take these insights as an input to design better more efficient and customer friendly sales, contact center or self-service processes. If customer experience is important for your business, make sure you have incorporated BPM as a part of your strategy to design, orchestrate and improve your customer facing processes.

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  • How should I interpret these DirectX Caps Viewer values?

    - by tobi
    Briefly asking - what do the nodes mean and what the difference is between them in DirectX Caps Viewer? DXGI Devices Direct3D9 Devices DirectDraw Devices The most interesting for me is 1 vs 2. In the Direct3D9 Devices under HAL node I can see that my GeForce 8800GT supports PixelShaderVersion 3.0. However, under DXGI Devices I have DX 10, DX 10.1 and DX 11 having Shader model 4.0 (actually why DX 11? My card is not compatible with DX 11). I am implementing a DX 11 application (including d3d11.h) with shaders compiled in 4.0 version, so I can clearly see that 4.0 is supported. What is the difference between 1 and 2? Could you give me some theory behind the nodes?

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  • Universities 2030: Learning from the Past to Anticipate the Future

    - by Mohit Phogat
    What will the landscape of international higher education look like a generation from now? What challenges and opportunities lie ahead for universities, especially “global” research universities? And what can university leaders do to prepare for the major social, economic, and political changes—both foreseen and unforeseen—that may be on the horizon? The nine essays in this collection proceed on the premise that one way to envision “the global university” of the future is to explore how earlier generations of university leaders prepared for “global” change—or at least responded to change—in the past. As the essays in this collection attest, many of the patterns associated with contemporary “globalization” or “internationalization” are not new; similar processes have been underway for a long time (some would say for centuries).[1] A comparative-historical look at universities’ responses to global change can help today’s higher-education leaders prepare for the future. Written by leading historians of higher education from around the world, these nine essays identify “key moments” in the internationalization of higher education: moments when universities and university leaders responded to new historical circumstances by reorienting their relationship with the broader world. Covering more than a century of change—from the late nineteenth century to the early twenty-first—they explore different approaches to internationalization across Europe, Asia, Australia, North America, and South America. Notably, while the choice of historical eras was left entirely open, the essays converged around four periods: the 1880s and the international extension of the “modern research university” model; the 1930s and universities’ attempts to cope with international financial and political crises; the 1960s and universities’ role in an emerging postcolonial international development apparatus; and the 2000s and the rise of neoliberal efforts to reform universities in the name of international economic “competitiveness.” Each of these four periods saw universities adopt new approaches to internationalization in response to major historical-structural changes, and each has clear parallels to today. Among the most important historical-structural challenges that universities confronted were: (1) fluctuating enrollments and funding resources associated with global economic booms and busts; (2) new modes of transportation and communication that facilitated mobility (among students, scholars, and knowledge itself); (3) increasing demands for applied science, technical expertise, and commercial innovation; and (4) ideological reconfigurations accompanying regime changes (e.g., from one internal regime to another, from colonialism to postcolonialism, from the cold war to globalized capitalism, etc.). Like universities today, universities in the past responded to major historical-structural changes by internationalizing: by joining forces across space to meet new expectations and solve problems on an ever-widening scale. Approaches to internationalization have typically built on prior cultural or institutional ties. In general, only when the benefits of existing ties had been exhausted did universities reach out to foreign (or less familiar) partners. As one might expect, this process of “reaching out” has stretched universities’ traditional cultural, political, and/or intellectual bonds and has invariably presented challenges, particularly when national priorities have differed—for example, with respect to curricular programs, governance structures, norms of academic freedom, etc. Strategies of university internationalization that either ignore or downplay cultural, political, or intellectual differences often fail, especially when the pursuit of new international connections is perceived to weaken national ties. If the essays in this collection agree on anything, they agree that approaches to internationalization that seem to “de-nationalize” the university usually do not succeed (at least not for long). Please continue reading the other essays at http://globalhighered.wordpress.com/

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  • 7-Eleven Improves the Digital Guest Experience With 10-Minute Application Provisioning

    - by MichaelM-Oracle
    By Vishal Mehra - Director, Cloud Computing, Oracle Consulting Making the Cloud Journey Matter There’s much more to cloud computing than cutting costs and closing data centers. In fact, cloud computing is fast becoming the engine for innovation and productivity in the digital age. Oracle Consulting Services contributes to our customers’ cloud journey by accelerating application provisioning and rapidly deploying enterprise solutions. By blending flexibility with standardization, our Middleware as a Service (MWaaS) offering is ensuring the success of many cloud initiatives. 10-Minute Application Provisioning Times at 7-Eleven As a case in point, 7-Eleven recently highlighted the scope, scale, and results of a cloud-powered environment. The world’s largest convenience store chain is rolling out a Digital Guest Experience (DGE) program across 8,500 stores in the U.S. and Canada. Everyday, 7-Eleven connects with tens of millions of customers through point-of-sale terminals, web sites, and mobile apps. Promoting customer loyalty, targeting promotions, downloading digital coupons, and accepting digital payments are all part of the roadmap for a comprehensive and rewarding customer experience. And what about the time required for deploying successive versions of this mission-critical solution? Ron Clanton, 7-Eleven's DGE Program Manager, Information Technology reported at Oracle Open World, " We are now able to provision new environments in less than 10 minutes. This includes the complete SOA Suite on Exalogic, and Enterprise Manager managing both the SOA Suite, Exalogic, and our Exadata databases ." OCS understands the complex nature of innovative solutions and has processes and expertise to help clients like 7-Eleven rapidly develop technology that enhances the customer experience with little more than the click of a button. OCS understood that the 7-Eleven roadmap required careful planning, agile development, and a cloud-capable environment to move fast and perform at enterprise scale. Business Agility Today’s business-savvy technology leaders face competing priorities as they confront the digital disruptions of the mobile revolution and next-generation enterprise applications. To support an innovation agenda, IT is required to balance competing priorities between development and operations groups. Standardization and consolidation of computing resources are the keys to success. With our operational and technical expertise promoting business agility, Oracle Consulting's deep Middleware as a Service experience can make a significant difference to our clients by empowering enterprise IT organizations with the computing environment they seek to keep up with the pace of change that digitally driven business units expect. Depending on the needs of the organization, this environment runs within a private, public, or hybrid cloud infrastructure. Through on-demand access to a shared pool of configurable computing resources, IT delivers the standard tools and methods for developing, integrating, deploying, and scaling next-generation applications. Gold profiles of predefined configurations eliminate the version mismatches among databases, application servers, and SOA suite components, delivered both by Oracle and other enterprise ISVs. These computing resources are well defined in business terms, enabling users to select what they need from a service catalog. Striking the Balance between Development and Operations As a result, development groups have the flexibility to choose among a menu of available services with descriptions of standard business functions, service level guarantees, and costs. Faced with the consumerization of enterprise IT, they can deliver the innovative customer experiences that seamlessly integrate with underlying enterprise applications and services. This cloud-powered development and testing environment accelerates release cycles to ensure agile development and rapid deployments. At the same time, the operations group is relying on certified stacks and frameworks, tuned to predefined environments and patterns. Operators can maintain a high level of security, and continue best practices for applications/systems monitoring and management. Moreover, faced with the challenges of delivering on service level agreements (SLAs) with the business units, operators can ensure performance, scalability, and reliability of the infrastructure. The elasticity of a cloud-computing environment – the ability to rapidly add virtual machines and storage in response to computing demands -- makes a difference for hardware utilization and efficiency. Contending with Continuous Change What does it take to succeed on the promise of the cloud? As the engine for innovation and productivity in the digital age, IT must face not only the technical transformations but also the organizational challenges of the cloud. Standardizing key technologies, resources, and services through cloud computing is only one part of the cloud journey. Managing relationships among multiple department and projects over time – developing the management, governance, and monitoring capabilities within IT – is an often unmentioned but all too important second part. In fact, IT must have the organizational agility to contend with continuous change. This is where a skilled consulting services partner can play a pivotal role as a trusted advisor in the successful adoption of cloud solutions. With a lifecycle services approach to delivering innovative business solutions, Oracle Consulting Services has expertise and a portfolio of services to help enterprise customers succeed on their cloud journeys as well as other converging mega trends .

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  • GLP for Pillar Axiom 600 Storage System Implementation Specialist

    - by uwes
    Now availabe at OPN Competency Center. The guided learning path provides you with an overview of the Pillar Axiom 600 storage system, and the technical details that you need to become a Pillar Axiom 600 Storage System Certified Implementation Specialist.  Learn more, go to: Pillar Axiom 600 Storage System Implementation Specialist.

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  • Excellent Source of Upgrade Information in Japanese

    - by roy.swonger
    If you are a regular reader of this blog you will know that we have enjoyed our visits to Tokyo, Osaka, and Kyoto immensely. We work very closely with our colleagues in Japan, and I would like to highlight a website that will be extremely useful to anybody who can read Japanese. The site is oracledatabase.jp/upgrade. Here is a screenshot: With plenty of good information from web articles to white papers, this site is a terrific resource for our Japanese partners and customers! 

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  • Comb Over

    - by Tim Dexter
    Being some what follicly challenged, and to my wife's utter relief, the comb over is not something I have ever considered. The title is a tenuous reference to a formatting feature that Adobe offers in their PDF documents. The comb provides the ability to equally space a string of characters on a pre-defined form layout so that it fits neatly in the area. See the numbers above are being spaced correctly. Its not a function of the font but a property of the form field. For the first time, in a long time I had the chance to build a PDF template today to help out a colleague. I spotted the property and thought, hey, lets give it a whirl and see in Publisher supports it? Low and behold, Publisher handles the comb spacing in its PDF outputs. Exciting eh? OK, maybe not that exciting but I was very pleasantly surprise to see it working. I am reliably informed, by Leslie, BIP Evangelist and Tech Writer that, this feature was introduced from version 10.1.3.4.2 onwards. Official docs and no mention of comb overs here. Happy Combing!

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  • Customer retention - why most companies have it wrong

    - by Michel Adar
    At least in the US market it is quite common for service companies to offer an initially discounted price to new customers. While this may attract new customers and robe customers from competitors, it is my argument that it is a bad strategy for the company. This strategy gives an incentive to change companies and a disincentive to stay with the company. From the point of view of the customer, after 6 months of being a customer the company rewards the loyalty by raising the price. A better strategy would be to reward customers for staying with the company. For example, by lowering the cost by 5% every year (compound discount so it does never get to zero). This is a very rational thing to do for the company. Acquiring new customers and setting up their service is expensive, new customers also tend to use more of the common resources like customer service channels. It is probably true for most companies that the cost of providing service to a customer of 10 years is lower than providing the same service in the first year of a customer's tenure. It is only logical to pass these savings to the customer. From the customer point of view, the competition would have to offer something very attractive, whether in terms of price or service, in order for the customer to switch. Such a policy would give an advantage to the first mover, but would probably force the competitors to follow suit. Overall, I would expect that this would reduce the mobility in the market, increase loyalty, increase the investment of companies in loyal customers and ultimately, increase competition for providing a better service. Competitors may even try to break the scheme by offering customers the porting of their tenure, but that would not work that well because it would disenchant existing customers and would be costly, assuming that it is costlier to serve a customer through installation and first year. What do you think? Is this better than using "save offers" to retain flip-floppers?

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  • Revenue Recognition: Performance Obligation Pass a Hurdle

    - by Theresa Hickman
    I met up with Seamus Moran, our resident accounting expert, to get his thoughts about the latest happenings with IFRS. Last week, on March 13,  the comment period on the FASB and IASB exposure draft “Revenue From Contracts with Customers” closed.  FASB and IASB have just over 20 comment letters – a very small number.  The implication is that that the exposure draft does reflect general acceptance, and therefore will be published as both a US and Internationally Generally Accepted Accounting Standard. At a recent conference call, FASB and IASB expected to complete their report to both Boards on the comments by early summer, complete their deliberation of the comments by the fall and draft the final standard text by late this year. It is assumed the concept of Performance Obligations would become US GAAP and IFRS in place of the existing standards.  They confirmed that all existing US GAAP and IFRS guidelines would be withdrawn, and that they were in dialogue with the SEC on withdrawing the SEC guidelines on the revenue issue as well.The open question is when will Performance Obligations become effective?  The Boards have said that they would like this Revenue Recognition standard and the the Lease Accounting standard to be effective at the same time because what isn’t either insurance, interest, or a lease is a revenue arrangement.  However, ascertaining what is generally acceptable in respect of Leases is proving a little elusive, and the Boards have recently diverged a little on the P&L side of the accounting (although both are in agreement that there will be no off-balance sheet leases).  It is therefore likely that the Lease standard might be delayed. One wonders if the Boards will  define effectivity of the Revenue standard independently of the Lease standard or if they will stick with their resolve to make them co-effective.  The Boards have also said that neither standard will be effective before June 2015.Here is the gist of the new Revenue Recognition principle and the steps to apply it:Recognize revenue to depict the transfer of goods or services in an amount that reflects the consideration expected to be entitled in exchange for those goods and services.Steps to apply the core principles: Identify the contract with the customer Identify the separate performance obligations Determine the transaction price Allocate the the transaction price Recognize Revenue when a performance obligation is satisfied  

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  • Improving the performance of JDeveloper11g (part 2) and JVMs in general

    - by asantaga
    Just received an email from one of our JVM developers who read my blog entry on Performance tuning JDeveloper11g and he's confirmed that all of the above parameters are totally supported :-) He's also provided a description of the parameters so we can learn what magic is actually being applied. - -XX:+AggressiveOpts -- this enables the latest and greatest JVM optimizations. It will likely help most Java applications. It's fully supported. The downside of it is that because it has the latest and greatest optimizations, there is some small probability that it may not offer as good of an experience. As those features enabled with this command line option have "matured", they are made the default in a future JDK release. So, you can think of this command line option as the place where the newest optimizations get introduced. Some time later they are moved out from under AggressiveOpts to become default behavior. -XX:+OptimizeStringConcat -- only works with the -server JVM. It may be enabled by the default in a future JDK 7 update release. This option delays the construction of a StringBuilder/StringBuffer and attempts to avoid re-sizing the underlying char[] by attempting to detect the size of the char[] to allocate based on what's being appended to the StringBuilder/StringBuffer. -XX:+UseStringCache -- I would not suggest using this unless you knew that JDeveloper allocated the same string over and over again. And, the string that's allocated over and over again is one of the first 100,000 allocated strings. In short, I'd recommend against using it. And, in fact, in Java 7 (currently) does not include this feature. -XX:+UseCompressedOops -- applicable to 64-bit JVMs. And, if you're using a 64-bit JVM, I'd suggest you use it. It's auto enabled in JDK 7 64-bit JVMs and later JDK 6 64-bit JVMs enable it by default too. -XX:+UseGCOverheadLimit -- by default this option is already enabled. One other command line option to consider is -XX:+TieredCompilation for a JDK 6 Update 25 or later, or JDK 7. This gives you the startup of a -client JVM and the peak performance of a -server JVM. Awesome-ness!  Finally, Charlies also pointed out to me a "new" book he's just published where he goes into the details of JVM tuning, a must for all Fusion Middleware tuning exercises..  (click the book)  Thanks Charlie!

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