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  • Product Development Investment: A Measure of Vendor Performance

    - by Jim Mcglothlin
    The relationship between a large, complex organization and its key suppliers of information technology is normally more than just "strategic". Expectations about the duration of the relationship typically exceed 20 years. Enterprise applications and technology infrastructure are not expected to be changed out like petunias. So how would you rate the due diligence processes as performed in Higher Education when selecting critical, transformational information technology? My observation: I see a lot of effort put into elaborate demonstration of basic software functionality. I see a lot of attention paid to the cost element of technology acquisition, including the contracted cost of implementation consulting services. But the factor that receives only cursory analysis and due diligence is long-term performance--the ability of a vendor to grow, expand, and develop, and bring its customers along with it. So what should you look for in a long-term IT supplier? Oracle has a public track record for product development. The annual investment has been on a run rate of almost $3 Billion organic product development. Oracle's well-publicized acquisitions and mergers have been supplemental to its R&D. This is important for Higher Education. Another meaningful way to evaluate a company is to look at the tangible track record of enhancement. Consider the Oracle-PeopleSoft enterprise business platform since acquired by Oracle 6 years ago: Product or Technology Enhancement Customer or User Impact Service Oriented Architecture (SOA) 300+ new web services delivered in versions 9.0 & 9.1 provide flexibility, so that customers can integrate PeopleSoft with other applications. Campus Solutions has added Admissions and Constituent Web Services. Constituent Relationship Management PeopleSoft CRM 9.1 for Higher Education introduced new process flows for student recruiting and retention to support "Student Success" initiatives. A 360 view of the constituent is now delivered, and the concept of a single-stop Student Services Center is now in CRM 9.1 with tight integration to PeopleSoft Campus Solutions. Human Capital Management Contract Pay for Education, with flexibility for configuration and calculation, has been extended in HCM 9.1. New chartfield integration among Project Costing - Time & Labor - Payroll to serve the labor distribution requirements for Grants / Sponsored Research. Talent Management PeopleSoft 9.0 and 9.1 feature an integrated talent management approach centered on definitions in "Profile Manager", with all new usability improvements. Internal and external candidate pools, and the entire recruitment process, are driven by delivered configurable selection and on-boarding processes. Interview scheduling, and online job offers are newly delivered processes. Performance Management PeopleSoft HCM ePerformance 9.1 will include significant new functionality designed to help organizations more effectively align business objectives with employee goals. Using an Organization Chart view, your business goals can flow down to become tangible objectives per employee. Succession Planning / Workforce Development New in HCM 9.0, enhanced in 9.1, is a planning capability for regular or unusual (major organizational change) succession of internal or external candidates. PeopleSoft supports employee-based career planning, which ultimately increases the integrity of the succession planning process (identify their career needs, plans, preferences, and interests). Dashboards / Oracle Business Intelligence Application Suite Oracle Human Resources Analytics provides the workforce information foundation that integrates data from HR functional areas and Finance. Oracle Human Resources Analytics delivers 9 dashboards and over 200 reports. Provide your HR professionals and front-line managers the tools to analyze workforce staffing, retention, productivity, to better source high-quality applicants, and to reduce absence costs. Multi-year Planning and Commitment Control External funding sources, especially Grants, require a multi-year encumbrance business process. PeopleSoft HCM 9.1 adds multi-year funding and commitment control, including budget checking. The newly designed Real Time Budget Checking will provide the customer with an updated snapshot of their budget and encumbrances at any given time. Position Budgeting with Hyperion Hyperion Planning world-class products now include delivered integration to PeopleSoft HCM. Position Budgeting is available in the new Public Sector Planning module of Hyperion. Web 2.0 features for the latest in usability PeopleSoft 9.1 features a contemporary internet user experience: Partial-page refreshing Drag and drop pagelets New menu structure Navigation pagelets Modal popup message windows Favorites & recently used links Type-ahead Drag and drop grid columns, pop-out grids Portal Workspaces Enterprise 2.0 for your collaborative web communities, using new content management, along with Wikis, blogs, and discussion forums in PeopleSoft Portal 9.1. PeopleTools enhanced by Oracle Fusion Middleware Standards-based tools have been added to the PeopleTools application infrastructure: BI (XML) Publisher, Java tools. Certified for use with PeopleSoft: Oracle Business Intelligence (OBIEE), Oracle Enterprise Manager, Oracle Weblogic Server, Oracle SOA Suite. Hosting for PeopleSoft applications A solid new deployment option: Oracle On Demand remote hosting center for high scalability, security, and continuity of operations. Business Process Outsourcing (BPO) for HCM / Payroll functions Partnership with AT&T provides hosting of HR/Payroll application along with payroll business process operations, and subscription-based service fees (SaaS). AT&T BPO full service includes pay sheet processing, bank and 3rd party file transfer, payroll tax handling, etc. Continuous Delivery Model Feature Packs provide faster time-to-benefit; new features become available in PeopleSoft 9.1 (or Campus Solutions 9.0) without need to perform upgrade. Golden person data model across all campus applications Oracle Higher Education Constituent Hub provides synchronization and data governance of person data across any application, e.g. HR/ Payroll, Student Information System, Housing, Emergency Contact, LMS, CRM. Oracle's aggressive enhancement plans within the "Applications Unlimited" program continue, as new functionality is under development for a new version of a PeopleSoft release planned for 2012. Meanwhile, new capabilities are planned on an annual basis in Feature Packs. PeopleSoft just delivered the HCM 2010 Feature Pack and another is planned for 2011. In February we plan to have over 100 customers from our Customer Advisory Boards at our PeopleSoft Development Center in California to review designs for all of these releases. For those of you near New York City The investment and progressive development story described above is the subject of an Oracle road show event on February 9, 2011. Charting Your Course with Oracle Applications is a global event series designed to help business and IT executives assess the impact of new inflection points on their business and applications roadmap: changing workforces, shifting customer and constituent bases, and increased volatility. Learn how innovations ranging from new deployment models like cloud computing to the introduction of social applications and smart devices are delivering results across all areas of business and industry. THIS DOCUMENT IS FOR INFORMATIONAL PURPOSES ONLY AND MAY NOT BE INCORPORATED INTO A CONTRACT OR AGREEMENT.

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  • Prioritizing Product Features

    - by Robert May
    A very common task in Agile Environments is prioritization.  Teams that are functioning well will prioritize new features, old features, the backlog, and any other source of stories for the team, and they’ll do it regularly. Not all teams are good at prioritizing according to the real return on investment that building stories will yield to the company.  This is unfortunate.  Too often, teams end up building features that are less valuable, and everyone seems to know it except perhaps the product owner!  Most features built into software are never even used.  Clearly, not much return for features that go unused. So how does a company avoid building features that add little value to the company?  This is a tough question to answer, but usually, this prioritization starts at the top with the executives of the company.  After all, they’re responsible for the overall vision of the company. Here’s what I recommend: Know your market. Know your customers and users. Know where you’re going and what you want to achieve. Implement the Vision Know Your Market We often see companies that don’t know their market.  Personally, I’m surprised by this.  These companies don’t know who their competitors are, don’t know what features make their product desirable in the market, and in many cases, get by with saying, “I’ve been doing this for XX years.  I know what the market wants!”  In many cases, they equate “marketing” with “advertising” and don’t understand the difference. This is almost never true.  Good companies will spend significant amounts of time and money finding out who they’re competing against and what makes their competitors successful in the marketplace.  Good companies understand that marketing involves more than just advertising.  Often, marketing is mostly research and analysis, not sales.  Until you understand your market, you cannot know what features will give you the best return on your investment dollar. Good companies have a marketing department and can answer the next important step which is to know your customers and your users. Know your Customers and Users First, note that I included both customers and users.  They’re often not the same thing.  Users use the product that you build.  Customers buy the product that you build.  It’s a subtle difference, but too often, I’ve seen companies that focus exclusively on one or the other and are not successful simply because they ignore an important part of the group. If your company is doing appropriate marketing, you know that these are two different aspects of your product and that both deserve attention to have a product that is successful in your target market.  Your marketing department should be spending a lot of time understanding these personas and then conveying that information to the company. I’m always surprised when development teams think that they can build a product that people want to use without understanding the users of that product.  Developers think differently than most people in the world.  They know what the computer is doing.  The computer isn’t magic to them.  So when they assume that they know how to build something, they bring with them quite a bit of baggage.  Never assume that you know your customer unless you’re regularly having interaction with them.  Also, don’t just leave this to Marketing or Product Management.  Take them time to get your developers out with the customers as well.  Developers are very smart people, and often, seeing how someone uses their software inspires them to make a much better product. Very often, because the users and customers aren’t know, teams will spend a significant amount of time building apps that are super flexible and configurable so that any possible combination of feature can be used.  This demonstrates a clear lack of understanding of the customer.  Most configuration questions can quickly be answered by talking to the customer.  In most cases, if your software requires significant setup and configuration before its usable, you probably don’t know your customers and users very well. Until you know your customers, you cannot know what features will be most valuable to your customers and you cannot build those features in a way that your customers can use. Know Where You’re Going and What You Want to Achieve Many companies suffer from not having a plan.  Executives will tell the team to make them a plan.  The team, not knowing their market and customers and users, will come up with a plan that doesn’t reflect reality and doesn’t consider ROI.  Management then wonders why the product is doing poorly in the market place. Instead of leaving this up to the teams, as executives, work with Marketing to understand what broad categories of features will sell the most product in the marketplace.  Then, once you’ve determined that, give this vision to the team and let them run with it.  Revise the vision as needed, but avoid changing streams frequently.  Sure, sometimes you need to, but often, executives will change priorities many times a month, leading to nothing more than confusion.  If the team has a vision, they’ll be able to execute that vision far better than they could otherwise. By knowing what products are most important, you can set budgetary goals and guidelines that will help you achieve the vision that was created. Implement the Vision Creating the vision is often where the general executives stop participating in the plan.  The team is responsible for implementing that vision.  Executives should attend showcases and and should remain aware of the progress that the team is making towards meeting the vision, however. Once a broad vision has been created, the team should break that vision down into minimal market features (MMF).  These MMFs should be sized using story points so that, using the team’s velocity, an estimated cost can be determined for each feature.  The product management team should then try to quantify the relative value of the MMFs based on customer feedback and interviews.  Once the value and cost of creating the feature is understood, a return on investment can be calculated.  The features should then be prioritized with the MMF’s that have the highest value and lowest cost rising to the top of features to implement.  Don’t let politics get in the way! Once the MMF’s have been prioritized, they should go through release planning to schedule them for implementation. Conclusion By having a good grasp on the strategy of the company, your Agile teams can be much more effective.  Each and every story the team is implementing will roll up into features that matter to the company and provide ROI to them.  The steps outlined in this post should be repeated on a regular basis.  I recommend reviewing them at least once per quarter to make sure that the vision hasn’t shifted and that the teams are still working on what matters most to the company. Technorati Tags: Agile,Product Owner,ROI

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  • Join our Marketing Intelligence Team in Dublin!

    - by jessica.ebbelaar
    Do you want to work with the brightest minds in the industry? Want to be part of a global team that’s changing the way the world does business? Then Oracle is the place for YOU. Join now as a Marketing Intelligence Representative. You will have the opportunity to develop within the role through working alongside the Business Development, Sales and Marketing teams within Oracle. The Marketing Intelligence Group is viewed as a true talent pool for the Business Development and Sales Teams. Oracle offers a structured training programme for Marketing Intelligence Representatives and Business Development Consultants including our approved sales certified training methodology along with regular product training. Miriam started her career as a Marketing Intelligence Representative six years ago, and shares what she has learned and how her career is progressing. My Career Path at Oracle: June 2005 – October 2005: Profiler in the Marketing Intelligence Team November 2005 - October 2006: Team Leader for MIT November 2006 - February 2008: Business Development Consultant Iberia March 2008 - December 2010: Lead Management Specialist Currently: Sales Program Manager for Iberia & Benelux What did you learn from your role in the Market Intelligence Team Being a Profiler helped me to understand how an organisation works, from the beginning to the end. It is like being in University but being paid! The three key things I learnt in this role are: Knowledge of customers: You are on the phone with over 70 customers daily. Not only does this give you an overview of the IT infrastructure of the customers companies but also how to manage their questions and rejections. Essentially you are learning how to convert their pain and complaints into business opportunities. Knowledge of Oracle: As a Profiler you get an excellent overview of how Oracle works internally, from Marketing to Sales, without forgetting the Operations Team. Knowledge about yourself: As a Profiler I learnt how to work outside of my comfort zone, there is a new challenge almost every day but Oracle are there to support you every step of the way. Oracle really invests in developing the MIT Team and as a Profiler you can expect product and sales training on a monthly basis. How did you progress from MIT to Business Development Group (BDG)? I made sure that my manager knew from the very beginning that I was keen to progress at Oracle and I was set very clear objectives to help me reach my goal.  My manager was very supportive and ensured I received all the training I needed. After I became a Team Leader of Profiling, I moved to an Iberia BDG position. How you feel your experience in MI has helped you in your current role? I truly believe that the MI position gives you a great overview of Oracle and this has really helped me in my current position.  I am the Sales Program Manager for IBERIA & Benelux and in my campaigns I need to target the right companies and the right job specs.  My time in the Market Intelligence team really helped me to understand how to focus and target my campaigns so I know I don’t miss any business opportunities! How would you sum up your Oracle experience? Oracle is a big organisation with big opportunities. With the right skills and with the great training programs that Oracle offer, the only limit is you! If you have any questions related to this article feel free to contact [email protected] You can find all our job opportunities via http://campus.oracle.com. Tags van Technorati: Marketing Intelligence,Benelux,Iberia,Profiler,Business Development,Sales Representatives,BDG,Business Development Group,opportunities,Oracle

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  • Customers Live on Oracle Fusion Human Capital Management

    - by Scott Ewart
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;} Oracle HCM Cloud Service Helps Power HR’s Contribution to the Business. More than 25 of the 100-plus customers who have selected Oracle Fusion Human Capital Management (HCM) are already live. Ardent Leisure, Peach Aviation, Toshiba Medical Systems and Zillow have deployed Oracle HCM Cloud Service and are using it to transform their HR operations. They join companies such as Principal Financial Group and Elizabeth Arden, who are already using Oracle HCM Cloud Service to help manage international growth and deliver pervasive, role-based, configurable solutions to their employees. See The Full Press Release Here: http://www.oracle.com/us/corporate/press/1859573?sc=OPR-TW

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  • Software Design for Product Verticals and Service Verticals

    - by Rachel
    In every industry there are two verticals Product Vertical and Service Vertical, so my question is: How does design approach changes while designing Software for Product Vertical as compared to developing Software for Service Vertical ? What are the pros and cons for each case ? Also, in case of Product Vertical, How you go about designing Product or Features and what are steps involved ? Lastly, I was reading How Facebook Ships Code article and it appears that Product Managers have very little influence on how Product is developed and responsibility lies mainly with the Developer for the feature. So is this good practice and why one would go for this approach ? What would be your comment on this kind of approach ?

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  • Concurrent cartesian product algorithm in Clojure

    - by jqno
    Is there a good algorithm to calculate the cartesian product of three seqs concurrently in Clojure? I'm working on a small hobby project in Clojure, mainly as a means to learn the language, and its concurrency features. In my project, I need to calculate the cartesian product of three seqs (and do something with the results). I found the cartesian-product function in clojure.contrib.combinatorics, which works pretty well. However, the calculation of the cartesian product turns out to be the bottleneck of the program. Therefore, I'd like to perform the calculation concurrently. Now, for the map function, there's a convenient pmap alternative that magically makes the thing concurrent. Which is cool :). Unfortunately, such a thing doesn't exist for cartesian-product. I've looked at the source code, but I can't find an easy way to make it concurrent myself. Also, I've tried to implement an algorithm myself using map, but I guess my algorithmic skills aren't what they used to be. I managed to come up with something ugly for two seqs, but three was definitely a bridge too far. So, does anyone know of an algorithm that's already concurrent, or one that I can parallelize myself?

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  • e-commerce product data/metadata schemas

    - by Shreko
    Trying to figure out how is product data/metadata schema designed. For example, how does an e-commerce site enter a product spec. Does it copy and paste from mfg spec sheet, enters it in their own fields or something else? Here is an example, looking at the D3000 Nikon DSLR Manufacturer: http://nikon.ca/en/Product.aspx?m=17300&disp=Specs futureshop.ca: www.futureshop.ca/en-CA/product/nikon-nikon-d3000-10-2mp-dslr-camera-with-18-55mm-lens-kit-d3000/10128435.aspx?path=865c2348a1542e848982c9dbd9253483en02 memoryexpress.com: www.memoryexpress.com/Products/PID-MX25539%28ME%29.aspx They are all slightly different in order or in parent/child field? What's storage is used for this type of info rdbms or xml?

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  • Want to Learn More About PeopleSoft Talent Mgmt 9.1 Integrations?

    - by jay.richey
    In response to customer questions regarding the new PeopleSoft Talent Management 9.1 Integrations, we have created a Frequently Asked Questions (FAQ) document to help you better understand Oracle's plans and roadmap. Oracle is delivering pre-built integrations between the HCM 9.1 Talent Management applications and prior releases of core HCM. These integrations will be available to our customers at no charge in phased releases that started in late calendar year 2009 and will continue in calendar year 2010. These integrations will enable PeopleSoft HCM customers to implement and take advantage of the enhanced features and new functionality delivered in the following HCM 9.1 Talent Management applications: Enterprise Learning Management (ELM), ePerformance, eCompensation Manager Desktop, Career and Succession Planning, and Recruiting Solutions, without having to upgrade the core HCM system. Download the FAQ and learn more about PeopleSoft HCM 9.1, PeopleTools 8.50 and the Talent 9.1 Integrations by visiting our PeopleSoft HCM 9.1 Solution Factory.

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  • Search Engines Online Business Tools For Website Marketing - 3 Free Tools to Optimise Your Website

    Search engines online business tools for website marketing are available by the thousands, if not millions. Lots of software companies have designed a whole range of different applications to help you optimise your website and marketing campaigns. When I first started with online marketing, I looked on the internet for some online tools, preferably for free. My budget was basically next to nothing but I knew that I wasn't the only one, so there had to be a solution, right? And yes, there is.

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  • The Best Internet Marketing Tool is a Keyword Tool

    The best internet marketing tool is a keyword tool. A keyword tool is really helpful if you are an internet marketing, and if you have dabbled with one before, then you'll know exactly how powerful they are and what they can be used for. This article will explain that the best internet marketing tool that you can use is the keyword tool.

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  • Can the customer be a SCRUM Product Owner in a project?

    - by Morten
    I just had a discussion with a colleague about the Product Owner role: In a project where a customer organization has brought in a sofware developing organization (supplier), can the role of Product Owner be successfully held by the customer organization, or should it always be held by the supplier? I always imagined, that the PO was the supplier organizations guy. The guy that ensured that the customer is happy, and continously fed with new and high-businessvalue functionality, but still an integral part of the developer organization. However, maybe I have viewed the PO role too much like the waterfall project manager. My colleague made me think: If the customer organization is mature and proffessional enough, why not let a person from their camp prioritize the backlog?? That would put the PO role much closer to the business, thus being (in theory) better to assess the business value of backlog items. To me, that is an intriguing thought. But what are the implication of such a setup??? I look forward to your input.

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  • A Letter for Your CEO About Social Marketing’s Future

    - by Mike Stiles
    We’ll leave it to you to decide if or how to sneak this in front of them. Dear Chief: This social marketing thing looks serious. It’s gone beyond having a Facebook page and putting our info and a few promotions on it. It’s seriously disrupting how we’ve always done marketing. And its implications reach well beyond marketing. My concern is that we stay positioned ahead of these changes and are prepared to embrace, adapt and capitalize on these new capabilities as opposed to spending valuable time and money trying to shoehorn social into “the way we’ve always done things.” I’m also concerned about what happens if our competition executes on this before we do. The days of being able to impose our ad messaging on the masses to great effect are numbered. The public now has the tech tools and ability to filter out things that are irrelevant to them. And frankly, spending ad dollars to reach unlikely prospects isn’t the most efficient path for us either. Today, our customers have to genuinely love what we do. That starts with a renewed, customer-centric focus on the quality and usability of our product. If their experience with it is bad, they now have very connected, loud voices that will testify against us. We can’t afford that. Next, their customer service experience, before and after the sale, has to be a pleasant surprise. That requires truly knowing our customers and listening to them. Lip service won’t cut it. We have to get and use as much data on the customer as possible, interact with them wherever they want to interact with us, and commit to impressing them. If we do, they’ll get out there and advertise for us. Since peer-to-peer recommendation is the most effective marketing, that’s money in the bank. Social marketing is about forming relationships, same as how individuals use social. We want them to know us, trust us, and get real value from knowing us. That requires honesty and transparency that before now might have been uncomfortable. I propose that if we clearly make everything we do about our customers’ wants and needs, we’ll have nothing to hide. It will solidify customer loyalty, retention, and thus, revenue. These things can’t happen without certain tools and structural changes in the organization. There are social cloud platforms that integrate social management into all of the necessary areas: CRM, customer service, sales, marketing automation, content marketing, ecommerce, etc. This is will give us a real-time, complete view of the customer so their every interaction with us is attentive, personalized, accurate, relevant, and satisfying. Without it, we’re just a collage of disjointed systems, each gathering data that informs only its own departmental silo. The customer is voluntarily giving us everything we need to know about them to win them over, but we have to start listening and putting the pieces together. There’s still time. Brands are coming to terms with this transition to the socially enabled enterprise, but so far they aren’t moving very fast. Like us, they’re dealing with long-entrenched technologies and processes. CMO’s and CIO’s have to form new partnerships. Content operations have to be initiated and properly staffed and funded. Various departments must be able to utilize interconnected big data. What will separate the winners from the losers? Well chief, that’s why I’m writing you. It’s in your hands. These initiatives won’t get the kind of priority and seriousness that inspire actual deadlines & action unless they come from your desk. You have to be the champion of customer centricity. You have to be our change agent. You have to be our innovator. Otherwise, it’s going to be business as usual, and that puts us in a very vulnerable place. Sincerely, Your Team @mikestilesPhoto: Gary Scott, stock.xchng

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  • Does it help to be core programmer of a product (meant for social good) for getting into a PhD program at a top university?

    - by Maddy.Shik
    Hey i am working upon a product as core developer which will be launched in USA market in few months if successful. Can this factor improve my chances for getting accepted into a PhD program at a top university (say top 20 in US)? Normally good universities like CMU, Standford, MIT, Cornell are more interested in student's profile like research work, undergraduate school, etc. I am now passed out from very good university it's ranked in top 20 of India only. Neither did I do research work till now. But being one of founding member of company and developing product for same, I want to know if this factor can help and to what extent.

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  • Webcast: Get More Sales Ready Leads for Less Cost with Oracle CRM On Demand Marketing

    - by ruth.donohue
    Successful marketing starts with knowing your audience: who they are, what they're buying, and how they like to be contacted. With customer data scattered across multiple systems, getting the answers to these questions can be difficult. Join our live Webcast to see a demonstration of how Oracle CRM On Demand Marketing increases marketing ROI by delivering the right messages to the right targets for the greatest response. Tuesday, March 15, 2011 11:00 a.m. PT / 2:00 p.m. ET Register Now! Technorati Tags: oracle crm,oracle crm on demand,integrated sales and marketing,cloud,saas

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  • Marketing SEO Companies on the Internet

    There are many different types of companies to choose from on the internet, and many fall under the category of marketing SEO companies. Marketing SEO companies are SEO services that provide one with optimal results when it comes to getting one's internet noticed on the internet. Many of these marketing companies focus on link building and key word placement to optimize one's web site to get attention from the many online search engines on the internet.

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  • Marketing Burst Web and Landing Pages

    Marketing Burst was not created by a teenage techno geek without real world or real life marketing experience but by a seasoned professional for her own need to find simple solutions to marketing challenges she faced herself. Pam Bennett shares a similar story to many of use who was searching and spending money on experts who were thought to have the answers.

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  • Windows 8.1 won't accept my Media Center Pack Product Key

    - by Daniel
    I just installed Windows 8.1 Pro as an upgrade from an ISO torrent. I was able to activate my original Windows 8 key successfully. However, I tried to activate my Media Center Pack key that I purchased for Windows 8 and it errors out the first try. When I try to activate it again, it then says "This key won't work. Check it and try again, or try a different key.". Do I have to purchase the key again? Thanks

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  • SEO Link Building - An Important Part of Online Marketing

    You must remember that SEO link building is something that is a very important part of online marketing. The latter is a field that has in recent times become a real money churner for corporate conglomerates. SEO link building is so important that now you have marketing companies that specialize in this particular field alone. It should be noted that such online marketing per se will not help you garner great sales; you should also be highly involved in social media as well.

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  • Cosmetic Surgery Marketing SEO Best Practices

    Specially-constructed marketing strategies for the plastic surgeon are perfected for each individual practice. This type of strategizing goes far beyond the everyday SEO and Internet marketing that comes with standard companies. Here are the top 2 best practices of cosmetic surgery marketing to help you choose the right company.

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  • E-mail solution recommedation?

    - by Brownsithily Smith
    Do you currently use email marketing as part of your online marketing strategy to new prospects,customers & clients? If yes: What is your single biggest problem/challenge with email marketing? What is your single most important question about email marketing? If no: What is stopping you? Do you plan to go on your email marketing for online business & ecommerce? Any experience or recommendation?

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  • Participez à nos webinars hebdomadaires sur HCM

    - by Kinoa
    Et vous, vous faites quoi le vendredi matin ? Participez à notre webinar hebdomadaire Fusion Friday organisé par l'équipe Oracle UK. Des spécialistes animeront ces sessions live et répondront à toutes les questions que vous vous posez : innovations, productivité, gestion de carrière, analyses des tendances, entretiens annuels... Chaque session se déroulera à 9h30 (gmt) avec environ 20mn de présentation live suivi de questions / réponses. Inscrivez-vous dès à présent au Fusion Friday. Et pour plus de vidéos et tutoriels, rendez-vous sur le Virtual Briefing Center.

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  • Is hierarchical product backlog a good idea in TFS 2012-2013?

    - by Matías Fidemraizer
    I'd like to validate I'm not in the wrong way. My team project is using Visual Studio Scrum 2.x. Since each area/product has a lot of kind of requirements (security, user interface, HTTP/REST services...), I tried to manage this creating "parent backlogs" which are "open forever" and they contain generic requirements. Those parent backlogs have other "open forever" backlogs, and/or sprint backlogs. For example: HTTP/REST Services (forever) ___ Profiles API (forever) ________ POST profile (forever) _______________ We need a basic HTTP/REST profiles' API to register new user profiles (sprint backlog) Is it the right way of organizing the product backlog? Note: I know there're different points of view and that would be right for some and wrong for others. I'm looking for validation about if this is a possible good practice on TFS with Visual Studio Scrum.

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